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HomeMy WebLinkAbout05-05-2025 - Study Session Agenda PacketSTUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO Monday, May 05, 2025 6:30 p.m. This meeting will be conducted as a virtual meeting, and in person, at: 7500 West 29th Avenue, Municipal Building, Council Chambers. 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 May 05, 2025) 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 May 05, 2025) 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. The City will upon request, provide auxiliary aids and services leading to effective communication for people with disabilities, including qualified sign language interpreters, assistive listening devices, documents in Braille, and other ways of making communications accessible to people who have speech, hearing, or vision impairments. To request auxiliary aid, service for effective communication, or document in a different format, please use this form or contact ADA Coordinator, (Kelly McLaughlin at ada@ci.wheatridge.co.us or 303-235-2885) as soon as possible, preferably 7 days before the activity or event. Public Comment on Agenda Items 1. CU Denver Class Presentation 2. Ward TOD Multi-Modal Pedestrian Bridge & Trail Project 3. Potential Charter Amendment – City Clerk/City Treasurer 4. Staff Report(s) 5. Elected Officials’ Report(s) ITEM NO. 1 Memorandum TO: Mayor and City Council FROM: Patrick Goff, City Manager Maria D’Andrea, Public Works Director DATE: May 5, 2025 SUBJECT: UC Denver Class Presentation ISSUE: Councilmember Weaver has taught a project-based course in the spring for graduate students from CU Denver to tackle current geographical issues with geospatial tools such as GIS. Over the past few years, the course has partnered with City staff to create and address city-specific projects as part of the curriculum. The students will be presenting the outcomes of this semester’s projects to City Council. PRIOR ACTION: N/A FINANCIAL IMPACT: None BACKGROUND: City staff worked with Councilmember Weaver’s graduate level GIS course to create real-world work projects which aim to provide professional experience for the students as part of their graduate coursework. In January 2025, City staff presented two projects to the students for consideration along with one project provided by the Denver Regional Coalition of Governments (DRCOG). Students were allowed to select their preferred project from the three choices. Along with the project summaries, staff identified questions and considerations for the students to review over the course of their project. As part of their continued professional development, the students will be presenting this semester’s projects to City Council. Project Summaries Project 1: Bus Stop & Public Trash Container Asset Management The city services more than 160 bus stops throughout the community. Most locations have a bus bench and a trash can. At 36 locations, there is a bus shelter as well. Bench & shelter maintenance, graffiti removal, etc. is provided by Public Works staff. Trash collection is provided bi-weekly through a city contract. This can increase to weekly Study Session Memo – UC Denver Presentation May 5, 2025 Page 2 when the container is full and a citizen reports it. Only one location (38th Avenue, east of Wadsworth Boulevard), is serviced by RTD. In order to provide more effective and efficient service, the city asked students to evaluate & create an efficiency network of bus stop assets and management, including: • Location of all city-managed RTD bus stops • How assets are currently maintained (trash pickup/etc.) and monitored • Create a model (network) of efficiency for emptying and monitoring They would also research and present analysis of the impact of trash trucks on current local road network based on recently collected pavement distress data. Project 2: Impervious Area Calculations for Stormwater Rate Analysis Historically, the city has funded stormwater maintenance and capital improvements through the annual operating budget (General Fund) and the capital budget (Capital Fund). The draft Stormwater Master Plan recommends creating a stormwater utility, which will create a dedicated funding source for stormwater efforts and equitably allocate costs to all properties based on their stormwater runoff impact. Rate payers are charged a fee based on the stormwater runoff impact their respective properties generate, using impervious surface as the measurement of that impact. All residential properties would be charged the same monthly fee, regardless of the size of their lot. For commercial and industrial properties, the amount of each property’s impervious (hard) surfaces would be the basis for the fee. That is because impervious surfaces create the most stormwater runoff. Therefore, the more impervious surface a property has, the greater the stormwater fee will be for that property. The city requested that commercial, industrial, and multi-family properties be evaluated to determine a methodology for calculating the impervious area. This would include: • Square footage of impervious space (and drainage location) • elevation analysis to drainage site • drainage capacity and facility/problem spots Also, students would research incentive programs in other cities for alternate pervious structural materials to encourage on-site water retention/filtration thus potentially incentivizing properties to lessen their impact on the stormwater system and, potentially, lower their rates. Analysis will include a comparison of the most efficient measurement on data models (raster/vector). RECOMMENDATIONS: This is informational only. No action is needed. ITEM No. 2 Memorandum TO: Mayor and City Council THROUGH: Patrick Goff, City Manager FROM: Lauren Mikulak, Community Development Director Maria D’Andrea, Director of Public Works DATE: May 5, 2025 SUBJECT: Ward TOD Multi-Modal Pedestrian Bridge & Trail Project ISSUE: Several years before RTD constructed its commuter rail line in the northwest corner of Wheat Ridge, the city initiated several projects to construct a variety of public infrastructure projects that would facilitate and catalyze private sector investment in the area surrounding the Ward Station. One of these projects would construct a pedestrian bridge over the rail tracks and a multiuse trail to connect the area south of the rail tracks directly to the RTD Ward Station. The bridge would include elevator access on both sides as well as a pedestrian plaza with public art, irrigated landscaping and pedestrian lighting to create a high-quality pedestrian amenity. The city agreed in early discussions with RTD staff to maintain the structure. This infrastructure would allow area residents and employees to more safely and conveniently access the station. The city has faced many obstacles in bringing this project to fruition. Also, the costs of the project have escalated significantly since the initial concept was developed leading to staff’s recommendation, at this time, to delay the project and return the TIP grant to DRCOG. Staff are seeking concurrence from the City Council on this recommended action. PRIOR ACTION: In 2006, the city adopted the Northwest Subarea Plan. The plan called for mixed-use, pedestrian-friendly development to be developed over time around the future Ward Road Station. It set goals and policies related to the land use, urban design and infrastructure to achieve that vision. Many milestones were reached after 2006 including final alignment of the G Line and Ward Station design, adoption of the city’s comprehensive plan, Envision Wheat Ridge, designation of this section of Wheat Ridge as an urban renewal area, exemption of this area from the City Charter height restrictions, rezoning to mixed-use, completion of the city’s Bicycle-Pedestrian Master Study Session Memo – Ward Area Multi-Modal Pedestrian Bridge & Trail Project May 5, 2025 Page 2 Plan and Streetscape Design Manual and completion of the EPA Office of Sustainable Communities study. The city updated the Northwest Subarea Plan in 2013 to incorporate these important changes and to bring the plan document up to date. The 2013 update also renamed the area south of the tracks to “mixed use/employment TOD” from “office/industrial” to provide the opportunity for future land uses that might include residential, hotel, or entertainment. The idea of a pedestrian bridge and trail was developed during the public engagement process for the 2013 update with the intent of providing a better connection for the properties south of the rail line to the station. Over time, the idea of a bridge was folded into broader planning efforts, including the 2015 ULI TAP and the 2016 2E ballot initiative, which secured voter approval for a ½-cent sales tax to fund transportation infrastructure and economic development in the area. Following approval of the bond, consultants were engaged in 2017 to refine the vision for the area. The bridge was proposed as an “iconic” structure that would enhance access to the Ward commuter rail station, provide a branding opportunity, and connect to a proposed regional park to the south. In 2018, a conceptual design memo was prepared by the city’s consultant for the pedestrian bridge and trail. This included approximately a 15%-complete design level. In March 2019, staff hosted outreach meetings based on the conceptual design to gauge interest in the project. In April 2019, the conceptual design and public feedback was presented to the City Council who provided consensus to proceed for 100%-complete design as well as the necessary land acquisitions. Over the next 1 ½ years, design progressed with many changes from the original concept due to various physical barriers and requirements from other agencies such as the Regional Transportation District (RTD). In June 2020, the project was suspended due to the need to fund other 2E priority projects in the Clear Creek Crossing area. This project was identified for funding from the Urban Renewal Authority (URA) bond proceeds. In March 2022, design efforts began again including work to acquire the necessary land parcels. In June 2022, Staff hosted outreach meetings with the public based on the approximately 30%-complete plans. In August 2022, the city was notified by the Denver Regional Coalition of Governments (DRCOG) that a Transportation Improvement Program (TIP) grant was awarded for this project for $8.3M. The funds were to be used towards construction only. At that time, the cost estimate for construction of the project was $9.65M. So, the grant would have covered about 86% of the construction costs. By accepting the TIP grant, all federal requirements would need to be met including adhering to the Uniform Act for property acquisition as well as Colorado Department of Transportation (CDOT) oversight and approval. This significantly increased the complexity and timeline for the design process as well as established a deadline of July 1, 2025, to advertise the project for construction bids and encumber the grant funds. Study Session Memo – Ward Area Multi-Modal Pedestrian Bridge & Trail Project May 5, 2025 Page 3 Preparation of the plans continued through December 2023 when the approximately 60%-complete plans were submitted for agency review including Xcel Energy, RTD, the Public Utilities Commission (PUC), the Reno-Juchem Ditch, and the Burlington Northern-Santa Fe (BNSF) railroad. Several significant comments were received that resulted in additional requirements for the city. For example, RTD required the development of a Maintenance and Operations Plan for the pedestrian bridge that would put all of these responsibilities, and associated costs, on the city. Also, RTD required the development of a Grounding and Bonding Study due to the type of rail tracks used on the G line. In 2024, staff and the design consultant continued to attempt to work through and resolve comments from the agencies with little feedback and direction from those agencies. In May 2024, 90%-complete plans were finalized and submitted for agency review with preliminary responses to the comments received at the 60%-complete plan review. Meanwhile, negotiations with property owners to acquire the necessary land parcels and easements was on-going. Discussions with the property owner at 4075 Tabor Street (see attached map) at the north end of the trail/south end of the pedestrian bridge expressed concerns about the proposed property acquisition as it would significantly impact their operations on the property which would have likely resulted in the need to acquire the entire property. While design has progressed, the city has failed to meet the established DRCOG timelines to complete land acquisition and advertise the project for construction. An initial “strike” was received in October 2024. If the project is not advertised for construction by July 1, 2025, the city will receive a “second” strike which could put the grant funds in jeopardy. FINANCIAL IMPACT: In 2017, initial cost estimates for the bridge were $3 to $4 million, and since then estimates have risen significantly. In 2020, the city received a TIP grant of $8.3M through DRCOG to fund a portion of the estimated $9.65M construction cost of these improvements. At that time, it was estimated that the total project cost was approximately $12M. Since that time, costs have increased due to various additional requirements from outside agencies, the federal requirements associated with federal grants, increased land acquisition costs, and coordination with multiple agencies. The current estimated costs, in comparison with the 2020 estimated costs are shown in the table below: Item 2020 Estimated Cost 2025 Estimated Cost Design & Environmental $900,000 $1,450,000 Land Acquisition $1,200,000 $4,900,000 Utility Relocation $300,000 $750,000 Construction $9,650,000 $12,700,000 Study Session Memo – Ward Area Multi-Modal Pedestrian Bridge & Trail Project May 5, 2025 Page 4 Total $12,050,000 $19,800,000 To date, the city has expended approximately $1.1M on design and other design-related expenses to advance this project. BACKGROUND: Several significant issues have led to the recommendation to delay this project. Some key ones include: • Acquisition of 4075 Tabor St. Initially, the city’s land acquisition consultant assumed that only a portion of this property would be needed to accommodate the trail and pedestrian bridge. As further discussions occurred, it was determined that due to the nature of the business and their use of the site, a full take of the parcel would likely be needed. This increased the overall acquisition cost for all parcels from $2.5M by an additional $2.1M. • The Reno-Juchem Ditch informed the city that due to the construction of the trail, they would require an easement to access their ditch line. The cost of this easement acquisition is estimated at $200,000. This cost was not anticipated in the previous project cost estimates. • The amount of development planned for the area has not yet come to fruition. While many housing units have been built in the Ward area, nearly all of them are located on the north side of Ridge Road, thus not requiring the pedestrian bridge or trail to access the commuter rail station. Additionally, the idea of a regional park at the Ward Road ponds was never advanced and the area between the tracks and frontage road was designated for non-residential use, limiting the bridge's functional value. • The city received a TIP grant in 2023 to install multi-modal improvements on Tabor Street from the I-70 north frontage road to 44th Avenue. This will likely involve widening the bridge over I-70 to accommodate bicyclists and pedestrians. Staff feels that this project has more benefit to facilitate biking and walking in the area and will allow better access from the north side of I-70 to the Clear Creek trail, south of 44th Avenue than the pedestrian bridge and associated trail. • Once constructed, the city will need to operate and maintain the pedestrian bridge. This will likely involve contracting for daily services to address garbage and vandalism as well as periodic maintenance of the roof, windows, elevators, etc. The Police Department will also be required to respond to calls for service and monitor the required security camera system for suspicious activity. These costs have not yet been estimated but will likely require a substantial, on-going expenditure. If the city wishes to continue to pursue this project to completion, the following steps need to be completed: • Acquire a utility permit from BNSF Study Session Memo – Ward Area Multi-Modal Pedestrian Bridge & Trail Project May 5, 2025 Page 5 • Acquire PUC design approval • Complete the Grounding and Bonding Study; receive concurrence/approval on the Study from RTD • Complete the Maintenance and Operations Plan; receive concurrence/approval on the Plan from RTD • Resolve all outstanding comments from various agencies and complete the plans and specifications for CDOT approval and FHWA concurrence to advertise • Acquire the remaining land parcels and easements including the acquisition of 4075 Tabor Street. If the property owner is not amenable to full acquisition of their property, it may be necessary to invoke eminent domain which will lengthen the timeline for acquisition. • Acquire an easement to allow access for the Reno-Juchem Ditch. • Negotiate and acquire a license agreement from RTD for placement of the bridge over the rail lines. • Relocate the overhead Xcel transmission line; install transformers. • Advertise for and receive construction bids from contractors; award a contract for construction. Based on these remaining items, the city will not be able to advertise the project for construction prior to the July 1, 2025, DRCOG deadline. Therefore, the city will be expected to write a letter explaining the reasoning for the delay and outlining the timeline for completing the project. This will go before the DRCOG Board of Directors for action. A realistic timeline to complete the design portion and begin construction is 12-14 months from now or summer 2026. Construction would likely take about 18 months. The city is still actively pursuing acquisition of the land needed for the trail (not including 4075 Tabor Street) as many of these discussions were already begun and therefore, the land would be available, if the project is pursued later. RECOMMENDATIONS: While the vision for a pedestrian bridge connecting Ward Station to south of the tracks has long held promise, current financial and logistical challenges require a strategic pause. By redirecting focus to more feasible multimodal projects and preserving groundwork already laid, the city remains committed to improving access and supporting thoughtful growth in the Ward Station area. Staff recommends the following actions: 1. Delay the project indefinitely and return the $8.3 million TIP grant to DRCOG Rationale: The city is unable to meet the July 1, 2025 deadline to advertise the project for construction due to unresolved agency requirements, incomplete land acquisitions Study Session Memo – Ward Area Multi-Modal Pedestrian Bridge & Trail Project May 5, 2025 Page 6 (including the complex issue at 4075 Tabor Street), and continued cost escalations. Failure to meet this deadline risks a second "strike" with DRCOG, potentially affecting the city’s eligibility for future federal transportation funds. 2. Preserve the opportunity for future implementation Action: Continue efforts to acquire trail-related parcels (excluding 4075 Tabor Street) to maintain the viability of a future pedestrian bridge and trail connection. This positions the city to resume the project if funding or development conditions improve, without losing momentum or prior investments. Staff estimates this total cost at approximately $600,000. 3. Conduct further discussions with the Jefferson County TIP Forum group to reallocate the $8.3M grant funding to the Tabor Steet Multi-Modal project. Justification: This project has greater regional connectivity benefits and fewer implementation barriers. This project also enhances access to Clear Creek Trail, over I- 70, and other local destinations and offers a more immediate return on investment. The City has received $3.6 million in TIP funding from DRCOG to complete an environmental assessment and design for this project. 4. Prioritize alternative projects in the area with funding saved from delaying the project Rationale: Staff has identified a savings of approximately $6 million in URA Bond Funds as a result of delaying the pedestrian bridge and trail project. Staff has also identified three priority projects for which this funding could be reallocated: a. Confluent Ward Station Mixed Use Project – mixed-use community featuring 156 for-rent apartment homes and 2,000 sq. ft. of retail space to meet the demands of local residents for neighborhood serving retail. This project is estimated to generate over $1.4 million in development revenue and $3.5 million over ten years in additional sales tax revenue. The developer has identified $2.8 million in unfunded public improvements required to make this project feasible. b. New sidewalk on the east side Youngfield Street from just north of the greenbelt parking lot to just south of 44th Avenue. This sidewalk gap has been identified numerous times through public engagement. Using URA Bond Funds for this expense, of approximately $500,000, will free up 2J Bond Funds for other priority sidewalk projects across the city. c. Tabor Street Multi-Modal project – as noted above, this project has greater regional connectivity benefits and fewer implementation barriers than the pedestrian bridge and trail project. If the city is successful in getting the $8.3 million TIP grant, or a portion of it, reallocated to this project, additional funding will likely be needed to complete construction of the project. Study Session Memo – Ward Area Multi-Modal Pedestrian Bridge & Trail Project May 5, 2025 Page 7 ATTACHMENTS: Attachment 1: Parcel Acquisition Map Attachment 2: 4075 Tabor Street Map ITEM NO. 3 Memorandum TO: Mayor and City Council THROUGH: Patrick Goff, City Manager FROM: Allison Scheck, Deputy City Manager Gerald Dahl, City Attorney DATE: May 5, 2025 SUBJECT: Potential Charter Amendment – Clerk and Treasurer ISSUE: Chapter III of the City’s Charter establishes that there shall be an elected City Clerk (sec. 3.7-3.8) and an elected City Treasurer (sec 3.9-3.10). Qualifications for each role match that of the members of Mayor and Council: • Registered voter • 18 years of age • Resident of the City of Wheat Ridge for at least one-year preceding election day • Maintain residency throughout the term of office • May not be a candidate for more than one office at the same election or hold two municipal offices simultaneously In recent years, Council has shown interest in proposing a charter amendment to the Wheat Ridge electorate that would eliminate the elected roles of Clerk and Treasurer. With the tragic passing of Clerk Steve Kirkpatrick and the resulting vacancy, members of Council requested a timely discussion on the matter. PRIOR ACTION: Clerk Steve Kirkpatrick was first elected on November 5, 2019, and reelected on November 7, 2023. Treasurer Chris Miller was first appointed on February 11, 2019 to fill outgoing Treasurer Jerry DiTullio’s vacancy, elected on November 5, 2019 and reelected on November 7, 2023. Treasurer Miller’s second term ends in November 2027. FINANCIAL IMPACT: Elected officials receive compensation as Council prescribes by ordinance (sec. 3.12). The current compensation for the Clerk and Treasurer is $29,000 for each position, per year, plus benefits. Study Session Memo – Charter Amendment – Clerk and Treasurer May 5, 2025 Page 2 BACKGROUND: To aid Council in preparation for this discussion, information pertaining to the City Clerk’s Office and Treasurer’s Office is separated by topic as follows: duties of each office; summary of structure and staffing in other Colorado municipalities; Charter and Code considerations; and options for consideration. Duties of the Clerk and Treasurer The duties of the City Clerk are described formally in Charter Sec. 3.8 and Code 2.22. The duties of the Treasurer are described formally in Charter Sec. 3.10 and Code 2.23. The following lists describe these duties in practical terms and a brief discussion summarizes the practical assignment of the work today, per office. City Clerk • Manage all aspects of conducting municipal elections including coordinated elections working with the Jefferson County Clerk and Recorder’s Elections Division • Provide and maintain forms for petitions required by Charter or ordinance • Certify all resolutions and ordinances passed by Council • Manage the City’s liquor licensing program, work with Wheat Ridge Police Department on investigations of possible liquor code violations and background checks for license applicants • Liaison to the Liquor Authority Board (currently a hearing officer) • Manage and certify petitions and referendum processes • Manage amusement licenses and amplified sound permits • Act as the City’s records custodian and manage the record retention program • Respond to requests for public information • Publish all notices and other matters required to be published • Serve as the Elections Commissioner and chair of the Election Commission • Manage the processes to fill vacancies, reappoint members whose term has expired, and appoint new members (annually in March and as needed) for all City boards and commissions. • Serve as clerk to the Council, attend Council meetings, and record, maintain and distribute Council meeting minutes • Serve as the secretary to the Police Pension Board • Administer oaths of office • Supervise staff under his/her jurisdiction • Certify Proof of Life forms for oversees citizens living in Wheat Ridge Study Session Memo – Charter Amendment – Clerk and Treasurer May 5, 2025 Page 3 City Council authorized the addition of a full-time Senior Deputy City Clerk in the 2024 budget to provide additional professional staff to the Clerk’s Office. Today, all the duties listed above are completed by the two full-time employees in the office, Sr. Deputy City Clerk and Deputy City Clerk, with the exception of the Election Commission. The Sr. Deputy City Clerk is the liaison to the Commission but does not serve as chair. City Treasurer • Establish a system of accounting and auditing according to generally accepted accounting principles • Be the custodian of public monies • Invest the City’s money according to the investment policy approved by Council • Collect, receive and disperse funds • Oversee business licensing programs Today, the City Treasurer is active in managing the City’s investments, authorizing transfers among bank accounts, and ensuring that taxpayers are offered due process when licensing or tax issues arise. The staff of the finance division conducts the daily business of tax, licensing, compliance, accounting, receipting, cash management, financial reporting and auditing, all under the guidance of the Finance Manager who reports to the Deputy City Manager. Staffing and Structure in Colorado Communities Of the 273 Colorado municipalities, five have an elected City Clerk and the remainder have a mix of Council appointed, City Manager hired, or City Manager hired and Council confirmed City Clerks. The cities with elected City Clerks include the City and County of Denver, Idaho Springs, Walsenburg, Victor and Wheat Ridge. The presence of an elected Treasurer among home rule municipalities is less common. It is a joint elected position (one person serves both roles with a focus on Clerk responsibilities) in the case of Walsenburg and Victor. In all other cases, treasury functions are folded into the duties of finance department staff. The City of Centennial and Town of Castle Pines both incorporated with elected Treasurer positions but eliminated the role during the drafting of their home rule charters. In both cases, the Treasurer ceased to be an elected position at the conclusion of the elected officials’ term when the charter went into effect, or when the office was vacated prior to the expiration of the term. The chart below summarizes the type of staffing for both the Clerk and Treasurer in neighboring and similarly populated home rule cities. Study Session Memo – Charter Amendment – Clerk and Treasurer May 5, 2025 Page 4 Municipality Population Type of City Clerk Type of Treasurer Arvada 121,414 Staff Finance staff duties Edgewater 4,882 Staff Finance staff duties Englewood 34,275 Staff Finance staff duties Golden 20,242 Staff Finance staff duties Lakewood 155,961 Staff Finance staff duties Lone Tree 14,063 Staff Finance staff duties Louisville 20,390 Staff Finance staff duties Westminster 114,875 Staff Finance staff duties Wheat Ridge 31,804 Elected Elected Charter and Code Considerations The duties and powers of the City Clerk are codified in Sec. 3.8 of the City Charter and in several places in City Code, most prominently in Sec. 2.22. Similarly, the duties and powers of the City Treasurer are codified in Sec. 3.10 and several places in City Code, most prominently in Sec. 2.23. Prior to the 2024 election, Charter language for both the Clerk and Treasurer (3.8 and 3.10) included that each position “shall supervise the staff under his jurisdiction.” Wheat Ridge voters approved updated Charter language in the 2024 election removing that provision to reflect current management practices where neither elected Clerk nor Treasurer supervise staff. Code Sections 22.11 and 22.23 have yet to be updated to reflect these changes along with many others that must be updated as a result of the updated Charter language. Until the early 2000’s, the City Treasurer supervised finance staff. At that time, a change was made to align finance staff under the City’s personnel structure, reporting to the Administrative Services Director (today, Deputy City Manager). The City Clerk no longer supervised staff when the Senior Deputy City Clerk position was created in the 2024 budget, reporting to the Deputy City Manager. The City Treasurer delegates certain authority and responsibility to the staff for the day-to- day operations of finance and licensing. Today, members of the finance team execute programs under the Treasurer’s authority, and the delegatory letter in place provides guidance on when and how the Treasurer should be directly consulted on specific issues. The same is true for the City Clerk, who delegates authority to the Senior Deputy City Clerk. Study Session Memo – Charter Amendment – Clerk and Treasurer May 5, 2025 Page 5 Options for Consideration 1. Maintain Status Quo Action: Fill the current City Clerk vacancy by Council appointment per Charter Sec. 3.11(c). Future: Continue to have both the City Clerk and Treasurer elected as outlined in the Charter. Pros: • Preserves historical practice and citizen choice. • Familiar to voters; no major system change required. • Avoids need for a ballot measure. Cons: • Elected officials may not possess specialized skills for complex legal, records management, and financial tasks. • Difficult to ensure professional continuity and oversight. 2. Refer a ballot question in 2025 to eliminate both elected positions Action: Propose a Charter amendment for the November 2025 ballot to eliminate the elected City Clerk and Treasurer roles. Implementation: • City Clerk: Position would transition to an appointed professional, reporting to City Management. • City Treasurer: Treasury responsibilities fully absorbed into Finance Division under Deputy City Manager. • Elected Treasurer (Chris Miller) would serve until term expiration (November 2027) unless earlier vacancy occurs. Pros: • Aligns with modern practices in nearly all Colorado cities. • Ensures experienced and qualified professionals manage critical functions. • Professional staff continuity, accountability, and oversight improved. Cons: • Reduces direct voter control over Clerk and Treasurer election. • Requires public education effort for voter approval. Study Session Memo – Charter Amendment – Clerk and Treasurer May 5, 2025 Page 6 3. Hybrid Approach – Phase out elected positions separately Action: • Propose eliminating the Clerk position now (2025 ballot) due to vacancy. • Plan to propose eliminating the Treasurer position closer to the November 2027 as Treasurer Miller’s term nears completion. Pros: • Smooth transition without eliminating Treasurer position while Chris Miller is still in office. • Allows more gradual adjustment for community. Cons: • Requires two separate ballot measures, potentially causing voter fatigue or confusion. • Longer timeline before full transition achieved.