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Home My WebLink About12-16-2024 - Study Session Agenda Packet STUDY SESSION AGENDA CITY COUNCIL CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO December 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 December 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 December 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. Wheat Ridge Prosperity Plan Update 2. Legislative Advocacy Program Update 3. Staff Report(s) 4. Elected Officials’ Report(s) Item No. 1 Memorandum TO: City Council and Mayor THROUGH: Patrick Goff, City Manager FROM: Steve Art, Economic Development Manager DATE: December 16, 2024 SUBJECT: Wheat Ridge Prosperity Plan Update ISSUE: The Economic Development Division of the City Manager’s Office and its consultant, Progressive Urban Management Associates (PUMA), have completed a final draft of an Economic Development Strategic Plan. This strategic plan is being branded as the Wheat Ridge Prosperity Plan (the Plan) and is being developed as a stand-alone document to be used by the City Manager’s Economic Development Division. PUMA and City Staff will provide an update primarily on the Plan’s Implementation Matrix, which can be found in Section A of the Appendix (Attachment 2). The final recommended plan will be presented to City Council at a future date for adoption. PREVIOUS ACTIONS: On August 5, 2024, Council reviewed the draft Plan and provided consensus to move forward with final recommendations. BACKGROUND: The City of Wheat Ridge’s last economic development plan was created in 2009. This updated 2024 Plan uses current market data and community aspirations to develop priorities for decision- making, investments, and strategic partnerships over the next decade. The Plan evaluates a range of market dynamics, including employment, business activity, demographic changes, local and regional commercial real estate trends, and investments and incentives, as well land development and redevelopment opportunities. The Plan will include a detailed, tactical implementation section as well as “quick wins” that can be accomplished within the first two years. To date, more than 300 local stakeholders have been engaged as part of this planning process, including City staff and leadership, residents, businesses, entrepreneurs, employers, developers, and key organizational partners. The Plan will be additive to and coordinated with other concurrent planning efforts, including the City Plan. IMPLEMENTATION MATRIX: As Council may recall, the Plan focuses on four area goals: 2 1. Goal Area 1 - Corridors, Nodes, and Redevelopment Opportunities 2. Goal Area 2 - Jobs, Innovation, and Light Manufacturing 3. Goal Area 3 - Attainability and Quality of Jobs, and 4. Goal Area 4 - Business Support Ecosystem Within Section A of the Appendix are details of the specific strategies and tactics for each of the four area goals. Included is a matrix of costs for each tactic, a timeline on when this strategy may be initiated, and finally who will act as lead on the tactic and other potential partners. The following are the strategies for each of the four goal areas. Included in Section A of the Appendix are the individual tactics for each strategy. GOAL AREA 1 • Strategy 1A – Continue to work with developers, property owners and businesses to deliver a mixed-use vision for Wheat Ridge’s “main street” and create a central community hub along West 38th Avenue between Harlan and the Lutheran Legacy Campus. • Strategy 1B – Focus on key nodes and activity centers along 44th Avenue for infill development, business recruitment, and public realm investment in the mid-to-near-term, and longer-term planning efforts to make the full corridor more walkable and dynamic. • Strategy 1C – Continue investments in the 29th and 26th Avenue commercial nodes to promote greater visibility, branding and public improvements. • Strategy 1D – Attract and retain an appropriate mix of chain and local retail and businesses along the regional-serving corridors. • Strategy 1E – Encourage commercial property owners to make investments and building upgrades for business tenants using a “carrot and stick” approach. • Strategy 1F – Invest in redevelopment areas abutting I-70. • Strategy 1G – Support the community’s vision for the Lutheran Legacy Campus redevelopment and consider compatible ‘right-sized’ commercial and innovative uses. • Strategy 1H – Support neighborhood-serving amenities and retail opportunities within walking distance of new multi-family housing development and transit-oriented development. GOAL AREA 2 • Strategy 2A – Target efforts in industrial zoned areas to retain industrial uses and to attract additional light manufacturing/creative businesses, particularly in the General Production Center zones identified in the City Plan. 3 • Strategy 2B – Expand Wheat Ridge’s inventory of flex space for innovative firms, including R&D’s, biomedical, creative manufacturing, and other related uses. • Strategy 2C – Attract small, niche professional service employment opportunities. • Strategy 2D – Explore incentives and programs to spur innovative start-up concepts. • Strategy 2E – Support workforce development initiatives that bolster key industries, including manufacturing. GOAL AREA 3 • Strategy 3A – Invest in mobility improvements to improve ease of biking and walking to business districts. • Strategy 3B – Install public art along trails and corridors to create a unique experience for residents and visitors. • Strategy 3C – Enhance gateways to Wheat Ridge’s business districts through design and public realm improvements. • Strategy 3D – Implement recommendations from the 2023 Wheat Ridge Housing Plan to increase housing attainability. • Strategy 3E – Implement recommendations from the Wheat Ridge Sustainability Plan that encourage businesses to operate more energy and resource-efficient. • GOAL AREA 4 • Strategy 4A – Maintain and refine Economic Development functions and focus on providing hands-on support for existing and prospective businesses. • Strategy 4B – Implement improvements to business permitting and licensing and expand awareness about codes and processes. • Strategy 4C – Improve support systems for emerging entrepreneurs and elevate opportunities for BIPOC- and women and nonbinary owned businesses. • Strategy 4D – Improve coordination with external partners to support the business community, and market Wheat Ridge with a unified voice. • Strategy 4E – Re-align business support organizations to create a more balanced public-private partnership for economic development. • Strategy 4F – Redefine priorities for Renewal Wheat Ridge (URA) • Strategy 4F – Maintain partnerships with the JeffCo EDC, neighboring municipalities, community colleges, and other regional partnerships. 4 The remainder of the Appendix includes Market Research Memo, Additional Market Indicators, and Past Plan Summary. Elements of the Arland report are scattered throughout the Prosperity Plan. RECOMMENDATIONS: Staff is seeking consensus this evening on the Plan and the Implementation Matrix. It is anticipated the final Plan will move forward to Council in early 2025 for approval. ATTACHMENTS: 1. Draft Prosperity Plan 2. Part III: Appendix 3. PUMA Presentation WHEAT RIDGE PROSPERITY PLAN: AN ECONOMIC DEVELOPMENT STRATEGY NOVEMber 2024 jATTACHMENT 1 ACKNOWLEDGEMENTS WHEAT RIDGE CITY COUNCIL District I: Jenny Snell, Janeece Hoppe District II: Rachel Hultin, Scott Ohm District III: Amanda Weaver, Korey Stites District IV: Dan Larson, Leah Dozeman OFFICE OF THE MAYOR Bud Starker, Mayor OFFICE OF THE CITY MANAGER Patrick Goff, City Manager CITY OF WHEAT RIDGE ECONOMIC DEVELOPMENT Steve Art, Division Manager STRATEGIC ACTION TEAM Lowrey Burnett, Wheat Ridge Business Association Tyler Downs, Wazee Partners Tom Fox, Optic Nerve Patrick Goff, City Manager Brett Hall, Timeless Travel Trailers Stephanie McGee, Wheat Ridge Chamber of Commerce Tadd Overstreet, Stylus & Crate Paige Piper, Localworks Lindsay Reinert, Intermountain Health Heidi Sheard, Swiss Flower + Gift Jim Shpall, Applejack Wine + Liquor Celeste Tanner, Renewal Wheat Ridge CONSULTANT TEAM Progressive Urban Management Associates (P.U.M.A.): Brad Segal, President, P.U.M.A. Andrea Buglione, Senior Associate, P.U.M.A. Ethan Greene, Project Assistant, P.U.M.A. Arland Land Use Economics: Arleen Taniwaki, President, Arland Land Use Economics 2 HOW THIS PLAN IS ORGANIZED Part I: Summary of Findings & Recommendations •Executive Summary •Goals & Plan Framework •Strategies & Tactical Recommendations Part II: Supporting Analysis •Market Assessment Summary •Community Aspirations (Community Engagement Summary) •Internal Conditions •Project Background Part III: Appendix •A: Implementation Matrix •B: Market Research Memo •C: Additional Market Indicators •D: Past Plans Summary 3 PART I: SUMMARY OF FINDINGS & RECOMMENDATIONS ▶ Executive Summary ▶ Goals & Plan Framework ▶ Strategies & Tactical Recommendations 4 Executive Summary November 2024 WHEAT RIDGE PROSPERITY PLAN: AN ECONOMIC DEVELOPMENT STRATEGY The Wheat Ridge Prosperity Plan is a market-based, community informed economic development strategy created to guide decision-making and public and private investments in Wheat Ridge over the next 5-to-10 years. The plan builds upon existing assets and investments, recent growth, and future development areas to chart a path toward a resilient and economically vibrant future. The plan considers a variety of economic development and related topics, including: •Business vitality, retention, attraction, and mix •Land development and redevelopment opportunities •Growth of the City’s tax base •Employment and workforce, and opportunities forcreative entrepreneurship •Housing, quality of life, and community identity, and, •Business support organizations and partnerships. EXECUTIVE SUMMARY The process was conducted in four phases. Phase I: Preparation & External Conditions Analysis included site visits, past plan review, community engagement, and a comprehensive market assessment. Phase II: The Internal Assessment evaluated the City’s capacity to respond to economic development opportunities and challenges by evaluating its development approval process and economic development incentives. Phase III: Synthesis & Plan Framework synthesized key findings from Phases I and II into a high-level framework organized around goals, objectives, and strategies that was reviewed by the Strategic Advisory Team and City staff. In Phase IV: Draft and Final Plan the final document and accompanying implementation plan were reviewed by City staff, the Strategic Advisory Committee, and City Council. A project Strategic Advisory Team was convened to help guide plan development. Denver-based Progressive Urban Management Associates (P.U.M.A.) and ArLand Land Use Economics were contracted by the City of Wheat Ridge to help facilitate the process. 5 Wheat Ridge Prosperity Plan KEY MARKET FINDINGS DEMOGRAPHIC SHIFTS • Wheat Ridge’s median household income and educational attainment increased significantly in the past decade. • Millennials are the fastest growing cohort: Wheat Ridge has seen a surge in younger residents in recent years, putting to test its reputation as an aging, bedroom community. • The driving force in this demographic shift has been slightly lower housing costs relative to Denver. Nevertheless, Wheat Ridge’s median home price is largely unattainable for even moderate-income households. This has implications for equity, cost of living, and employee retention and attraction. RETAIL • Within the boundaries of I-70, the north-south corridors have generally been the location of regional serving retailers (who also tend to generate larger sales tax revenues), while the east-west corridors tend to be the location of neighborhood serving uses. • Demographic changes and shifts in spending power have enabled business growth on the 38th Avenue corridor, and with it, increased positive contributions to the City’s sales tax revenue base. • There may be opportunities for additional small retail/services that stakeholders desire, particularly with sustained population growth and added density over time. A comprehensive assessment of Wheat Ridge’s existing demographic, economic, and real estate conditions can be found within the full plan. Select market findings are highlighted below. Employment at a Glance ▶ Total Jobs: 19,400 ▶ Largest industry by employment: Health Care & Social Assistance ▶ Employment activity has shifted westward to I-70 with the opening of the new hospital campus at Clear Creek Crossing. ▶ An estimated 50% of Wheat Ridge’s jobs pay $40,000 or less, suggesting that well over half of the workforce cannot afford to buy a home in the community they work. OFFICE • The office market has fared better in suburban settings like Wheat Ridge compared to urban downtowns. • General office uses in Wheat Ridge have seen a decrease, but medical office uses have significantly increased. • Opportunities to attract professional and business services who value proximity to Denver, could propel redevelopment and address infill opportunities, particularly in the neighborhood serving corridors. INDUSTRIAL • Industrial real estate is limited in Wheat Ridge and Jefferson County, with significant demand for light manufacturing properties, especially “flex” real estate. • Looking ahead, retaining industrial uses and pursuing infill opportunities north of I-70 should continue to be a priority. Redevelopment opportunities • Most of the redevelopment opportunities in Wheat Ridge are smaller infill sites, particularly areas near I-70. • See Commercial Corridors & Opportunity Areas map (Geographic Framework) for suggested redevelopment opportunity areas, commercial corridor typologies, and areas within corridors to focus energy and investment moving forward. 6 Executive Summary Community aspirations Key Themes Community stakeholders have a strong desire for additional local, retail opportunities, and they would generally like to see more walkable, vibrant corridors, and new investment and activity along corridors like 38th, 44th, and 29th. Business prosperity has been a central theme emerging through this and other planning processes. 1 Wheat Ridge’s overall quality of life correlates to high levels of satisfaction among residents. Desired quality-of-life improvements – that would also lend to improve the business prosperity – include safer and more attractive bike and pedestrian routes to connect business districts, and investments in public art and wayfinding to make Wheat Ridge feel more distinct. There is a pronounced divide between residents and stakeholders who desire more density and more housing, and those who would prefer Wheat Ridge to remain unchanged. Businesses are generally feeling optimistic about the economic climate and support, but have some desire for improvements in city processes and the availability and marketing of resources. “As Wheat Ridge evolves over the next 5 to 10 years, which of the following are MOST important for business prosperity?” 1.Continue to improve the variety of retail and restaurants, including unique, locally-owned businesses 2.Create distinctive, walkable commercial retail districts, including 38th, 44th, and 29th 3 4 5 There is a growing sense that there is new energy and enthusiasm, creativity, and younger demographics and households coming to Wheat Ridge, and contributing to more community vitality and opportunities. There are also concerns about housing attainability and cost of living, particularly how it relates to challenges with employee retention.2 TOP TWO PRIORITIES: Combined results from June 6 Open House poll question and Online Survey Q4: 7 Wheat Ridge Prosperity Plan High-level takeaways from the Internal Conditions chapter include the following: • The City of Wheat Ridge Economic Development division should continue to function primarily as a “business facilitator” that is strong in building relationships and connecting existing and prospective businesses to resources. • The Urban Renewal Authority (Renewal Wheat Ridge) has made significant impacts through the city, although feedback from its board suggests that the entity could benefit from a more streamlined vision to help focus on a set of priority projects moving forward. • Overall, the commercial real estate developers interviewed for this planning process had very positive experiences working with the City and Economic Development. City staff should continue implementing efficiencies with permitting processes. • Some cities and towns are consolidating community and economic development functions to create more collaborative and efficient processes. For Wheat Ridge these divisions are already working together seamlessly. • The Economic Development division should review and make recommendations for an opportunity to retool some of the incentive programs, including ESTIP and BDZ. • For a City of Wheat Ridge’s size, given the number of organizations that are part of the business support ecosystem, a consolidation would be beneficial. Wheat ridge 2009 vs. 2024 There have been notable changes to the built- environment and local economic dynamics since the 2009 economic strategic plan, including: ▶Surge in multifamily and mixed-use development, including transit-oriented development within the Wheat Ridge/Ward Road Station, mixed use redevelopment at the Corners at Wheat Ridge, and the transformative 100- acre Clear Creek Crossing development anchored by the new Intermountain Health Lutheran Hospital. ▶New retail stores including four new national tenants within the Applewood Village Shopping Center. ▶Significant investment in infrastructure and new commercial activity using economic development tools such as Tax Increment Financing (TIF) and bonds. ▶Growth and retention of unique local businesses, fueled in part by changing demographics and a small boost in retail spending power. ▶As people and businesses seeking a community with a high quality of life and amenities are getting priced out of Denver, many have taken advantage of opportunities to relocate to Wheat Ridge in the last five-to-ten years, particularly millennials and young families. Many of the 2009 Plan’s goals are re-emphasized, including marketing the community’s unique competitive advantages, retaining and attracting retail, rehabilitating underutilized commercial spaces, and expanding primary employment opportunities. New areas of significance in the 2024 Plan include an emphasis on the connection between overall quality of life and economic development – acknowledging that key issues like housing attainability and investing in sustainability and mobility, are intrinsically tied to economic prosperity. Moreover, the 2024 plan includes more tactical, detailed recommendations for all strategies, and a nuanced geographic framework. Internal conditions Clear Creek Crossing development site in 2021 8 Executive Summary Key takeaways: The following broad conclusions are based upon the community engagement themes, market assessment, past plan review, and internal conditions analysis. These takeaways help inform the goals framework for this plan. 1 Wheat Ridge’s distinct competitive advantages (such as location, quality of life, amenities, historic character) underpin a strong market outlook and opportunities looking ahead. Businesses desire Wheat Ridge’s location in relation to Denver and to the mountains, and the quality-of-life offerings afforded to its residents. 2 Wheat Ridge is a city of corridors. Corridors are where the community’s commercial activity occurs and the driving force behind the City’s revenue. These historic corridors and nodes should be preserved and invested into. There are opportunities to create more walkable business corridors along 38th, 44th, 29th Avenues and the commercial center at 26th and Kipling Street. 3 The city is largely landlocked and built-out. Wheat Ridge has very few large parcels left to accommodate employment-based uses, but there are opportunities for smaller scale industries, infill redevelopment, and consolidation of small lots into larger developable properties. 4 The City’s demographics are slowly shifting, bringing new opportunities to spur business growth, entrepreneurial activity, and investments in amenities. In particular, as families are being priced out of other markets, Wheat Ridge has seen a surge in younger residents in recent years, which has tested its reputation as an aging, bedroom community. 5 Many organizations currently provide economic development and business support in Wheat Ridge -- both a strength and challenge. There is an opportunity to create stronger partnerships and more well-defined roles among the City and its partner organizations, such as the Chamber, the Business Association, Wheat Ridge Business District, Localworks, Applewood Business Association, and others. There may be a need to consolidate some of these services for a clearer delineation to its business community. 9 Wheat Ridge Prosperity Plan WHEAT RIDGE PROSPERITY PLAN FRAMEWORK The Wheat Ridge Prosperity Plan is organized by four key goal areas: 1) Corridors, Nodes, and Redevelopment Opportunities; 2) Jobs, Innovation, and Light Manufacturing; 3) Attainability and Quality of Life; and 4) Business Support Ecosystem Each goal area’s key objectives are defined, followed by a list of strategies. Objectives for the four goal areas that comprise the Wheat Ridge Prosperity Plan are shown in the framework diagram below. Detailed implementation tactics are provided for each strategy in Appendix A: Tactical Implementation Plan. 10 Executive Summary Strategies A.Continue to work with developers, property owners,and businesses to deliver a mixed-use vision for WheatRidge’s “main street” and create a central community hub along West 38th Avenue between Harlan and the Lutheran Legacy Campus. B.Focus on key nodes and activity centers along 44th Avenue for infill, business recruitment, and public realminvestment in the mid-to-near-term, and longer-termplanning efforts to make the corridor more walkableand dynamic. C.Continue investments in the 29th and 26th Avenuecommercial nodes to promote greater visibility,branding, and public improvements. D.Attract and retain an appropriate mix of chain andlocal retail and businesses along the regional- serving corridors (Wadsworth, Kipling, Sheridan, Youngfield/I-70). E.Encourage commercial property owners to make investments and building upgrades for business tenantsusing a “carrot and stick” approach. F.Invest in redevelopment areas abutting I-70. G.Support the community’s vision for the Lutheran LegacyCampus redevelopment and consider compatible “right-sized” commercial and innovative uses. H.Support neighborhood-serving amenities and retail opportunities within walking distance of new multi- family housing development and transit-orienteddevelopment. GOAL 1: CORRIDORS, NODES, REDEVELOPMENT OPPORTUNITIES Key Ideas & Conclusions •A balanced development approach should promote additional densityon corridors while preserving existingcharacter in neighborhoods. •There is widespread desire among thecommunity and a market opportunityto meet some of the demand for unique retail and restaurants. •The City’s primary revenue source isretail-based sales tax. A mix of chains/ franchises and independent businesseswill be necessary to meet marketdemands and continue providing arobust and diverse sales tax base.The City’s major north/south vehicular corridors are well suited to serve regionalmarkets, while the major east/westcorridors can ideally evolve as morewalkable/bikeable neighborhood- serving retail and service corridors. GOAL 1 GOAL 1 OBJECTIVES •Continue creating walkable, dynamic destinations tosupport retailers within neighborhood-serving corridors,and an appropriate mix for regional-serving corridors. •Coordinate strategic investments around key redevelopmentsites and opportunity corridors. Detailed tactics provided for each strategy in Appendix A: Implementation Matrix. 11 Wheat Ridge Prosperity Plan Strategies A.Target efforts in industrial zoned areas to retain industrial uses and to attract additional lightmanufacturing and creative businesses, particularly inthe General Production Center zones identified in theCity Plan. B.Expand Wheat Ridge’s inventory of flex space forinnovative firms, including R&D, biomedical, creativemanufacturing, and other related uses. C.Attract small, niche professional service employmentopportunities. D.Explore incentives and programs to spur innovativestart-up concepts. E.Support workforce development initiatives that bolsterkey industries, including creative manufacturing. GOAL 2: JOBS, INNOVATION, & LIGHT MANUFACTURING Key Ideas & Conclusions •Industrial real estate is limited in Wheat Ridge and Jefferson County,with significant demand for lightmanufacturing properties, especially“flex” real estate. •The I-70 corridor has a highconcentration of mid-sized industrial uses (with several larger industrial anchors), providing important jobs andopportunities for innovative businessesfor the community. •Focus on delivering smaller-scale flexspaces for entrepreneurs that do notrequire a traditional large-format industrial space. GOAL 2 GOAL 2 OBJECTIVES •Preserve and enhance existing industrial areas and expand,when possible, the inventory of industrial and “flex” realestate. •Expand employment and workforce developmentopportunities in key industries, including creativemanufacturing, high tech, research, and professionalservices. Detailed tactics provided for each strategy in Appendix A: Implementation Matrix. 12 Executive Summary Strategies A.Invest in trail improvements to improve ease of biking and walking to business districts. B.Install public art along rails and corridors. C.Enhance gateways to business districts throughdesign and public realm interventions. D.Implement recommendations from the 2023 WheatRidge Affordable Housing Strategy & Action Plan toincrease housing attainability. E.Implement recommendations from the Wheat RidgeSustainability Plan to make business operations more energy- and resource-efficient. GOAL 3: ATTAINABILITY & QUALITY OF LIFE Key Ideas & Conclusions •Stakeholders desire continued investment in place-enhancing elements that makeWheat Ridge a unique, distinctive,and accessible place to shop, dine,and live. Many of these quality-of-life improvements would also improvebusiness prosperity. •Not all Wheat Ridge stakeholders are beneficiaries of economic prosperity,particularly as more residents mayexperience housing and cost of livingchallenges. •There is some disconnect between thetypes of jobs available in Wheat Ridge(e.g., high number of lower-paying retail jobs) and affordability of housing -- which directly impacts ability to retain talent. GOAL 3 GOAL 3 OBJECTIVES •Enhance multi-modal access to Wheat Ridge’s businessdistricts and between neighborhoods. •Invest in public art and gateway improvements to makeWheat Ridge distinctive. •Elevate housing attainability and sustainability as corevalues tied to economic prosperity. Detailed tactics provided for each strategy in Appendix A: Implementation Matrix. 13 Wheat Ridge Prosperity Plan Strategies A.Maintain and refine Economic Development functions and focus on providing hands-on support, connectingexisting and prospective businesses to resources andopportunities. B.Implement improvements to business permitting andlicensing, and expand awareness about codes andprocesses. C.Improve support systems for emerging entrepreneursand elevate opportunities for BIPOC- and women- andnonbinary-owned businesses. D.Improve coordination with external partners to supportthe business community, and market Wheat Ridge witha unified voice. E.Re-align local business support organizations tocreate a more balanced public-private partnership for economic development. F.Redefine priorities for Renewal Wheat Ridge (UrbanRenewal Authority). G.Maintain partnerships with the Jeffco EDC, neighboringmunicipalities, community colleges, and other regional partnerships. GOAL 4: BUSINESS SUPPORT ECOSYSTEM Key Ideas & Conclusions •The Wheat Ridge Economic Development division should continueto function primarily as a “businessfacilitator” that connects existing andprospective businesses to resources. Additional support, marketing, andcoordination of resources could behelpful for prospective and existingbusinesses. •City staff should continue implementingefficiencies with permitting processes. •The Urban Renewal Authority (RenewalWheat Ridge) has made significantimpacts, and could benefit from a morestreamlined vision to help focus on a set of priority projects moving forward. •There may be an opportunity to retool some of the incentive programs, including ESTIP and BDZ. •For a City of Wheat Ridge’s size, given the number of organizations that are part ofthe business support ecosystem, greatercollaboration or even consolidation would be beneficial. GOAL 4 GOAL 4 OBJECTIVES •Ensure that opening, maintaining, or expanding a businessin Wheat Ridge is effective, efficient, fair, and transparent. •Enhance the City of Wheat Ridge Economic Development &Urban Renewal functions. •Strengthen business development partnerships. Detailed tactics provided for each strategy in Appendix A: Implementation Matrix. 14 Executive Summary The illustrative map above shows different commercial corridor typologies, redevelopment opportunity areas, and areas within corridors to focus energy and investment over the next decade. The map identifies: •North-south corridors (blue) that are primarily regionally-serving in nature, allowing a mix of chain retailers, and east-west corridors (green) that primarily cater to neighborhoods, with a higher proportionof local businesses and neighborhood-serving amenities. The yellow arch identifies the general part ofWheat Ridge that should remain predominately industrial. •Orange areas: key redevelopment opportunities, including the Lutheran Legacy Campus. •Orange stars: focal points and intersections along corridors for renewed energy and investment, in existing or proposed commercial activity centers. The dotted lines capture the larger segments ofcorridors that are considered commercial activity areas. GEOGRAPHIC FRAMEWORK: COMMERCIAL CORRIDORS & OPPORTUNITY AREAS 15 GOALS & PLAN FRAMEWORK Goal Areas & Plan Organization The Wheat Ridge Prosperity Plan is organized by four goal areas: I.Corridors, Nodes, & Redevelopment Opportunities II.Jobs, Innovation, Light Manufacturing III.Attainability & Quality of Life IV.Business Support Ecosystem Objectives for the four goal areas that comprise the Wheat Ridge Prosperity Plan are shown in the framework diagram below and are explored in the sections that follow. Detailed implementation tactics are provided for each strategy in Appendix A: Implementation Matrix. The plan recommendations also relate to a geographic framework that illustrates key commercial opportunity areas (see following page). 16 Geographic Framework: Commercial Corridors & Opportunity Areas The illustrative map below shows different commercial corridor typologies, redevelopment opportunity areas, and areas within corridors to focus energy and investment moving forward. The map identifies: • North-south corridors (blue) that are primarily regionally-serving in nature, with a predominance of chain retailers, and east-west corridors (green) that primarily cater to neighborhoods, with a higher proportion of local businesses and neighborhood-serving amenities. The yellow arch identifies the general part of Wheat Ridge that should remain predominately industrial. • Orange areas represent key redevelopment opportunities, including the Lutheran Legacy Campus. • The orange stars are focal points and intersections along corridors for renewed energy and investment, in existing or proposed commercial activity centers. The dotted lines capture the larger segments of corridors that are considered commercial activity areas. 17 STRATEGIES & TACTICAL RECOMMENDATIONS The following section outlines goals, objectives, strategies, and tactics that comprise the Wheat Ridge Prosperity Plan. More detailed tactical recommendations including anticipated timeline, cost, and implementation partners are described in Appendix A: Implementation Matrix. Note: strategies and tactics are not listed in order of priority. Goal 1: Corridors, Nodes, & Redevelopment Opportunities Additional tactical recommendations including anticipated timeline, cost, and implementation partners are described in Appendix A: Implementation Matrix. GOAL 1 OBJECTIVES Continue creating walkable, dynamic destinations to support retailers within neighborhood- serving corridors, and an appropriate mix for regional-serving corridors. Coordinate strategic investment around key redevelopment sites and opportunity corridors. GOAL 1 STRATEGIES & TACTICS A.Continue to work with developers, property owners, and businesses to deliver a mixed-use vision for Wheat Ridge’s “main street” and create a central community hub along West 38th Avenue between Harlan and the Lutheran Legacy Campus. ▶Revisit the opportunity to establish a Business Improvement District (BID) along West 38th Avenue, starting with a study to determine feasibility. ▶Focus urban renewal funds and other resources, including potential BID funds, toward priority capital improvement projects and programming along 38th Avenue, including unique amenities to set West 38th Avenue apart from other local downtowns. Desired investments in infrastructure include streetscaping and sidewalk activation, outdoor dining areas, public art, safer pedestrian and bicycle infrastructure, improved intersections and crossings, and more places for community gathering. B.Focus on key nodes and activity centers along 44th Avenue for infill development, business recruitment, and public realm investment in the mid-to-near-term, and longer-term planning efforts to make the full corridor more walkable and dynamic. ▶In the near-to-mid-term, focus 44th Avenue public investment and business support efforts within the commercial node from Kipling Street to Clear Creek. Attract and support creative and experiential businesses and neighborhood-serving retailers. Focus capital improvements on key intersections to increase bike and pedestrian accessibility. 18 ▶In the near-to-mid-term, implement Explore44 branding, and focus business recruitment and support efforts within the eastern portion of the 44th Ave. corridor (e.g., between Wadsworth and Harlan). Build on existing niches, such as clothing and houseware retailers, many of which attract customers from Denver and beyond. ▶Investigate the feasibility of establishing a BID along section(s) of 44th Avenue, in 5-10 years. C.Continue investments in the 29th and 26th Avenue commercial nodes to promote greater visibility, branding, and public improvements. ▶Continue providing capital improvement funds for the 29th Avenue Marketplace. One specific capital improvement needed to create a more desirable business environment is traffic calming to slow vehicles traveling through the corridor. ▶Establish a branding and wayfinding strategy for the 26th Avenue commercial node. ▶Consider expanding commercial zoning or establishing mixed-use zoning to create more opportunities for creative investment along 29th. D.Attract and retain an appropriate mix of chain and local businesses along regional-serving corridors (Wadsworth, Kipling, Sheridan, Youngfield/I-70). ▶Identify compatible niche businesses to fill existing commercial buildings in target areas, as vacancies arise, and new future commercial infill. Attract small chain retailers and restaurants (“chain-lets”) with an existing presence in the Denver metro area, that may be interested in second or third locations. E.Encourage commercial property owners to make investments and building upgrades for business tenants, using a “carrot and stick” approach. ▶Explore temporary activation initiatives like retail pop-ups in vacant retail properties. Work with Localworks and the Clear Creek Makerspace to identify interested entrepreneurs and small business owners in need of a storefront, and explore incentives to encourage property owner participation (starting with West 38th Ave). ▶Strengthen relationships with commercial property owners to increase awareness of grant and loan programs available for building and property improvements. Ensure that commercial owners are aware of the grant and loan programs to help with exterior and interior renovations (Wheat Ridge Business District in particular), that could make space more suitable for tenants as well as improve curb appeal, as well as URA funds for qualifying projects in URA areas such as 38th Avenue. Continue marketing these programs through City and partner websites. Additional business networking tactics are described in Goal 4. ▶Collaborate with the Police Department to ensure proactive code management of nuisance properties. Focus proactive code enforcement on key nodes and commercial areas that create increased quality of life for residents and sales tax revenue. ▶Conduct periodic “barriers and needs” assessments for small businesses, such as the ability to generate reasonable modifications to zoning, building, and permitting codes and other processes that may unduly burden small businesses. 19 F. Invest in redevelopment areas abutting I-70. ▶ Support redevelopment opportunities within the Clearvale URA Plan Area. Identify key infrastructure and site remediation projects that can be funded through urban renewal, and continue marketing available properties to prospective developers. ▶ Support redevelopment and business recruitment opportunities at and near the West Ward Road and I-70/Kipling Urban Renewal Plan areas. For example: attract complementary "wellness" businesses and amenities, building on the medical center and fitness anchors. ▶ Create an I-70/Kipling Plan to leverage funding from CDOT as it plans interchange improvements. This area was identified as a future mixed-use node for large area development in the 44th Ave Subarea Plan. G. Support the community’s vision for the Lutheran Legacy Campus redevelopment and consider compatible ‘right sized’ commercial and innovative uses. ▶ Designate appropriate areas within the Lutheran redevelopment site for employment and commercial activity, including medical and innovative uses. Promote office/medical/creative uses within the hospital facility, and encourage the development of innovative uses within new buildings, by collaborating with developers during the pre-application process and by considering using URA funds as incentives to support infrastructure for projects that meet specific needs. ▶ Accommodate limited retail and dining development opportunities within portions of the Lutheran Legacy Campus abutting 38th Avenue. It will be important to balance new retail without cannibalizing existing retail businesses and dining destinations on 38th east of Wadsworth. H. Support neighborhood-serving amenities and retail opportunities within walking distance of new multi-family housing development and transit-oriented development. ▶ Work with developers and prospective retailers to help identify commercial space in properties near the transit station. Wheat Ridge’s Lutheran Legacy Campus is a key redevelopment site. 20 Goal 2: Jobs, Innovation, Light Manufacturing GOAL 2 OBJECTIVES  Preserve and enhance existing industrial areas and expand, when possible, the inventory of industrial and “flex” real estate.  Expand employment and workforce development opportunities in key industries, including creative manufacturing, high tech, research, and professional services. GOAL 2 STRATEGIES & TACTICS Additional tactical recommendations including anticipated timeline, cost, and implementation partners are described in Appendix A: Implementation Matrix. A. Target efforts in industrial zoned areas to retain industrial uses and to attract additional light manufacturing and creative businesses, particularly in the General Production Center zones identified in the City Plan. ▶ Work with commercial property owners, developers, and Renewal Wheat Ridge to better understand opportunities to assemble land for more industrial uses as needed. ▶ Work with regional economic development partners to better understand the needs for different types of industrial real estate and identify key areas for investment. Investigate specific opportunities within Jefferson County’s industry clusters (Advanced Manufacturing, Aerospace, Aviation, Beverage Production, Bioscience, Energy, Research/ Engineering/ Design, and IT/Telecommunications). ▶ Retool the BDZ incentive program to spur more improvements to eligible industrial businesses. Consider lowering the investment threshold needed for the full sales and use rebate from $1 million to $500,000. ▶ Market existing incentives to help update aging commercial and industrial buildings and attract new investment. For example, expand awareness of the Enterprise and Opportunity Zone programs. ▶ As the 100-year flood plain map is updated, explore opportunities along Clear Creek for further light industrial development or similar uses. Flex real estate can accommodate multiple aspects of a business including office, light manufacturing or assembly, office, and retail needs, typically in modern facilities with adjustable floorplates. Demand for flex industrial space in Jefferson County is expected to grow and investment in this real estate class has consistently shown high returns. Flex space is particularly sought after by innovative firms and creative manufacturers that need versatility and an ability to co-locate multiple aspects of a businesses. Expanding the city’s flex real estate inventory could directly translate to greater employment opportunities and high- paying jobs. 21 B. Expand Wheat Ridge’s inventory of flex space for innovative firms, including R&D, biomedical, creative manufacturing, and other related uses. ▶ Encourage developers proposing redevelopment plans to include flex industrial space in commercial and mixed-use development. ▶ Educate the public about economic benefits of encouraging flex industrial space within appropriate redevelopment areas. ▶ Create space within the shuttered hospital building and within the Lutheran Legacy Campus for redevelopment for innovative flex uses, such as tech and biomedical. C. Attract small, niche professional service employment opportunities. ▶ Work with partners to market Wheat Ridge and its available office space to professional and business service firms (e.g., design, engineering, and other professional services). Example: develop promotional materials about the benefits of Wheat Ridge’s quality of life for employees and residents that include testimonials from existing professional service businesses. D. Explore incentives and programs to spur innovative start-up concepts. ▶ Utilize Localworks and the Clear Creek Makerspace as a connector, convener, and incubator of creative manufacturing and entrepreneurial start-ups that could grow in Wheat Ridge. ▶ Coordinate with Localworks and other funding organizations to expand grant/loan opportunities and technical assistance for innovative start-up concepts. E. Support workforce development initiatives that bolster key industries, including creative manufacturing. ▶ Actively learn about, participate in, and promote state and regional programs for workforce development. Key partners and resources include the Jefferson County EDC, Metro Denver Chamber, and Red Rocks Community College. Explore opportunities for training and supporting the next generation of manufacturing business owners. Laser engraving machine at the new Clear Creek Makerspace. 22 Goal 3: Attainability & Quality of Life GOAL 3 OBJECTIVES  Enhance multi-modal access to Wheat Ridge’s business districts and between neighborhoods.  Invest in public art and gateway improvements to make Wheat Ridge distinctive.  Elevate housing attainability and sustainability as core values tied to economic prosperity. GOAL 3 STRATEGIES & TACTICS Additional tactical recommendations including anticipated timeline, cost, and implementation partners are described in Appendix A: Implementation Matrix. A. Invest in improvements to improve ease of biking and walking to business districts. ▶ Implement City Plan mobility framework recommendations to create safer trail and bikeway crossings between neighborhoods and businesses districts. ▶ Install adequate bike infrastructure (e.g., bike parking) in business districts. ▶ Install wayfinding signage to help orient trail users to business districts. ▶ Advocate and invest in safer multi-modal access to transit stations (e.g., Ward Station) and to business districts to improve livability. B. Install public art along trails and corridors. ▶ Pursue public-private partnerships to invest in public art along key bike routes. Engage with organizations like Wheat Ridge Creates to contract with local artists. C. Enhance gateways to business districts through design and public realm interventions. ▶ Build on the West 38th Ave. brand through physical place-making enhancements. Gateway enhancements include banners, streetscape features, unique public art, and other public realm design interventions. Utilize URA funding and potential Business Improvement District revenues (if a BID is created). D. Implement recommendations from the 2023 Wheat Ridge Affordable Housing Strategy and Action Plan to increase housing attainability. ▶ Priority initiatives include creating a dedicated fund in support of affordable housing, expanding requirements for mixed-use districts to produce a certain threshold of affordable units, and pursuing a mix of rental and ownership housing within the Lutheran Legacy redevelopment. E. Implement recommendations from the Wheat Ridge Sustainability Plan to make business operations more energy- and resource-efficient. ▶ Relevant tactics to be identified from the Wheat Ridge Sustainability Plan. 23 Goal 4: Business Support Ecosystem GOAL4 OBJECTIVES  Ensure that opening, maintaining, or expanding a business in Wheat Ridge is effective, efficient, fair, and transparent.  Enhance the City of Wheat Ridge Economic Development & Urban Renewal functions.  Strengthen business development partnerships. GOAL4 STRATEGIES & TACTICS Additional tactical recommendations including anticipated timeline, cost, and implementation partners are described in Appendix A: Implementation Matrix. A. Maintain and refine Economic Development functions and focus on providing hands-on support, connecting existing and prospective businesses to resources and opportunities. ▶ Change the Economic Development division name to “Office of Business Opportunity” (or similar) to more clearly reflect the purpose of the department. ▶ Evaluate the need to expand Economic Development staffing, particularly a Deputy Economic Development Manager position, to facilitate a smooth staffing transition in anticipation of current staff retiring in 1-3 years. ▶ Invest in a Customer Relation Software Management (CRM) program for Economic Development to track local business activity. ▶ Create an internal system to track available commercial property. ▶ As part of a larger effort to market economic development activity in Wheat Ridge, track key metrics on an annual basis such as the amount new and existing commercial square feet delivered. ▶ Continue the bi-annual business walk to gather meaningful feedback from businesses and listen to community concerns. B. Implement improvements to business permitting and licensing, and expand awareness about codes and processes. ▶ To improve review times for utilities (fire, water, sanitation) and other outside agencies, Community Development should continue to encourage participation in-person cross-agency meetings to discuss pipeline and review status of projects. ▶ Conduct a study for forward thinking solutions around outside agency collaboration (e.g., water districts). ▶ Implement the new web-based permitting system to improve inter-departmental project tracking and provide a more user-friendly interface. ▶ Ensure regular inter-department communication about projects in the pipeline and about big-picture economic vision. 24 C.Improve support systems for emerging entrepreneurs and elevate opportunities for BIPOC- and women- and nonbinary-owned businesses. ▶Identify and promote existing state, regional, federal, and nonprofit resources that provide financial and technical assistance. Examples include SBDC's Collective for the Advancement of BIPOC+ Businesses and the LISC’s Colorado BIPOC Micro Equity Fund. ▶Revise the Enhanced Sales Tax Incentive Program (ESTIP) requirements. Adjust the base level financial criteria to allow a greater number of small- and mid-sized retail businesses to participate. D.Improve coordination with external partners to support the business community, and market Wheat Ridge with a unified voice. ▶Update and customize the existing Economic Development division website to become a “one-stop-shop website” for doing business in, investing in, and marketing Wheat Ridge. ▶Improve communication to convey Wheat Ridge as an attractive place to do business - continuing to focus on positive stories and periodically seek new testimonials. These testimonials could be featured on a new “Wheat Ridge Invests” website. ▶Consider convening “all-organization” meetings with external partners (including Chamber, Business Association, Localworks, others including informal ‘ambassador’ business networks) to discuss the needs of the business community. Desired outcomes include greater monitoring of business activity (including closures), and better coordination to recruit desired business types (e.g., grab-n-go lunch restaurants along 38th Ave). ▶Create an “ambassador” role or support an informal network, particularly of younger, well- connected entrepreneurs who have connections throughout the Denver metro area with other prospective entrepreneurs and business tenants. ▶Consider more public-facing updates/report on economic development in Wheat Ridge, e.g., annual report. 25 E. Re-align local business support organizations to create a more balanced public-private partnership for economic development. ▶ Encourage greater collaboration and resource-sharing between the Wheat Ridge Business Association, Chamber of Commerce, WRBD, Localworks, and others, by providing City funds tied to performance outcomes. For example, an annual City financial contribution could support administrative staffing or marketing costs, shared between the Chamber and the Business Association. ▶ Streamline messaging around the roles and responsibilities of each entity, with the Wheat Ridge Chamber, Wheat Ridge Business Association, and Applewood Business Association focused on advocacy & networking, and Localworks and Wheat Ridge Business District providing community development and entrepreneurial support. ▶ In the longer term, encourage consolidation of business support organizations to maximize impact and reduce redundancies. F. Redefine priorities for Renewal Wheat Ridge (Urban Renewal Authority). ▶ Define a set of core values for Renewal Wheat Ridge to help guide activity selection. ▶ Evaluate priorities to bring greater focus to URA projects, while maintaining flexibility. G. Maintain partnerships with the Jeffco EDC, neighboring municipalities, community colleges, and other regional partnerships. ▶ Stay up-to-date on new resources available to support businesses in the region. ▶ Continue to build active partnerships with other key regional entities, including the West Metro Chamber of Commerce, SBDC, Manufacturers Edge, Downtown Colorado Inc., and the Jefferson County Business & Workforce Center. Proposed Business Support Ecosystem Re- Alignment: • Business Support and Advocacy: It is recommended that the Wheat Ridge Chamber of Commerce and Wheat Ridge Business Association better coordinate, collaborate, or even consolidate some of their functions, to provide business advocacy and networking support. • Community Development & Entrepreneurial Support: Localworks and the Wheat Ridge Business District become the go-to entities for community development and entrepreneurial support (beyond what Economic Development provides). Several tactics for increasing collaboration can be considered, including financial support from the City that is tied to outcomes (e.g., staff/resource sharing between the Chamber and Business Association). 26 PART II: SUPPORTING ANALYSIS ▶ Market Assessment Summary ▶ Community Aspirations ▶ Internal Conditions ▶ Project Background 27 MARKET ASSESSMENT SUMMARY Overview To understand Wheat Ridge’s opportunities, a market assessment studied the community through the lens of residential, demographic and employment trends, real estate dynamics, and other metrics to assess business and economic activity. The market assessment was completed in Q2-Q3 of 2024 by ArLand and P.U.M.A. Data was compiled using primary and secondary sources, including the City of Wheat Ridge, Esri Business Analyst, CoStar, the U.S. Census Bureau, real estate research, interviews with local real estate experts and Parker stakeholders, and other available sources. A range of demographic indicators were examined, including recently obtained indicators from the City Plan and the Affordable Housing Strategy and Action Plan. For some demographic indicators, data was also analyzed for a “retail trade area” (which is a slightly broader geography than the strict City of Wheat Ridge limits), that was first analyzed as part of the 2019 Retail Positioning Analysis. Wheat Ridge was also examined in comparison to peer regional communities of Golden, Arvada, and Lakewood, as well as Jefferson County as a whole, in terms of real estate trends. Key Market Conclusions •Within the boundaries of I-70, the north-south corridors have generally been the location of regional serving retailers (who also tend to generate larger sales tax revenues), while the east-west corridors tend to be the location of neighborhood serving uses. •At the same time, demographic changes have enabled business changes on the 38th Avenue corridor, and with it, increased positive contributions to the City’s sales tax revenue base. Median household income and educational attainment have increased significantly in the past decade, translating to higher retail spending potential. A limited retail analysis conducted for this plan suggests that, based on current local household characteristics and market conditions, Wheat Ridge could support additional retail and dining businesses (i.e., approximately 40,000 square feet of new commercial/retail space), with the largest potential demand for restaurants. •The cost of housing in Wheat Ridge and throughout the metro area has made homeownership largely unattainable for lower- and moderate-income households. Ignoring the housing crisis threatens to diminish the economic diversity that has historically made Wheat Ridge a thriving community and exacerbates challenges faced by employers to attract and retain talent. •The retention and expansion of the Intermountain Health Lutheran Hospital at Clear Creek Crossing has ensured that this important jobs base remains in the City for the immediate future. However, it moves the jobs center to the west. As construction on the Wadsworth Boulevard corridor is completed, it may mean increased redevelopment opportunities on the Wadsworth Boulevard corridor, not only due to improvements, but due to the potential that medical-serving tenants in the older office buildings on Wadsworth Boulevard may want to move westward. 28 • Most of the opportunities in Wheat Ridge are smaller infill sites, except for the former Intermountain Health Lutheran Hospital campus for which a Master Plan has been created. The Professional, Scientific, and Technical Services sector is small and growing. Given demographic changes and proximity to West Denver, a strategy focusing on attracting professional and business services who may want their own storefront close to Denver, but in a less expensive locale, (i.e. local design offices, engineering offices, and other professional services) may help propel redevelopment and address infill opportunities, particularly on the neighborhood serving corridors. • Retaining industrial uses and pursuing infill opportunities north of I-70 should continue to be a priority. The Wheat Ridge/Ward Road Station development, with the addition of residential, has added a new dimension to this area. Retaining industrial, with some exceptions, south of Ridge Road, should continue to be a priority. On the east side of Wheat Ridge, additional infill, taking advantage of flood plain improvements in the Clearvale Urban Renewal Area, can also add some additional primary jobs to that area. Market Conditions by Sector The following section presents a summary of market conditions. More detailed summaries and additional data, along with data source citations, can be found in Appendix B (Market Research Memo) and Appendix C (Additional Market Indicators). DEMOGRAPHICS Wheat Ridge’s population has not grown very significantly relative to metro Denver’s growth rate. Between 2010 and 2020, Wheat Ridge grew by 7.4%, with modest growth expected by 2030.1 Millennials are the fastest growing cohort in Wheat Ridge. Roughly one-third of the city’s population are between the ages of 25-44. Median age is still higher compared to Denver, but quantitative and anecdotal evidence shows a surge in new residents aged 30-40. Wheat Ridge is predominately white, but the community continues to diversify. The largest increase is among residents identifying as having Two or More Races. • White Alone, 74% – down more than 10% from 2010 (86% White Alone in 2010). • Hispanic Origin, 22% – up 2 points from 2010. • Two or More Races, 13% – up from 3% in 2010 The proportion of college-educated residents has grown in the past decade. An estimated 47% of the population has completed a bachelor’s degree or higher, compared to only 32% in 2015. Median household income has grown significantly in the past decade, not only in absolute terms but compared to the Denver metro area. The 2024 estimated median was $87,700, slightly higher than Denver’s median of $85,200. This is a jump from $52,800 in 2017. Note that this is a much different reality 1 (0.18% 2024-2029 projected growth rate based on Esri estimates). 29 compared to just eight years ago – the 2019 Retail Positioning Analysis noted that household income in 2017 was “quite low in comparison with the $70,100 for metro Denver.”2 HOUSING MARKET As experienced by cities and towns across Colorado, Wheat Ridge’s median home values skyrocketed in the past several years largely due to the trends set in motion by the Covid pandemic. The median sales price for a single-family home in Wheat Ridge in 2024 was over $600,000: more than double the median price in 2014, which was $285,000.3 An estimated 50% of Wheat Ridge’s jobs pay $40,000 or less. Based on 2019 estimates there were 9,411 jobs with annual wages below $40,000, which may suggest that well over half of the workforce is unable to afford a home in the community where they work.4 The median gross rent in Wheat Ridge is lower than the Denver Metro, signaling that Wheat Ridge offers relatively affordable options to rent. Multifamily residential has seen the most activity relative to the sectors (retail, office, industrial, hospitality) in terms of new construction by square footage. The number of multifamily units increased by more than 50% in the city between 2010 and 2024. Wheat Ridge has added roughly 1,550 new housing units since 2000. Owner-occupied units comprise roughly half of the total inventory. A handful of new single-family residences have been added, mostly townhouses such as the townhomes near the Ward Road station. EMPLOYMENT Health Care & Social Assistance is Wheat Ridge’s largest industry by number of employees. The second and third largest industries are Retail, and Construction. There are approximately 19,400 jobs in Wheat Ridge, or 8% of the total jobs in Jefferson County.5 Between 2011 and 2021, Wheat Ridge saw the addition of 2,664 jobs, with the largest increases in Construction, followed by Health Care and Social Assistance. About half of all employment in Wheat Ridge could be considered “knowledge sector” employment. This sector includes jobs within industries that are predominately private sector-based, fast-growing, well- paying, and a magnet for talented and well-educated workers (such as Professional, Scientific & Tech 2 In 2024, the average household income in Wheat Ridge is $120,000 – and 44% of households earn over $100K. 3 Policymap vis czb for City Plan 4 US Census Center for Economic Studies via Wheat Ridge Affordable Housing Strategy 2022 5 2021 estimates “Wheat Ridge’s historic affordability eroded as prices rose and, by 2020, it was difficult to find a house for much less than $500,000. The incomes necessary to purchase a home in Wheat Ridge also rose with prices; in the early 2020s, few buyers will have household incomes below $150,000.” – City Plan “The number of households who can afford to buy a home and put down roots in Wheat Ridge is shrinking rapidly, inevitably squeezing out many of those who grew up here.” – Wheat Ridge Affordable Housing Strategy & Action Plan 30 Services; Health Care & Social Assistance; Finance, Insurance & Real Estate; Management of Companies; and Information). Wheat Ridge’s proportion of knowledge sector jobs is higher than Jefferson County’s 33% -- but this is largely due to Wheat Ridge’s outsized healthcare employment. Wheat Ridge lags slightly behind in terms of percent employment in the other “knowledge sector” industries. Until its move earlier this year, the largest employment “hub” was the Lutheran Medical Center. However, employment activity has shifted westward to I-70 with the opening of the new Lutheran Hospital at Clear Creek Crossing. The number of employees at the new location is around 1,800, which is not significantly different from employment at the previous site.6 Some employment activity will remain at the old campus with the retention of several medical offices. Other high concentrations of employment occur near I-70 and Kipling and along major highway corridors. Only about 1 in 20 people who work in Wheat Ridge also live in Wheat Ridge. More than 14,000 residents commute elsewhere for employment, while approximately 18,400 non-residents commute into Wheat Ridge. Additionally, based on anecdotal findings and regional trends, it is likely that a large portion of the population works from homes several days per week rather than commuting to an office. COMMERCIAL REAL ESTATE Comparatively, Wheat Ridge has a higher percentage of industrial real estate than in Jefferson County as a whole, and slightly less retail and office as a share of its total commercial real estate, as shown in the graphic above. See Figure 6 in Appendix B: Market Research Memo for a more detailed comparison. Commercial activity tends to be concentrated along Wheat Ridge’s major corridors with major clusters along Wadsworth Boulevard, and at I-70 and Kipling, and I-70 and Ward Road. Wheat Ridge is land-locked with relatively few development sites remaining, yet there have been positive additions to commercial real estate supply over the past decade. One of the most significant recent developments is the 100-acre Clear Creek Crossing, home to the new Intermountain Health Lutheran Hospital (as of August 2024) as well as a range of retail, multifamily residential, and hospitality uses. While the city’s major corridors still offer the 6 Interview with Intermountain Health community engagement staff 0% 10% 20% 30% 40% 50% Wheat Ridge Jefferson County Non-residential Market Share (% sf) by Type, 2024 Industrial SF Retail SF Office SF 31 bulk of services, there are also business and personal services located off-corridor and in residences, which could be small home-based businesses. The map below, compiled by ArLand, shows where the City-designated generalized tax zones saw the most sales tax revenue in 2023. North-south corridors including Wadsworth, Kipling, and the Applewood Village Shopping Center area generated the most. Compared to 2018, the 38th Avenue, Applewood Village Shopping Center area, and North Harlan Street tax zones all had large percent increases in revenue. 32 RETAIL Compared to the multifamily sector, retail real estate has been relatively modest in overall square footage added in Wheat Ridge, although the tax revenue benefits have been significant. The graph at right illustrates the change in total revenue from sales taxes each year – largely driven by retail sales – between 2018 and 2023. There has also been a notable increase in construction and reinvestment in retail buildings, including within the Applewood Village Shopping Center, the Corners at Wheat Ridge, Clear Creek Crossing, Golds Marketplace, as well as smaller additions along 38th Avenue and Kipling Street. The largest additions have been in the fast food/quick serve retail category. The major corridors are the primary recipient of these additions. Retail vacancy rates are generally low at an average of 2.5%. Retail spending potential is more favorable compared to five years ago. The 2019 Retail Positioning Strategy noted that the trade area had below-average spending potential for nearly all retail categories, compared nationally (based on an index called the Esri Spending Potential Index]. However, in 2024, Wheat Ridge measured higher than average for all retail categories, including Apparel & Services, Groceries, Dining, and Furniture/Equipment. Overall, the relative growth in household incomes translates to greater spending potential, including limited or modest market demand for specialty, unique retail. Based on current local household spending potential and market dynamics, food services & drinking places is the retail category with the most demand (retail potential), with a retail void of roughly $20 million annually. See Figure 19 in Appendix B: Market Research Memo for a more detailed analysis. OFFICE The office real estate market in Wheat Ridge is somewhat divided, with general office uses seeing a decrease in square footage, and medical office uses seeing a significant increase. 40% of Wheat Ridge’s office uses are medically oriented.7 Overall, there has been less than 1% growth in new office inventory since 2010. Compared to peers, Wheat Ridge has had the lowest growth in office real estate since 2010 – although it does have the most currently under construction,8 with 138,000 square feet of new office space under construction, mostly related to office uses within the new Intermountain Health Lutheran hospital and medical office building. The office market has lower vacancy and lower rates in suburban settings like Wheat Ridge compared to urban downtowns. Office vacancy rates in Wheat Ridge are around 11%, compared to 18% 7 CoStar, Arland 8 See Appendix C: Additional Market Research $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 2018 2019 2020 2021 2022 2023 Wheat Ridge Sales Tax Revenues 33 region-wide and more than 30% in Downtown Denver. The overall gross rent per square foot in Wheat Ridge, Q3 2024, was $25.30 --- closely aligned with neighboring peer communities of Arvada, Golden, and Lakewood --- and significantly more affordable than Downtown Denver’s Q3 2024 of $36.87. Older office buildings on Wadsworth Boulevard may be candidates for redevelopment. Office buildings along the corridor have benefitted from medical sector-serving tenants due to the proximity of the former site of the Lutheran Medical Campus. Demand may shift over time with the relocation of the new Intermountain Health Lutheran Hospital with some of the older office buildings in the surrounding area of the former hospital campus becoming candidates for redevelopment. INDUSTRIAL Industrial activity comprises a key component to Wheat Ridge’s economy, employment, and land use (see Figure 4 in Appendix B: Market Research Memo for a geographic comparison of real estate types). The largest concentrations of industrial uses are located north of I-70, with other small industrial parks south of I-70 including Youngfield Plaza and 44th Industrial Park. Industrial real estate (including “flex”) remains generally strong in Wheat Ridge with very low vacancy rates at 3.4% and modest supply additions. “Flex” industrial has an even lower vacancy rate than traditional industrial. This type of facility is more easily adaptable for businesses that may need office, manufacturing, and warehouse space combined. It is also in high demand: growth in this sector is predicted to continue rising. There will likely be opportunities to create more industrial flex commercial spaces and spur creative and light manufacturing businesses in the future. Other areas of opportunity in Jefferson County include R&D, tech, biomedical, and aerospace. HOSPITALITY Hospitality and tourism are not core segments of Wheat Ridge’s economy, although there are smaller-scale destinations that draw in visitors from throughout the region (such as specialty retailers). There are also several hotels and motels, largely clustered around the I-70 & Kipling interchange. Average nightly rates in 2024 were $94/room, which is comparatively low in the region. 125 hotel rooms were added in Wheat Ridge between 2010 and 2024, bringing the total number to 720 rooms. A new hotel (Hampton Inn) is under construction in the Clear Creek Crossing development, which will serve the hospital and regional travelers. A Home2 Suites is under application for development also within Clear Creek Crossing. 34 COMMUNITY ASPIRATIONS Overview Community input was critical in the development of the Wheat Ridge Prosperity Plan. Between April and September 2024, the consultant team met with key stakeholders, focus groups, City staff, and City leaders to collect feedback about the community’s aspirations, with a total of more than 300 people engaged in this planning process including survey respondents. The following list provides a summary of key engagement activities completed: • Roundtables with residents, businesses, commercial real estate brokers/developers • Interviews with Mayor, City Manager, departments, divisions and all members of the City Council • Interviews with key stakeholders including business organizations, employers, and nonprofits • Online and in-person surveys and voting exercises • City Plan open houses (April 16, June 6, and September 17, 2024) • Review of recent (and ongoing) planning efforts to understand common themes Key Themes ∇ Community stakeholders have a strong desire for additional local retail opportunities, and they would generally like to see more walkable, vibrant corridors, and new investment and activity along corridors like 38th, 44th, and 29th. Business prosperity has been a central theme emerging through this and other planning processes. This is consistent across recent planning efforts and evident through City-led resident surveys. ∇ Wheat Ridge’s overall quality of life correlates to relatively high levels of satisfaction among residents. Desired quality-of-life improvements – that would also lend to improve the business prosperity – include safer and more attractive bike and pedestrian routes to connect business districts, and investments in public art and wayfinding to make Wheat Ridge feel more distinct. ∇ There is a growing sense that there is new energy and enthusiasm, creativity, and younger demographics and households coming to Wheat Ridge, and contributing to more opportunities and community vitality. There are also concerns about housing attainability and cost of living, particularly how it relates to challenges with employee retention. ∇ There seems to be a divide among residents/stakeholders who desire more density and more housing, and those who would prefer Wheat Ridge to remain unchanged. ∇ Businesses are generally feeling optimistic about the economic climate and support, but have some desire for improvements in city processes and the availability and marketing of resources. 35 Roundtable and Interview Summaries Individual interviews and facilitated roundtable discussions were held with different constituent groups (including residents, businesses, and developers), partner organizations, City leadership, and other community stakeholders. Each group was taken through a similar exercise focused on identifying current strengths and challenges, and determining priorities for improvements moving forward. Common themes from these conversations are listed below: WHEAT RIDGE STRENGTHS • Unique, advantageous location to work and to live | Proximity to mountains, and to Downtown Denver and surrounding communities • Prevalence of unique, independent businesses | 38th Ave. • Primary job opportunities • Changing demographics, new energy • Outdoor and natural assets including the Clear Creek Greenbelt • Growing cultural opportunities, arts • Sense of community • Development review process favorable compared to peer communities | City/Economic Development has a forward thinking focus on new development/nodes and investment | Economic Development responsive to assist businesses to find new space CHALLENGES • Affordability challenges | Housing demand outpacing supply, particularly senior living, families • Tension between desire to embrace change versus remaining the same • Increasing prevalence of homelessness, public safety, and crime (real and perceived) • Too many business support organizations | “small town politics” • Limited availability of land for new development • Employee retention (esp. due to cost of living) • Inconsistent condition of commercial buildings | code enforcement • Public transportation lacking IMPROVEMENTS • Find a balance – housing, density, height limits | Gentle density that is compatible with existing residential density. • Repurpose aging buildings. • Support 38th corridor as well as other emerging districts (e.g., 44th, 29th). • There is growing appetite among the businesses to increase density along 38th (while still preserving identity). 36 • Public art, gateways – along corridors. • Explore ways to streamline/simplify permitting processes | Ensure building/permitting consistency and more resources for first-time entrepreneurs. • Fix basic infrastructure (e.g., sidewalks). • Continue to invest in 38th -- create a detailed implementation plan (economic development and investment in public space), for a “main street” or central community hub. • Corridors: 44th new opportunity – especially near makerspace; other small nodes within neighborhoods | East of Kipling towards Wadsworth has a lot of potential. Need entrepreneurs willing to take risks. • Finish the Wadsworth Boulevard construction project. • Mobility: bike and pedestrian trails to improve ease of biking and walking to business districts, with improved wayfinding. • Youth job opportunities • Cohesion and focused implementation of all citywide plan recommendations. • Infill opportunities, 38th and Wadsworth, requires zoning changes and public buy-in. • Developers looking for smaller infill type projects. Area around Ward Station would require assemblage for more industrial. Community-Wide Engagement CITY PLAN OPEN HOUSE The Wheat Ridge Prosperity Plan consultants and Economic Development staff attended the Let’s Talk open houses held on April 16, June 6, and September 17, 2024 at the Wheat Ridge Recreation Center. The purpose was to engage with community members who were already interested in the related effort and to conduct interactive exercises to collect ideas from the public. During the first event on April 16, the WRPP team collected comments on sticky-notes related to two open-ended prompts, as summarized below. The most common comments (e.g., receiving four or more comments) are listed for each, in order of frequency. Prompt 1: “Share your ideas for enhancing Wheat Ridge’s economy” - Create a city center - Foster local businesses through incentives and reduced regulations - Build more multifamily and mixed-use housing to support more businesses - Less focus on building new apartments - Draw people to spend money in Wheat Ridge, with destination businesses - Higher paying employers (industrial, manufacturing), not just food and beverage - Redevelop and beautify commercial streets like 38th and 44th Prompt 2: “What types of additional retail, dining, or entertainment businesses would you like to see?” - Family oriented businesses and activities - “Third places” - Clothing/department stores - More dining options - Art (galleries, playhouses) 37 The focus of the WRPP engagement at the second open house in June was an interactive polling exercise that asked participants to use “gold” coins to vote for their top priorities which corresponded to a set of eight differently labeled containers. The results of this exercise are discussed in the following section about the online survey. ONLINE SURVEY The consultant team collaborated with City staff to develop a short, 15-question online survey for broader community input. The survey was available on the “What’s Up Wheat Ridge” web platform on the Wheat Ridge Prosperity Plan project site between May 15 and June 20, and was widely distributed through a variety of channels and City communications. The survey received 54 responses that reinforced key themes that arose through the other engagement avenues. Combined results from June 6 Open House poll question and Online Survey Q4 (total of 140 respondents): “As Wheat Ridge evolves over the next 5 to 10 years, which of the following are MOST important for business prosperity?” 1. Continue to improve the variety of retail and restaurants, including unique, locally-owned businesses 2. Create distinctive, walkable commercial retail districts, including 38th, 44th, and 29th Note: available answer choices for this question were listed as follows: ● Continue to improve the variety of retail and restaurants, including unique, locally-owned businesses ● Recruit more employers and new jobs ● More opportunities for entrepreneurs and small businesses ● Create more distinctive, walkable commercial retail districts, including 38th, 44th, and 29th ● More community gathering places ● Invest in arts, cultural, and entertainment activities ● Increase variety of housing choices ● Invest in sustainability and environmental quality, and, ● Other City Plan For the City Plan’s second survey, respondents were asked, “Do you agree that this priority is important to get right in Wheat Ridge? – Improved Retail and Business Environment?”. 75% of 395 respondents “agree” (with another 17% saying they “mostly agree.”). They were also asked to gauge the importance of economic development: 8 in 10 respondents believe the City should increase efforts to revitalize business corridors (such as 38th, 44th, 29th, Wadsworth, and Kipling), and attract and recruit new types of retail businesses in the city. 38 INTERNAL CONDITIONS The City of Wheat Ridge’s economic development functions were examined to better understand opportunities for improving internal systems and policies moving forward. Moreover, the broader “ecosystem” of business support organizations beyond the city government were interviewed and analyzed. The following overview and conclusions were informed by an analysis of existing policies and incentives, and a high-level evaluation of the development review and building permitting processes was conducted. Interviews with City leaders, department staff, and the business community helped to illuminate internal strengths and challenges. City of Wheat Ridge – Economic Development & Related Departments ECONOMIC DEVELOPMENT DIVISION The City of Wheat Ridge’s Economic Development Division works closely with City leadership, Community Development, Building, Public Works, and many other entities, to support the business environment and help employ policies and incentives to spur growth and development. Currently, the division is staffed by one individual, the economic development manager. This role is a hands-on, public-facing position for connecting existing and prospective businesses, investors, and entrepreneurs to the resources, commercial space, or other assistance they might need. Economic Development also oversees the City’s Urban Renewal Authority, Renewal Wheat Ridge, described below. RENEWAL WHEAT RIDGE (URBAN RENEWAL AUTHORITY) The Wheat Ridge Urban Renewal Authority (URA) is a quasi-governmental entity enabled by Colorado Urban Renewal Law and authorized by the City, whose broad purpose is to remove barriers to private development and reinvestment through the remediation of blighting conditions. There are currently five URA areas: West End 38, 38th Avenue Corridor, I70/Kipling Corridors, Wadsworth Corridor Redevelopment, and West 44th/Ward Road, with an additional two URA areas being added in 2025: Lutheran Legacy Campus and Clearvale URA’s. The URA has invested over $90,000,000 toward public benefit in the City in the past three decades, which include infrastructure, road and sidewalk upgrades, remediating blight, and development and redevelopment of commercial and multifamily properties. Conversations with the Renewal Wheat Ridge board revealed that, moving forward, there is room for continued flexibility in terms of types of project focus, while also narrowing in on more specific uses of funds to prioritize. A strategic planning exercise could help to refine the URA’s core values and help the board come to consensus on priority projects. Potential focus areas suggested by the board included: a more integrated vision for placemaking investment, affordable housing, infrastructure for redevelopment projects including needed sewer upgrades, industrial areas, and more geographic focus within walkable corridors. 39 RELATED DEPARTMENTS - PERMITTING & PROCESSES Conversations with both the private sector (commercial real estate developers and businesses) and City staff (Community Development) had a similar conclusion about the permitting process in Wheat Ridge: it is considerably more efficient than in many other cites (like Denver), but some improvements are needed. • Development Review times have increased over the past several years, in some cases doubling or tripling. This is largely a result of a substantial increase in the volume and complexity of permits as well as increased protocol for consistency and quality of review. City staff has received feedback from developers that, while the review times are shorter than some other municipalities, the current review timeframe of 8-9 weeks can be costly and disappointing. • Technical upgrades are being implemented within the City that will cut down review times. A new online management platform is being rolled out in 2024 or 2025 that has shown success in making projects more trackable and quicker to process, as well as provide easier communication with clients and between departments. • One of the chief frustrations in the permitting process is with slow response times from external agencies that are required to review projects, including fire departments and water districts. Wheat Ridge is not a full-service city. Development review by these non-City entities can often create a slowdown of the process. • The Building Division is comprised of full- and part-time staff hired through a contracted service. There was consensus among stakeholders that process for obtaining building permits was relatively smooth compared to development review. Non-City Business Support Organizations Several nonprofit and civic organizations provide added support for the business community in Wheat Ridge, which is both a strength (resources, networking) and challenge (there is some confusion and perhaps redundancy). The Wheat Ridge Chamber of Commerce and the Wheat Ridge Business Association are both membership-based organizations that offer networking and support to local businesses. Localworks is a Wheat Ridge nonprofit that supports economic development by incubating entrepreneurs in the community’s new Clear Creek Makerspace, as well as supporting a range of projects in the realm of neighborhood revitalization, civic engagement, and arts and culture. Localworks is funded primarily by the City of Wheat Ridge as part of the Economic Development Division’s annual budget. The organization also administers several loan and grant funds that can be accessed by eligible businesses in the community. The Wheat Ridge Business District is a 501c3 nonprofit that administers grants for commercial businesses to make exterior improvements to improve curb appeal. The program is funded by the City of Wheat Ridge through the Economic Development Division. All eligible business within Wheat Ridge may apply for the grants. Other public-private groups include those oriented toward a specific niche, like Wheat Ridge Creates, which is focused on growing arts and arts-based businesses. 40 Incentives & Tools Tax Increment Financing (TIF): The City of Wheat Ridge uses several tools to spur economic development. Through the URA, Tax Increment Financing (TIF) has provided the largest incentive to remediate blighting conditions and spurring economic development. In 2021, the URA issued a $44 million bond to be used for public improvements within the I70/Kipling Corridors Urban Renewal Plan Area. Enhanced Sales Tax Incentive Program (ESTIP): Wheat Ridge’s ESTIP program is intended to incentivize an increase in sales tax activity and employment. The ESTIP, approved by City Council, allows the City to share back a portion of sales tax increment generated by a business generated by an improvement done to the business to increase such sales tax for certain eligible capital investments. However, this program is not widely used in Wheat Ridge – for example, there have only been four ESTIP’s in the past decade. The primary reason is that only businesses located outside of a URA are eligible. Also, the financial requirements might be too high for small and mid-sized businesses who are generating below the base level sales tax threshold. Business Development Zone Program (BDZ): Wheat Ridge’s BDZ program is intended to incentivize business activity by rebating back a portion or all its Use-Tax paid for improvements. Again, this program is not widely used in Wheat Ridge – for example, there has only been one ESTIP project in the past decade. Part of the reason is that the threshold for eligibility might be too high for small and mid-sized businesses to fully utilize (a $1 million investment is needed to get the full sales and use rebate through the BDZ program). Also, businesses located in an URA are not eligible for this incentive if they are currently receiving any TIF incentives. Key Conclusions • The Economic Development division should continue to function as a “business facilitator” that is strong in building relationships and connecting existing and prospective businesses to resources. • The Urban Renewal Authority (Renewal Wheat Ridge) has made significant impacts, although feedback from its board suggests that the entity could benefit from a more streamlined vision to help focus on a set of priority projects moving forward. • Overall, the commercial real estate developers interviewed for this planning process had very positive experiences working with the City and Economic Development. • City staff should continue implementing efficiencies with permitting processes. • Some cities and towns are consolidating community and economic development functions to create more collaborative and efficient processes. For Wheat Ridge these divisions are already working together seamlessly. • The Economic Development Division should review and make recommendations for an opportunity to retool some of the incentive programs, including ESTIP and BDZ. • For a City of Wheat Ridge’s size, given the number of organizations that are part of the business support ecosystem, a consolidation would be beneficial. 41 PROJECT BACKGROUND Consultant Selection In the fall of 2023, the City of Wheat Ridge initiated a competitive recruitment process for consulting services to create a new economic development strategic plan to update and replace the prior plan from 2009. Progressive Urban Management Associates (P.U.M.A.) and ArLand Land Use Economics were selected to facilitate this process, which kicked off in early 2024. P.U.M.A. is a Denver-based community and economic development consulting firm. ArLand is a Denver-based firm specializing in land use and market analysis. Strategic Advisory Team A volunteer steering committee was formed to guide the direction of the Plan and provide critical input at key junctures in the process. A group of 12 individuals was selected to reflect a diverse set of community interests, including business owners, property owners and developers, business associations and commercial district leaders, and partner organizations including workforce development and the Chamber of Commerce. The Strategic Advisory Team met several times over the duration of the project and helped shape the plan recommendations. Strategic Advisory Team members included: Lowrey Burnett, Wheat Ridge Business Association Tyler Downs, Wazee Partners Tom Fox, Optic Nerve Patrick Goff, City Manager Brett Hall, Timeless Travel Trailers Stephanie McGee, Wheat Ridge Chamber of Commerce Tadd Overstreet, Stylus & Crate Paige Piper, Localworks Lindsay Reinert, Intermountain Health Heidi Sheard, Swiss Flower + Gift Jim Shpall, Applejack Wine + Liquor Celeste Tanner, Renewal Wheat Ridge Coordination with Concurrent Planning Processes There were several other planning processes occurring in the City of Wheat Ridge in 2024, including the comprehensive City Plan, the Parks & Recreation Master Plan, the Sustainability Action Plan, and others. To reduce redundancies and to maximize engagement opportunities, the Prosperity Plan team collaborated with these planning efforts to the greatest extent possible. Moreover, many existing plans and studies were reviewed, which are summarized in the appendix. In particular, the plan was coordinated in tandem with and is additive to the citywide comprehensive plan (“City Plan”). The Wheat Ridge Prosperity Plan team utilized opportunities to attend City Plan engagement events to maximize outreach efforts, and met several times to ensure alignment with the emerging plan framework and recommendations. 42 Process and Methodology The planning process was completed through four key phases, shown on the timeline graphic below. Phase I: Preparation & External Conditions Analysis: In the first phase of the project, the consultant team developed a baseline understanding of Wheat Ridge through various methods, including: • Fieldwork to visit corridors and nodes, urban renewal activities, and economic drivers. • A comprehensive review of existing plans and studies. • Interviews with business owners, entrepreneurs, developers, commercial property brokers, and other subject matter experts. • Extensive community engagement with over 300 individuals through one-on-one interviews, roundtables, open houses, an online survey, and meetings with the Strategic Advisory Team working group. • A market assessment that analyzed key indicators including demographics and employment, compared Wheat Ridge’s competitive advantages and disadvantages to peer cities in the Denver metro area, determined the City’s relationships to underlying national trends, reviewed recent community planning studies, evaluated current land uses and opportunity sites, and developed a positioning strategy for Wheat Ridge’s major commercial areas. 43 Phase II: Internal Assessment: An internal assessment was conducted to evaluate the City’s capacity to respond to economic development opportunities and challenges, including: • A review of existing City economic development opportunities and challenges and an understanding of key organizational partners. • Evaluation of City’s development review and approval process and a review of economic development priorities and incentives for responding to new commercial investment. • Peer organizational best practices in municipal economic development initiatives. Phase III: Synthesis & Plan Framework: The consultant team synthesized findings from the external and internal assessments into a high-level plan framework, organized around goals, objectives, and strategies, that was then refined by the Strategic Advisory Team and City staff. In addition, a draft physical framework and redevelopment opportunities map was developed. Phase IV: Draft and Final Plan: The team produced a draft Wheat Ridge Prosperity Plan and accompanying Implementation Plan documents that were reviewed by City staff and community stakeholders. The draft plan framework and key findings were shared with the Wheat Ridge City Council during a study session on August 5, 2024. The plan is organized into overarching goal areas each with objectives and strategies and a geographic framework-opportunities map that illustrates where to focus different resources and energy over the next 10 years. It also includes a tactical implementation plan, outlining short-, mid-, and long-term strategies with corresponding tactics, primary and supporting roles, relative cost, sequencing, and relevant resources and links to best practices where relevant. 44 PART III: Appendix A. Implementation Matrix B. Market Research Memo C. Additional Market Indicators D. Past Plans Summary 45 PART III: Appendix A.Implementation Matrix B.Market Research Memo C.Additional Market Indicators D.Past Plans Summary 45 ATTACHMENT 2 Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 1 APPENDIX A: IMPLEMENTATION MATRIX The Wheat Ridge Prosperity Plan Implementation Matrix is organized by each of the plan’s four goal areas. Strategies – in colored rows - are labeled “1A” etc., with the number corresponding to the goal and the letter corresponding to the strategy. Tactics and implementation considerations are detailed in the rows following a strategy. The matrix key below defines the timeline and cost estimates, as well as City and partner organization abbreviations. Matrix Key Timeline for Initiation: Cost Estimate: Near-Term: next 1-2 years P = Policy/Initiative Mid-Term: 2-5 years $ = Up to $100,000 Long-Term: 5-10 years $$ = $100,000 to $1 million $$$ = $1 million or more Organizations COWR ED = City of Wheat Ridge Economic Development COWR CD = City of Wheat Ridge Community Development RWR = Renewal Wheat Ridge (Urban Renewal) Building = City of Wheat Ridge Building Division Local business orgs = Wheat Ridge Business Association, Wheat Ridge Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 2 GOAL AREA 1: CORRIDORS, NODES, AND REDEVELOPMENT OPPORTUNITIES Goal 1 Strategies and Tactics Strategy 1A: Continue to work with developers, property owners, and businesses to deliver a mixed-use vision for Wheat Ridge’s “main street” and create a central community hub along West 38th Avenue between Harlan and the Lutheran Legacy Campus. Revisit the opportunity to establish a Business Improvement District (BID) along West 38th Avenue, starting with a study to determine feasibility. In the near-term, begin informal communication with business owners and stakeholders to assess the appetite for BID creation. If adopted, City could assist with funding and initial staffing needs. P/$$ Near-to- Mid-Term Lead: Localworks, COWR ED Partners: Local business orgs Focus urban renewal funds and other resources, including potential BID funds, toward priority capital improvement projects and programming along 38th Avenue, including unique amenities to set West 38th Avenue apart from other local downtowns. Desired investments in infrastructure include streetscaping and sidewalk activation, outdoor dining areas, public art, safer pedestrian and bicycle infrastructure, improved intersections and crossings, and more places for community gathering. Recommended interventions to complete or start within the next five years include: • Add distinctive public art pieces, interactive games, including activations of the new park at Upham and 38th such as seasonal events and pop-up markets. • Help businesses and property owners take advantage of large front setbacks to create more outdoor dining spaces. • A more consistent, walkable streetscape (complete sidewalks, street trees, eliminate parking in front of businesses, etc.). • Distinctive gateway features to define West 38th Ave’s boundaries, including a consistent banner program. • Installation of string lights across key intersections and nodes. • Additional pedestrian crossings to further activate key intersections (such as Reed St and W 38th Ave and Fenton St and W 38th Ave). $$ Mid-Term Lead: RWR, COWR ED, Future BID Partners: Businesses, COWR CD, Public Works, City leaders, Wheat Ridge Creates, and others Attract and retain desired businesses along West 38th Avenue, including restaurants and destination retailers. See tactics in Goal 4 (Business Support Ecosystem). $ Near-to- Mid-Term Lead: COWR ED, Future BID Partners: Local business orgs Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 3 Strategy 1B: Focus on key nodes and activity centers along 44th Avenue for infill development, business recruitment, and public realm investment in the mid-to-near-term, and longer-term planning efforts to make the full corridor more walkable and dynamic. In the near-to-mid-term, focus 44th Avenue public investment and business support efforts within the commercial node from Kipling Street to Clear Creek. • Attract and support creative and experiential businesses (for example, businesses that are complementary to the brewery, creative retail, and agriculture niches). • Prioritize the retention of legacy businesses, including neighborhood serving retail and service businesses, utilizing the strategies described in Goal 4 (Business Support Ecosystem). • Focus capital improvements on key intersections to increase bicycle and pedestrian accessibility particularly in nodes where pedestrian oriented businesses already exist. $$ Near-to- Mid-Term Lead: COWR ED Partners: Localworks, Local business orgs, Public Works, COWR CD, City leadership In the near-to-mid-term, implement Explore44 branding, and focus business recruitment and support efforts within the eastern portion of the 44th Ave. corridor (e.g., between Wadsworth and Harlan). • Implement the new Explore44 branding guidelines (developed by Localworks) for use on banners and marketing materials. • Build on existing niches, such as clothing and houseware retailers, by tapping into the proposed business network to advertise the opportunity throughout the region – highlighting the benefits of locating in the 44th Ave corridor that include an existing critical mass of businesses with those niches, many of which attract customers from Denver and beyond (e.g., Mod Mood Consignment). $$ Near-to- Mid-Term Lead: Localworks Partners: COWR ED, Local business orgs Investigate the feasibility of establishing a BID along section(s) of 44th Avenue, in 5-10 years. If adopted, the BID could leverage support from the City to supplement funding and initial staffing needs. P/$ Long- Term Lead: Localworks Partners: Local business orgs, COWR ED Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 4 Strategy 1C: Continue investments in the 29th and 26th Avenue commercial nodes to promote greater visibility, branding, and public improvements. Continue providing capital improvement funds for the 29th Avenue Marketplace. One specific capital improvement needed to create a more desirable business environment is traffic calming to slow vehicles traveling through the corridor. $$ Near-to- Mid-Term Lead: COWR ED Partners: Public Works, City leadership Establish a branding and wayfinding strategy for the 26th Avenue commercial node. • Establish a regular schedule for updating banners and signs within the node. • Provide marketing and business support, highlighting legacy businesses. $ Mid-Term Lead: COWR ED Partners: Local business orgs Consider expanding commercial zoning or establishing mixed-use zoning to create more opportunities for creative investment along 29th. Work with Community Development to determine opportunities. P Mid-to- Long Term Lead: COWR CD Partners: COWR ED Strategy 1D: Attract and retain an appropriate mix of chain and local retail and businesses along the regional-serving corridors (Wadsworth, Kipling, Sheridan, Youngfield/I-70). Identify compatible niche businesses to fill existing commercial buildings in target areas, as vacancies arise, and new future commercial infill. Attract small chain retailers and restaurants (“chain-lets”) with an existing presence in the Denver metro area, that may be interested in second or third locations. See business networking tactics described in more detail in Goal 4. P/$ Mid-Term Lead: COWR ED Partners: Local business orgs, Commercial brokers, and other external partners Strategy 1E: Encourage commercial property owners to make investments and building upgrades for business tenants using a “carrot and stick” approach. Explore temporary activation initiatives like retail pop-ups in vacant retail properties. • Identify a pilot project geography – i.e., West 38th Ave – and work with local organizations to identify interested entrepreneurs and small business owners in need of a storefront. Partner with Localworks and the makerspace to connect creators/entrepreneurs with available affordable storefronts to help them test their business ideas. • Offer incentives to property owners to participate and subsidize business rents. Revenue from a future BID is a potential funding source. There may also be an $$ Near-to- Mid-Term Lead: COWR ED, Localworks Partners: Property owners, Local business orgs, COWR CD, City leadership, Downtown Colorado Inc. (DCI) Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 5 opportunity to offer URA funds for commercial property improvements tied to providing affordable pop-up retail space. • Case study: Pop-Up Denver provides $25,000 grants for temporary storefront activations. Strengthen relationships with commercial property owners to increase awareness of grant and loan programs available for building and property improvements. • Ensure that commercial owners are aware of the grant and loan programs to help with exterior and interior renovations (Wheat Ridge Business District in particular), that could make space more suitable for tenants as well as improve curb appeal, as well as URA funds for qualifying projects in URA areas such as 38th Avenue. Continue marketing these programs through City and partner websites. • See business support recommendations in Goal 4 – particularly: convene periodic forums to bring together property owners, businesses, commercial brokers, and the business organizations, to discussed shared interests. P Near-to- Mid-Term Lead: COWR ED/RWR Partners: Wheat Ridge Business District, Local business orgs, Commercial brokers Collaborate with the Police Department to ensure proactive code management of nuisance properties. Focus proactive code enforcement on key nodes and commercial areas that create increased quality of life for residents and sales tax revenue. P Near-to- Mid-Term Lead: COWR CD Partners: Wheat Ridge Police, Local leaders Conduct periodic “barriers and needs” assessments for small businesses, such as the ability to generate reasonable modifications to zoning, building, and permitting codes and other processes that may unduly burden small businesses. Make necessary amendments to re-use policies to ensure that property re-use does not trigger unreasonable requirements (for public realm etc.), which can be burdensome and costly for small businesses and for property owners. While many building upgrades are required by federal law (e.g., ADA accessibility), there may be other compliance issues related to building design that could be reduced or waived. P/$ Mid-Term Lead: COWR CD Partners: Building, City leadership, COWR ED Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 6 Strategy 1F: Invest in redevelopment areas abutting I-70. Support redevelopment opportunities within the Clearvale URA. • Identify key infrastructure and site remediation project. • Continue marketing available properties to prospective developers, focused on opportunities for industrial, flex, retail, and warehousing uses. P/$ Near-to- Mid-Term Lead: RWR/COWR ED Partners: External partners, COWR CD Support redevelopment and business recruitment opportunities at / near the West Ward Road and I-70/Kipling Urban Renewal Plan areas. For example: • Consider opportunities for redevelopment and infrastructure improvements in the 44th Ward Road area near Clear Creek Crossing. • Support development of complementary "wellness" businesses or amenities, building on the medical center (Intermountain) and fitness (Life Time Fitness) anchors. P/$$ Mid-Term Lead: RWR/ COWR ED Partners: External partners Create an I-70/Kipling Plan to leverage funding from CDOT as it plans interchange improvements. This area was identified as a future mixed-use node for large area development in the 44th Ave Subarea Plan. P/$ Mid-Term Lead: RWR/COWR ED Partners: External partners Strategy 1G: Support the community’s vision for the Lutheran Legacy Campus redevelopment and consider compatible “right-sized” commercial and innovative uses. Designate appropriate areas within the Lutheran redevelopment site for employment and commercial activity, including medical and innovative uses. Promote office/medical/creative uses within the hospital facility, and encourage the development of innovative uses within new buildings, by collaborating with developers during the pre- application process and by considering using URA funds as incentives to support infrastructure projects that meet specific needs (see also Strategy 2B). P/$ Near-to- Mid-Term Lead: RWR/ COWR ED Partners: COWR CD, Developers Accommodate limited retail and dining opportunities within portions of the Lutheran Legacy Campus abutting 38th Avenue. Limited retail can serve the redevelopment without cannibalizing existing retail and dining on 38th east of Wadsworth. P Near-to- Mid-Term Lead: COWR CD Partners: RWR/ COWR ED, City leadership Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 7 Strategy 1H: Support neighborhood-serving amenities and retail opportunities within walking distance of new multi-family housing development and transit-oriented development. Work with developers and prospective retailers to help identify commercial space in properties near the transit station. Mid-Term Lead: COWR ED; CD Partners: External partners GOAL AREA 2: JOBS, INNOVATION, AND LIGHT MANUFACTURING Goal 2 Strategies and Tactics Strategy 2A: Target efforts in industrial zoned areas to retain industrial uses and to attract additional light manufacturing/creative businesses, particularly in the General Production Center zones identified in the City Plan. Work with commercial property owners, developers, and Renewal Wheat Ridge to better understand opportunities to assemble land for more industrial uses as needed. Identify primary locations for light industrial and distribution uses, which could include repurposed retail centers, or raw land that does not have other mixed-use potential. P Near-Term Lead: COWR ED, RWR Partners: Developers and property owners Work with regional economic development partners to better understand the needs for different types of industrial real estate and identify key areas for investment. For example, pursue information about specific opportunities within Jefferson County’s industry clusters (Advanced Manufacturing, Aerospace, Aviation, Beverage Production, Bioscience, Energy, Research/Engineering/Design, and IT/Telecommunications). P/$ Near-Term Lead: COWR ED Partners: Jeffco EDC, West Metro Chamber, Manufacturers Edge, Developers Retool the BDZ incentive program to spur more improvements to eligible industrial businesses. Evaluate options for revising the BDZ incentive program (which is available for businesses located outside of a URA), including lowering the investment threshold needed for the full sales and use rebate from $1 million to $500,000. P Near-Term Lead: COWR ED Partners: City Council Market existing incentives to update aging commercial and industrial buildings and attract new investment. For example, expand awareness of Enterprise and Opportunity Zone programs. Encompassing the primarily industrial and commercial area north of I- 70, Wheat Ridge has one of five OZ’s in Jefferson County, which offers a federal tax P/$ Near-to- Mid-Term Lead: COWR ED Partners: City Council, RWR Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 8 incentive for eligible investments (such as favorable capital gains reinvestment and tax forgiveness on new capital gains). As the 100-year flood plain map is updated, explore locations along Clear Creek for further light industrial development or similar use. Work with Community Development to better understand timing of flood map updates. P Near-to- Mid-Term Lead: COWR CD Partners: RWR, COWR ED, External partners Strategy 2B: Expand Wheat Ridge’s inventory of flex space for innovative firms, including R&D, biomedical, creative manufacturing, and other related uses. Encourage developers proposing redevelopment plans to include flex industrial space in commercial and mixed-use development. • In pre-development meetings, include flex industrial in the list of desired uses. • Ensure zoning requirements allow flexibility for multiple uses within a single building. • Monitor state and regional economic development initiatives for new research & development grant opportunities $ Near-to- Mid-Term Lead: COWR CD Partners: COWR ED/RWR Developers, JeffCo EDC, West Metro Chamber, Manufacturers Edge Educate the public about economic benefits of encouraging flex industrial space within appropriate redevelopment areas. Flex space is a modern form of real estate that typically includes a flexible floorplate with a combination of multi-functional spaces that can accommodate different aspects of a business including office, light manufacturing or assembly, office, and retail space. Demand for flex industrial space in Jefferson County is expected to grow and investment in this real estate class has consistently shown high returns. Flex space is particularly sought after by innovative firms and creative manufacturers that need versatility and an ability to co-locate multiple aspects of a businesses. Expanding the city’s flex real estate inventory would directly translate to greater employment opportunities and high-paying jobs. P/$ Near-to- Mid-Term Lead: COWR ED, COWR CD Partners: City leadership, Jeffco EDC, Manufacturers Edge Create space within the shuttered hospital building and within the Lutheran Legacy Campus for redevelopment for innovative uses. The LLC Master Plan prioritizes adaptive reuse in the existing buildings on the Campus and flexible mixed-use development opportunities. This builds upon Envision Wheat Ridge, where the hospital is considered a community and neighborhood anchor and primary employment center. The City should tap into urban renewal funds to help support hospital re-use. P/$ Mid- Term Lead: COWR ED, RWR Partners: Industrial, West Metro Chamber, Manufacturers Edge Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 9 Strategy 2C: Attract small, niche professional service employment opportunities Work with partners to market Wheat Ridge and its available office space to professional and business service firms (e.g., design, engineering, and other professional services). Consider developing updated promotional materials about the benefits of Wheat Ridge’s quality of life for employees and residents that include testimonials from existing professional service businesses. P/$ Mid-Term Lead: COWR ED, commercial property brokers Partners: Local business orgs Strategy 2D: Explore incentives and programs to spur innovative start-up concepts. Utilize Localworks and the Clear Creek Makerspace as a connector, convener, and incubator of creative manufacturing or other entrepreneurial start-ups that could grow in Wheat Ridge. Increase outreach and build relationships with existing manufacturing businesses in Wheat Ridge (of all sizes) and emerging entrepreneurs/makers to better understand opportunities. P/$ Near-to- Mid-Term Lead: Localworks Partners: COWR ED, Industrial businesses, external partners Coordinate with Localworks and/or other funding organizations to expand grant/loan opportunities and technical assistance for innovative start-up concepts. $$ Mid-Term Lead: Localworks, WRBD Partners: COWR ED, external partners Strategy 2E: Support workforce development initiatives that bolster key industries, including manufacturing. Learn about, participate in, and promote state and regional programs for workforce development. Key partners and resources include the Jefferson County EDC, Metro Denver Chamber, and Red Rocks Community College. Explore opportunities for training and supporting the next generation of manufacturing business owners. $$ Mid-Term Lead: COWR ED, Localworks Partners: COWR ED, Jeffco EDC, West Metro Chamber, Manufacturers Edge, Red Rocks Community College Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 10 GOAL AREA 3: ATTAINABILITY AND QUALITY OF LIFE Goal 3 Strategies and Tactics Strategy 3A: Invest in mobility improvements to improve ease of biking and walking to business districts. Implement City Plan mobility framework recommendations to create safer trail and bikeway crossings between neighborhoods and businesses districts. Consider Clear Creek as one of the pilot areas. $$ Mid-Term Lead: COWR CD, Public Works Partners: COWR ED, Local business orgs Install adequate bike infrastructure (e.g., bike parking) in business districts. $ Mid-Term Lead: COWR CD, Public Works Partners: COWR ED, RWR Install wayfinding signage to help orient trail users to business districts. $ Mid-Term Lead: COWR CD, Parks & Rec Partners: Localworks Advocate and invest in safer multi-modal access to transit stations (e.g., Ward Station) and to business districts to improve livability. $ Mid-Term Lead: COWR CD, Public Works Partners: COWR ED Strategy 3B: Install public art along trails and corridors to create a unique experience for residents and visitors. Pursue public-private partnerships to invest in public art along key bike and pedestrian routes. Engage with Wheat Ridge Creates to contract with local artists. $$ Mid-Term Lead: Public Works, COWR CD Partners: COWR ED, Localworks, WR Creates, Future BID(s) Strategy 3C: Enhance gateways to Wheat Ridge’s business districts through design and public realm improvements. Build on the West 38th Ave. brand through physical place-making enhancements. Gateway enhancements could include banners, streetscape features, unique public art, and other public realm design interventions. Utilize URA funding. Additional public realm improvements in the could also be in the purview of a Business Improvement District. $$ Mid-to- Long- Term Lead: Public Works, COWR CD Partners: COWR ED, RWR, Localworks, Local business orgs, Future BID Strategy 3D: Implement recommendations from the 2023 Wheat Ridge Housing Plan to increasing housing attainability. Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 11 Priority initiatives include the creation of a dedicated fund to deploy financial resources in support of affordable housing, expanding requirements for mixed-use districts to produce a certain threshold of affordable units, and pursuing a mix of rental and ownership housing within the Lutheran Legacy redevelopment. Lead: City leadership, COWR CD Partners: COWR ED Strategy 3E: Implement recommendations from the Wheat Ridge Sustainability Plan that encourage businesses to operate more energy- and resource-efficient. Relevant tactics to be identified once the Wheat Ridge Sustainability Plan is complete. GOAL AREA 4: BUSINESS SUPPORT ECOSYSTEM Goal 4 Strategies and Tactics Strategy 4A: Maintain and refine Economic Development functions, and focus on providing hands-on support for existing and prospective businesses. Change the Economic Development division name to “Office of Business Opportunity” (or similar) to more clearly reflect the purpose of the department. P Near-Term Lead: COWR ED Evaluate the need to expand Economic Development staffing, particularly a Deputy Economic Development Manager position, to facilitate a smooth staffing transition in anticipation of current staff retiring in 1-3 years. P/$ Near-Term Lead: COWR ED Partners: City Manager Assist prospective businesses with finding available space (retail, office, flex, industrial), and share responsibilities with internal/external partners as needed. P Ongoing Lead: COWR ED Partners: Commercial brokers, Local business orgs Invest in a Customer Relation Software Management (CRM) program for Economic Development to track local business activity. $ Mid-term Lead: COWR ED Continue the bi-annual business walk to gather meaningful feedback from businesses and listen to community concerns. Work to maintain or increase business satisfaction compared to each prior year. $ Near- Term; ongoing Lead: COWR ED Partners: Business orgs, Localworks Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 12 Revise the Enhanced Sales Tax Incentive Program (ESTIP) requirements. Adjust the base level financial criteria to allow a greater number of small- and mid-sized retail businesses to participate. P Near-Term Lead: COWR ED, RWR Partners: City Council, Local business orgs Create an internal system to track available commercial property. $ Mid-to- Long-Term Lead: COWR ED Partners: Commercial brokers As part of a larger effort to market economic development activity in Wheat Ridge, track key metrics such as the amount new and existing commercial square feet delivered. Highlight these metrics in marketing materials. $ Mid-Term Lead: COWR ED Partners: Building Division, Local business orgs, Developers Strategy 4B: Implement improvements to business permitting and licensing, and expand awareness about codes and processes. Implement the new web-based permitting system to improve inter-departmental project tracking and provide a more user-friendly interface. P/$ Near-Term Lead: COWR CD Partners: COWR CD, City Council To improve review times for utilities (fire, water, sanitation) and other outside agencies, Community Development should continue to encourage participation in- person cross-agency meetings to discuss pipeline and review status of projects. P/$ Near- Term; Ongoing Lead: COWR CD Partners: External partners Conduct a study for forward thinking solutions around outside agency collaboration (e.g., water districts). Federal funds may be available for this type of study. P/$ Near-to- Mid-Term Lead: COWR CD Partners: COWR ED Create instructional videos, workshops, etc. around compliance, about the tax code, or new regulations or systems. For example, create a video tutorial on the new ERP system. $ Near-to- Mid-Term Lead: Admin Services, Comms Manager, Building Partners: COWR CD, City videographer Ensure regular inter-department communication about projects in the pipeline and about big-picture economic vision. Maintain opportunities (Projects and Properties Map) to align with Community Development and Building divisions on messaging, knowledge of projects and vision. P Near- Term; Ongoing Lead: COWR CD Partners: COWR ED, Building, City leadership Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 13 Strategy 4C: Improve support systems for emerging entrepreneurs and elevate opportunities for BIPOC- and women and nonbinary owned businesses. Identify and promote existing state, regional, federal, and nonprofit resources that provide financial and technical assistance. Examples include: • SBDC's Collective for the Advancement of BIPOC+ Businesses. • LISC’s Colorado BIPOC Micro Equity Fund, which provides flexible loans to small businesses with the goal to strengthen and expand BIPOC-owned small businesses. Statewide lending and technical assistance programs like the Colorado Enterprise Fund also provide support for BIPOC entrepreneurs. • The Mile High United Way’s United for Business Program helps strengthen minority- and women-owned small businesses through technical skills consulting with volunteer professionals in accounting, marketing, and law. The program also helps entrepreneurs gain access to capital. • More widely market grant and workforce development opportunities to aspiring entrepreneurs and businesses, such as programs available through Localworks and the Makerspace, like the Building Up Business micro funding loan program. $$ Near-to- Mid-term Lead: COWR ED Partners: SBDC, Localworks Strategy 4D: Improve coordination with external partners to support the business community, and market Wheat Ridge with a unified voice. Update and customize the existing Economic Development division website to become a “one-stop-shop website” for doing business in, investing in, and marketing Wheat Ridge. Desired features include: • Presenting a unified voice and information source • Provide resources on all partner organizations, and all grant/loan/incentive programs • Basic Wheat Ridge market information • Longer-term opportunities could include creating a collaborative website (branded as “Wheat Ridge Invests” or similar that is independent of the City’s website). $$ Near-to- Mid-Term Lead: Communications Manager Partners: COWR ED, Local business orgs, City leadership, COWR CD Create an “ambassador” role or support an informal network, particularly of younger, well-connected entrepreneurs who have connections throughout the Denver metro area with other prospective entrepreneurs and business tenants. P/$ Near-to- Mid-Term Lead: Chamber Partners: COWR ED, Local business orgs, and external partners Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 14 Consider convening “all-organization” meetings with external partners (including Chamber, Business Association, Localworks, and others, including informal ‘ambassador’ business networks) to discuss the needs of the business community. Desired outcomes include: • Increase monitoring of business activity (including closures) to understand needs, remind businesses of loan and grant programs, and to increase retention. • Identifying and coordinating recruitment of key desired business types (e.g., restaurant, grab-n-go lunch spots along 38th). P Near-to- Mid-Term Lead: COWR ED Partners: Local business orgs, Localworks Improve communication to convey Wheat Ridge as an attractive place to do business - continuing to focus on positive stories and periodically seek new testimonials. These testimonials could be featured on the revamped Economic Development division website. $ Near-to- Mid-Term Lead: COWR ED, Communications Manager Partners: Local business orgs Consider more public-facing updates/report on economic development in Wheat Ridge, e.g., annual report. See example from Arvada Economic Development Association. $ Mid-Term Lead: COWR ED Develop shared resources for businesses, such as public safety information and safety/security grants. Case study: Lakewood’s Business Safety & Security Program. $ Mid-Term Lead: COWR ED, City leadership Partners: Local business orgs Strategy 4E: Re-align business support organizations to create a more balanced public-private partnership for economic development. Encourage greater collaboration and resource-sharing between the Wheat Ridge Business Association and Chamber of Commerce, WRBD, Localworks, and others, by providing City funds tied to performance outcomes. For example: $50,000 annual City contribution could support administrative staffing or marketing costs, shared between the organizations identified. $ Near-to- Mid-Term Lead: COWR ED Partners: Local business orgs Streamline messaging around the roles/responsibilities of each entity, with the Wheat Ridge Chamber, Wheat Ridge Business Association, and Applewood Business Association focused on advocacy & networking, and Localworks and Wheat Ridge Business District providing community development and entrepreneurial support. P/$ Near-to- Mid-Term Lead: COWR ED Partners: Local business orgs In the longer term, encourage consolidation of business support organizations to maximize impact and reduce redundancies. P Long-Term Lead: Local business orgs Partners: City leadership, COWR ED Appendix A: Implementation Matrix Wheat Ridge Prosperity Plan 15 Strategy 4F: Redefine priorities for Renewal Wheat Ridge (Urban Renewal Authority). Define a set of core values for Renewal Wheat Ridge to help guide activity selection. P Near-to- Mid-Term Lead: RWR Partners: COWR ED, COWR CD Evaluate priorities to bring greater focus to URA projects, while maintaining flexibility. For example, URA plans could be amended to elevate specific project types (affordable housing, infrastructure, creative businesses). P Near-to- Mid-Term Lead: RWR Partners: COWR ED Strategy 4G: Maintain partnerships with the Jeffco EDC, neighboring municipalities, community colleges, and other regional partnerships. Stay up-to-date on new resources available to support businesses in the region. For example, ensure that businesses are aware of programs such as the EDC’s new Slightshot initiative that provides resources for entrepreneurs and start-ups. P Near-to- Mid-Term Lead: COWR ED Partners: Jeffco EDC Continue to build active partnerships with other key regional entities, including the West Metro Chamber of Commerce, SBDC, Manufacturers Edge, Downtown Colorado Inc., and the Jefferson County Business & Workforce Center. Explore opportunities for local business and industry leaders to get involved in innovative regional initiatives, such as Sector Partnerships. P Near-to- Mid-Term Lead: COWR ED Partners: Local and regional business orgs ArLand Land Use Economics T. 720.244.7678 www.arlandllc.com October 23, 2024 To: Wheat Ridge Prosperity Team From: Arleen Taniwaki, ArLand Land Use Economics Subject: Wheat Ridge Prosperity Strategy Business Trends and Retail Analysis The following memorandum describes the analysis undertaken to support the Wheat Ridge Prosperity Strategy of 2024. While it examines a few residential trends (such as residential building permits and multifamily activity), its primary focus is on business activity including commercial real estate, sales taxes, business permits, employment and economic development opportunities. BUILDING STOCK Source: Jefferson County Assessor’s Office, ArLand Figure 1. Wheat Ridge Parcels by Period Built APPENDIX B: Market Research Memo Page 2 Figure 1 shows that Wheat Ridge is a City that has developed over time. The very easternmost neighborhoods developed prior to 1930. The bulk of the residential neighborhoods developed between 1930 and 1970 while the commercial corridors in the eastern part of the City began their development in the 1950s. Source: CoStar, ArLand Figure 2 depicts the commercial square footages and general time period built. Parts of 38th and 44th Avenues saw buildings prior to the 1950s. More significant infill along the corridor began in the 1950s. Figure 2. Commercial Square Footage by Year Built Page 3 Source: CoStar, ArLand Since 2010, the multifamily sector has seen the most square footage built as shown in Figure 3, relative to the other sectors. New retail has been built at the Applewood Center and Clear Creek Crossing, at the Corners at Wheat Ridge in addition to 38th Avenue and Kipling Street, however, these additions have been relatively modest in overall square footage added, although the tax revenue benefits have been significant. Figure 3. Commercial Square Footage Built since 2010 Page 4 COMMERCIAL REAL ESTATE TRENDS Source: CoStar, ArLand Commercial real estate locations are depicted by size and type in Figure 4. Commercial establishments tend to be concentrated along the major corridors with major clusters at Wadsworth Boulevard, I-70 and Kipling, Youngfield Street, and I-70 and Ward Road. Figure 4. Commercial Rental Area by Type Page 5 Figure 5 shows commercial real estate trends in Wheat Ridge between 2010-2024. Wheat Ridge is fairly land- locked yet there have been positive additions to commercial real estate supply during this time period. The commercial building stock tends to be several decades old.  Multifamily has seen the most significant change with an over 50% increase in the number of multifamily units in the City during this time period.  General retail has seen the addition of over 220,000 square feet. Vacancy rates are generally low at an overall average of 2.5%. The largest additions have been in the fast food / quick serve retail category. The major corridors are the primary recipient of these additions.  Industrial (including flex buildings) remain generally strong in Wheat Ridge with very low vacancy rates at 3.4% and modest supply additions.  Office is somewhat bifurcated with general office seeing a decrease in square footage and new medical office (at Clear Creek Crossing) seeing a significant increase. The office sector is challenged throughout the metro area. Older office buildings on Wadsworth Boulevard may be candidates for redevelopment. Office buildings along the corridor have benefitted from medical-sector serving tenants due to the proximity of the Exempla Lutheran medical center (now Intermountain Health Figure 5. Wheat Ridge Commercial Real Estate Trends Sectors Total Sq. Ft. / Rms Average Building Size / Rms Average Year Built Vacancy Rate Average Rent 2010 2010-2024 % Growth Industrial & Flex 3,751,565 21,685 1982 3.4% $13.21 3,706,959 44,606 1.2% Warehouse 1,794,292 18,691 1983 3.8% $14.76 1,756,492 37,800 2.2% Manufacturing 840,726 46,707 1979 0.5% $13.21 840,726 0 0.0% Other 1,116,547 18,925 1982 0.2% $12.00 1,109,741 6,806 0.6% Retail 2,753,402 9,627 1972 2.5% $21.18 2,532,799 220,603 8.7% Freestanding 675,069 9,376 1966 5.8% $22.05 657,587 17,482 2.7% Storefront 548,249 13,053 1967 6.0% $21.84 534,049 14,200 2.7% Auto-Repair & Dealers 336,130 8,198 1972 1.3% $20.52 326,990 9,140 2.8% Restaurant 102,532 5,127 1971 1.8% $22.92 90,848 11,684 12.9% Fast Food / QSR ** 36,445 2,803 1997 0.0% $23.87 25,341 11,104 43.8% Other *** 1,054,922 10,765 1971 2.5% $24.63 897,984 156,938 17.5% Office 1,625,212 13,124 1969 8.1% $20.52 1,608,960 16,252 1.0% Medical * 652,542 19,774 1979 7.0% $19-$27 / sf 483,242 169,300 35.0% Other 972,670 11,014 1966 5.2% $21.45 1,125,718 -153,048 -13.6% Hotels * 845 106 1981 34.4% $94.00 720 125 17.4% Multifamily 5,183 27 1965 6.9% $1,614.00 3,396 1,787 52.6% Source: CoStar, ArLand *include under construction , proposed ** this includes FF and QSR *** includes gas stations, convenience stores, vets, day care, banks, and other retail not easily categorizable -- 2024 -- -- 2010-2024 -- Page 6 Lutheran Hospital). Demand may shift over time with the relocation of the medical center with some of the older office buildings along Wadsworth Boulevard becoming candidates for redevelopment. Commercial real estate square footage in Jefferson County also increased during the same time period of 2010-20224.  Multifamily units grew, although not at the same rate of change as Wheat Ridge.  Retail saw significant additions, followed by industrial and flex, and then office.  Most of the office additions appear to be in the conventional office category, rather than medical office. Vacancy rates are fairly significant in the office sector at over 12%.  About 1,900 hotel rooms were also added during this time. Relative growth rates of change in Wheat Ridge were compared to change in Jefferson County. Wheat Ridge saw a relative greater rate of positive change (versus the County) in the Multifamily, Restaurant, Fast Food / Quick Serve Retail categories, as well as in Medical Office. Figure 6. Jefferson County Commercial Real Estate Trends Sectors Total Sq. Ft. (Mil) / Rms Vacancy Rate Average Rent 2010 (Mil) 2010-2024 (Mil) %Growth County Growth %'s Comparison WR vs County Industrial & Flex 33.80 3.7% $15.12 30.30 3.5 11.6% -10.3% Warehouse 20.60 4.2% $15.69 18.80 1.8 9.6% -7.4% Manufacturing 11.80 2.7% $14.41 11.30 0.5 4.4% -4.4% Other 3.00 5.3% $15.46 1.80 1.2 66.7% -66.1% Retail 37.50 4.6% $22.58 33.60 3.9 11.6% -2.9% Freestanding 10.50 4.3% $21.21 9.30 1.2 12.9% -10.2% Storefront 6.30 6.7% $22.96 6.10 0.2 3.3% -0.6% Auto-Repair & Dealers 2.30 0.4% $20.22 2.00 0.3 15.0% -12.2% Restaurant 1.30 2.6% $23.49 1.20 0.1 8.3% 4.5% Fast Food / QSR ** 0.42 2.1% $23.79 0.32 0.1 29.6% 14.2% Other *** 16.80 4.4% $23.34 14.60 2.2 15.1% 2.4% Office 24.80 12.3% $24.90 22.60 2.2 9.7% -8.7% Medical * 3.60 12.8% $25.59 3.00 0.6 20.0% 15.0% Other 21.20 12.3% $24.78 19.60 1.6 8.2% -21.8% Hotels * 7,537 33.2% $88.00 5,628 1,909 33.9% -16.6% Multifamily 53,735 7.5% 1,858 37,646 16,089 42.7% 9.9% Source: CoStar, ArLand *include under construction , proposed ** this includes FF and QSR *** includes gas stations, convenience stores, vets, day care, banks, and other retail not easily categorizable -- 2024 -- -- 2010-2024 -- Page 7 BUSINESS LICENSES Figure 7 shows the Business Licenses issued in the City of Wheat Ridge and approximate locations. While the corridors still offer the bulk of services, it also seems to indicate that business and personal services are potentially located off-corridor and in residences. They could be incubating small businesses. Additionally, it may reflect persons working from home who may have formerly commuted to an office. Source: City of Wheat Ridge, ArLand SIC 1000 - Contractor / Construction SIC 2000 - Cleaning SIC 3000 - Manufacturing SIC 4000 - Transportation Communications and Public Utilities SIC 5000 - General Retail, Apartment Buildings, Automotive SIC 6000 – Dry Cleaners, Financial Services, Real Estate SIC 7000 – Lodging, Personal and Business Services, Day Care SIC 8000 – Medical, Legal, Accounting, Consulting SIC 9000 – Other, Public Figure 7. Business Licenses by SIC Page 8 BUILDING PERMITS Residential remodel activity has been fairly robust throughout the City with the exception of those neighborhoods that abut the industrial areas. Most of the activity have been remodels. Source: City of Wheat Ridge, ArLand As shown in Figure 8, a handful of new single family residences have been added, usually in a townhouse format, near the Ward Road station as well as other scattered sites throughout the City. Figure 8. Residential Building Permits, 2018-2023 Page 9 Source: City of Wheat Ridge, ArLand Figure 9 shows commercial permitting activity. Much of the permitting activity has been tenant finish. The permitting database also includes new commercial structures which appear to be concentrated at the crossroads of major intersections, as well as north of I-70. Figure 9. Commercial Permit Activity, 2018-2023 Page 10 EMPLOYMENT Between 2011 and 2021, What Ridge saw the addition of 2,664 jobs within the City. Construction saw the most jobs increase followed by Health Care and Social Assistance. Health Care and Social Assistance is the largest employer, followed by Retail Trade, Construction, and then Professional, Scientific and Technical Services. Figure 10. Estimated City of Wheat Ridge Jobs Jobs by NAICS Industry Sector 2011 2016 2021 2011-2021 % Increase Agriculture, Forestry, Fishing and Hunting 5 6 72 67 1340% Mining, Quarrying, and Oil and Gas Extraction 13 10 7 -6 -46% Utilities 34 22 42 8 24% Construction 1,119 1,524 2,214 1,095 98% Manufacturing 1,073 1,016 780 -293 -27% Wholesale Trade 789 1,163 860 71 9% Retail Trade 2,213 2,465 2,519 306 14% Transportation and Warehousing 316 307 185 -131 -41% Information 391 127 158 -233 -60% Finance and Insurance 431 427 336 -95 -22% Real Estate and Rental and Leasing 209 217 288 79 38% Professional, Scientific, and Technical Services 1,336 1,424 1,940 604 45% Management of Companies and Enterprises 49 162 101 52 106% Administration & Support, Waste Management and Remediation 721 844 1,153 432 60% Educational Services 115 439 319 204 177% Health Care and Social Assistance 5,395 5,785 6,257 862 16% Arts, Entertainment, and Recreation 84 129 81 -3 -4% Accommodation and Food Services 1,238 1,553 1,209 -29 -2% Other Services (excluding Public Administration) 684 815 862 178 26% Public Administration 518 397 14 -504 -97% Total 16,733 18,832 19,397 2,664 16% Source: US Census LEHD, ArLand Page 11 Jefferson County saw the greatest jobs increases in Manufacturing, followed by Professional, Scientific, and Technical Services, and Construction. Relative to Jefferson County, Wheat Ridge saw the greatest percentage increases in jobs growth in Construction, Retail Trade, Professional, Scientific, and Technical Services, and Management of Companies and Enterprises (which is a relatively small sector). Jobs by NAICS Industry Sector 2011 2016 2021 2011-2021 % Increase Agriculture, Forestry, Fishing and Hunting 499 583 578 79 16% Mining, Quarrying, and Oil and Gas Extraction 408 368 362 -46 -11% Utilities 562 1,142 1,089 527 94% Construction 11,658 14,876 17,271 5,613 48% Manufacturing 14,572 21,277 22,600 8,028 55% Wholesale Trade 7,334 7,502 8,078 744 10% Retail Trade 28,988 31,613 31,351 2,363 8% Transportation and Warehousing 2,303 2,529 3,122 819 36% Information 4,493 4,656 4,363 -130 -3% Finance and Insurance 8,154 8,347 7,197 -957 -12% Real Estate and Rental and Leasing 3,744 3,691 3,667 -77 -2% Professional, Scientific, and Technical Services 20,501 23,276 27,322 6,821 33% Management of Companies and Enterprises 3,176 2,973 3,399 223 7% Administration & Support, Waste Management and Remediation11,323 13,355 14,053 2,730 24% Educational Services 20,780 20,324 18,797 -1,983 -10% Health Care and Social Assistance 26,062 33,614 32,622 6,560 25% Arts, Entertainment, and Recreation 2,995 4,136 3,765 770 26% Accommodation and Food Services 19,736 23,455 18,345 -1,391 -7% Other Services (excluding Public Administration) 6,146 7,705 7,340 1,194 19% Public Administration 18,044 17,999 16,947 -1,097 -6% Total 211,478 243,421 242,268 30,790 15% Source: US Census LEHD, ArLand Figure 11. Estimated Jefferson County Jobs Page 12 Source: US Census LEHD Jobs concentrations are currently, as shown on the map, at the old Intermountain Health Lutheran Hospital site, near I-70 and Kipling and then generally located along the major highway corridors. The Intermountain Health Lutheran Hospital is moving west and with it, the large jobs base which shifts the jobs concentration in the City to the west. Figure 12. Location of Jobs in Wheat Ridge Page 13 Source: US Census LEHD, ArLand Regionally, job concentrations can be found in downtown Denver, at the (old) Intermountain Health Lutheran Hospital, and at Denver West in Lakewood. Figure 13. Location of Regional Jobs Page 14 Source: US Census LEHD, ArLand Wheat Ridge sees a net employment increase during the day relative to those who leave the City for employment, likely mostly medical employment. Figure 14. Jobs Inflows and Outflows into Wheat Ridge Page 15 SALES TAX REVENUES The City of Wheat Ridge collects detailed sales tax information from businesses and others doing business in the City of Wheat Ridge. Sales tax revenue has seen a general increase between 2018 and 2022. Revenues in 2023 are slightly less than 2022. City sales tax categories have been summarized as shown above which shows general trends by broad categories. Within retail, categories which have seen a decrease include Liquor, Clothing and Accessories, and Hobby & Sporting Goods. Source: City of Wheat Ridge, ArLand Description 2018 2019 2020 2021 2022 2023 2018-2023 % Change Construction & Bldg Cleaning $464,493 $502,154 $511,111 $682,174 $906,962 $786,352 $321,859 69.3% Manufacturing $370,784 $491,470 $557,338 $612,569 $714,710 $622,146 $251,362 67.8% TCPU $2,737,066 $2,210,264 $1,828,767 $2,011,481 $2,698,684 $2,379,301 -$357,765 Retail Trade $15,043,422 $15,270,941 $17,413,250 $18,335,078 $20,551,788 $20,374,729 $5,331,308 35.4% Home & Garden $1,110,219 $1,111,873 $1,411,317 $1,536,944 $1,411,567 $1,483,820 $373,601 33.7% Grocery and Food $5,075,635 $4,613,084 $5,428,747 $4,263,917 $6,024,226 $5,779,763 $704,128 13.9% MMJ & RMJ & Tobacco $579,090 $766,680 $868,885 $935,689 $756,315 $637,986 $58,896 10.2% Liquor Establishments $2,048,161 $1,912,215 $1,974,614 $2,057,201 $2,030,440 $1,949,065 -$99,096 -4.8% Food Restaurants $2,076,721 $2,111,745 $2,047,250 $2,426,016 $2,515,966 $2,537,934 $461,213 22.2% General Retail $2,846,944 $3,451,479 $4,442,849 $5,807,541 $6,548,060 $6,282,224 $3,435,280 120.7% Clothing & Accessories $350,745 $329,744 $260,957 $342,276 $323,939 $297,669 -$53,076 -15.1% Hobby & Sporting $628,742 $639,613 $722,520 $560,368 $374,830 $406,089 -$222,652 -35.4% E-Commerce $120,167 $104,623 $41,801 $64,217 $273,486 $735,331 $615,164 511.9% Other Retail $206,998 $229,887 $214,311 $340,908 $292,958 $264,848 $57,851 27.9% Personal Services $447,942 $463,426 $447,753 $570,931 $666,753 $581,045 $133,103 29.7% Business Services $831,820 $985,834 $1,849,081 $1,372,795 $1,510,808 $1,413,587 $581,767 69.9% Medical Services $183,752 $191,414 $186,820 $225,018 $214,608 $188,885 $5,133 2.8% Automotive Sales and Services $2,389,402 $2,527,751 $2,296,190 $2,427,065 $2,552,372 $2,609,081 $219,679 9.2% Other $3,283 $6,973 $2,773 $51,991 $9,003 $76,380 $73,097 2226.4% Total $22,471,963 $22,650,228 $25,093,084 $26,289,102 $29,825,687 $29,031,506 $6,559,543 29.2% Source: City of Wheat Ridge, ArLand $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 2018 2019 2020 2021 2022 2023 Wheat Ridge Sales Tax Revenues Figure 15. Wheat Ridge Sales Tax Trends Page 16 Source: City of Wheat Ridge, ArLand In 2018, (Figure 16) the corridor along I-70 near the Applewood Center generated the most significant sales tax revenue, followed by the North-South corridors in the City including the Kipling Street corridor, the Wadsworth Boulevard corridor and the Sheridan Boulevard corridor. By 2023, the Wadsworth Boulevard corridor generated taxes in the same range as the Applewood area, likely due to the addition of Wheat Ridge Corners. 38th Avenue retail / restaurants were beginning to generate more significant tax revenues. Figure 16. Generalized Sales Tax Revenues, 2018 Page 17 Source: City of Wheat Ridge, ArLand By 2023, likely due primarily to the Corners at Wheat Ridge, Wadsworth Boulevard sales tax generation had increased substantially. The Applewood Center area remained highly competitive. The Kipling Street and Sheridan Boulevard corridors both continued to generate revenues for the City, followed by businesses along the I-70 corridor. Figure 17. Generalized Sales Tax Revenues, 2023 Page 18 Source: City of Wheat Ridge, ArLand In terms of percent change during this time period, the area near I-70 saw the greatest percentage increase, followed by retail at the Applewood Center area and 38th Avenue. While there were negative sales tax revenue changes north of I-70, this is due to the relatively small number of sales-tax generating businesses to start with (these businesses generate other revenues for the City). Growing businesses that close in this part of the City often need to relocate outside of Wheat Ridge in order to find larger space. Figure 18. Sales Tax Revenue Change, 2018-2023 Page 19 NEIGHBORHOOD RETAIL ANALYSIS A limited retail analysis was conducted to help estimate future potential neighborhood-oriented retail square footage potentials. It examines the City of Wheat Ridge rather than the full market area as estimated sales information is unavailable for retailers outside of the City of Wheat Ridge border. Wheat Ridge’s neighbors in West Denver (specialty retail and restaurants), Arvada (both big box and specialty retail and restaurants), and the Colorado Mills area (primarily box retail) are not fully taken into consideration as this is not intended to be a full retail leakage study. The focus is identifying retail square footages that primarily benefit from local household spending in the City of Wheat Ridge. Taking e-commerce, take-out, and deliveries into account, the overall estimate is that Wheat Ridge local households could support another 41,500 square feet of commercial / retail space in primarily neighborhood-oriented retail and restaurant configurations along Wheat Ridge’s corridors (east- west). This is demand that will materialize / evolve over time as Wheat Ridge demographics continue to transition. Demand for Convenience and Shopper’s Goods (as defined below) are not addressed specifically due to this analysis’ current limitations.  Demand and Supply Estimates: o Demand: Based on an estimate of households, average household incomes (U.S. Census 5 Year Estimates, 2017-2022), and an estimate of average statewide spending in various retail categories (US Census Retail Trade, 2022). o Supply / Sales: Based on an estimate of Wheat Ridge sales taxes by category, adjusted to reflect overall sales (2023).  Convenience Goods: This category includes groceries, specialty foods, and alcohol. The presence of Applejack skews this overall total because of its niche as a local and regional liquor store destination. As such, the category shows that Wheat Ridge is a destination for this type of spending.  Shopper’s Goods: This category includes many of the “box store” retailers such as Wal-Mart, Target, Costco and the like. It indicates that Wheat Ridge does attract spending from households outside its boundaries in this category. Wheat Ridge households are also likely to purchase goods from outside of Wheat Ridge in this category as well (Costco and Target in Arvada, for example).  Misc Store Retailers: This category reflects potential spending at small “unique” specialty retailers. While the “void” is an estimated 20,000 square feet, it also assumes that 20% of those sales could take place within Wheat Ridge but potentially at a home-based business or through e-commerce rather than a storefront, resulting in potential space demand at 16,000 square feet.  Food Services and Drinking Places: As Wheat Ridge evolves, local demand for eating and drinking will continue to evolve, particularly for those services that address changing local needs. This category also assumes that 15% of sales will be either delivery or take-out, resulting in potential space demand for 25,500 square feet. Page 20 Figure 19. City of Wheat Ridge Neighborhood Retail Analysis OPPORTUNITY AREAS Source: Jefferson County Economic Development Corporation The purple and pink areas represent Opportunity and Enterprise Zones which enable investors in projects in these areas to receive federal and/or state tax benefits from investing in these areas. Many of these areas are located along the I-70 corridor. The green areas represent open space areas where redevelopment is unlikely to occur. The blue areas represent flood plains. Opportunities are likely to be found in the areas in white (without incentives) as well as the areas in purple and pink (where incentives are available.) While parks and open space typically abut flood plain areas, opportunities are also created when area improvements remove or mitigate the flood plain hazard. This is the case of the Clearvale Urban Renewal Area where flood plain mitigation activities are currently taking place and where future area redevelopment can occur. Page 21 Figure 20. Vacant and Developable Land Page 22 Figure 21 depicts draft site opportunities and commercial corridors (where infill is recommended) in the City of Wheat Ridge. The final map can be found in the main body of the report. Where infill opportunities can be found along the primary corridors, the area north of I-70 remains an important focal point with some infill sites. KEY POINTS / RECOMMENDATIONS As depicted in the map above, within the boundaries of I-70, the north-south corridors have generally been the location of regional serving retailers (who also tend to generate larger sales tax revenues), while the east-west corridors tend to be the location of neighborhood serving uses. The limited retail analysis indicates the potential for an additional 41,000 square feet of neighborhood commercial uses throughout the City. At the same time, demographic changes have enabled business changes on the 38th Avenue corridor, and with it, increased positive contributions to the City’s sales tax revenue base. The retention and expansion of the Intermountain Health Lutheran Hospital at Clear Creek Crossing has ensured that this important jobs base remain in the City for the immediate future. However, it moves the jobs center in the City to the west. As construction on the Wadsworth Boulevard corridor is completed, it may mean increased redevelopment opportunities on the Wadsworth Boulevard Figure 21. Wheat Ridge Commercial Corridors and Opportunity Areas Page 23 corridor, not only due to improvements, but due to the potential that medical-serving tenants in the older office buildings on Wadsworth Boulevard may want to move westward. Most of the opportunities in Wheat Ridge are smaller infill sites, except for the old Intermountain Health Lutheran Hospital for which a Master Plan has been created. The Professional, Scientific, and Technical Services sector is small and growing. Given demographic changes and proximity to West Denver, a strategy focusing on attracting professional and business services who may want their own storefront in close proximity to Denver but in a less expensive locale (ie local design offices, engineering offices, and other professional services) may help propel redevelopment and address infill opportunities, particularly on the neighborhood serving corridors. Retaining industrial uses and pursuing infill opportunities north of I-70 should continue to be a priority. The Ward Road Station redevelopment, with the addition of residential, has added a new dimension to this area. Retaining industrial, with some exceptions, south of Ridge Road, should continue to be a priority. On the east side of Wheat Ridge, additional infill (in addition to a potential Prologis redevelopment) taking advantage of flood plain improvements in the Clearvale Urban Renewal Area can also add some additional area primary jobs to that area. Appendix C: Additional Market Indicators 1 APPENDIX C: ADDITIONAL MARKET INDICATORS ▶ The following document provides reference materials and additional market research relevant to the Wheat Ridge Prosperity Plan, including demographic and employment trends, that are not already covered in Appendix B: Market Research Memo (ArLand Memo). Demographics & Housing Population Growth Wheat Ridge’s modest growth from 1970 to 2020 is shown in the table below. Source: US Census. Share of Population by Generation The relative size of each generation (2000, 2010, and 2020) is shown in the graphic below (created by czb for City Plan). The share of Millennials grew by 60% between 2010 and 2020. Source: US Census and Esri. 29,778 30,293 29,419 32,913 30,166 32,398 5,000 10,000 15,000 20,000 25,000 30,000 35,000 1970 1980 1990 2000 2010 2020 Wheat Ridge Population, 1970-2020 Appendix C: Additional Market Indicators 2 Educational Attainment The citywide change in educational attainment is illustrated in the chart below. In 2024, 47% of the Wheat Ridge population has completed a Bachelor’s Degree or higher, compared to 32% in 2015. Source: Esri. Household Composition Wheat Ridge’s average household size, 2.18 people per housing unit, has not changed much compared to 2010 (2.12 people per unit). Source: Esri. Housing Units Over the last 24 years, the proportion of owner-occupied housing units has shifted slightly downward, from 53% to 48%, partly due to a small rise in the proportion of renter-occupied units, as well as a higher vacancy rate. Source: Esri. Median Household Income Median household incomes in Wheat Ridge and the Retail Trade Area* grew significantly between 2017 and 2024, now exceeding the City of Denver’s median household income ($85,200). Source: Esri. Median Household Income Wheat Ridge Retail Trade Area Denver 2017 N/A $52,800 $70,100 2024 $91,184 $87,681 $85,200 2029 (proj.) $108,726 $104,385 N/A 31.5% 41.9%46.8% 0% 10% 20% 30% 40% 50% 2015 2022 2024 Bachelors Degree Attainment for Population Aged 25+, 2015, 2022, 2024 Housing Unit Summary – Wheat Ridge Total Owner Occupied Renter Occupied Vacant 2000 14,874 53% 44.5% 2.5% 2010 14,864 51.2% 42.8% 6% 2020 15,471 50.3% 44.5% 5.2% 2024 16,427 48.3% 46.1% 5.7% Appendix C: Additional Market Indicators 3 *A Retail Trade Area defined and analyzed for the 2019 Retail Positioning Analysis. The geographic area covers most of Wheat Ridge as well as parts of neighborhoods in Arvada and Applewood West. The 2019 report was based on 2017 Esri estimates. The trade area was recreated for the 2024 Wheat Ridge Prosperity Plan to allow the consultant team to compare “apples-to-apples” for select demographic indicators. Consumer Spending Potential Esri’s Spending Potential Index represents the amount spent in the area relative to a national average of “100”. The table below shows 2017 and 2024 spending indices for select consumer categories, for the retail trade area defined in the 2019 Retail Positioning Analysis (see map below for map of the trade area, which largely covers the same geography as the City of Wheat Ridge). The 2019 report, which used 2017 estimates, noted that “the trade area [in 2017] does not compare favorably with national averages in most retail subcategories. It indexes above 100 in just two of them.” However, in 2024, all categories were rated above 100, signaling modest growth in consumer spending potential. Source: Esri. Spending Potential Index – Retail Trade Area 2017 2024 Apparel & Services 89 107 Food at home (grocery) 90 107 Food away from home (dining) 90 109 Furniture/equipment 90 104 Appendix C: Additional Market Indicators 4 Home Sales Price Wheat Ridge’s median sale price for a single-family home in 2024 was over $600,000 -- more than double the median price in 2014, which was $285,000. Source: Policymap via czb for City Plan. Median Gross Rent As visualized in the graphic created by czb for the Affordable Housing Strategy & Action Plan, the median gross rent in Wheat Ridge (2020) was lower than median rents in the Denver MSA. $285,000 $449,500 $617,000 $0 $200,000 $400,000 $600,000 $800,000 2014 2019 2023 Median Single-Unit Home Sale Price in Wheat Ridge Appendix C: Additional Market Indicators 5 Psychographics Psychographics are a broad, qualitative characterization of a given population that consider demographics, lifestyles, consumer data, and cultural influences. Esri’s Tapestry Segmentation system has 60 distinct “segments” that attempt to capture the range of demographic and economic sub-groups in the United States. The table below shows top segments in 2017 vs. 2024 for the Wheat Ridge Retail Trade Area. “Tapestry Segments” – Wheat Ridge 2017 2024 1. “Making Do” • Young singles, mostly white and Hispanic, renters with limited discretionary income “Old & Newcomers” • Metropolitan city dwellers, predominately single, some families, renters, middle income 2. “Sunrise Sunset-ting” • Older white couples, tend to be long-time residents, usually homeowners, middle incomes “Retirement Communities” • Older renters and homeowners, includes a range of housing typologies (single-family homes, independent and assisted living, etc.), limited incomes 3. “Front Porches” • Single-parent families or singles living alone, middle incomes, renters and owners Employment For reference materials related to total jobs by sector, employment density, and inflow-outflow estimates, refer to pages 10-14 of Appendix B: Market Research Memo. “Knowledge Sector” The “knowledge sector” includes industries that are predominately fast-growing, well-paying, private sector- based, and a magnet for talented and well-educated workers (such as Professional, Scientific & Tech Services; Health Care & Social Assistance; Finance, Insurance & Real Estate; Management of Companies; and Information). Wheat Ridge’s proportion of these jobs is higher than Jefferson County’s 33% -- largely due to Wheat Ridge’s outsized healthcare employment. Wheat Ridge lags slightly behind in terms of percent employment in other knowledge sector industries. Source: NAICS Industry Sector, 2019. Compiled by P.U.M.A Knowledge Sector Employment Wheat Ridge Jefferson County Professional, Scientific & Tech Services 1,940 10% 27,322 11% Health Care & Social Assistance 6,257 32% 32,622 13% FIRE (Finance, Insurance, and Real Estate) 624 3% 10,864 4% Management of Companies 52 0% 3,399 1% Information 158 1% 4,363 2% Knowledge Sector Jobs 9,031 47% 78,570 32% TOTAL JOBS 19,397 242,268 Appendix C: Additional Market Indicators 6 Real Estate: Peer Comparison Market summaries for Multi-Family, Retail, Office, and Industrial real estate sectors are provided in the following tables. Wheat Ridge is compared to its peer communities of Arvada, Golden, and Lakewood. These peer communities were selected for consistency with previous Wheat Ridge plans and studies. Multi-Family Real Estate Market, 2024 Wheat Ridge Arvada Golden Lakewood Inventory - Units 5,183 9,111 4,469 22,683 Per sq. mile 543 231 459 509 Per capita 0.2 0.1 0.2 0.1 New Units since 2010 1,724 1,668 1,320 6,156 % Growth Units Since 2010 49.8% 22.4% 41.9% 37.2% Under Construction (units) - 976 - 369 Vacancy Rate 6.7% 8.5% 11.6% 6.9% Average SF per Unit 821 836 858 863 Asking Rent per Unit $1,635 $1,741 $2,166 $1,802 Effective Rent per Unit $1,620 $1,723 $2,128 $1,786 Effective Rent per SF $1.98 $2.08 $2.48 $2.08 Source: CoStar (YTD 2024) and PUMA analysis Retail Real Estate Market, 2024 Wheat Ridge Arvada Golden Lakewood Building Inventory (sf) 2.8 million 6.1 million 2.3 million 10.8 million Per sq. mile 291,385 153,665 236,291 242,953 Per capita 80.8 50.4 113.9 69.5 Under Construction (sf) - $20,553.00 - 9,200 Vacancy Rate 3.8% 3.9% 1.4% 6.2% NNN Rent Overall $19.49 $16.64 $21.23 $12.65 Source: CoStar (YTD 2024) and PUMA analysis Office Real Estate Market, 2024 Wheat Ridge Arvada Golden Lakewood Building Inventory (sf) 1.6 million 1.7 million 3.5 million 10.8 million Per sq. mile 170,512 42,816 360,198 242,334 Per capita 47 14 173 69 Under Construction (sf) 138,000 - - 40,000 Vacancy (sf) 91,800 88,569 261,755 1,545,020 Vacancy Rate 5.6% 5.2% 7.5% 14.0% Office Base Rent Overall $21.51 $19.11 $23.10 $22.56 Office Gross Rent Overall $25.30 $23.10 $25.82 $24.01 Source: CoStar (YTD 2024) and PUMA analysis Appendix C: Additional Market Indicators 7 Industrial Real Estate Market, 2024 Wheat Ridge Arvada Golden Lakewood Building Inventory (sf) 2.9 million 5 million 10.5 million 2.3 million Under Construction (sf) - 183,212 - - Vacancy (sf) 104,969 252,421 115,523 143,027 Vacancy Rate 3.7% 5.2% 1.1% 6.3% NNN Rent Overall $12.40 $13.73 $14.44 $10.75 Source: CoStar (YTD 2024) and PUMA analysis APPENDIX D: Wheat Ridge Prosperity Plan 1 APPENDIX D: PAST PLAN SUMMARIES Existing citywide and area-specific plans and studies were reviewed to help inform the development of the Wheat Ridge Prosperity Plan. The following documents, listed chronologically, are summarized in this appendix: ✓ 2024 Business Walk results ✓ 44th Avenue Subarea Plan (2023) ✓ Wheat Ridge Resident Survey Report (2023) ✓ Affordable Housing Strategy and Action Plan (2022) ✓ Lutheran Legacy Campus Master Plan (2021) ✓ Wheat Ridge Neighborhood Revitalization Strategy Update (2019), and corresponding Retail Positioning Analysis (2019) ✓ Planning for the Northwest Subarea / Wheat Ridge Ward Station (2013 – 2019) City of Wheat Ridge Business Walk - 2024 Utilizing volunteers and partner organizations, the City of Wheat Ridge Economic Development department conducts a bi-annual “business walk” to talk face-to-face with businesses and learn about their priorities and experience doing business in Wheat Ridge. 101 businesses were engaged with during the July 2024 business walk. Businesses were asked to offer any suggestions for ways to improve the business environment in Wheat Ridge. Common answers included: greater police responsiveness and support and more patrolling to help address crime and theft, more efficient permitting requirements and more fiexibility for signage, address homelessness, enhance communication about information pertinent to the business community, make improvements to walkability and install more streetlights, and more bike lanes and parking. 44th Avenue Subarea Plan (2023) The 44th Avenue Subarea Plan builds off the Wheat Ridge Comprehensive Plan and replaces the 2007 Fruitdale Subarea Plan. The 44th Avenue planning area encompasses the Fruitdale and Anderson Park neighborhoods. The subarea plan provides speciflc guidance for land use and housing diversity, mobility and access improvements, quality of life infrastructure additions, and economic resilience. Recommendations are organized into primary corridor investments, community subarea enhancements, and overall connectivity improvements. Several relevant plan flndings and recommendations are highlighted below: • The corridor is oriented to neighborhood-serving retail and services, including auto-services, dry cleaners, and personal services. The largest industries are professional services, retail trade, and construction. The corridor has not seen signiflcant reinvestment and growth in business activity in the recent past. The plan acknowledges the importance of agricultural heritage and recreational assets in the corridor. • Large area development sites are identifled, including land along Kipling between 44th and I-70, and near the Interstate/truck rest stop. The area between Kipling and Anderson Park is identifled APPENDIX D: Wheat Ridge Prosperity Plan 2 as a small business focused area. New residential uses could include affordable and workforce housing near employment areas. • To bolster economic vitality, the business community could consider organizing a business association or district, and to development and implement the West 44th Ave corridor “brand.” Wheat Ridge Resident Survey Report (2023) The City of Wheat Ridge periodically distributes resident surveys. Past years include surveys administered in 2004, 2006, 2008, 2012, 2015, 2018, & 2021. More than 800 individuals responded to the 2023 survey. Key flndings from the 2023 survey include: • Residents enjoy a positive quality of life, with nearly 8 in 10 choosing “excellent” or “good” to characterize the city’s overall quality of life. • Economic development is important: 8 in 10 respondents believe the City should increase efforts to revitalize business corridors (such as 38th, 44th, Wadsworth, and Kipling), and attract and recruit new types of retail businesses in the city. • Some characteristics were rated slightly worse in 2023 compared to 2021 (including the availability of parks and walking trails, quality of the natural environment, overall reputation, affordable quality food, overall quality of businesses and service establishments, variety of housing options, availability of affordable quality housing, and shopping opportunities). • Transportation (ease of car travel, bicycle travel, bus, and access to mass transit) is the area with the greatest desire for improvement. • Overall, respondents are doing less of their shopping in Wheat Ridge compared to 20 years ago. Affordable Housing Strategy and Action Plan (2022) Wheat Ridge’s Affordable Housing Strategy and Action Plan was developed to support economic and income diversity, attainable housing, and a diversity of housing typologies. The Plan includes a baseline assessment of marketing and housing conditions. Relevant takeaways include: • Today, new home buyers require much higher incomes to afford to buy a home in Wheat Ridge like in many other communities in the Front Range. Between 2017 – 2021, the average home price in Wheat Ridge increased from $412K to $580K. • While ownership has become more expensive than the metro area overall, rents are still more affordable than the wider metro area. • Wheat Ridge has much higher proportion of “missing middle” housing typologies than the region, but lags in new large-scale rental projects. Overarching objectives include (1) building more multi-unit rental where possible and achieve inclusionary, mixed-income options, (2) building more townhome units where possible and achieve inclusionary outcomes, (3) preserve and upgrade existing affordable rental units, and (4) maximize potential for Lutheran Legacy Campus redevelopment to achieve inclusionary outcomes. Several of the solutions put forth by this plan require expanding the Charter Exception Areas to allow for taller building heights to accommodate more housing density. Funding and implementation recommendations include establishing a Wheat Ridge Housing Fund, and creating the Wheat Ridge Housing Authority. APPENDIX D: Wheat Ridge Prosperity Plan 3 Lutheran Legacy Campus Master Plan (2021) This Lutheran Legacy Campus Master Plan was developed in partnership with the City of Wheat Ridge and SCL Health to envision a new future for the Lutheran Medical Center after anticipated 2024 relocation to Clear Creek Crossing. The plan identifles the redevelopment of the 100-acre site as a “once in a generation opportunity.” It summarizes an overall vision and goals based on community input, key parameters for future development, appropriate location for future uses, and an outline of rezoning that may be necessary for the property. Key themes are highlighted below: • Creating affordable housing and multifamily with community serving retail, while respecting existing neighborhoods and maintaining small town feel, is very important to the community. • The overall development framework calls for a fiexible mixed-use center (community amenities, diverse housing opportunities, new employment opportunities, adaptive reuse, and respect for northern neighbors), transitions to existing neighborhoods that are lower density or open space (appropriate scale, compatible uses, and has pedestrian and bicycle connectivity), and integration of existing assets (retain tree canopy, utilize existing topography, integrate existing access points, and prioritize adaptive reuse). • There may be limited office and retail opportunities (particularly along 38th Avenue) Wheat Ridge Neighborhood Revitalization Strategy Update (2019) The Wheat Ridge Neighborhood Revitalization Strategy (NRS) uses market research and community engagement to lay out a focused workplan, to improve resident engagement, revitalize corridors, and improve public processes. The strategy provides key baseline indicators like housing permits and building activity within each neighborhood. Several relevant recommendations include: • Reinvesting in primary corridors to connect neighborhoods. • Implementing a vision for 38th Avenue to become a more thriving main street, and fund the streetscape improvements recommended in prior plans. • Increasing local restaurants and neighborhood retail (along 26th, 29th, 32nd, and 44th Aves) – through the addition of supportive residential development, and providing property owners and investors with flnancial incentives. • Continue improvements to permitting and review processes for business owners and homeowners undertaking rehabilitation. Retail Positioning Analysis (2019) Conducted as part of the Neighborhood Revitalization Strategy, the Retail Positioning Analysis identifles the two major motivators for attracting retail to Wheat Ridge: 1) sales tax revenue generation, and 2) to provide “place-making” businesses. Other relevant flndings from the analysis are highlighted below: APPENDIX D: Wheat Ridge Prosperity Plan 4 • Wheat Ridge is a “middle market” in an era featuring an increasingly bifurcated retail and restaurant landscape from which the middle is disappearing. Wheat Ridge’s evolution from middle market to upper middle market is therefore no easy task, but some opportunities do exist. • The largest psychographic segments in the Wheat Ridge market today can be described as “Making Do”—largely young renters earning no more than $40,000 annually and who are concerned mainly with price, shopping at retailers like Big Lots and Dollar Tree—and “Sunrise Sunset-ting”—primarily older middle-income whites who are long-time homeowners gravitating to businesses like local family restaurants, dive bars, and bowling alleys. Wheat Ridge Ward Station Vision (2017) The 2017 Ward Station Vision provides a blueprint for potential transit-oriented development around Ward Station. Desired elements for the neighborhood include co-working space, active public space, pop- up uses, recreation, a regional park, multi modal connectivity, linear green space, and an iconic bridge to join the station area. Planning recommendations include developing a speciflc economic plan to help small businesses and retain light industrial, engage gravel pond owners to develop regional park, improve pedestrian and cycling connectivity, and program the area with pop-up events. Wheat Ridge Economic Development Strategic Plan (2009) Wheat Ridges’s 2009 Economic Development Strategic Plan is organized by four topics, and the plan focuses on several key geographic areas, as shown on the map at right. I. Organizational Development a. Determine economic development partnerships II. Infrastructure Development a. Community identity III. Market Development a. Real estate development b. Address zoning & design c. Information IV. Business Development a. Business retention & expansion b. Small business and entrepreneurial development c. Business attraction d. Business & development assistance and incentives. WHEAT RIDGE PROSPERITY PLAN:Economic Development Strategy Final Project Update Wheat Ridge City Council – Dec. 16, 2024 Progressive Urban Management Associates ATTACHMENT 3 I.Project Recap I.Process II.Goals Framework III.Geographic Framework II.Strategies & Tactics III.Q&A Agenda Wheat Ridge Prosperity Plan – 2024 Process - Timeline Goals Framework Geographic Framework Strategies & Tactics Goal 1: Corridors, Nodes, and Redevelopment Opportunities Goal 1: Corridors, Nodes, and Redevelopment Opportunities Goal 1: Corridors, Nodes, and Redevelopment Opportunities Goal 1: Corridors, Nodes, and Redevelopment Opportunities Goal 2: Jobs, Innovation, and Light Manufacturing Goal 2: Jobs, Innovation, and Light Manufacturing Goal 2: Jobs, Innovation, and Light Manufacturing Goal 3: Attainability and Quality of Life Goal 3: Attainability and Quality of Life Goal 4: Business Support Ecosystem Goal 4: Business Support Ecosystem Goal 4: Business Support Ecosystem Goal 4: Business Support Ecosystem WHEAT RIDGE PROSPERITY PLAN:Economic Development Strategy Final Project Update Wheat Ridge City Council – Dec. 16, 2024 Progressive Urban Management Associates Item No. 2 Memorandum TO: Mayor and City Council THROUGH: Patrick Goff, City Manager Marianne Schilling, Assistant City Manager FROM: Cole Haselip, Management Analyst DATE: December 16, 2024 SUBJECT: Legislative Advocacy Program Update ISSUE: The Legislative Committee held its inaugural meeting on December 3, 2024. This memo provides a status update from that meeting and presents the current draft of the Legislative Agenda, threshold criteria, and priority areas. No action is requested from the City Council at this time. PRIOR ACTION: During the September 16, 2024, Study Session, the City Council reached consensus to implement a Legislative Advocacy Program. FINANCIAL IMPACT: None. BACKGROUND: The City’s four-part Legislative Advocacy Program includes a Legislative Agenda, a Legislative Committee, Advocacy Position Resolutions, and lobbying efforts. The Legislative Agenda outlines the City’s positions on bills it supports or opposes. The Legislative Committee, a sub- committee of the City Council consisting of the Mayor and two Councilors, uses the Legislative Agenda and additional criteria to select three to five bills from a pool of 50-100 that impact the City for potential Advocacy Position Resolutions. These resolutions are formal statements declaring the City’s stance on specific legislation. Once adopted, staff initiate lobbying efforts, in collaboration with the Legislative Committee, which may include letters of support, testimony, and discussions with elected officials. DISCUSSION: During the 2025 Legislative Session, running from January to May, the Legislative Committee will review an anticipated 50-100 bills that impact the City. They will select three to five bills to recommend for Advocacy Position Resolutions to the City Council. If adopted, these resolutions will prompt staff to begin lobbying efforts on those bills. The Committee will use the Legislative Agenda, threshold criteria, and priority areas to guide Legislative Advocacy Program Update December 16, 2024 Page 2 their selection of these three to five bills. 1. Legislative Agenda In collaboration with all City departments, staff has created a draft Legislative Agenda that reflects the City’s adopted plans and community priorities (Attachment 1). The Legislative Committee will review the draft during its next meeting in January 2025, after which it will be presented to City Council for consideration and potential adoption via resolution at a future meeting. No consensus is requested at this time. The draft agenda is organized into the following key focus areas: • Home Rule • Community Development • Economic Development • Affordable Housing • Homelessness • Public Safety • Infrastructure & Transportation • Sustainability • Parks and Recreation Each focus area includes an overview followed by a ‘Proposed Legislation’ section highlighting bills that enhance Wheat Ridge residents’ quality of life. Additionally, each focus area features an ‘Opposed Legislation’ section outlining policies that could negatively impact the community. Additionally, staff analyzed the content and identified the following key themes that are consistently reflected throughout the document: Key Themes Throughout the Legislative Agenda A. Community Centered Solutions Requesting financial support, technical assistance, and the flexibility to implement locally tailored approaches to meeting desired state outcomes. Set the destination but allow the City to chart the course. B. Equity & Accessibility Encouraging the State to partner with municipalities committed to addressing equity and accessibility issues. C. Statewide Collaboration Expressing a strong desire to partner and collaborate with the State, utilities, special districts, and regional organizations to improve quality of life. D. Local Control Advocating for local control over health, safety, welfare related items such as policing, land-use, development, planning, and permit review. E. Oppose Mandates Opposition to mandates and one-size-fits-all approaches, particularly those that are unfunded. Legislative Advocacy Program Update December 16, 2024 Page 3 The Legislative Committee will review and refine the draft Legislative Agenda, with the goal of recommending a final version to be discussed in detail with City Council during a study session in early 2025 and then adopted by the City Council in the first quarter of 2025. 2. Threshold Criteria The Legislative Committee is considering adopting threshold criteria to guide the selection of three to five bills for Advocacy Position Resolutions. Staff proposed the following criteria for the Committee’s consideration: • Alignment with the City’s Legislative Agenda • Alignment with Colorado Municipal League priorities • Impact on the City of Wheat Ridge • Community consensus The Legislative Committee will continue to refine these threshold criteria and anticipates their adoption by the Committee in Q1 2025. 3. Priority Areas The Legislative Committee will define priority areas to guide the selection of three to five bills for Advocacy Position Resolutions. By evaluating current challenges, emerging opportunities, and input from fellow Council members, the Committee will develop these focus areas for the 2025 Legislative Session. By aligning its advocacy efforts with these priorities, the Legislative Committee will be well-positioned to identify and support legislation that addresses the needs and interests of Wheat Ridge residents. Next Steps The Legislative Committee will continue to make progress in preparing for the 2025 Legislative Session and will return to City Council during a study session in early 2025 to finalize the draft Legislative Agenda with City Council. By establishing a clear Legislative Agenda, adopting threshold criteria, and selecting bills that align with the Council’s priorities, the Committee will be well-equipped to narrow the City focus to three to five key bills during the session. No action is needed at this time, but the Council’s input will remain essential to shaping the City’s advocacy efforts moving forward. RECOMMENDATIONS: No action is currently needed. ATTACHMENTS: 1. Draft 2025 Legislative Agenda This document is the 2025 Legislative Agenda for the City of Wheat Ridge and is intended to guide staff and the City Council in lobbying for or against legislative items. 2025 Legislative Agenda ATTACHMENT 1 Draft 01 Introduction The Wheat Ridge Legislative Agenda 02 Home Rule Governance of local matters 04 Economic Development Creating vibrant economic ecosystems 06 Homelessness Comprehensive homeless navigation 08 Infrastructure & Transportation Maintaining and enhancing infrastructure 10 Parks and Recreation Parks and recreation department 03 Community Development Shaping the City’s physical growth 05 Affordable Housing Access to affordable housing 07 Public Safety Resident safety 09 Sustainability Comprehensive sustainability program TA B L E O F C O N T E N T S Introduction The Wheat Ridge Legislative Agenda guides the City’s advocacy on state-level policy decisions that could significantly impact our community. Developed in collaboration with the City’s Legislative Committee, this agenda establishes clear positions on anticipated legislation for the 2025 Colorado Legislative Session. It serves as both a framework for City officials’ advocacy efforts and a resource for state legislators considering policies affecting Wheat Ridge. Our advocacy positions emerge from extensive community engagement and align with City Council’s adopted plans. This local perspective is essential, as statewide policies often overlook the unique needs of individual communities. Overall, the City’s advocacy positions can be summarized into the following themes: A.Community-Centered Solutions: Requesting financial support, technical assistance, and flexibility to implement locally tailored approaches to meeting desired state outcomes. Set the destination but allow us to chart the course. B.Equity & Accessibility: Encouraging the State to partner with municipalities committed to addressing equity and accessibility issues. C.Statewide Collaboration: Expressing a strong desire to partner and collaborate with the State, utilities, special districts, and regional organizations to improve quality of life. D.Local Control: Advocating for local control over health, safety, welfare related items such as policing, land-use, development, planning, and permit review. E.Oppose Mandates: Opposition to mandates and one-size-fits-all approaches, particularly those that are unfunded. This document is organized into key focus areas, including: home rule, community development, economic development, affordable housing, homelessness, public safety, infrastructure and transportation, sustainability and parks and recreation. Each focus area includes an overview followed by a ‘Proposed Legislation’ section highlighting bills that enhance Wheat Ridge residents’ quality of life. Additionally, each focus area features an ‘Opposed Legislation’ section outlining policies that could negatively impact our community. www.ci.wheatridge.co.us |1 Home Rule Home Rule allows Colorado municipalities to govern local matters. Wheat Ridge became a Home Rule municipality in 1976, valuing municipal autonomy to address residents’ unique needs, which is essential to the principles of democracy. Wheat Ridge advocates for the protection of local control, urging the state to support Home Rule cities in decisions regarding zoning, licensing, taxation, and public services, and more. We advocate for state policies that respect municipal home rule and encourage cities to tackle statewide priorities through support and incentives, rather than imposing mandatory compliance. By upholding the principles of Home Rule, the state can empower cities like Wheat Ridge to respond to local needs effectively, fostering responsive and adaptable governance that reflects the will of the community. Proposed Legislation Opposed Legislation Wheat Ridge opposes any state mandates that would undermine local authority on taxation and revenue generation, including any legislation that imposes unfunded mandates or requirements on local governments. These legislative priorities underscore Wheat Ridge’s commitment to local self-determination, ensuring that the City can continue to serve its residents effectively while preserving the distinct character and unique needs of the community. | www.ci.wheatridge.co.us2 Community Development Community Development shapes the City’s physical growth, aiming for safe, attractive neighborhoods and vibrant commercial areas. This effort involves collaboration with residents and businesses and encompasses planning, zoning, neighborhood engagement, affordable housing, building permits, floodplain management, and engineering services. The City of Wheat Ridge is dedicated to promoting thoughtful and balanced development that empowers local control over zoning, land use, and development standards, while addressing critical barriers to housing growth. The City faces challenges due to limited utility capacity and the readiness of smaller utility districts to modernize for future needs, both of which are critical for development. As utility capacity is beyond the City’s control, we urge the state to obligate and support these providers in working collaboratively with local governments, engaging in forward-looking planning, and expanding capacity to meet increasing demand. Additionally, we seek state funding for long-term planning and community engagement initiatives, essential for shaping development that aligns with the needs and aspirations of our residents. Proposed Legislation Opposed Legislation The City strongly opposes statewide mandates that impose one-size-fits-all changes to local land use laws, zoning ordinances, or density requirements. Specifically, we reject state efforts that dictate how municipalities must achieve statewide goals. If the state insists on setting specific goals for municipalities, it should refrain from prescribing the methods for achieving them, allowing local governments the flexibility to develop solutions that best fit their unique communities. We also oppose uniform building codes that limit our ability to adopt local standards for development and safety. The City rejects legislation that restricts our control over development review timelines, licensing, and permitting processes. Our established systems ensure high standards and effective governance, and statewide changes could undermine community safety and growth management. www.ci.wheatridge.co.us |3 Economic Development Wheat Ridge promotes economic development by marketing the city, attracting retail, revitalizing commercial corridors, and expanding primary job growth opportunities. The City’s Urban Renewal Authority manages several areas to eliminate blight, enhance quality of life, and attract new economic investment. Wheat Ridge urges the state to support local governments in creating vibrant economic ecosystems through policies and investments that drive business growth, innovation, and workforce development. The City seeks funding for programs that assist small and local businesses, especially those owned by underrepresented groups, by providing access to capital and technical resources. Additionally, state support for economic development planning is crucial for local governments to strategize for long-term growth. The City calls for prioritization of workforce development initiatives in key industries, such as light manufacturing and creative sectors, and for investments in flex spaces and facilities that create local jobs. Wheat Ridge advocates for training and education programs to help residents advance their careers in emerging industries. Furthermore, the City requests state investment in redevelopment projects and public infrastructure improvements to revitalize commercial corridors and attract new businesses, while promoting sustainable development practices that enhance housing attainability and quality of life. State-funded technical assistance is also essential to ensure entrepreneurs and small business owners have the support needed to thrive in a competitive economy. Proposed Legislation Opposed Legislation Wheat Ridge opposes state initiatives that promote economic development without engaging local governments in collaboration. The City resists legislation that limits local flexibility in implementing tailored economic strategies, as rigid requirements can undermine efforts to foster a thriving local economy. Additionally, the City opposes cuts to workforce development funding, which are essential for equipping residents with training and job opportunities that meet the needs of local industries. | www.ci.wheatridge.co.us4 Affordable Housing Wheat Ridge is committed to increasing access to affordable housing. The City manages a program that attracts, funds, and collaborates with partners to develop a variety of affordable housing options. In alignment with its Affordable Housing Strategy, Wheat Ridge calls on the state to prioritize legislation addressing critical housing needs for low- and moderate-income households, particularly those earning less than $75,000 annually or 80% of the area median income (AMI). State policies providing financial subsidies and tax incentives for nonprofit and private developers focused on affordable housing are essential for bridging affordability gaps and ensuring project viability. Wheat Ridge supports initiatives that encourage public-private partnerships, enabling local governments to leverage state resources for affordable housing development. The City also advocates for legislative reform to address construction defect litigation, which has hindered affordable condominium development. Like many communities, Wheat Ridge faces a shortage of entry-level homeownership options, particularly condominiums. We support state-level reforms that protect consumers while encouraging developer investment in these projects. Additionally, Wheat Ridge strongly supports state legislation to streamline the disposal of state land for affordable housing development, facilitating the construction of homes that meet community needs. Preserving naturally occurring affordable housing (NOAH) is a key priority. The City advocates for increased state funding to maintain and improve aging rental units, ensuring they remain accessible to low- and moderate-income households. These legislative priorities reflect Wheat Ridge’s commitment to fostering a community where affordable housing is available to all, strengthening the city’s social fabric and economic resilience. Proposed Legislation Opposed Legislation Wheat Ridge opposes any state legislation that restricts local governments’ ability to implement affordable housing solutions tailored to their communities’ specific needs. This includes blanket policies that mandate uniform zoning or development standards that do not account for local contexts, which could stifle innovative approaches to affordable housing. Additionally, the City would resist state funding cuts to programs that support low- and moderate-income housing development, as such reductions would undermine the ability of local governments to address critical housing shortages. Furthermore, any legislation that undermines the preservation of naturally occurring affordable housing (NOAH) would be met with strong opposition, as it jeopardizes the availability of affordable rental options for vulnerable populations. www.ci.wheatridge.co.us |5 Homelessness Wheat Ridge operates a comprehensive homeless navigation program in collaboration with neighboring municipalities. This program assists individuals on their journey to secure transitional and permanent housing, ultimately guiding them toward self-sufficiency. Wheat Ridge is committed to addressing homelessness by advocating for state legislation that supports local governments in providing housing and assistance to individuals experiencing homelessness. We urge the state to prioritize funding for transitional housing programs, down payment assistance, and ongoing support services like case management, counseling, job training, and financial literacy. These services are vital for helping individuals achieve long- term stability and independence. Emergency rental assistance programs are also critical for preventing homelessness, and we seek state support to expand these initiatives. Additionally, we call for state funding to establish homeless navigation centers staffed by trained professionals to connect individuals with shelter and resources. Increased funding for severe weather shelters is necessary to provide safe housing during extreme conditions. Recognizing that many individuals experiencing homelessness are employed or seeking work, we request state support for programs that assist with utility bills, food, and transportation, which are essential for maintaining employment and achieving housing stability. These legislative priorities reflect Wheat Ridge’s commitment to holistic solutions for homelessness, ensuring all residents have access to housing and essential services. Proposed Legislation Opposed Legislation Wheat Ridge opposes state policies that impose a uniform approach to addressing homelessness, as these fail to address the unique challenges faced by local governments. Financial support to municipalities that restrict local discretion in resource allocation or solution development hinders effective local responses. The City also opposes cuts to state funding for homeless services, which are vital for supporting tailored efforts to address homelessness. | www.ci.wheatridge.co.us6 Public Safety Wheat Ridge prioritizes community safety through its full-service suburban police agency, offering emergency response, criminal investigations, traffic safety, code enforcement, animal control, park enforcement, crime prevention, and school resource officers. Committed to relationship-based policing, the Department partners with residents to foster safer neighborhoods and uphold shared community values. Wheat Ridge prioritizes resident safety and urges the state to support local governments with resources to enhance public safety infrastructure. We seek funding for relationship-based policing to build trust through training and community engagement, expanding mental health support to improve crisis response and reduce law enforcement burden, and investment in emergency response systems. This includes funding for communication technology, emergency operations upgrades, and preparedness programs to protect residents during natural disasters and emergencies. Proposed Legislation Wheat Ridge opposes state legislation that limits local law enforcement’s ability to implement community-focused, relationship-based policing. The City also opposes legislation that imposes mandates on or restricts local discretion in training programs, reduces funding for mental health support and crisis response, or increases liability or removes immunity for officers, as this could compromise public safety by deterring effective policing. Additionally, Wheat Ridge opposes state laws that restrict local standards for policing and emergency response, preferring flexibility to meet community-specific needs. The City also opposes cuts to emergency communication and preparedness funding, which are essential for responding to natural disasters and emergencies effectively. Opposed Legislation www.ci.wheatridge.co.us |7 Infrastructure & Transportation Wheat Ridge is committed to maintaining and enhancing its infrastructure, including 133 miles of streets, 36 miles of storm sewers, 48 traffic signals, and over 6,000 signs. The City plans, designs, and constructs capital projects in public rights-of-way, licenses contractors, and oversees permits and inspections. Wheat Ridge also collaborates with regional partners like RTD, CDOT, and DRCOG to provide reliable, affordable transportation. Wheat Ridge calls on the state to fund and incentivize local infrastructure improvements, including roads, bike lanes, trails, and stormwater systems, to enhance connectivity, safety, and resilience against climate impacts. State support for multimodal transportation will expand mobility, reduce congestion, and encourage sustainable travel. The City also seeks funding for equitable regional transit, ADA accessibility upgrades, and modernized public facilities to serve the community’s evolving needs. Additionally, Wheat Ridge urges state support for expanding essential utilities to enable new housing and business growth. These priorities reflect Wheat Ridge’s commitment to resilient, equitable infrastructure that supports community well-being and economic growth. Proposed Legislation The City opposes legislation that limits its ability to prioritize infrastructure improvements for roads, bike lanes, and trails based on local needs and connectivity goals. Wheat Ridge also rejects state actions that withhold transportation funding unless cities comply with state land-use requirements or other mandates, as such measures undermine local decision-making and the quality of infrastructure. Additionally, the City opposes laws that hinder local efforts to expand utilities and transit, which are vital for sustainable growth and quality of life. The City’s commitment to prioritizing local needs is best served by maintaining local control over transportation planning, which enables the creation of a tailored and efficient network that meets the community’s specific requirements. Furthermore, Wheat Ridge opposes state mandates related to permits in the right-of-way, including permit review timelines and laws that bypass city review processes, as these infringe on local authority, compromise public safety, and force the City to deprioritize other essential activities. Lasty, Wheat Ridge opposes mandated upgrades to city facilities that lack accompanying funding, as such requirements impose an undue financial burden on the City and hinder our ability to effectively manage resources and prioritize essential services. Opposed Legislation | www.ci.wheatridge.co.us8 Sustainability Wheat Ridge offers a comprehensive sustainability program, including the Sustainable Neighborhoods initiative, sustainability-focused community events, and water-wise landscaping programs. The City provides residents with information on clean air and assists businesses in adopting sustainable practices. Recently, Wheat Ridge adopted a Sustainability Action Plan outlining key objectives for the near future. Proposed Legislation Wheat Ridge supports state legislation advancing water conservation, sustainable transportation, and waste diversion per its Sustainability Action Plan. The City advocates for funding water efficiency programs, collaboration with water districts, and coordinated conservation efforts to tackle Colorado’s challenges. Wheat Ridge backs laws encouraging investor-owned utilities to cut carbon emissions and supports grants for energy- and water-efficient home upgrades. Priorities include improving air quality for communities near highways, promoting public health and environmental justice, and ensuring equitable access to tree canopies and electric vehicles (EVs) through expanded charging infrastructure and affordability programs. The City also urges state efforts to expand EV adoption, multimodal transportation, and recycling and composting options for low-income communities. Additionally, Wheat Ridge seeks investment in small businesses adopting sustainable practices and funding for local sustainability planning and community engagement. These priorities underscore Wheat Ridge’s commitment to a thriving, sustainable community. www.ci.wheatridge.co.us |9 Opposed Legislation Wheat Ridge opposes state laws imposing rigid sustainability standards on local governments, as these restrict the City’s ability to tailor initiatives to community needs and values. The City believes sustainability efforts should be shaped by local input and reflect Wheat Ridge’s unique environmental and economic conditions. Additionally, Wheat Ridge rejects state mandates that overlook local contexts and priorities, which hinder innovative solutions for environmental responsibility and community resilience. The City also opposes cuts to funding for local sustainability programs, as these resources are vital for addressing water conservation, waste diversion, and sustainable transportation. Parks and Recreation The City of Wheat Ridge manages a diverse parks and recreation department with over 21 parks covering 173 acres, a 70,000-square-foot recreation center, and more than 300 acres of open space. We offer various recreation programs and sports activities for the community to enjoy the outdoors, along with several events to engage and connect residents throughout the year. The City of Wheat Ridge respectfully requests continued state support to enhance and maintain our parks and recreation system, vital for community well-being, environmental sustainability, and economic vitality. We seek funding to expand and modernize parks, create new recreational areas, and enhance trail connectivity, providing residents with safe, vibrant spaces for physical activity and community engagement. Additionally, we ask for state support for water conservation initiatives in our parks, such as sustainable landscaping and irrigation upgrades, to address environmental challenges and ensure long-term resource preservation. Finally, we urge the state to assist with maintenance and upgrades to recreational facilities, including the Wheat Ridge Recreation Center and Anderson Pool, which serve thousands of residents annually and require ongoing investment for safety, accessibility, and to meet our community’s growing needs. Proposed Legislation Opposed Legislation The City of Wheat Ridge firmly opposes any statewide legislation that diminishes local control over parks and recreation management, as local governments are best suited to understand their communities’ unique needs and priorities. We also oppose initiatives that would reduce funding for parks and recreation projects from the Colorado Lottery or other state sources, as these funds are vital for maintaining and expanding parks and open spaces. A reduction would significantly hinder our ability to provide high-quality recreational amenities for residents. Finally, we reject statewide legislation imposing additional requirements on recreation staff and volunteers. Wheat Ridge values the expertise of its staff and believes decisions about staffing qualifications and training should be made locally, as state regulations would create unnecessary burdens and limit our capacity to deliver essential recreational programs. | www.ci.wheatridge.co.us10 For questions about the Legislative Agenda, please contact us at the following: Cole Haselip Management Analyst chaselip@ci.wheatridge.co.us 720-271-4922 www.ci.wheatridge.co.us |11