HomeMy WebLinkAbout10-06-2025 - Study Session Agenda PacketSTUDY SESSION AGENDA
CITY COUNCIL MEETING
CITY OF WHEAT RIDGE, COLORADO
Monday, October 6, 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 October 6, 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 October 6, 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. 2026 Proposed Budget Presentation
2. Staff Report(s)
3. Elected Officials’ Report(s)
ITEM NO. 1
Memorandum
TO: Mayor and City Council
FROM: Patrick Goff, City Manager
DATE: October 6, 2025
SUBJECT: 2026 Proposed Budget Presentation
ISSUE:
On October 6, 2025, the proposed 2026 Budget will be presented to City Council for
review and discussion. This memorandum includes an outline of the public engagement steps that have occurred to date and the future actions required by City
Charter to adopt the budget. In addition, the 2026 Budget Message is included which
summarizes the various components of the proposed budget.
PRIOR ACTION:
• July 1, 2025 – the 2026 City Budget Process page launched on WhatsUpWheatRidge.com.
• August 18, 2025 – Budget focus group on engaging the community in the budget
development process and presenting the budget effectively
• September 15, 2025 – the Community Partners Grant Program Committee
presented their 2026 budget recommendations to Council for consideration
• September 25, 2025 – The 2026 Proposed Budget was posted online at
ci.wheatridge.co.us and WhatsUpWheatridge.com for the public’s review, and the
budget books were distributed to members of City Council. One copy is available in the City Clerk’s Office for public review
FINANCIAL IMPACT:
The proposed 2026 budget includes the following:
• Proposed budget (all funds) in the amount of $101,419,771
• A General Fund budget in the amount of $53,393,375
• An unrestricted fund balance of $9,060,945 or 17% of expenditures plus 3%
emergency reserves ($1,601,801)
• A reserve balance for one-time uses of $1,000,000
• Proposed CIP Fund in the amount of $9,770,000
• Proposed Renewal Wheat Ridge Bond Project Fund in the amount of
$2,155,000
• Proposed 2J Next Chapter Bond Fund in the total amount of $27,807,139
• Special Revenue Funds in the amount of $8,294,257
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 2
BACKGROUND:
The 2026 Proposed Budget reflects strategic investments across multiple areas:
• Infrastructure and Mobility: Nearly $40 million combined through the CIP,
Renewal Wheat Ridge Bonds, and 2J Next Chapter Bonds for corridor
improvements, multimodal projects, storm drainage, sidewalks, ADA upgrades,
and safety enhancements.
• Parks, Open Space, and Recreation: Over $10 million for land acquisition, Clear
Creek Trail improvements, playground replacements, Anderson Pool design, and
recreation facility maintenance.
• Public Safety and Customer Service: Continued modernization of systems,
funding for police operations, and investments in traffic management and
neighborhood safety.
• Community and Economic Development: Resources for major development
projects that strengthen the City’s tax base.
• Community Partnerships: $200,000 in Community Partner grants and continued
support for Localworks, the Wheat Ridge Business District, and the Carnation
Festival.
This budget maintains strong reserves and meets all legal and policy requirements:
• A 17% unrestricted General Fund balance, consistent with City policy and the
Government Finance Officers Association’s best practice.
• A 3% TABOR emergency reserve, protecting the City against unforeseen
circumstances.
• An additional $1 million restricted for one-time expenditures, ensuring flexibility
for future needs.
By balancing ongoing expenditures with recurring revenues and dedicating fund balance
to one-time projects, the City safeguards its fiscal stability while still advancing
community priorities.
SHORT-TERM FISCAL CHALLENGES/OPPORTUNITIES
In the short term, the City faces a number of fiscal challenges that require careful
management. General Fund revenues are projected to remain essentially flat compared
to 2025 estimates, reflecting the ongoing impacts of delayed private development
projects that continue to suppress building-related revenue streams. At the same time,
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 3
expenditures are projected to increase by approximately seven percent, driven by the
implementation of a new enterprise resource management system, expanded traffic
enforcement activities, and continued growth in compensation and benefits. Capital
Improvement Program revenues are also expected to decline in 2026 following one-time
transfers that boosted funding in 2025. Although major projects such as the Improve
Wadsworth corridor are approaching completion, they still require significant outlays.
The City’s allocation of federal ARPA relief funds will be fully expended in 2026,
removing a temporary source of financial flexibility and requiring careful planning to
avoid structural gaps. Employee health care costs remain a pressure point, with medical
plan premiums projected to rise by more than ten percent.
Despite these challenges, Wheat Ridge is positioned to take advantage of several
opportunities. The City is projected to end 2026 with strong reserves, including an
unrestricted General Fund balance equal to seventeen percent of expenditures, as well
as an additional $1 million restricted for one-time uses. Sales tax revenues are showing
signs of stabilization, supported by reinvestment in retail and commercial properties.
The City continues to secure outside grant funding, particularly for multimodal and
transportation projects, which expands capital capacity without additional burden on
local taxpayers. Open Space Fund revenues are expected to increase significantly due
to new grants and land sales, providing capacity for parkland acquisition and trail
improvements. The Housing Fund is strengthened by reinstated transfers from the
lodgers’ tax and the potential addition of impact fee revenues, enabling continued
investment in affordable housing. Finally, prudent debt management, including a
favorable 2024 bond issuance and maintained reserves, positions the City to issue the
remaining voter-approved bonds in 2027 while supporting long-term infrastructure
investment.
General Fund
General Fund revenue for 2026 is projected at $51,024,668, which is flat compared to
2025 year-end estimated revenues and an 8% increase compared to the 2025 budgeted
revenues. 2025 year-end revenues are also estimated at 8% higher than 2025 budgeted
revenues. This significant increase is primarily due to increased sales and use tax audit
revenue, traffic fine revenues, building related revenue, recreation center fees and
interest income. In addition, the beginning fund balance for 2026 is projected at
$18,296,873 which brings the total available funds for the General Fund to $69,321,541.
General Fund expenditures total $53,393,375. General Fund expenditures represent a
7% increase compared to the adjusted 2025 Budget. The primary reason for this
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 4
increase is approximately $430,000 in fees for enterprise resource management
software, $690,000 in fees for photo radar expenses, and compensation and benefits.
The ending fund balance for the General Fund is projected at $12,928,166, of which,
$9,060,945 (17% of operating expenditures) is considered unrestricted. The City's
financial policies require that the City maintain a minimum unrestricted fund balance of
at least two months or approximately 17% of its General Fund operating expenditures,
as recommended by the Government Finance Officers Association. In addition, TABOR
requires that the City maintain a 3% emergency reserve. Finally, staff is proposing to
restrict an additional $1 million in funding for future one-time expenditures.
Capital Improvement Program (CIP) Fund
CIP Fund revenue is projected at $10,996,500 which is an 11% decrease compared to
2025 estimated revenue. This significant decrease is due to a transfer of $5 million
from the 2J Bond Fund in 2025 to the CIP Fund for the Improve Wadsworth project and
a $1.2 million loan from Renewal Wheat Ridge in 2025 for the purchase of property for
the expansion and consolidation of the public works and parks operation facilities. In
addition, the beginning fund balance for 2026 is projected at $26,117, which brings the
total available funds for the CIP Fund to $11,022,617.
CIP expenditures total $9,770,000 which is a 28% decrease compared to the adjusted
2025 Budget. The large decrease is primarily due to the timing of the Improve
Wadsworth project. This will provide for a projected ending fund balance of $1,252,617.
The 2026 Proposed CIP Budget includes the following projects:
• $7 million for the Wadsworth path project from 32nd to 35th Avenue
• $2 million for annual preventative street maintenance
• $350,000 for a neighborhood drainage project
• $200,000 for annual street striping maintenance
• $120,000 for the City's Neighborhood Traffic Management Program (NTMP)
• $100,000 for annual ADA improvements
Renewal Wheat Ridge Bond Projects Fund
Renewal Wheat Ridge (RWR) issued bonds in November 2021 in the net amount of
$37.5 million for public improvements within the I-70/Kipling Corridors Urban Renewal
Plan Area. This Budget includes a fund for the City's project expenditures associated
with the bonds. Funds will be transferred into the Fund from RWR as contracts are
awarded. Please see the Renewal Wheat Ridge Bonds Project section of the Budget for
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 5
detailed information.
The 2026 Proposed Budget includes $2,155,000 in revenues from the bonds and
$2,155,000 in expenditures for the following projects:
• $1 million for a new traffic signal at 44th and Eldridge
• $500,000 for a drainage improvement project in the Commuter Rail station area
• $450,000 for maintenance improvements at the Wheat Ridge Recreation Center
• $205,000 for the Youngfield Beautification project and Youngfield sidewalk design
Special Revenue Fund – Open Space
Open Space revenue is projected at $6,023,595, which is a 35% increase compared to
the 2025 estimated revenue. The large increase is due to the anticipated award of
several grants which will be received in 2026 and land sales. The beginning fund
balance for 2026 is projected at $697,549, which brings the total available funds for the
Open Space Fund to $6,721,144.
Open Space projects for 2026 include:
• $2 million for potential purchase of park land adjacent to the former Wilmore Davis
and Kullerstrand Elementary School sites
• $1.4 million for Clear Creek Trail improvements
• $1.3 million for various park and open space maintenance projects
• $800,000 for Anderson Pool replacement design
Funding is also appropriated for six parks maintenance and three forestry employees.
Open Space expenditures total $6,242,256, which is a 35% decrease compared to the
adjusted 2025 Budget. This will provide a projected ending fund balance of $478,888.
The future five-year Open Space Budget proposes the continuation of miscellaneous
open space and park improvements, including Panorama and Stites ballfield upgrades,
and funding for Parks employees.
Special Revenue Fund – Conservation Trust
Conservation Trust revenue is projected at $384,952 which is a slight decrease
compared to the 2025 estimated revenue. In addition, the beginning fund balance for
2026 is projected at $509,438 which brings the total available funds for the
Conservation Trust Fund to $894,390.
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 6
Conservation Trust projects for 2026 include:
• $560,000 for playground replacements at Prospect, Louise Turner and Fruitdale
Parks
• $220,000 for Wheat Ridge Recreation Center maintenance
• $50,000 for miscellaneous park maintenance projects
Conservation Trust expenditures total $830,000, which is a slight decrease compared to
the adjusted 2025 Budget. This will provide for a projected ending fund balance of
$64,390.
The future five-year Conservation Trust Budget proposes to provide funds for recreation
facilities maintenance needs, parks maintenance projects, resurfacing of
tennis/basketball courts, and playground replacement at Hayward Park.
Special Revenue Fund – Wheat Ridge Housing Fund
City Council created the Wheat Ridge Housing Fund on June 12, 2023, authorizing the
transfer of 50% of lodgers’ tax revenue generated by short-term rentals (STR) to this
fund for housing related expenses. This transfer was temporarily stopped in 2024 and
2025 due to a reduction in General Fund revenues. However, staff is anticipating
$50,000 in revenue in 2025 from the Department of Local Affairs as an incentive
payment for adopting an expedited review process for affordable housing projects. In
addition, the 2026 Proposed Budget includes $360,000 in STR lodgers’ tax revenue.
Total expenses of $194,304 are included in the 2026 Proposed budget to fund one full-
time Senior Planner and $60,000 for an affordable housing impact fee study. Additional
revenue sources anticipated include fees in lieu of affordable housing units from two
projects in the amount of $1.325 million. These revenues are still uncertain for 2026 so
have not been budgeted.
Special Revenue Funds – Other
Several other Special Revenue Funds are also included in this Budget to track revenues
and expenditures that are designated by law to be used for specific purposes or are
used to simplify the budgeting process. Those funds include Public Art, Municipal Court,
Equipment Replacement, and Crime Prevention/Code Enforcement. Detailed revenue
and expenditure information for these funds can be found in the Special Revenue Funds,
and the Line Item Accounts sections of the Budget.
2J Next Chapter Bond Fund
The 2J Next Chapter Bond Fund was established in the fourth quarter of 2024 to
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 7
account for the 0.5% temporary sales and use tax that was originally authorized by
voters in 2016 (2E) and extended in 2023 (2J) for another $75 million in infrastructure
improvement projects.
2J Next Chapter Bond Fund revenue is projected at $12,000,660 which is an 86%
increase compared to the 2025 estimated revenue. The large increase is due to two
large grants for the 35th Avenue and Tabor Street multi-modal projects. In addition, the
beginning fund balance for 2026 is projected at $24,362,713 which brings the total
available funds for the 2J Next Chapter Bond Fund to $36,363,373.
2J Next Chapter Bond Fund projects for 2026 include:
• $11 million for the 38th Avenue West improvement project construction
• $4 million for the Tabor Street multi-modal project design
• $2.9 million for storm sewer repair and maintenance
• $1.9 million for sidewalk and ADA improvements
• $1.0 million for floodplain improvements along Clear Creek
• $550,000 for a roundabout at 26th and Harlan
• $550,000 for design and right-of-way for 44th and Tabor traffic signal
• $500,000 for 35th Avenue multi-modal project design
• $150,000 for traffic calming on Miller and Upham
2J Next Chapter Bond Fund expenditures total $27,807,139 inclusive of two staff
positions, projects and debt service costs. This will provide for a projected ending fund
balance of $8,556,233.
The future 2J Next Chapter Bond Fund proposes to provide additional funding for the
38th Avenue West project, 38th Avenue Refresh project, Tabor Street multi-modal
project, 35th Avenue multi-modal improvements, 32nd Avenue bike lane project, Tabor
Street traffic signal, storm sewer repairs, and sidewalk and ADA improvements. A
second bond issuance in the amount of approximately $50 million is tentatively
scheduled for 2027.
American Rescue Plan Act
President Biden signed into law the American Rescue Plan Act (ARPA) on March 11,
2021. ARPA provided $1.9 trillion in additional relief to respond to the impacts of
COVID-19. The City of Wheat Ridge received a total of $7,985,412, half of which was
received in 2021, and the other half was received in 2022. All funds must be
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 8
ARPA Category Description Original
Council
Allocation
2021-2025 2026
COVID Mitigation
and Prevention
Testing, vaccine program,
sanitation, technology, etc.
$613,480 $475,506 $0
Assistance to
Households
Homelessness and housing
initiatives
$2,444,408 $1,441,628 $232,065
Food Insecurity &
Assistance to
Low-Income
Populations
Through Community Table,
impacts to low-income
households disproportionately
affected by the pandemic
$146,000 $109,500 $36,500
Behavioral
Healthcare
Clinician in Wheat Ridge High
School and Community
Prevention and Engagement
Program
$481,000 $354,000 $127,000
Preventing and
Responding
to Violence
Telephone Reporting Unit
staffing and victims’ services
$753,872 $547,295 $115,000
Parks Projects Parks and Recreation unfunded
capital projects
$1,696,652 $1,680,523 $0
Water
Infrastructure
Stormwater repair and
maintenance
$1,850,000 $1,050,250 $0
Revenue Loss General Fund operating expenses
$0 $1,816,145 $0
Total
$7,985,412 $7,474,847 $510,565
encumbered by December 31, 2024 and spent by December 31, 2026. The United States
Department of Treasury determined eligible uses of the ARPA funding, which include
the following broad categories:
• Support public health expenditures
• Address negative economic impacts caused by the public health emergency
• Replace lost public sector revenue
• Provide premium pay for essential workers
• Invest in water, sewer, and broadband infrastructure
The Treasury Department issued its final rule on ARPA in January 2022, offering a
standard allowance of $10 million towards the most flexible use of the funds through
“lost revenue” with streamlined reporting requirements. For ease of reporting, and in
consultation with the City’s auditors, the City reported payroll as full usage of the funds
in 2021 and 2022, therefore federal obligations of the funding have been fully met. On
April 4, 2022, City Council provided direction regarding the City’s programmatic use of
the revenues from ARPA. By the end of 2025, the City will have spent approximately
$7.4 million on the following categories in the table below and the 2026 Proposed
Budget includes $500,000 in ARPA spending requests that will fully expend the City’s
allocation.
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 9
Projected ARPA spending for 2026 is $510,565 for homeless navigation, Community
Table food bank, Jefferson Center mental health services, Wheat Ridge High School
mental health clinician and the police department telephone reporting unit. The City’s
total allocation of ARPA funding will be fully expended in 2026.
Community Partners Grant Program
In 2016, City Council created a resident review committee to make recommendations
for grant contributions to community partners. In 2025, the City funded 39 community
organizations, totaling $177,750. For the 2026 funding round, the committee reviewed
applications from 43 community organizations with a total funding request of $491,221.
The breakdown of recommended awards is as follows:
Community Partner Recommendation
A Cup of Faith d/b/a Tin Shed Food Pantry $5,000
A Little Help $7,000
Active Transportation Advisory Team $3,800
CASA of Jefferson & Gilpin Counties $7,500
Colorado Youth for a Change $7,500
Denver Urban Gardens $3,000
Family Tree $12,000
Farmers 5000 $10,000
Foothills Regional Housing $7,500
Friends of Paha $5,670
Friends of Stevens $6,500
Harvest Moon Ministries d/b/a Jeffco Eats $6,500
Hope Connection and Community $8,000
Jeffco Action Center $6,500
Jeffco Prosperity Partners $5,950
Jeffco Schools Foundation $10,000
Jefferson County Library Foundation $5,500
Jewish Family Services $5,030
Mile High Farmers $3,750
Mission Arvada of The Rising Church $10,000
Outdoor Lab Foundation $7,500
Regional Air Quality Council $1,800
Seniors' Resource Center $10,000
STRIDE Community Health Center $7,500
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 10
Community Partner Recommendation
Sunshine Home Share $3,500
Wheat Ridge Center for Music and Arts $5,000
Wheat Ridge Coalition for Education $4,000
Wheat Ridge High School Choir Boosters $9,000
Wheat Ridge High School Instrumental Band Boosters $4,000
Wheat Ridge High School PTSA $2,000
Wheat Ridge High School STEM program $8,000
Wheat Ridge Optimist Club $1,000
Total $200,000
The City also received budget requests from the following three partner agencies. These
requests have been included in the 2026 Proposed Budget. Additional information
concerning these requests can be found in the Partner Agencies section of the Budget.
Partner Request Budgeted
Carnation Festival $125,000 $100,000
Wheat Ridge Business District $120,000 $120,000
Localworks $326,200 $326,200
LONG-TERM DEBT
At the election held on November 7, 2023, the electorate of the City approved an
extension of the one-half cent sales tax and debt issuance to raise $75 million for
infrastructure projects to improve drainage, corridors and pedestrian and bicycle
facilities.
On October 10, 2024, the City issued $34,845,000 Sales and Use Tax Refunding and
Improvement Bonds, Series 2024. Interest accrues on the bonds at a 5% interest rate
per annum and is payable on December 1 through 2043. Maximum annual debt service
is $5,041,500 inclusive of the refunding amount, principal and interest with average
annual debt service of $2,755,201. The remaining debt authorized by the voters up to
$75,000,000 is tentatively scheduled for issuance in 2027.
OTHER COMMITMENTS
Community Solar Garden
On March 23, 2015, the City entered into an agreement to purchase electric generating
capacity in a solar garden. The agreement was funded on April 13, 2015, with a lease
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 11
agreement for $800,000. Annual payments of $80,167, including principal and interest
accruing at 5.75%, are due through May 1, 2030. For its participation in the community
solar garden, the City is estimated to receive $527,770 in energy credits from Xcel
through 2025 which were used to offset lease payments and against energy
consumption at various City facilities. Energy credits decreased substantially in both
2022 and 2023 due to solar garden maintenance issues but began to rebound back to
normal levels in 2024. A remaining balance of $226,202 will remain on the lease at the
end of Fiscal Year 2026.
LOANS RECEIVABLE
Fruitdale School Lofts
In 2016, the City Council approved a loan in the amount of $2.585 million from General
Fund reserves to the Fruitdale School Partners. The loan was for the redevelopment of
the Fruitdale School property into a mix of 16 market-rate and income-restricted rental
housing units. Fruitdale School Partners repaid $1.5 million of the loan in 2018. The
remaining $1,085,000 was to be paid over a 40-year period and, until that time, will
remain as a restricted fund balance in the General Fund reserves.
Foothills Regional Housing is in negotiations with Fruitdale School Partners to purchase
this property. As part of that agreement, the City will contribute the $2 million in
Congressional Directed Spending the City received for a naturally occurring affordable
housing project. In return, at closing, the City will receive the remaining $1,850,000 it is
due from the original loan. The 2026 Proposed Budget still allocates this debt as a
restricted fund balance in the General Fund until those funds are actually received. Once
received, the General Fund undesignated reserves will increase from 17% to 19%.
COMPENSATION, BENEFITS, AND STAFFING
Compensation
Personnel-related expenses account for the largest portion of the City's Budget.
Attracting and retaining the best talent for the City is a high priority. In 2013, the City
launched a pay-for-performance compensation model that ties compensation to
performance through demonstrated alignment with values (ACTION – Accountability –
Change – Teamwork – Integrity – Opportunity – Now!), technical performance and
exceptional customer service. The City continues to implement this pay-for-
performance model.
The market-based compensation plan, typically updated biennially, consists of four sub-
plans 1) a pay-for-performance open range plan, which includes civilian employees and
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 12
police command ranks; 2) a sworn seven-step plan, which includes police officer
positions; 3) a sworn eight-step program for police sergeants; and 4) a part-time
employee plan which includes variable non-benefited positions such as lifeguards and
seasonal parks workers. The City last completed a compensation analysis in 2024 to
determine the 2025 pay plans, which resulted in wage increases for most grades and
the movement of some positions to other grades. A compensation analysis is budgeted
in 2026 for implementation in the 2027 fiscal year.
Employees will be eligible for a performance increase on January 1, 2026, based on how
well they meet the core values and competencies of the performance management
program. The 2026 Proposed Budget includes approximately $1,100,000 in pay for
performance, annual police department step increases at 5%, implementation of the
sergeant step program and market increases. This represents average wage increases
across the organization of 3.7%.
Benefits
In 2023, the City began providing a more robust and flexible package to employees by
joining the Colorado Employer Benefit Trust (CEBT). CEBT is a multiple employer trust
for public institutions comprised of over 400 employers with approximately 33,000
employees. CEBT is administered by broker Willis Towers Watson. As a mid-sized
employer, the City was limited to one medical insurer for several years but by joining
CEBT, the City now offers medical plans with both United Healthcare and Kaiser
Permanente along with dental, vision, life and disability benefits.
City employees have the option to choose from four different medical plans; Kaiser’s
DHMO and High-Deductible Health Plan (HDHP), and United Healthcare’s PPO4 and
HDHP2. Both HDHP options are paired with a Health Savings Account (HSA) seeded
with funds from the City to help employees save for their health needs. Employees
continue to enjoy dental coverage with Delta Dental and VSP for vision coverage.
Additionally, life and accidental death and dismemberment coverage is provided by The
Standard. Medical plan premiums will increase approximately 11% for both the City and
employees in 2026. This percentage growth is based on the City’s loss ratio which is
determined by employee usage of the medical plans.
The City currently contributes to a 401(a)-retirement plan for nonsworn employees.
Employees contribute 4% to the Plan, and the City matches 6% (7% for Department
Directors). For sworn employees, the City contributes 11.5%, and employees contribute
10% to the Plan (sworn employees do not contribute to Social Security). Employees also
Study Session Memo – 2026 Proposed Budget
October 6, 2025
Page 13
have the option to contribute to a deferred compensation 457 account.
Staffing
The 2026 Proposed Budget does not include any new positions and maintains one
unfunded vacancy in Municipal Court. The City’s leadership team has implemented a
process to evaluate all vacancies as they arise to ensure that resources are being put to
the best and highest use and Council and community expectations are met while
practicing sound financial management strategies.
RECOMMENDATIONS:
• October 6, 2025– City Manager and staff presents budget to City Council during the
study session and City Council takes comment from the public
• October 27, 2025 – as required by Section 10.7 of the Wheat Ridge City Charter a public hearing will be conducted to provide an additional opportunity for residents to
comment on the proposed budget prior to its adoption. Notification of the public
hearing will be made on the City Website, City Facebook page, and in the Jeffco
Transcript.
• October 27, 2025 – as required by Section 10.9 of the Wheat Ridge City Charter, the
budget shall be adopted by resolution on or before the final day (December 15, 2025) established by state statute for the certification of the next year’s tax levy to
the county
Staff seeks consensus from City Council on the proposed budget.
ATTACHMENTS:
1. 2026 Proposed Budget
GROW WITH WHEAT RIDGE
PRESENTED TO
City of Wheat Ridge
Colorado
For the Fiscal Year Beginning
January 01, 2025
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
GROW WITH WHEAT RIDGE
CITY OF WHEAT RIDGE
PROPOSED ANNUAL BUDGET
January 1 – December 31
Fiscal Year 2026
ELECTED OFFICIALS
From upper left to right:
Mayor: Bud Starker; Treasurer: Chris Miller
District I: Jenny Snell, Janeece Hoppe; District II: Rachel Hultin, Scott Ohm
District III: Korey Stites, Amanda Weaver; District IV: Dan Larson, Leah Dozeman
CITY OF WHEAT RIDGE, COLORADO
ANNUAL BUDGET
Prepared by the Budget Staff
EXECUTIVE MANAGEMENT TEAM
City Manager
Patrick Goff
Deputy City Manager
Vacant
Assistant City Manager
Marianne Schilling
Police Chief
Chris Murtha
Director of Parks and Recreation
Karen O’Donnell
Interim Director of Public Works
Kent Kisselman
Director of Community Development
Lauren Mikulak
CONTENTS AND PRODUCTION
Patrick Goff
Marianne Schilling
Mark Colvin
Cole Haselip
Rhiannon Curry
PHOTO CREDITS
Scott Dressel-Martin
Justin LeVett Photography
Blue Hartkopp Photography
Erin Perrin
DEPARTMENT BUDGET CONTACTS
City Treasurer
Chris Miller
City Clerk’s Office
Margy Greer
Onorina Maloney
Municipal Court
Judge Jonathan Lucero
Roxanna Caldwell-Tillery
Community Development
Lauren Mikulak
Tammy Odean
Police Department
Chris Murtha
Jennifer Clay
Public Works
Kent Kisselman
John Medrano
Parks and Recreation
Karen O’Donnell
Susan Anderson
Brandon Altenburg
Benny Paiz
Administrative Services, City Manager,
City Attorney, Legislative
Patrick Goff
Marianne Schilling
Cole Haselip
Rhiannon Curry
Residents of Wheat Ridge
City Clerk
Vacant
Mayor Bud Starker
and
City Council
City Treasurer
Chris Miller
Boards and
Commissions
City Attorney
Gerald Dahl
Judge Jonathan
Lucero
City Manager
Patrick Goff
Chief of Police Chris Murtha Public Works Director Vacant
Community
Development Director Lauren Mikulak
Parks and Recreation Director Karen O’Donnell
Deputy City Manager Vacant
Assistant City
Manager Marianne Schilling
City of Wheat Ridge
GROW WITH WHEAT RIDGE
TABLE OF CONTENTS
Budget Message ............................................................................................................................ 13
Vision, Mission and Ideals ............................................................................................................. 25
Strategic Priorities ......................................................................................................................... 27
Community Input on the 2026 budget ........................................................................................ 30
Wheat Ridge Wallet ...................................................................................................................... 33
Community Profile……………………………………………………………………………………………………………………41
Revenues & Expenditures Summary ............................................................................................. 49
Budget Summary by Fund ................................................................................................. 49
General Fund Revenues .................................................................................................... 50
General Fund Expenditures .............................................................................................. 53
General Government .................................................................................................................... 55
Legislative .......................................................................................................................... 56
City Attorney ..................................................................................................................... 58
Central Charges ................................................................................................................. 60
City Treasurer ................................................................................................................................ 61
City Clerk ....................................................................................................................................... 65
City Manager ................................................................................................................................. 69
City Manager’s Office ........................................................................................................ 71
Economic Development .................................................................................................... 73
Homeless Navigation…………………………………………………………………………………………………….75
Sustainability ………………………………………………………………………………………………………………..77
Municipal Court ............................................................................................................................ 79
Administrative Services ................................................................................................................. 83
Administrative Services ..................................................................................................... 88
Finance .............................................................................................................................. 90
Human Resources ............................................................................................................. 92
Communications and Engagement ................................................................................... 94
Procurement ..................................................................................................................... 96
Information Technology.................................................................................................... 98
Community Development………………………………………………………………………………………………………101
Administration ................................................................................................................ 106
Planning........................................................................................................................... 108
Building ........................................................................................................................... 110
Engineering…………………………………………………………………………………………………………….…..112
Police Department ...................................................................................................................... 115
Administration ................................................................................................................ 120
Grants .............................................................................................................................. 122
Community Services Team .............................................................................................. 124
Crime Prevention Team (SRO) ........................................................................................ 126
Records ........................................................................................................................... 128
Accreditation & Training ................................................................................................. 130
TABLE OF CONTENTS
Patrol Operations ............................................................................................................ 132
Investigations Bureau ..................................................................................................... 134
Crash & Traffic Team (CATT) ........................................................................................... 136
Public Works ............................................................................................................................... 139
Capital Projects ............................................................................................................... 143
Street Operations ............................................................................................................ 145
Traffic Operations ........................................................................................................... 147
Fleet Services .................................................................................................................. 149
Facilities Maintenance………………………………………………………………………………………………..151
Parks & Recreation ...................................................................................................................... 153
Administration ................................................................................................................ 158
Recreation ....................................................................................................................... 160
Parks Maintenance ......................................................................................................... 162
Forestry ........................................................................................................................... 164
Natural Resources/Open Space ...................................................................................... 166
Anderson Building ........................................................................................................... 168
Athletics .......................................................................................................................... 170
General Programs ........................................................................................................... 172
Outdoor Pool ................................................................................................................... 174
Active Adult Center ......................................................................................................... 176
Historic Buildings............................................................................................................. 178
Recreation Center Facilities Operations ......................................................................... 180
Recreation Center Aquatics ............................................................................................ 182
Recreation Center Fitness Center ................................................................................... 184
Special Revenue Funds
Public Art Fund ................................................................................................................ 187
Open Space Fund ............................................................................................................ 188
Municipal Court Fund ..................................................................................................... 190
Wheat Ridge Housing Fund ………………………………………………………………………………………..192
Conservation Trust Fund ................................................................................................. 194
Equipment Replacement Fund ....................................................................................... 196
Crime Prevention/Code Enforcement Fund ................................................................... 197
Capital Programs ......................................................................................................................... 199
CIP Project Pages............................................................................................................. 200
Investing 4 the Future Project Pages .............................................................................. 206
Renewal Wheat Ridge Bond Project Pages ..................................................................... 209
2J Next Chapter Bond Project Pages ............................................................................... 214
CIP 2023-2033 ................................................................................................................. 219
Investing 4 the Future 2017-2026……………………………………………………………………………….220
Renewal Wheat Ridge Bond 2022-2029………………………………………………………………………221
2J Next Chapter Fund Bond 2024-2033……………………………………………………………………….222
TABLE OF CONTENTS
Staffing………………………………………………………………………………………………………………………………….223
Pay Plan ........................................................................................................................... 231
Staffing Table .................................................................................................................. 238
5-year Staffing Plan ......................................................................................................... 245
2026 Fee Schedule ...................................................................................................................... 246
Line-Item Accounts
City Treasurer (01-101) ................................................................................................... 267
Legislative (01-102) ......................................................................................................... 268
Finance (01-103) ............................................................................................................. 269
Economic Development (01-105) ................................................................................... 270
City Manager (01-106) .................................................................................................... 271
City Attorney (01-107) .................................................................................................... 272
City Clerk (01-108) .......................................................................................................... 273
Municipal Court (01-109) ................................................................................................ 274
Administrative Services-Administration (01-111) .......................................................... 275
Human Resources (01-112)............................................................................................. 276
Communications and Engagement (01-113) .................................................................. 277
Homeless Navigation (01-114)…………………………………………………………………………………….278
Procurement (01-116) .................................................................................................... 279
Information Technology (01-117) ................................................................................... 280
Facilities Maintenance (01-118) ..................................................................................... 281
Sustainability (01-119)…………………………………………………………………………………………………282
Community Development – Administration (01-120) .................................................... 283
Planning (01-121) ............................................................................................................ 284
Building (01-122) ............................................................................................................. 285
Engineering (01-123) ………………………………………………………………………………………………….286
Police – Administration (01-201) .................................................................................... 287
Grants (01-202) ............................................................................................................... 288
Community Services Team (01-203) ............................................................................... 289
Crime Prevention Team (SRO) (01-205).......................................................................... 290
Records (01-206) ............................................................................................................. 291
Accreditation & Training (01-207) .................................................................................. 292
Patrol Operations (01-211) ............................................................................................. 293
Investigations Bureau (01-212) ....................................................................................... 294
Crash & Traffic (01-213) .................................................................................................. 295
Capital Projects (01-302) ................................................................................................. 296
Street Operations (01-303) ............................................................................................. 297
Traffic Operations (01-304)............................................................................................. 298
Fleet Services (01-305) .................................................................................................... 299
Parks & Recreation – Administration (01-601) ............................................................... 300
Recreation (01-602) ........................................................................................................ 301
TABLE OF CONTENTS
Parks Maintenance (01-603) ........................................................................................... 302
Forestry (01-604) ............................................................................................................ 303
Natural Resources (01-605) ............................................................................................ 304
Central Charges (01-610) ................................................................................................ 305
Anderson Building (01-620) ............................................................................................ 306
Athletics (01-621) ............................................................................................................ 307
General Programs (01-622) ............................................................................................. 308
Outdoor Pool (01-623) .................................................................................................... 309
Active Adult Center (01-624) .......................................................................................... 310
Historic Building (01-625) ............................................................................................... 311
Facilities (01-626) ............................................................................................................ 312
Aquatics (01-627) ............................................................................................................ 313
Fitness (01-628)............................................................................................................... 314
Special Revenue Funds
Public Art Fund (12) ........................................................................................................ 315
Open Space Fund (32) ..................................................................................................... 316
Municipal Court Fund (33) .............................................................................................. 317
Wheat Ridge Housing Fund (45)………………………………………………………………………………….318
Conservation Trust Fund (54) ......................................................................................... 319
Equipment Replacement Fund (57) ................................................................................ 320
Crime Prevention/Code Enforcement Team (63) ........................................................... 321
Financial Policies ......................................................................................................................... 323
Glossary ....................................................................................................................................... 333
Partner Agencies…………………………………………………………………………………………………………………….341
Budget Message
September 25, 2025
Dear Mayor and Councilmembers:
It is my privilege to present the 2026 Proposed Budget for the City of Wheat Ridge. This document is
more than a financial plan; it is a statement of values, priorities, and strategies that will guide our
community in the year ahead. The budget directly reflects the updated Mission, Vision, and Strategic
Priorities you established at your 2025 retreat, ensuring that our financial decisions are aligned with
Wheat Ridge’s long-term goals.
Our Mission, to cultivate opportunities to grow and generate resilience by embracing inclusive
engagement, committing to resource stewardship, and valuing connectivity, guides how we allocate
resources. Our Vision, of Wheat Ridge as a dynamic and welcoming community where collaboration with
all people shapes growth through equity, innovation, and tradition, provides the lens through which we
measure success.
Strategic Alignment
The 2026 Proposed Budget was developed with your seven Strategic Priorities at the forefront:
1.Complete and implement current planning efforts that provide a roadmap for future growth
and investment.
2.Prioritize significant development efforts to strengthen our economic base and enhance
community amenities.
3.Modernize City systems to improve efficiency, customer service, and public safety.
4.Implement the Capital Improvement Program to advance mobility, safety, and infrastructure
needs.
5.Ensure fiscal sustainability and community resiliency in an evolving economic environment.
6.Complete community priorities in parks, outdoor spaces, and public art that improve quality of
life.
7.Support the built environment through reinvestment in neighborhoods, corridors, and public
facilities.
Each of these priorities is reflected in the resource allocations, capital investments, and staffing
commitments included in this budget.
Budget Overview
The 2026 Proposed Budget totals $101 million across the General Fund, two capital funds, seven special
revenue funds, and the 2J Next Chapter Bond Fund. It is based on projected revenues of $81 million and
a beginning fund balance of $45 million, yielding total available funds of $126 million. The plan
anticipates an ending balance of more than $24 million, maintaining strong reserves in compliance with
both City policy and best practices.
13 2026 Proposed Budget
•General Fund: $53.4 million
•Capital Improvement Program (CIP) Fund: $9.8 million
•Renewal Wheat Ridge Bond Projects Fund: $2.2 million
•2J Next Chapter Bond Fund: $27.8 million
•Special Revenue Funds: $8.3 million
This structure ensures that core City services are funded, long-term capital needs are addressed, and
voter-approved bond programs continue to deliver transformational projects.
Key Investments
The 2026 Proposed Budget reflects strategic investments across multiple areas:
•Infrastructure and Mobility: Nearly $40 million combined through the CIP, Renewal Wheat
Ridge Bonds, and 2J Next Chapter Bonds for corridor improvements, multimodal projects, storm
drainage, sidewalks, ADA upgrades, and safety enhancements.
•Parks, Open Space, and Recreation: Over $10 million for land acquisition, Clear Creek Trail
improvements, playground replacements, Anderson Pool design, and recreation facility
maintenance.
•Public Safety and Customer Service: Continued modernization of systems, funding for police
operations, and investments in traffic management and neighborhood safety.
•Community and Economic Development: Resources for major development projects that
strengthen the City’s tax base.
•Community Partnerships: $200,000 in Community Partner grants and continued support for
Localworks, the Wheat Ridge Business District, and the Carnation Festival.
Fiscal Stewardship
This budget maintains strong reserves and meets all legal and policy requirements:
•A 17% unrestricted General Fund balance, consistent with City policy and the Government
Finance Officers Association’s best practice.
•A 3% TABOR emergency reserve, protecting the City against unforeseen circumstances.
•An additional $1 million restricted for one-time expenditures, ensuring flexibility for future
needs.
By balancing ongoing expenditures with recurring revenues and dedicating fund balance to one-time
projects, the City safeguards its fiscal stability while still advancing community priorities.
SHORT-TERM FISCAL CHALLENGES/OPPORTUNITIES
In the short term, the City faces a number of fiscal challenges that require careful management. General
Fund revenues are projected to remain essentially flat compared to 2025 estimates, reflecting the
ongoing impacts of delayed private development projects that continue to suppress building-related
revenue streams. At the same time, expenditures are projected to increase by approximately seven
percent, driven by the implementation of a new enterprise resource management system, expanded
traffic enforcement activities, and continued growth in compensation and benefits. Capital
Improvement Program revenues are also expected to decline in 2026 following one-time transfers that
boosted funding in 2025. Although major projects such as the Improve Wadsworth corridor are
14 2026 Proposed Budget
approaching completion, they still require significant outlays. The City’s allocation of federal ARPA relief
funds will be fully expended in 2026, removing a temporary source of financial flexibility and requiring
careful planning to avoid structural gaps. Employee health care costs remain a pressure point, with
medical plan premiums projected to rise by more than ten percent.
Despite these challenges, Wheat Ridge is positioned to take advantage of several opportunities. The City
is projected to end 2026 with strong reserves, including an unrestricted General Fund balance equal to
seventeen percent of expenditures, as well as an additional $1 million restricted for one-time uses. Sales
tax revenues are showing signs of stabilization, supported by reinvestment in retail and commercial
properties. The City continues to secure outside grant funding, particularly for multimodal and
transportation projects, which expands capital capacity without additional burden on local taxpayers.
Open Space Fund revenues are expected to increase significantly due to new grants and land sales,
providing capacity for parkland acquisition and trail improvements. The Housing Fund is strengthened by
reinstated transfers from the lodgers’ tax and the potential addition of impact fee revenues, enabling
continued investment in affordable housing. Finally, prudent debt management, including a favorable
2024 bond issuance and maintained reserves, positions the City to issue the remaining voter-approved
bonds in 2027 while supporting long-term infrastructure investment.
General Fund
General Fund revenue for 2026 is projected at $51,024,668, which is flat compared to 2025 year-end
estimated revenues and an 8% increase compared to the 2025 budgeted revenues. 2025 year-end
revenues are also estimated at 8% higher than 2025 budgeted revenues. This significant increase is
primarily due to increase sales and use tax audit revenue, traffic fine revenues, building related revenue,
recreation center fees and interest income. In addition, the beginning fund balance for 2026 is projected
at $18,296,873 which brings the total available funds for the General Fund to $69,321,541.
General Fund expenditures total $53,393,375. General Fund expenditures represent a 7% increase
compared to the adjusted 2025 Budget. The primary reason for this increase is approximately $430,000
in fees for enterprise resource management software, $690,000 in fees for photo radar expenses, and
compensation and benefits.
The ending fund balance for the General Fund is projected at $12,928,166, of which, $9,060,945 (17% of
operating expenditures) is considered unrestricted. The City's financial policies require that the City
maintain a minimum unrestricted fund balance of at least two months or approximately 17% of its
General Fund operating expenditures, as recommended by the Government Finance Officers
Association. In addition, TABOR requires that the City maintain a 3% emergency reserve. Finally, staff is
proposing to restrict an additional $1 million in funding for future one-time expenditures.
Capital Improvement Program (CIP) Fund
CIP Fund revenue is projected at $10,996,500 which is an 11% decrease compared to 2025 estimated
revenue. This significant decrease is due to a transfer of $5 million from the 2J Bond Fund in 2025 to the
CIP Fund for the Improve Wadsworth project and a $1.2 million loan from Renewal Wheat Ridge in 2025
for the purchase of property for the expansion and consolidation of the public works and parks
operation facilities. In addition, the beginning fund balance for 2026 is projected at $26,117, which
brings the total available funds for the CIP Fund to $11,022,617.
15 2026 Proposed Budget
CIP expenditures total $9,770,000 which is a 28% decrease compared to the adjusted 2025 Budget. The
large decrease is primarily due to the timing of the Improve Wadsworth project. This will provide for a
projected ending fund balance of $1,252,617.
The 2026 Proposed CIP Budget includes the following projects:
•$7 million for the Wadsworth path project from 32nd to 35th Avenue
•$2 million for annual preventative street maintenance
•$350,000 for a neighborhood drainage project
•$200,000 for annual street striping maintenance
•$120,000 for the City's Neighborhood Traffic Management Program (NTMP)
•$100,000 for annual ADA improvements
Renewal Wheat Ridge Bond Projects Fund
Renewal Wheat Ridge (RWR) issued bonds in November 2021 in the net amount of $37.5 million for
public improvements within the I-70/Kipling Corridors Urban Renewal Plan Area. This Budget includes a
fund for the City's project expenditures associated with the bonds. Funds will be transferred into the
Fund from RWR as contracts are awarded. Please see the Renewal Wheat Ridge Bonds Project section of
the Budget for detailed information.
The 2026 Proposed Budget includes $2,155,000 in revenues from the bonds and $2,155,000 in
expenditures for the following projects:
•$1 million for a new traffic signal at 44th and Eldridge
•$500,000 for a drainage improvement project in the Commuter Rail station area
•$450,000 for maintenance improvements at the Wheat Ridge Recreation Center
•$205,000 for the Youngfield Beautification project and Youngfield sidewalk design
Special Revenue Fund – Open Space
Open Space revenue is projected at $6,023,595, which is a 35% increase compared to the 2025
estimated revenue. The large increase is due to the anticipated award of several grants which will be
received in 2026 and land sales. The beginning fund balance for 2026 is projected at $697,549, which
brings the total available funds for the Open Space Fund to $6,721,144.
Open Space projects for 2026 include:
•$2 million for potential purchase of park land adjacent to the former Wilmore Davis and
Kullerstrand Elementary School sites
•$1.4 million for Clear Creek Trail improvements
•$1.3 million for various park and open space maintenance projects
•$800,000 for Anderson Pool replacement design
Funding is also appropriated for six parks maintenance and three forestry employees. Open Space
expenditures total $6,242,256, which is a 35% decrease compared to the adjusted 2025 Budget. This will
provide a projected ending fund balance of $478,888.
The future five-year Open Space Budget proposes the continuation of miscellaneous open space and
park improvements, including Panorama and Stites ballfield upgrades, and funding for Parks employees.
16 2026 Proposed Budget
Special Revenue Fund – Conservation Trust
Conservation Trust revenue is projected at $384,952 which is a slight decrease compared to the 2025
estimated revenue. In addition, the beginning fund balance for 2026 is projected at $509,438 which
brings the total available funds for the Conservation Trust Fund to $894,390.
Conservation Trust projects for 2026 include:
•$560,000 for playground replacements at Prospect, Louise Turner and Fruitdale Parks
•$220,000 for Wheat Ridge Recreation Center maintenance
•$50,000 for miscellaneous park maintenance projects
Conservation Trust expenditures total $830,000, which is a slight decrease compared to the adjusted
2025 Budget. This will provide for a projected ending fund balance of $64,390.
The future five-year Conservation Trust Budget proposes to provide funds for recreation facilities
maintenance needs, parks maintenance projects, resurfacing of tennis/basketball courts, and
playground replacement at Hayward Park.
Special Revenue Fund – Wheat Ridge Housing Fund
City Council created the Wheat Ridge Housing Fund on June 12, 2023, authorizing the transfer of 50% of
lodgers’ tax revenue generated by short-term rentals (STR) to this fund for housing related expenses.
This transfer was temporarily stopped in 2024 and 2025 due to a reduction in General Fund revenues.
However, staff is anticipating $50,000 in revenue in 2025 from the Department of Local Affairs as an
incentive payment for adopting an expedited review process for affordable housing projects. In addition,
the 2026 Proposed Budget includes $360,000 in STR lodgers’ tax revenue. Total expenses of $194,304
are included in the 2026 Proposed budget to fund one full-time Senior Planner and $60,000 for an
affordable housing impact fee study. Additional revenue sources anticipated include fees in lieu of
affordable housing units from two projects in the amount of $1.325 million. These revenues are still
uncertain for 2026 so have not been budgeted.
Special Revenue Funds – Other
Several other Special Revenue Funds are also included in this Budget to track revenues and expenditures
that are designated by law to be used for specific purposes or are used to simplify the budgeting
process. Those funds include Public Art, Municipal Court, Equipment Replacement, and Crime
Prevention/Code Enforcement. Detailed revenue and expenditure information for these funds can be
found in the Special Revenue Funds, and the Line Item Accounts sections of the Budget.
2J Next Chapter Bond Fund
The 2J Next Chapter Bond Fund was established in the fourth quarter of 2024 to account for the 0.5%
temporary sales and use tax that was originally authorized by voters in 2016 (2E) and extended in 2023
(2J) for another $75 million in infrastructure improvement projects.
2J Next Chapter Bond Fund revenue is projected at $12,000,660 which is an 86% increase compared to
the 2025 estimated revenue. The large increase is due to two large grants for the 35th Avenue and Tabor
Street multi-modal projects. In addition, the beginning fund balance for 2026 is projected at
$24,362,713 which brings the total available funds for the 2J Next Chapter Bond Fund to $36,363,373.
17 2026 Proposed Budget
2J Next Chapter Bond Fund projects for 2026 include:
•$11 million for the 38th Avenue West improvement project construction
•$4 million for the Tabor Street multi-modal project design
•$2.9 million for storm sewer repair and maintenance
•$1.9 million for sidewalk and ADA improvements
•$1.0 million for floodplain improvements along Clear Creek
•$550,000 for a roundabout at 26th and Harlan
•$550,000 for design and right-of-way for 44th and Tabor traffic signal
•$500,000 for 35th Avenue multi-modal project design
•$150,000 for traffic calming on Miller and Upham
2J Next Chapter Bond Fund expenditures total $27,807,139 inclusive of two staff positions, projects and
debt service costs. This will provide for a projected ending fund balance of $8,556,233.
The future 2J Next Chapter Bond Fund proposes to provide additional funding for the 38th Avenue West
project, 38th Avenue Refresh project, Tabor Street multi-modal project, 35th Avenue multi-modal
improvements, 32nd Avenue bike lane project, Tabor Street traffic signal, storm sewer repairs, and
sidewalk and ADA improvements. A second bond issuance in the amount of approximately $50 million is
tentatively scheduled for 2027.
American Rescue Plan Act
President Biden signed into law the American Rescue Plan Act (ARPA) on March 11, 2021. ARPA
provided $1.9 trillion in additional relief to respond to the impacts of COVID-19. The City of Wheat Ridge
received a total of $7,985,412, half of which was received in 2021, and the other half was received in
2022. All funds must be encumbered by December 31, 2024 and spent by December 31, 2026. The
United States Department of Treasury determined eligible uses of the ARPA funding, which include the
following broad categories:
•Support public health expenditures
•Address negative economic impacts caused by the public health emergency
•Replace lost public sector revenue
•Provide premium pay for essential workers
•Invest in water, sewer, and broadband infrastructure
The Treasury Department issued its final rule on ARPA in January 2022, offering a standard allowance of
$10 million towards the most flexible use of the funds through “lost revenue” with streamlined
reporting requirements. For ease of reporting, and in consultation with the City’s auditors, the City
reported payroll as full usage of the funds in 2021 and 2022, therefore federal obligations of the funding
have been fully met. On April 4, 2022, City Council provided direction regarding the City’s programmatic
use of the revenues from ARPA. By the end of 2025, the City will have spent approximately $7.4 million
on the following categories in the table below and the 2026 Proposed Budget includes $500,000 in ARPA
spending requests that will fully expend the City’s allocation.
18 2026 Proposed Budget
ARPA Category Description Original
Council
Allocation
2021-2025 2026
COVID Mitigation
and Prevention
Testing, vaccine program,
sanitation, technology, etc.
$613,480 $475,506 $0
Assistance to
Households
Homelessness and housing
initiatives
$2,444,408 $1,441,628 $232,065
Food Insecurity &
Assistance to
Low-Income
Populations
Through Community Table,
impacts to low-income
households disproportionately
affected by the pandemic
$146,000 $109,500 $36,500
Behavioral
Healthcare
Clinician in Wheat Ridge High
School and Community
Prevention and Engagement
Program
$481,000 $354,000 $127,000
Preventing and
Responding
to Violence
Telephone Reporting Unit
staffing and victims’ services
$753,872 $547,295 $115,000
Parks Projects Parks and Recreation unfunded
capital projects
$1,696,652 $1,680,523 $0
Water
Infrastructure
Stormwater repair and
maintenance
$1,850,000 $1,050,250 $0
Revenue Loss General Fund operating expenses $0 $1,816,145 $0
Total $7,985,412 $7,474,847 $510,565
Projected ARPA spending for 2026 is $510, 565 for homeless navigation, Community Table food bank,
Jefferson Center mental health services, Wheat Ridge High School mental health clinician and the police
department telephone reporting unit. The City’s total allocation of ARPA funding will be fully expended
in 2026.
Community Partners Grant Program
In 2016, City Council created a resident review committee to make recommendations for grant
contributions to community partners. In 2025, the City funded 39 community organizations, totaling
$177,750. For the 2026 funding round, the committee reviewed applications from 43 community
organizations with a total funding request of $491,221. The breakdown of recommended awards is as
follows:
Community Partner Recommendation
A Cup of Faith d/b/a Tin Shed Food Pantry $5,000
A Little Help $7,000
Active Transportation Advisory Team $3,800
CASA of Jefferson & Gilpin Counties $7,500
19 2026 Proposed Budget
The City also received budget requests from the following three partner agencies. These requests have
been included in the 2026 Proposed Budget. Additional information concerning these requests can be
found in the Partner Agencies section of the Budget.
Partner Request Budgeted
Carnation Festival $125,000 $100,000
Wheat Ridge Business District $120,000 $120,000
Localworks $326,200 $326,200
Community Partner Recommendation
Colorado Youth for a Change $7,500
Denver Urban Gardens $3,000
Family Tree $12,000
Farmers 5000 $10,000
Foothills Regional Housing $7,500
Friends of Paha $5,670
Friends of Stevens $6,500
Harvest Moon Ministries d/b/a Jeffco Eats $6,500
Hope Connection and Community $8,000
Jeffco Action Center $6,500
Jeffco Prosperty Partners $5,950
Jeffco Schools Foundation $10,000
Jefferson County Library Foundation $5,500
Jewish Family Services $5,030
Mile High Farmers $3,750
Mission Arvada of The Rising Church $10,000
Outdoor Lab Foundation $7,500
Regional Air Quality Council $1,800
Seniors' Resource Center $10,000
STRIDE Community Health Center $7,500
Sunshine Home Share $3,500
Wheat Ridge Center for Music and Arts $5,000
Wheat Ridge Coalition for Education $4,000
Wheat Ridge High School Choir Boosters $9,000
Wheat Ridge High School Instrumental Band Boosters $4,000
Wheat Ridge High School PTSA $2,000
Wheat Ridge High School STEM program $8,000
Wheat Ridge Optimist Club $1,000
Total $200,000
20 2026 Proposed Budget
LONG-TERM DEBT
At the election held on November 7, 2023, the electorate of the City approved an extension of the one-
half cent sales tax and debt issuance to raise $75 million for infrastructure projects to improve drainage,
corridors and pedestrian and bicycle facilities.
On October 10, 2024, the City issued $34,845,000 Sales and Use Tax Refunding and Improvement Bonds,
Series 2024. Interest accrues on the bonds at a 5% interest rate per annum and is payable on December
1 through 2043. Maximum annual debt service is $5,041,500 inclusive of the refunding amount,
principal and interest with average annual debt service of $2,755,201. The remaining debt authorized by
the voters up to $75,000,000 is tentatively scheduled for issuance in 2027.
OTHER COMMITMENTS
Community Solar Garden
On March 23, 2015, the City entered into an agreement to purchase electric generating capacity in a solar
garden. The agreement was funded on April 13, 2015, with a lease agreement for $800,000. Annual
payments of $80,167, including principal and interest accruing at 5.75%, are due through May 1, 2030. For
its participation in the community solar garden, the City is estimated to receive $527,770 in energy credits
from Xcel through 2025 which were used to offset lease payments and against energy consumption at
various City facilities. Energy credits decreased substantially in both 2022 and 2023 due to solar garden
maintenance issues but began to rebound back to normal levels in 2024. A remaining balance of $226,202
will remain on the lease at the end of Fiscal Year 2026.
LOANS RECEIVABLE
Fruitdale School Lofts
In 2016, the City Council approved a loan in the amount of $2.585 million from General Fund reserves to
the Fruitdale School Partners. The loan was for the redevelopment of the Fruitdale School property into a
mix of 16 market-rate and income-restricted rental housing units. Fruitdale School Partners repaid $1.5
million of the loan in 2018. The remaining $1,085,000 was to be paid over a 40-year period and, until that
time, will remain as a restricted fund balance in the General Fund reserves.
Foothills Regional Housing is in negotiations with Fruitdale School Partners to purchase this property. As
part of that agreement, the City will contribute the $2 million in Congressional Directed Spending the City
received for a naturally occurring affordable housing project. In return, at closing, the City will receive the
remaining $1,850,000 it is due from the original loan. The 2026 Proposed Budget still allocates this debt as
a restricted fund balance in the General Fund until those funds are actually received. Once received, the
General Fund undesignated reserves will increase from 17% to 19%.
COMPENSATION, BENEFITS, AND STAFFING
Compensation
Personnel-related expenses account for the largest portion of the City's Budget. Attracting and retaining
the best talent for the City is a high priority. In 2013, the City launched a pay-for-performance
compensation model that ties compensation to performance through demonstrated alignment with
values (ACTION – Accountability – Change – Teamwork – Integrity – Opportunity – Now!), technical
performance and exceptional customer service. The City continues to implement this pay-for-
performance model.
21 2026 Proposed Budget
The market-based compensation plan, typically updated biennially, consists of four sub-plans 1) a pay-
for-performance open range plan, which includes civilian employees and police command ranks; 2) a
sworn seven-step plan, which includes police officer positions; 3) a sworn eight-step program for police
sergeants; and 4) a part-time employee plan which includes variable non-benefited positions such as
lifeguards and seasonal parks workers. The City last completed a compensation analysis in 2024 to
determine the 2025 pay plans, which resulted in wage increases for most grades and the movement of
some positions to other grades. A compensation analysis is budgeted in 2026 for implementation in the
2027 fiscal year.
Employees will be eligible for a performance increase on January 1, 2026, based on how well they meet
the core values and competencies of the performance management program. The 2026 Proposed
Budget includes approximately $1,100,000 in pay for performance, annual police department step
increases at 5%, implementation of the sergeant step program and market increases. This represents
average wage increases across the organization of 3.7%.
Benefits
In 2023, the City began providing a more robust and flexible package to employees by joining the
Colorado Employer Benefit Trust (CEBT). CEBT is a multiple employer trust for public institutions
comprised of over 400 employers with approximately 33,000 employees. CEBT is administered by broker
Willis Towers Watson. As a mid-sized employer, the City was limited to one medical insurer for several
years but by joining CEBT, the City now offers medical plans with both United Healthcare and Kaiser
Permanente along with dental, vision, life and disability benefits.
City employees have the option to choose from four different medical plans; Kaiser’s DHMO and High
Deductible Health Plan (HDHP), and United Healthcare’s PPO4 and HDHP2. Both HDHP options are
paired with a Health Savings Account (HSA) seeded with funds from the City to help employees save for
their health needs. Employees continue to enjoy dental coverage with Delta Dental and VSP for vision
coverage. Additionally, life and accidental death and dismemberment coverage is provided by The
Standard. Medical plan premiums will increase approximately 11% for both the City and employees in
2026. This percentage growth is based on the City’s loss ratio which is determined by employee usage of
the medical plans.
The City currently contributes to a 401(a) retirement plan for nonsworn employees. Employees
contribute 4% to the Plan, and the City matches 6% (7% for Department Directors). For sworn
employees, the City contributes 11.5%, and employees contribute 10% to the Plan (sworn employees do
not contribute to Social Security). Employees also have the option to contribute to a deferred
compensation 457 account.
Staffing
The 2026 Proposed Budget does not include any new positions and maintains one unfunded vacancy in
Municipal Court. The City’s leadership team has implemented a process to evaluate all vacancies as they
arise to ensure that resources are being put to the best and highest use and Council and community
expectations are met while practicing sound financial management strategies.
22 2026 Proposed Budget
CONCLUSIONS AND ACKNOWLEDGEMENTS
The 2026 Proposed Budget positions Wheat Ridge to advance its Vision: a dynamic and welcoming
community rooted in equity, innovation, and tradition. It balances stability with progress, ensuring that
essential services are funded while transformative projects move forward.
I wish to thank the Mayor and City Council for your leadership and commitment to sound governance. I
also extend appreciation to the City’s leadership team and budget staff, including Marianne Schilling,
Mark Colvin, Reed Smythe, Rhi Curry, and Cole Haselip, whose expertise and dedication made this
document possible.
Together, we are cultivating a resilient future for Wheat Ridge—one that honors our traditions while
embracing innovation and growth.
Patrick Goff
City Manager
23 2026 Proposed Budget
GROW WITH WHEAT RIDGE
24 2026 Proposed Budget
WHEAT RIDGE VISION, MISSION & IDEALS
ADA Accessibility Statement
The City of Wheat Ridge (City) is committed to providing accessible facilities, services, and
communication to all members of the public. As part of this commitment, the City aims to provide
an accessible website compatible with W3C Web Content Accessibility Guidelines (WCAG 2.2) that is
in compliance with Colorado HB 21-1110, allowing individuals with a disability to understand and
use the website to the same degree as someone without a disability. As the City works toward this
goal, you may have a need to access documents in an accessible format (e.g., Braille, large print,
audio, etc.). In that event, please contact the ADA Coordinator, Kelly McLaughlin, at
ada@ci.wheatridge.co.us or 303-235-2885 who will make every effort to respond to your inquiry
and provide an alternative solution.
MISSION
Wheat Ridge cultivates opportunities to grow and generates resilience by embracing
inclusive engagement, committing to resource stewardship, and valuing connectivity
between people, places and businesses.
VISION
Wheat Ridge is a dynamic and welcoming community where collaboration with all
people guides growth by embracing equity, innovation, and tradition.
25 2026 Proposed Budget
WHEAT RIDGE IDEALS
1.WHEAT RIDGE FOSTERS A DYNAMIC AND WELCOMING COMMUNITY
1.Promote inclusivity and a sense of belonging for all residents.
2.Encourage community engagement and participation in local initiatives.
3.Create and promote unique experiences for residents, businesses and visitors
2.WHEAT RIDGE VALUES INCLUSIVE COLLABORATION
1.Strengthen partnerships with residents, businesses, and organizations.
2.Forge strategic partnerships to enhance service delivery and quality of life.
3.Create platforms and programs that encourage and foster community leadership
opportunities
3.WHEAT RIDGE GUIDES GROWTH WITH EQUITY, INNOVATION AND TRADITION
1.Ensure growth and development are inclusive and equitable.
2.Support innovative approaches to urban planning and services.
3.Preserve and celebrate the community’s heritage and traditions.
4.WHEAT RIDGE EMBRACES INCLUSIVE COMMUNITY ENGAGEMENT
1.Create and support programs that encourage diverse voices in decision-making.
2.Strengthen partnerships with community organizations to ensure broad representation.
3.Increase accessibility to public meetings, events, and resources.
5.WHEAT RIDGE COMMITS TO RESOURCE STEWARDSHIP
1.Implement sustainable practices in city planning, infrastructure, and services.
2.Promote responsible land use, energy efficiency, and environmental conservation.
3.Ensure fiscal responsibility and equitable resource distribution.
26 2026 Proposed Budget
6.WHEAT RIDGE VALUES CONNECTIVITY BETWEEN PEOPLE, PLACES AND
BUSINESSES
1.Expand and improve transportation infrastructure, including pedestrian and bike-friendly
options.
2.Invest in technology and digital access to support business and community engagement.
3.Develop mixed-use spaces that bring people, businesses, and public amenities together.
7.WHEAT RIDGE SEEKS OPPORTUNITIES TO GROW
1.Support local businesses with resources, incentives, and networking opportunities.
2.Encourage entrepreneurship and workforce development through training programs.
3.Strengthen economic policies that adapt to market changes and community needs.
8.WHEAT RIDGE GENERATES RESILIENCE
1.Prioritize the aging stormwater system
2.Implement emergency preparedness strategies to prepare and protect the community
and workforce
3.Prioritize the City’s fiscal sustainability
27 2026 Proposed Budget
2025/2026 STRATEGIC PRIORITIES
1.Complete and Implement Current Planning Efforts
•Complete and begin implementation of the City Plan
•Implement the Wheat Ridge Prosperity Plan according to the timeline
•Complete and begin implementation of the Stormwater Master Plan;
consider implementation of a Stormwater Utility Fee
•Complete and begin implementation of the Parks and Recreation Pathway
•Implement the Sustainable Wheat Ridge Action Plan according to the timeline
2.Prioritize Significant Development Efforts
•Guide the development of the Lutheran Legacy Campus
•Support the next phases of the Clear Creek Crossing development
•Support the next phases of the Wheat Ridge Ward Station area development
3.Modernize Systems to Harness Efficiency, Drive Customer Service and
Enhance Public Safety
•Complete the Systems Transformation project including permitting, tax and
licensing, e-citation, human resources, finance, budget and court systems
•Implement photo and red light radar according to established guidelines
•Research and implement artificial intelligence (AI) integrations to build staff
capacity and enhance the customer experience
4.Implement the Capital Improvement Program
•Complete the Improve Wadsworth project
•Complete the design and construction of a pedestrian path on the west side of
Wadsworth from 32nd to 35th Avenues
•Finalize the West 38th Avenue design and seek construction funding to augment
bond funds
•Complete the 2J projects identified for 2025-2026
•Complete the Youngfield beautification project
•Improve bike and pedestrian facilities as budgeted
•Determine the future of City facilities
28 2026 Proposed Budget
5.Ensure Fiscal Sustainability and Community Resiliency
•Review the City’s Investment Policy
•Ensure the segregation and strategic use of one-time revenues
•Determine a future strategy for sustainable revenue sources for capital improvements
and the stormwater system
•Complete disaster recovery and business continuity plans
•Enhance the City’s emergency preparedness plan and strategies
6. Complete Community Priorities in Parks, Outdoor Spaces and Public Art
•Complete major parks projects including The Green at 38th and Panorama Tennis Courts
•Determine the future of the Anderson Pool including a funding strategy for
replacement
•Expand the Community Garden program
•Implement identified trail improvements
•Complete budgeted public art projects including Youngfield Street and Wadsworth
Boulevard
•Develop partnerships and identify funding to retain and redevelop recreational
opportunities and park space at the former Kullerstrand and Wilmore Davis schools
7.Support the Built Environment
•Complete the building code update
•Work on inclusionary zoning to support growth of affordable housing
•Focus on engineering, education and enforcement to improve traffic safety and modify
driver behavior throughout the City
•Implement the Naturally Occurring Affordable Housing program
•Ensure compliance with evolving state land use and permitting regulations
29 2026 Proposed Budget
COMMUNITY INPUT ON THE 2026 BUDGET
1.City Council Meetings
•September 15: Community Partners Grants Program
The Committee presented funding recommendations and received consensus from
City Council to consider funding 32 community partners in 2026.
•Public’s Right to Speak
Members of the public have the right to speak at either of the two Council Meetings
held each month. This fundamental tenet of democratic participation in local
government provides individuals with the opportunity to voice their budget related
concerns, opinions, and suggestions directly to City Councilors and City staff
members.
2.What’s Up Wheat Ridge
The City hosts a City Budget project page at WhatsUpWheatRidge.com to provide another
avenue for community input on the budget.
3.Resident Survey
Every two or three years, the City of Wheat Ridge surveys its residents; asking about overall
quality of life and specific feedback about municipal services, public safety, park and
recreation amenities, customer service, and resident participation in community events and
activities. This year, feedback received in the 2023 Resident Survey provided guidance to
propose the following projects in the 2026 budget:
•$11,000,000 for improvements to 38th Ave. West (Youngfield to Kipling).
•$7,000,000 for the Wadsworth Blvd. path from 32nd to 35th St.
•$1,000,000 Clear Creek – 44th to Balsam.
•$904,000 for improving bicycle/pedestrian transportation.
•$500,000 for the Lakemont drainage project.
•$350,000 for the Merkwood drainage project.
•Many more budget items are directly related to resident survey results.
4.Let’s Talk Program
The Let’s Talk Resident Engagement Program was born out of the 2019 Neighborhood
Revitalization Strategy and is designed to learn more about what's important to residents in
To ensure each year’s City Budget is supporting programs and services that are important
to the community, staff asks for feedback from the community and aligns it with City
Council Strategic Priorities. The avenues to provide community input on the City Budget
are included in the list below.
30 2026 Proposed Budget
each neighborhood. The program breaks the City down into 10 neighborhoods. One major
goal of the program is to develop a thorough, well documented understanding of the issues
and opportunities at the neighborhood level.
Funding has been designated each year to address specific feedback received from the Let’s
Talk program. In 2026, funding has been proposed to support programs such as:
•$120,000 for the City’s Neighborhood Traffic Management Program.
•$12,000 for continued planning engagement.
•$24,000 to continue funding Wheat Ridge Speaks.
31 2026 Proposed Budget
GROW WITH WHEAT RIDGE
32 2026 Proposed Budget
Wheat Ridge
Wallet2026
BUDGET IN BRIEF
33 2026 Proposed Budget
Wheat Ridge Wallet | 2026
Budget in Brief
Wheat Ridge Wallet Introduction
The Wheat Ridge Wallet is designed to help residents and stakeholders easily understand the City’s 2026 budget.
It breaks down how the City generates revenue, allocates funds, and the impact of budget decisions on the
community. By offering a "bXGJHWLQEULHI," the document highlights key projects, funding sources, and essential city
services. For those seeking more information, consult the full 2026 Adopted Budget or reach out to City staff with
any questions. Together, let’s explore how Wheat Ridge is investing in the future of our vibrant community.
From Revenue to Results
This diagram provides a clear view of the City’s budget, beginning with the fund balance and expected revenues.
It then breaks down how these funds are allocated across four main areas: the General Fund, Capital Funds,
Special Funds, and the 2J Bond Fund. Each fund acts like a bank account, dedicated to supporting various
departments, capital projects, and programs. At the end of each year, the ending fund balance carries over as the
beginning fund balance for the next year. Keep in mind that when the budget is approved, the City Council is only
approving the expenditures. Total available funds are only estimates, included to help the City balance its
expenditures, and are not officially approved during the budget process.
Expenses
Ending Fund Balance
Total Available Funds
=
Beginning Fund Balance
Revenue
+
Capital Funds
1. Capital Improvement Program Fund
2. Renewal Wheat Ridge Bond Fund
Expenditures
Examples: Construction contracts, support costs, materials and supplies
ResultsExample: Wadsworth Improvement Project
General Fund
All Departments: Example: Police Department
Divisions:
Example: Patrol
Expenditures
Examples: Personnel, Projects, Programs,
Materials & Supplies
Results
Example: A safer community, timely response to calls for service, higher quality of life.
Special Funds
1. Conservation Fund2. Open Space Fund
3. Municipal Court Fund
4. WR Housing Fund5. Public Art Fund Equipment Replacement Fund
ExpendituresExamples: Personnel, Projects, Programs,
Materials & Supplies
ResultsExample: The Green at 38th Ave.
2J Bond Fund
Expenditures
Examples: Bond fund debt payments, support personnel, construction contracts
Results
Example: Clearvale Neighborhood Floodplain Mitigation Project
34 2026 Proposed Budget
The Budget Process
The Wheat Ridge budget process is a year-long journey involving city
staff, the council, and community members to ensure financial
success.
Here’s how it works:
1.Starting Up: In May, departments receive budget instructions,
estimate the remainder of the year’s expenditures, and begin
assessing budgetary needs for the following year.
2.Putting It All Together: In June, departments submit their
budget information, and the city estimates its financial outlook.
3.Examining the Data in July, the City Manager and Budget
Officer review submissions for accuracy and alignment with city
goals before finalizing budget priorities. Additionally, the What’s
Up Wheat Ridge budget page launches for public feedback.
4.Building the Book: In September, staff prepares a budget book
for Council review, detailing financial data and funding priorities.
5.Sharing the Draft with Council: By October, the proposed
budget is presented to Council to ensure it meets city needs.
6.Hearing from the Public: In October, residents provide
feedback during a public hearing. The City Council finalizes and
adopts the budget, authorizing property tax collection for the
next year.
7.Finishing Up: In December, the official budget is shared
publicly and submitted for the Distinguished Budget Presentation
Award.
This process follows rules that ensure fairness and transparency, such
as preventing overspending, conducting audits, and sharing the final
budget publicly.
• Departments submit 2025 revenue
estimates and 2026 projections
• City Manager/Budget Manager reviewestimates, projections & requests
July
• Budget Kickoff
May
June
• Departments submit budget requestsand year-end spending estimates
• Staff prepares the proposed
budget book
September
• 2026 Proposed Budget presentedto Council•2026 Budget Adoption
October
Wheat Ridge Wallet | 2026
Budget in Brief
35 2026 Proposed Budget
Wheat Ridge Wallet | 2026
Budget in Brief
City Safety Net
The unrestricted ending fund balance (UEFB) of the City’s General Fund is the money left over at the end of the
year that isn’t set aside for specific uses. This balance provides a cushion for emergencies and unexpected
expenses. The City's financial policies set a minimum UEFB of 17%, with a goal of maintaining it at 25% for better
preparedness against financial challenges. Typically, the actual UEFB is larger than budgeted, reflecting the City’s
commitment to saving throughout the year. For 2026, the unrestricted fund balance is at 17%, but the City aims to
gradually increase it over time.
Funding the Future of Wheat Ridge
The City estimates its available funds by adding the
starting fund balance to the projected revenue for
the year. For 2026, the City anticipates starting with
$45 million and expects to collect $81 million in
revenue, resulting in total available funds of $126
million. In recent years, economic growth has driven
the City’s development, leading to larger budgets
that support new and enhanced services designed
to improve quality of life and meet the evolving
needs of the community. It is important to note that
revenue projections may change due to factors such
as the economy, local development, and federal or
state legislation.
0 2022 2023 2024 2025 2026
Unrestricted Ending Fund Balance
5%
15%
25%
35%
45%
10%
20%
30%
40%
Budgeted
Actual
Estimated
27%
35%
23%
17%17%17%
24%
31%31%
RevenueBeginning Fund Balance
202620252024202320220
$30M
$60M
$90M
$120M
$150M
36 2026 Proposed Budget
How does the City
get money?
This chart outlines the City’s revenue sources, projected
to total $81 million in 2026. It does not include all
revenue from Renewal Wheat Ridge, which is managed
by the City for the community’s benefit. However, it does
account for the funds that Renewal Wheat Ridge
transfers to the City for managing some projects.
Sales & Use Taxes are the largest revenue source,
enabling Wheat Ridge to collect funds from everyone,
including nonresidents using city services like law
enforcement and street maintenance. Intergovernmental
revenue comes from state and federal grants, which the
City aggressively pursues to maximize the impact of
local tax dollars for the benefit of the community.
Renewal Wheat Ridge revenue is generated from
property taxes within agency boundaries. Other taxes
include Xcel franchise fees, city property taxes, lodger’s
taxes, and similar sources. “Other revenue” covers
things like interest, fines, and miscellaneous income,
while “Services” includes income from Rec Center fees,
development reviews, and other user fees.
Sales &
Use Tax
48%
Other
Taxes7%
Services
9%
Renewal
Wheat
Ridge
3%
Intergovernmental
27%
Other
7%
$81MCity Revenue
(2026 Projection)
Where do your sales taxes go?
The total tax rate in the City of Wheat Ridge is 8%.
For every dollar you spend, you pay 8 cents in sales
tax. 3.5 cents comes back to the City.
RTD$0.01
State$0.029
SCFD$0.001
City of Wheat Ridge$0.03
2J Bond Fund$0.005
Jefferson County$0.005
Where do your property taxes go?
For every dollar that Jefferson County collects from
Wheat Ridge residents in property tax, 3 cents comes
back to the City.
City of Wheat Ridge$0.03Jefferson County$0.27
Special Districts$0.17Schools$0.53
Wheat Ridge Wallet | 2026
Budget in Brief
37 2026 Proposed Budget
0 $5M $10M $15M $20M
General Fund Expenditures
The General Fund is the City’s primary operating fund, covering nearly all personnel, programs, and non-capital
projects within department budgets. For 2026, staff has proposed $56 million in expenditures. The following bar
chart shows how this $56 million is distributed among various departments, highlighting which areas receive the
most support. This visual representation makes it easy to see the City’s priorities and how resources are focused
to meet the needs of our community.
Police
Parks & Rec
Public Works
Central Charges
Admin Srvcs.
Community Dev.
City Mgr.'s Off.
Municipal Court
Legislative
Wheat Ridge Wallet | 2026
Budget in Brief
Where the City’s
Money Goes
This chart shows how the City's money is divided
across different funds. The General Fund covers
day-to-day operations, capital funds support
infrastructure projects, and special funds are used to
track specific revenue sources for several different
needs. The 2J Bond Fund manages revenue from a
0.5-cent sales tax, which funds capital projects
approved by 70% of voters in 2023.
In 2026, the City expects to start the year with $45M,
collect $81M in revenue, and spend $101M, resulting
in a healthy ending fund balance of $24M.
General
Fund
53%
Capital Funds
12%
2J BOND
FUND
27%
Special
Funds
8%
$101MTotal Expenditures
38 2026 Proposed Budget
� Wheat Ridge Wallet I 2026
Budget in Brief
woonamaker
,.... •• 1
I-·· . I
I._____ .---·
44th to Balsam Stormwater Improve� ·s 44thAve ,-_
o k)' Moun! 1 h
Location
9
9
9
9
9
Project Name
38th W. Corridor Improvements
Wadsworth Blvd. Multi-Use Path
44th & Eldridge Traffic
Signal Installation
44th to Balsam Stormwater Improvements
26th & Harlan Roundabout Installation
2026 Cost
$11M
$7M
$1M
$1M
$550K
Mountain
.. Sheridan Btvfj i,: "0 Wh at Ridge 26th and Harlan-St Roundabout ln'stallation t_ _________ J .. ·._r: __ ;
Description of Improvements
Modernize 38th West for
bikes, pedestrians,
business connectivity,
and streetscape
Install a 1 O' wide shared-
use path on the west
side of Wads. Blvd. from
32nd to 35th
Upgrade signal with new
equipment and
communications
Reduce the Clearvale
neighborhood flood risk
with planned downstream
improvements
Led by Edgewater, this
partnership will improve
traffic safety
39 2026 Proposed Budget
GROW WITH WHEAT RIDGE
40 2026 Proposed Budget
Community
Profile
41 2026 Proposed Budget
Wheat Ridge Wallet | 2026
Community Profile
Location, Location, Location!
Wheat Ridge, Colorado, is a suburban city just west of Denver in Jefferson County, nestled on the
eastern edge of the Rocky Mountain foothills in the West Metro area. Covering approximately 9.5
square miles, Wheat Ridge is a community that offers a mix of suburban and rural spaces, including
neighborhoods and larger properties with agricultural uses.
The city has a well-developed park system with beloved green spaces like Prospect Park and
Anderson Park, which sit along Clear Creek. Flowing west to east through the city, Clear Creek —
a tributary of the South Platte River—offers residents opportunities for walking, biking, and water
activities along the Clear Creek Trail.
Wheat Ridge enjoys a semi-arid climate with four distinct seasons, featuring hot summers, mild
springs and falls, and cold, snowy winters. Its proximity to the Rocky Mountains provides easy
access to outdoor activities such as hiking, skiing, and camping, while the nearby city of Denver
offers a wide array of urban amenities and cultural attractions.
42 2026 Proposed Budget
Wheat Ridge Wallet | 2026
Community Profile
Wheat Ridge Time Machine
By exploring our past, we gain valuable insights into how previous decisions have shaped today’s successes and
challenges. This historical perspective encourages us to envision a future where strategic budget investments
continue to influence our community's growth. Together, let’s look forward to the exciting possibilities that lie ahead!
Pre-1700’s: Native PeoplesBefore European settlers, Wheat Ridge, Colorado was inhabited by Ute, Cheyenne and Arapaho tribes. They used Clear Creek for sustenance, travel and trade benefiting from the land’s rich resources.
1700 – 1870 European SettlementSpanish explorers first arrived in the 1700’s, followed by fur traders. The 1859 Gold Rush brought settlers to Wheat Ridge, attracted by fertile soil. The Colorado Central Railroad, established in the 1870’s, accelerated growth.
1870 – 1900: Agricultural DevelopmentWheat Ridge earned its name from abundant wheat crops. By the late 19th century, it because a hub for fruit orchards, vegetable and dairy farms, supported by Clear Creek’s irrigation.
Early 20th Century: Community FormsIn the early 1900’s, improved transportation spurred growth in Wheat Ridge. The area remained agricultural, with family farms supplying Denver markets. Local schools, churches and businesses fostered a distinct, cohesive community.
Mid 20th Century: Carnation EraIn the mid-20th century, Wheat Ridge earned the title “Carnation Capital of the World”, with its flower farms thriving. The annual Carnation Festival, started in 1969, celebrates this agricultural heritage.
1950’s: Post-War SuburbsPost-World War 2, Wheat Ridge transformed from a rural farming community to a suburban area. The population boom, driven by returning veterans and suburbanization, led to rapid residential development.
1960’s: Path to IncorporationWheat Ridge, unincorporated and governed by Jefferson County, faced significant zoning, public services and infrastructure challenges. Residents sought incorporation for better local governance, enhanced land use control, and stronger community development efforts.
1969: Wheat Ridge IncorporatedWheat Ridge was incorporated as a city, marking a shift to structured governance and community planning. This allowed for balanced growth, preservation and agricultural heritage, and development of essential services.
1969 - 1977: Mayor-Council Gov.Wheat Ridge’s initial government adopted a mayor-council system, with elected council members representing districts and an elected mayor overseeing administration. This structure facilitated local issue management and community involvement in decision-making.
Modern Wheat RidgeWheat Ridge is vibrant suburban city balancing residential, commercial, and recreational areas. It preserves agricultural heritage with parks and gardens, supports sustainable development, and offers a high quality of life and community spirit.
1977 Onward: The City EvolvesWheat Ridge’s government has evolved to enhance transparency and community engagement, using technology for better public interaction. It focuses on sustainable development while balancing growth with preserving heritage and natural beauty.
1977: Council-Manager Gov.Wheat Ridge adopted a council-manager system, separating policymaking from administration. The elected council sets policies, while a city manager executes them, ensuring efficient and professional city management.
43 2026 Proposed Budget
Wheat Ridge Wallet | 2026
Culture
The City's premier cultural event is the Carnation Festival which takes place each year at Anderson Park,
featuring a grand parade, live music, a juried fine arts show, and family friendly carnival rides. The festival also
offers signature food events, including a spaghetti dinner, chili cook-off, and pie contest
Year-round, residents can enjoy Movies in the Park, Performances in the Park, and vibrant programming at the
Active Adult Center, which hosts art workshops, social gatherings, and travel programs. Complementing these
cultural offerings, the Wheat Ridge Recreation Center provides year-round fitness classes, sports leagues, and
artistic programs. The Parks, Forestry, and Open Space Division manages over 170 acres across 21 parks,
alongside seven miles of trails and 300 acres of open space, inviting residents to explore the great outdoors
while engaging in seasonal highlights like the Holiday Celebration & Tree Lighting. Whether through high-energy
sports, creative classes, or peaceful park outings, Wheat Ridge’s offerings provide diverse, memorable ways for
residents to connect and enjoy their community.
Utilities
Many utility services in the City of Wheat Ridge are provided by a mix of external organizations, including both
private and public entities. The city is served by six water districts, seven sanitation districts, and more than six
solid waste providers. Electricity is supplied by Xcel Energy, while residents have access to over ten different
broadband providers. Additionally, while the City oversees much of the its stormwater infrastructure; many ditches
that facilitate stormwater retention are owned by external ditch organizations.
Solid Waste Electricity Broadband
Xcel Energy
Republic Services
Water Districts Sanitation
Wheat Ridge
Applewood
Clear Creek Valley
Fruitdale
North Table Mountain
Wheat Ridge
Consolidated Mutual
Edgewater
Waste Management
Waste Connections
Other Entries
Summit Waste & Recycling
Denver Water North Table Mtn
Crush DisposalValley Water Northwest Lakewood
AT&T
AT&T
HughesNet
LiveWireNet
Starlink
Xfinity
Quantum Fiber
T-Mobile
Verizon
AERUX Broadband
Westridge
BFI
Go Green Recycling
Viasat
Stormwater
City of Wheat Ridge
Ditch Companies
Community Profile
44 2026 Proposed Budget
Wheat Ridge Wallet | 2026
Community Profile
Healthcare
With 94% of Wheat Ridge residents insured—slightly above state and national averages—the city benefits from
accessible and comprehensive healthcare services. Anchoring this strong network is the new, cutting edge
Lutheran Medical Center, a trusted institution that has served metro Denver and Jefferson County for over 100
years and recently relocated to a 28-acre site in the Clear Creek Crossing development. This state-of-the art
facility offers a full spectrum of specialized care, from birth to end-of-life, ensuring every patient receives the
highest standard of care. Known for clinical excellence, patient safety, and exceptional patient experiences,
Lutheran is regularly recognized by local and national ratings organizations.
This premier hospital provides advanced services, including a birthing center, Heart and Neurovascular Center,
robotic surgery, a Comprehensive Stroke Center, Cancer Centers of Colorado, orthopedics, a Level II Trauma
Center, and emergency care. Lutheran Medical Center also operates West Pines Behavioral Health and Lutheran
Hospice, extending its support across diverse health needs within the community. Beyond the hospital, Wheat
Ridge residents can access primary care, specialty providers, and holistic options like acupuncture and
chiropractic care. With Lutheran Medical Center as its crown jewel, Wheat Ridge's healthcare landscape ensures
high-quality, comprehensive care that supports the physical and mental well-being of all residents.
45 2026 Proposed Budget
The City of Wheat Ridge is part of RTD-Denver’s transit network, providing transportation options throughout the
greater Denver area.
In northern Wheat Ridge, residents have access to the regional light rail system via the Wheat Ridge – Ward Road
Station, the terminus of RTD’s G Line commuter rail. Known locally as Ward Station, this area lies in the Northwest
Subarea at the City’s northwest boundary.
The G Line spans 11.2 miles, connecting Wheat Ridge to Arvada, Adams County, and Denver, terminating at
downtown’s Union Station. This service officially began operation on April 26, 2019.
Wheat Ridge is also home to numerous shared-use paths and bike lanes, including its crown jewel: the Wheat
Ridge segment of the Clear Creek Trail. This popular regional trail connects Denver to Golden, with 7 miles of
paved trail running through Wheat Ridge, offering opportunities for walking, biking, hiking, horseback riding, and
nature viewing along a scenic path.
Transportation
Wheat Ridge Wallet | 2026
Community Profile
46 2026 Proposed Budget
Wheat Ridge Wallet | 2026
Wheat Ridge Economy
In 2024, the top taxpaying industries in Wheat Ridge
contributed significantly to the City's revenue, with
general retail leading the way ($7.14M), followed by
grocery stores ($5.57M), restaurants (2.67M),
comms/public utilities ($2.22M), and liquor sales
($1.9M). These industries play a vital role in sustaining
the City's economic health and funding essential public
services. Shop Wheat Ridge!
$0 LiquorSales Comms/PublicUtilities Restaurants GroceryStores GeneralRetail
Top Taxpayers: 2023
$1M
$3M
$5M
$7M
$2M
$4M
$6M
$8M
The graph of taxable sales per person shows
differences in how much people spend in different cities,
which can tell us about the strength of their economies.
Wheat Ridge has a solid figure of $30,429 per person,
indicating good support for local businesses. Denver is
slightly ahead at $31,116, while Edgewater is at
$35,539, and Golden leads with $60,618, likely thanks
to its appeal to tourists. On the lower end, Lakewood
and Arvada report $25,064 and $18,115, respectively.
Higher taxable sales per person usually mean more
sales tax revenue for the city, which allows local
governments to improve services and invest in the
community, boosting overall economic health.$0 Arvada Lakewood Wheat Ridge Denver Edgewater Golden
Taxable Sales per Person
$10K
$30K
$50K
$70K
$20K
$40K
$60K
$18,494$18,494
$24,729$24,729 $30,028$30,028 $30,664$30,664
$61,403$61,403
$36,246$36,246
Wheat Ridge’s largest employers highlight healthcare,
led by Lutheran Medical Center with 4,400 employees.
Jefferson Center for Mental Health and Children's
Hospital Urgent Care add 360 and 300 employees,
respectively. Other key sectors include automotive
(Medved Chevrolet, 341 employees) and research
(Gaming Laboratories, 282). This mix underscores
healthcare and specialized services as pillars of the
local economy.4,400
220
276
282
300
341
360
Lutheran Medical Center
0 500 1.5K1K 2.5K 3.5K3K 4K2K 4.5K 5K
Largest Employers in Wheat Ridge
Jefferson Center for Mental Health
Children’s Hospital Urgent Care
Wheat Ridge Regional Center
Medved Chevrolet
Gaming Laboratories International
Wheat Ridge Animal Hospital
Community Profile
$2.05M
$2.9M $2.76M
$5.65M
$7.54M
47 2026 Proposed Budget
Wheat Ridge
by the Numbers
Wheat Ridge Wallet | 2026
Understanding the demographics of Wheat Ridge is
crucial for contextualizing the City's budget and its
impact on residents. By aligning budget priorities with the
community's characteristics, the City aims to enhance
quality of life and promote sustainable growth for all.
The median rent in Wheat Ridge is $1,493, with
52% of renters spending over 30% of their income on housing.
Rent in Wheat Ridge
52% of residents own the home that they live in. The median monthly mortgage payment is $2,279.
Home Ownership Rate
There are 32,158 unique residents in the City of
Wheat Ridge. The median age is 42 years old. 20% of residents identify as nonwhite or mixed race.
Population
The median owner-occupied home is worth
$584,700 in Wheat Ridge.
Median Home Value
The unemployment rate in the
Denver-Aurora-Centennial metro area is 3.9%,
reflecting a stable job market that also benefits
Wheat Ridge.
Unemployment
75+
10.14%
60-7418%
45-59
18.03%
25-44
32.91%
15-24
7%
0-1413.92%
Age of Wheat Ridge Residents
0 1K 2K 3K 4K 5K 6K 7K 8K
Grad orProf. Degree
Bachelor'sDegree
SomeCollege
HighSchool
No Diploma
Educational Attainment
Median Household Income
$150K+$75K - $149K$35K - $74.9K<$35K0
1000
2000
3000
4000
5000
Community Profile
48 2026 Proposed Budget
Beginning
Balance
(1/1/26)
+Revenues =Funds Available -Expenses =Fund Balance
(12/31/26)
Operating Funds
General $18,296,873 +$51,024,668 =$69,321,541 -$56,393,375 =$12,928,166
Total Operating Funds $18,296,873 +$51,024,668 =$69,321,541 -$56,393,375 =$12,928,166
Unrestricted Fund Balance $9,060,945
17.0%
Special Revenue Funds
Public Art Fund $415,384 +$34,600 =$449,984 -$54,000 =$395,984
Open Space $697,549 +$6,023,595 =$6,721,144 -$6,242,256 =$478,888
Municipal Court $69,786 +$9,488 =$79,274 -$19,050 =$60,224
Conservation Trust $509,438 +$384,952 =$894,390 -$830,000 =$64,390
Wheat Ridge Housing Fund $242,175 +$360,200 =$602,375 -$194,304 =$408,071
Equipment Replacement $91,439 +$500 =$91,939 -$67,600 =$24,339
Crime Prevention/Code Enforcement Fund $436,883 +$658,200 =$1,095,083 -$887,048 =$208,035
Total Special Revenue Funds $2,462,654 +$7,471,535 =$9,934,189 -$8,294,257 =$1,639,932
Capital Funds
Capital Improvement Program $26,117 +$10,996,500 =$11,022,617 -$9,770,000 =$1,252,617
RWR Bond Projects Fund $0 +$2,155,000 =$2,155,000 -$2,155,000 =$0
Total Capital Funds $26,117 +$13,151,500 =$13,177,617 -$11,925,000 =$1,252,617
2J Next Chapter Bond Fund
2J Next Chapter Bond Fund $24,362,713 +$12,000,660 =$36,363,373 -$22,765,139
2J Next Chapter Debt Service $0 +$0 =$0 -$5,042,000
Total 2J Next Chapter Bond Fund $24,362,713 +$12,000,660 =$36,363,373 -$27,807,139 =$8,556,234
Total Operating Funds $18,296,873 +$51,024,668 =$69,321,541 -$56,393,375 =$12,928,166
Total Special Revenue Funds $2,462,654 +$7,471,535 =$9,934,189 -$8,294,257 =$1,639,932
Total Capital Funds $26,117 +$13,151,500 =$13,177,617 -$11,925,000 =$1,252,617
Total 2J Next Chapter Bond Fund $24,362,713 +$12,000,660 =$36,363,373 -$27,807,139 =$8,556,234
(Less Transfers)+($3,000,000) =($3,000,000) -($3,000,000) =
GRAND TOTAL ALL FUNDS $45,148,357 +$80,648,363 =$125,796,720 -$101,419,771 =$24,376,949
GRAND TOTAL LESS BOND AND
DEBT $20,785,644 +$68,647,703 =$89,433,347 -$73,612,632 =$15,820,715
Budget Summary by Fund
49 2026 Proposed Budget
2024 2025 2025 2026
Actual Adjusted Estimated Proposed
SALES TAXES
Sales Tax $25,988,229 $26,279,982 $26,897,814 $28,014,751
Sales Tax Audit Revenue $311,908 $148,750 $1,150,000 $400,000
ESTIP Grammy's Goodies $0 $3,435 $0 $3,500
TIF - WR Corners $117,722 $125,000 $115,078 $120,000
TIF - Swiss Flowers $27,625 $25,000 $32,226 $30,000
TIF - WestEnd 38 $16,401 $12,000 $12,000 $21,000
TIF - Hacienda $44,541 $43,000 $9,466 $0
TIF - Applewood North Stores $380,916 $380,000 $386,314 $90,000
TOTAL SALES TAXES $26,887,342 $27,017,167 $28,602,898 $28,679,251
OTHER TAXES
Real Property Tax $1,512,455 $1,500,000 $1,461,975 $1,500,000
Liquor Occupational Tax $86,282 $65,000 $40,000 $60,000
Auto Ownership Tax $100,864 $99,000 $105,000 $105,000
Xcel Franchise Tax $1,600,727 $1,600,000 $1,580,000 $1,550,000
Telephone Occupation Tax $693,474 $705,000 $725,000 $725,000
Lodgers Tax $1,082,793 $1,150,000 $800,000 $400,000
Admissions Amusement Tax $84,382 $85,000 $86,000 $86,000TOTAL OTHER TAXES $5,160,977 $5,204,000 $4,797,975 $4,426,000
USE TAXES
Use Tax - Retail/Professional $1,101,863 $950,000 $1,000,000 $1,000,000
Use Tax - Building $1,193,967 $2,300,000 $2,515,000 $2,600,000
Use Tax - Auto $2,208,255 $2,200,000 $2,300,000 $2,300,000
TOTAL USE TAXES $4,504,085 $5,450,000 $5,815,000 $5,900,000
LICENSE
Amusement Machine License $3,240 $3,200 $3,000 $3,000
Arborist License $625 $625 $760 $650
Contractors License $145,325 $125,000 $150,000 $130,000
Liquor License Fee $22,155 $18,000 $20,000 $25,000
Short-Term Rental License Fees $52,800 $50,000 $50,000 $50,000
Building Permits $732,172 $670,000 $800,000 $830,000
Street Cut Permits $370,261 $475,000 $415,000 $440,000
Cable TV Permits $290,631 $310,000 $275,000 $250,000
Business License Fees $58,024 $60,000 $65,000 $65,000
Tobacco and Vaping License Fees $13,870 $12,500 $25,000 $20,000
Pawn Shop License Fees $10,000 $10,000 $10,000 $10,000
TOTAL LICENSE $1,699,103 $1,734,325 $1,813,760 $1,823,650
General Fund Revenues
50 2026 Proposed Budget
2024 2025 2025 2026
Actual Adjusted Estimated Proposed
General Fund Revenues
INTERGOVERNMENTAL
Cigarette Tax $62,561 $75,000 $60,000 $55,000
County Road and Bridge $449,690 $450,000 $432,584 $450,000
Arvada Ridge Redevelopment $100,000 $0 $0 $0
Highway Users Tax $1,150,393 $950,000 $1,100,000 $1,100,000
Motor Vehicle Registration $107,104 $108,000 $110,000 $110,000
Police - CATPA Auto Theft Grant $94,761 $65,000 $121,472 $121,472
Police - HIDTA Drug Overtime Grant $28,349 $20,000 $20,000 $24,000
Police - JAG/Byrne Grant $13,987 $0 $11,269 $0Police - Ballistic Vest Grant $0 $7,700 $0 $0
Police - HVIDE $12,545 $9,000 $12,000 $0
Police - POST Grant $4,475 $5,765 $5,765 $5,765
Police - Pedestrian Safety Grant $28,680 $60,190 $71,290 $74,880
Police - Fatality Reduction Grant $13,430 $19,128 $22,278 $23,700
Police - FARO Grant $41,000 $0 $0 $0
Police - Click It or Ticket $2,824 $0 $2,136 $0
Court - Defense Council Grant $5,719 $10,000 $1,347 $0
Homeless Navigator IGA $26,687 $45,000 $154,096 $40,000
Sustainability Program Grants $0 $11,500 $6,000 $24,200Parks and Recreation Misc. Grants $23,046 $7,000 $10,000 $0Opioid Settlement $93,023 $50,442 $77,849 $50,000Congressionally Directed Spending $200,000 $0 $0 $0
TOTAL INTERGOVERNMENTAL $2,458,274 $1,893,725 $2,218,086 $2,079,017
SERVICES
Zoning Applications $32,758 $35,000 $45,000 $42,000
Planning Reimbursement Fees $3,628 $1,500 $1,000 $0
Engineering Fees $32,400 $30,000 $65,978 $35,000
Misc. Zoning Fees $1,705 $15,000 $2,800 $3,000
Plan Review Fees $420,951 $450,000 $300,000 $350,000
Pavilion/Park Rental Revenue $45,502 $48,500 $49,000 $50,000
Athletics Revenue $141,585 $155,510 $150,800 $161,000
Active Adult Center Revenue $248,631 $225,000 $227,762 $229,300
Parks Historic Facilities $32,742 $25,000 $32,750 $34,250
Gen. Prog. Revenue $257,435 $309,825 $337,867 $370,800
Anderson Building Revenue $13,850 $23,000 $14,900 $17,500
Outdoor Swimming Fees $198,104 $189,000 $225,000 $215,000
Recreation Center Fees $2,023,373 $1,904,770 $2,240,050 $2,261,550
Aquatics $140,047 $111,750 $138,300 $159,000
Fitness $257,571 $210,900 $186,350 $229,000
Retail Marijuana Fees $244,532 $250,000 $155,000 $93,000
Police Report Fees $26,996 $20,000 $23,264 $25,100
Pawn Shop Ticket Fees $9,907 $11,000 $9,000 $9,000
Sex Offender Registration $4,213 $4,200 $4,392 $5,000
Police Drug Destruction Fees $40 $20 $0 $0
Police Fees $0 $0 $0 $0
Police Duty Reimbursement $62,421 $78,500 $59,000 $59,000
TOTAL SERVICES $4,198,391 $4,098,475 $4,268,213 $4,348,500
51 2026 Proposed Budget
2024 2025 2025 2026
Actual Adjusted Estimated Proposed
General Fund Revenues
FINES & FORFEITURES
Municipal Court Fines $24,729 $20,000 $28,500 $22,000
Nuisance Violations Fees $32,553 $20,000 $23,750 $20,000
Handicap Parking Fines $675 $0 $900 $0
Traffic $201,980 $210,000 $877,748 $1,458,000
General $8,621 $10,000 $7,000 $5,000
Other $4,940 $5,000 $3,000 $3,000
Parking $490 $600 $850 $750
No Proof of Insurance $10,780 $12,000 $15,000 $13,500TOTAL FINE & FORFEITURES $284,768 $277,600 $956,748 $1,522,250
INTEREST
Interest Earnings $1,770,333 $850,000 $1,800,000 $1,500,000
TOTAL INTEREST $1,770,333 $850,000 $1,800,000 $1,500,000
OTHER
Cable Peg Fees $21,162 22448 $18,606 $17,000
Xcel Solar Garden Credits $44,124 $40,000 $45,000 $45,000
Miscellaneous Income $648,638 $550,000 $620,787 $675,000
City Tree Sale Proceeds $8,220 $8,000 $8,220 $8,000
Sustainability Program $889 $1,500 $1,000 $1,000
TOTAL OTHER $723,033 $621,948 $693,613 $746,000
.
Total General Fund $47,686,306 $47,147,240 $50,966,293 $51,024,668
Transfers In $0 $0 $0 $0
Fund Balance Carryover $21,224,396 $13,148,056 $16,267,360 $18,296,873
Total Funds Available $68,910,702 $60,295,296 $67,233,653 $69,321,541
52 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Legislative
Legislative Services $730,178 $680,789 $680,608 $718,649
Total $730,178 $680,789 $680,608 $718,649
City Manager's Office
City Manager $653,883 $878,576 $880,794 $762,102
Economic Development $1,680,409 $1,190,902 $1,127,995 $952,656
Homeless Navigation $283,297 $340,855 $341,324 $358,712
Sustainability $227,948 $149,601 $142,224 $151,315
Total $2,845,537 $2,559,934 $2,492,337 $2,224,785
City Attorney
City Attorney $322,214 $383,000 $477,767 $385,000
Total $322,214 $383,000 $477,767 $385,000
City Clerk's Office
City Clerk $296,450 $310,145 $275,424 $295,163
Total $296,450 $310,145 $275,424 $295,163
City Treasurer
City Treasurer $33,480 $33,459 $32,959 $33,459
Total $33,480 $33,459 $32,959 $33,459
Central Charges
Central Charges $6,122,904 $6,206,019 $6,183,222 $6,542,611
Total $6,122,904 $6,206,019 $6,183,222 $6,542,611
Municipal Court
Municipal Court $1,129,116 $1,263,325 $1,120,878 $1,268,590
Total $1,129,116 $1,263,325 $1,120,878 $1,268,590
Administrative Services
Administration $517,701 $516,569 $514,247 $538,433
Communications and Engagement $382,204 $318,283 $312,961 $335,805
Finance $1,120,198 $1,096,833 $1,188,767 $1,183,315
Human Resources $702,547 $720,155 $607,328 $760,151
Procurement $214,526 $213,682 $213,513 $226,479
Information Technology $2,748,141 $2,739,606 $2,715,550 $3,606,582
Total $5,685,317 $5,605,128 $5,552,366 $6,650,765
Community Development
Administration $284,498 $291,394 $292,437 $307,521
Planning $1,221,315 $923,525 $930,311 $1,029,440
Building $873,113 $952,950 $885,000 $1,003,500
Engineering $741,582 $779,747 $773,804 $804,125
Total $3,120,508 $2,947,616 $2,881,552 $3,144,586
Police
Administration $2,017,533 $2,420,212 $2,381,712 $2,537,103
Grants $290,165 $276,067 $257,098 $284,395
Community Services Team $348,528 $372,643 $373,643 $409,538
Crime Prevention Team $248,105 $248,778 $248,778 $276,160
Records Team $511,285 $527,331 $527,331 $542,237
Training and Accreditation $447,860 $478,237 $480,237 $574,061
Patrol $7,645,677 $6,850,351 $7,430,546 $8,214,297
Investigations Bureau $2,940,975 $3,618,586 $3,605,686 $3,866,548
Crime & Traffic Team $500,628 $670,599 $667,599 $740,898
Total $14,950,756 $15,462,804 $15,972,630 $17,445,237
General Fund Expenditures
53 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
General Fund Expenditures
Public Works
Facilities Maintenance $1,076,299 $1,360,540 $1,267,365 $1,303,259
Capital Improvements $0 $0 $0 $1,085,017
Streets $5,251,882 $5,324,285 $4,649,521 $1,938,891
Traffic $0 $0 $0 $488,790
Fleet Services $0 $0 $0 $1,969,413
Total $6,328,181 $6,684,825 $5,916,886 $6,785,370
Parks and Recreation
Administration $466,564 $496,787 $494,342 $526,705
Recreation $508,830 $510,934 $539,169 $438,671
Parks Maintenance $1,723,652 $1,817,512 $1,765,614 $2,021,442
Forestry $565,867 $673,956 $623,459 $690,427
Natural Resources $92,799 $124,260 $85,310 $113,590
Anderson Building $99,773 $104,028 $97,828 $76,900
Athletics $232,855 $259,850 $245,205 $296,580
General Programs $487,989 $561,541 $536,498 $554,667
Outdoor Pool $271,263 $309,598 $301,571 $399,296
Active Adult Center $518,584 $541,248 $520,037 $555,272
Historic Buildings $47,348 $50,650 $48,429 $95,459
Rec Center Facility Operations $636,650 $631,072 $629,390 $663,995
Aquatics $1,081,014 $1,156,294 $1,153,025 $1,090,065
Fitness $360,510 $357,869 $310,274 $376,091
Total $7,093,698 $7,595,599 $7,350,151 $7,899,160
Total General Fund $48,658,339 $49,732,643 $48,936,780 $53,393,375
Transfers $3,925,000 $0 $0 $3,000,000
Total With Transfers $52,583,339 $49,732,643 $48,936,780 $56,393,375
54 2026 Proposed Budget
General Government
About General Government
The Wheat Ridge City Council Wheat Ridge Historical Society gifts a mural
painting celebrating Wheat Ridge’s heritage.
The City of Wheat Ridge is a home-rule City operating under
a Council-Manager form of government. In this form of
government, the Council is the governing body of the City
elected by the public, and the Manager is hired by Council
to carry out the policies it establishes.
The Council consists of eight members, two from each
Council District, and an at-large Mayor. The Council provides
legislative direction while the Manager is responsible for
preparing the budget, directing day-to-day operations, and
personnel management. The Mayor and Council, as a
collegial body, are responsible for setting policy and
approving the budget. The Manager serves as the Council’s
chief advisor and serves at the pleasure of the Council.
General Government includes Legislative Services (Mayor
and City Council), City Attorney services, and Central
Charges. Central Charges encompasses overall City
expenses, including medical, dental, life, and disability
insurance for General Fund employees, Property/Casualty
and Workers Compensation premiums, and expenditures of
Citywide general operations, including utilities and
janitorial.
2026
Budget Priorities
Set policy and develop initiatives
to further the City’s 2035
Vision…
“Wheat Ridge is an attractive
and inviting city and community
for families. Wheat Ridge has
great neighborhoods, is a hub of
commerce with a choice of
economically viable commercial
areas and has diverse
transportation. Wheat Ridge is
committed to environmental
stewardship, and its residents
enjoy an active, healthy lifestyle
and are proud of their
hometown.”
55 2026 Proposed Budget
General Government
Legislative Services
01-102
Core Business
The Legislative Services division of the City is comprised of the Mayor, who is elected at-
large and eight Council Members, two elected per district. Council’s duties include:
•Serving as the legislative and policy-making body of the City in a Council-Manager form
of government
•Adopting laws, ordinances, and resolutions
•Appointing the City Manager, City Attorney, and Municipal Court Judge
•Appointing community members to City boards, commissions, and committees
•Conducting regular public Council Meetings, Study Sessions, and Special Meetings
•Signing official documents and agreements on behalf of the City
2025 Strategic Accomplishments
•Drafted new vision, mission, and ideals to guide City priorities
•Adopted Climate Change Emergency Resolution reaffirming sustainability goals and
2024 Sustainability Action Plan
•Enacted legislative rezone of Lutheran Legacy Campus to align with community-driven
Master Plan
•Adopted the 2025 Legislative Agenda and established a Legislative Committee
•Adopted Wheat Ridge Prosperity Plan, a 5–10-year economic development strategy
•Adopted 10-year Stormwater Master Plan to prevent flooding and guide system
improvements
•Adopted the City Plan, a new comprehensive plan that articulates the community’s
vision for the next 15 years, establishes shared values, and identifies future priorities
•Adopted the Parks and Recreation Pathway, a comprehensive 10-year master plan,
designed to enhance and sustain the community's parks, trails, recreational facilities,
and programs
2026 Strategic Priorities
•Onboard newly elected officials
•Provide direction to staff on infrastructure priorities including paving, sidewalks,
stormwater and traffic management
•Provide guidance on implementing the City’s recently adopted plans
56 2026 Proposed Budget
01-102 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Mayor - 1 position Elected Elected Elected Elected
Council Member - 8 positions Elected Elected Elected Elected
Elected Elected Elected Elected
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $152,660 $149,848 $149,848 $149,848
Materials and Supplies $1,024 $1,550 $4,750 $4,050
Other Services and Charges $576,494 $529,391 $526,010 $564,751
Capital Outlay $0 $0 $0 $0
$730,178 $680,789 $680,608 $718,649
Staffing and Financial Summary
Total 2026 Budget by Object
Legislative Services
Personnel Services ,
21%
Materials and
Supplies , 0%
Other Services and
Charges, 79%
57 2026 Proposed Budget
General GovernmentCity Attorney 01-107
Core Business
•Counsel and advise the City Council, City Manager, boards and commissions, anddepartment directors on the legal implications of contemplated policy decisions•Prepare and review City ordinances, contracts, and intergovernmental agreements•Provide legal advice to all City departments on contracts, ordinances, resolutions,intergovernmental agreements and new legislation•Represent the City in litigation in state and federal courts and before local and stateadministrative agencies•Coordinate litigation defense provided by the City’s insurance carrier•Conduct legal training and other educational programs related to compliance with theCharter, Code of Laws, state statutes and court decisions•Supervise prosecution of City Code violations in Municipal Court•Prosecute enforcement of sales tax and Liquor Authority cases•Assist City Council in achieving its policy goals
2025 Strategic Accomplishments
•Addressed changes to Code of Laws required by recent legislation and court decisions•Participated in an interdepartmental team for ongoing hotel licensing and enforcementprograms•Managed litigation against the City by coordinating and directing the work of defenseattorneys assigned by the City’s insurance carrier•Worked closely with Council and Community Development to develop new and revisedregulations governing land development in the City•Advised the City Clerk in referendum petition matters
2026 Strategic Priorities
•Supervise litigation and personal injury claims against the City to assist with insurancedefense and coverage•Assist the City in implementing strategies to address homelessness•Assist City Clerk and Police Department in complying with CORA law•Advise City Council and staff as the Clear Creek Crossing and Lutheran campusredevelopment projects require City action•Conduct training for Board of Adjustment and Planning Commission members
58 2026 Proposed Budget
01-107 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Legal Services - Contracted 0 0 0 0
0 0 0 0
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $0 $0 $0 $0
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $322,214 $383,000 $477,767 $385,000
Capital Outlay $0 $0 $0 $0
$322,214 $383,000 $477,767 $385,000
Staffing and Financial Summary
Total 2026 Budget by Object
City Attorney
Other
Services and
Charges
100%
59 2026 Proposed Budget
01-610 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
No Staff Authorized 0 0 0 0
0 0 0 0
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $2,975,285 $3,126,835 $3,118,634 $3,398,132
Materials and Supplies $35,656 $40,500 $40,500 $40,500
Other Services and Charges $2,872,164 $2,958,516 $2,943,920 $3,023,812
Capital Outlay $159,633 $0 $0 $0
Debt Service $80,167 $80,168 $80,168 $80,167
$6,122,904 $6,206,019 $6,183,222 $6,542,611
Staffing and Financial Summary
Total 2026 Budget by Object
Central Charges
Personnel
Services
52%
Materials
and Supplies
1%
Other Services and Charges
46%
Debt Service
1%
60 2026 Proposed Budget
City Treasurer’s Office
About the Office of the City Treasurer
01-101
Chris Miller, City Treasurer
The Treasurer shall be elected by a majority vote of
the electors of the City of Wheat Ridge at each
general municipal election and shall have the same
qualifications as members of the City Council.
It shall be the Treasurer’s responsibility to establish a
system of accounting and auditing for the City which
shall reflect, in accordance with generally accepted
accounting principles, the financial condition and
operation of the City.
The Treasurer shall be a custodian of all public monies
belonging to or under the control of the City or any
office, department, or agency of the City and shall
deposit or invest all monies as directed by the
Council.
2026
Budget Priorities
•Pursue savings/revenue-
enhancing opportunities
•Pursue policies to move
toward financial
sustainability
•Manage investments to
maintain cash flow as
needed
•Maintain investment
policy to reflect state law
and best practices
61 2026 Proposed Budget
City Treasurer
01-101
Core Business
•Manage the City’s cash flow
•Manage the City’s banking agreements and services to conform with bestpractices
•Manage City investments to maintain a stable, revenue-enhancing portfolio
•Perform all other duties as may be required by ordinance
•Work with City Council on tax code changes and enhancements
2025 Strategic Accomplishments
•Managed and monitored the City’s investment portfolio yielding high returns
•Partnered with Renewal Wheat Ridge to help invest bond proceeds strategicallywhile awaiting expenditures detailed in the project schedule
•Explored options to attain higher yield investments for the City’s general andcapital fund balances
•Held hearings with Wheat Ridge taxpayers to ensure the fair and equitable oftreatment of local businesses
2026 Strategic Priorities
•Analyze cash flow to realize maximum investment potential, particularly withcapital projects and bond issuance spending
•Improve fiscal transparency and financial reporting to Wheat Ridge residents
•Review and update the City’s investment policy
62 2026 Proposed Budget
01-101 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
City Treasurer Elected Elected Elected Elected
0 0 0 0
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $33,406 $32,959 $32,959 $32,959
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $74 $500 $0 $500
Capital Outlay $0 $0 $0 $0
$33,480 $33,459 $32,959 $33,459
Staffing and Financial Summary
Total 2026 Budget by Object
City Treasurer
Personnel Services
99%
Other Services and
Charges
1%
63 2026 Proposed Budget
GROW WITH WHEAT RIDGE
64 2026 Proposed Budget
City Clerk’s Office
About the City Clerk’s Office
01-108
Create efficiency and
It is the City Clerk’s duty to administer all municipal
elections, chair the election commission, clerk the
City Council meetings, clerk the Police Pension Board
meetings, fulfill all public records requests, and
provide and manage all petition forms for any
purpose under the provisions of the City’s Charter.
The City Clerk’s Office is responsible for the Citywide
Records Management Program and certifies records
of all City business, including resolutions, ordinances,
meeting minutes, official deeds, leases, contracts,
and agreements.
The City Clerk’s Office handles the posting and
publication of all public notices, the administration
and maintenance of liquor licenses, amusement
licenses, and amplified sound permits.
2026
Budget Priorities
•Continue to develop and
train all employees on
records management
•Enhance efficiency and
streamline procedures in
the Clerk’s Office by
developing and updating
policies
•Implement legislative
changes to liquor and
election laws, along with
associated rules and
regulations
Margy Greer, Sr. Deputy City Clerk, administering the oath of office to Onorina Malony, Deputy City
Clerk, on August 11, 2025
65 2026 Proposed Budget
City Clerk’s Office
01-108
Core Business
•Clerk to City Council, Police Pension Board, and Liquor Authority•Responsible for the Citywide Records Management Program•Bi-annual codification and management of Municipal Code supplements•Licensing of Liquor establishments, amusement devices, and permitting of amplified
sound permits•Election official for the City and responsible for all municipal elections, including chairing
the Wheat Ridge Election Commission•Oversee the publication of all notices, proceedings, and matters of public record•Fulfill Public Records Requests (CORA compliance)
2025 Strategic Accomplishments
•Implemented City-wide records policy and management program•Onboarded new Deputy City Clerk•Streamlined liquor authority process•Fulfilled approximately 150 public information requests•Implemented digital liquor licensing process in OpenGov to improve the customer
experience•Coordinated with Jefferson County to conduct a regular municipal election•Assisted local residents with a petition referendum process•Served as a board member of the Colorado Municipal Clerks Association
2026 Strategic Priorities
•Strengthen City-wide Records Management Program•Crosstrain new staff on liquor licensing, elections and public records management•Continue to transfer paper records to digital formats•Leverage artificial intelligence tools (AI) tools for maximum efficiency where appropriate
•Revamp shredding program to create cost savings•Continue to update and streamline all processes and procedures
66 2026 Proposed Budget
01-108 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
City Clerk Elected Elected Elected Elected
Senior Deputy Clerk 0 1 1 1
Deputy City Clerk 1 1 1 1
1 2 2 2
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $242,623 $250,895 $221,618 $259,660
Materials and Supplies $651 $1,000 $500 $1,000
Other Services and Charges $53,177 $58,250 $53,306 $34,503
$296,450 $310,145 $275,424 $295,163
Staffing and Financial Summary
Total 2026 Budget by Object
City Clerk's Office
Personnel
Services
88.0%
Materials
and
Supplies
0.3%
Other Services
and Charges
11.7%
67 2026 Proposed Budget
GROW WITH WHEAT RIDGE
68 2026 Proposed Budget
City Manager’s Office
About the City Manager’s Office
01-106
City Manager Patrick Goff
The City of Wheat Ridge functions within a Council-Manager
form of government, which combines the strong political
leadership of elected officials with the strong managerial
experience of an appointed manager. The Council-Manager
form of government was created to fight corruption and
unethical behavior by fostering professionalism,
transparency, responsiveness, and accountability. It
promotes resident representation and supports the political
direction of an elected City Council through the
administrative guidance of an appointed City Manager. The
City Manager supervises the delivery of public services and
implements public policy approved by the Council.
The City Manager’s Office facilitates economic development
activities to promote and market Wheat Ridge, retain and
attract retail activity, rehabilitate underutilized commercial
corridors, and increase primary job opportunities. In
addition, this office manages the Sustainability
programming and the Homeless Navigation Program in
coordination with the Jeffco Regional Homeless Navigator
effort.
2026
Budget Priorities
Engage development and
redevelopment
opportunities throughout
the City of Wheat Ridge
Develop and implement
strategies to address issues
related to homelessness
Enhance citywide
sustainability programming
Continue to support work
related to diversity, equity,
inclusion, and accessibility
Prioritize work related to
Council’s strategic priorities
Implement the Wheat
Ridge Prosperity Plan
Implement the Wheat
Ridge City Plan
IDEA Committee members tabling at the City
Holiday event
69 2026 Proposed Budget
City Manager
Economic
Development
Manager
Assistant City
Manager
Sustainability
Coordinator
Homeless
Navigator
Management
Analyst
Housing
NavigatorCourts
CITY MANAGER’S OFFICE
70 2026 Proposed Budget
City Manager’s Office01-106
Core Business
•Provide overall administration for the City in accordance with City Council goals andpolicies
•Manage and supervise departments, agencies, and offices to achieve goals with availableresources
•Provide oversight in preparation and execution of the budget
•Manage and direct economic development programs within the City of Wheat Ridge
•Provide sound communication with City Council, employees, and members of the public
•Ensure organizational expectations are incorporated into daily work processes
•Manage Sustainable Wheat Ridge programming and Homeless Navigation efforts
2025 Strategic Accomplishments
•Continued to facilitate economic development opportunities at Clear Creek Crossing,Applewood Shopping Center, 38th Avenue and the Gold’s Marketplace
•Increased support for individuals experiencing homelessness through City’s HomelessNavigation Program and community partnerships
•Began implementation of the Sustainability Action Plan
•City Council adoption of the Wheat Ridge Prosperity Plan, Stormwater Master Plan, ParksPathway and Wheat Ridge City Plan
•Continued efforts related to Inclusion, Diversity, Equity and Accessiblity (IDEA)
•Continued implementation of the projects with the Renewal Wheat Ridge Bond
•Began implementation of the 2J Next Chapter bond funds for bike lanes, sidewalkconnectivity and drainage improvements
•Completed and opened The Green at 38th
2026 Strategic Priorities
•Continue support for individuals experiencing homelessness through City’s HomelessNavigation program and community partnerships
•Continue to support Council’s work related to inclusion, diversity, equity, and accessibility
•Continue implementation of the Sustainability Action Plan
•Implement the Wheat Ridge Prosperity Plan, Stormwater Master Plan, Parks Pathwayand Wheat Ridge City Plan
•Continue to implement affordable housing strategy recommendations
•Continue implementing hotel licensing program which reduced calls for service to the I-70/Kipling area of the City
•Continue Wheat Ridge 101 and 102 resident academies in collaboration with Localworks
•Finalize design and begin construction of Youngfield corridor improvements
71 2026 Proposed Budget
01-106 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
City Manager 1111
Assistant City Manager 1111
Management Analyst 1100
Sr. Management Analyst 0011
3333
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $542,941 $555,214 $559,457 $586,751
Materials and Supplies $101 $100 $50 $100
Other Services and Charges $110,841 $323,262 $321,287 $175,251
Capital Outlay $0 $0 $0 $0
$653,883 $878,576 $880,794 $762,102
Staffing and Financial Summary
Total 2026 Budget by Object
City Manager's Office
Personnel
Services
76.99%
Materials and
Supplies
0.01%
Other Services
and Charges
23.00%
72 2026 Proposed Budget
Economic Development01-105
Core Business
•Retain, expand, and attract businesses
•Assist in site location, development, building requirements, and real estate
transactions
•Market Wheat Ridge and its economic development programs
•Monitor and market programs and processes relating to TIF, ESTIP, and BDZ
•Manage and serve as Executive Director of the Wheat Ridge Urban Renewal
Authority dba Renewal Wheat Ridge (RWR)
2025 Strategic Accomplishments
•Advanced the priorities of Renewal Wheaet Ridge through TIF’s and Grants
•Completed and approved the Wheat Ridge Prosperity Plan, an Economic
Development Strategy
•Advanced City’s Economic and Urban Renewal programs
•Assured bond proceeds and required debt servicing was met
•Coordinated with JeffCo EDC, West Metro Chamber, Wheat Ridge Business
Association, Wheat Ridge Chamber, and West Metro Chamber of Commerce to
strengthen the business environment
•Provided grants to local business for public improvements
2026 Strategic Priorities
•Assure RWR bond requirements and distributions are met
•Work with RWR to coordinate TIF agreements and obligations
•Enact elements of the Wheat Ridge Prosperity Plan
•Enact elements of succession plan for division of Economic Development
•Assist with the development of key sites within the community
•Work with JeffCo EDC, Metro Denver EDC, West Metro Chamber, Wheat Ridge
Business Association, Wheat Ridge Chamber, and West Metro Chamber of Commerce
to strengthen the business environment
•Market available properties from the Wadsworth expansion
•Incorporate two new Urban Renewal plan areas
•Work with smaller businesses to start and grow business
73 2026 Proposed Budget
01-105 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
1 1 1 1
1 1 1 1
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $151,195 $153,867 $155,378 $159,356
Materials and Supplies $12,010 $14,650 $13,550 $13,200
Other Services and Charges $1,517,204 $1,022,385 $959,067 $780,100
Capital Outlay $0 $0 $0 $0
$1,680,409 $1,190,902 $1,127,995 $952,656
Staffing and Financial Summary
Total 2026 Budget by Object
Economic Development
Economic Development Manager
Personnel
Services
16.7%
Materials
and
Supplies
1.4%
Other
Services and
Charges
81.9%
74 2026 Proposed Budget
Homeless Navigation Program01-114
Core Business
•Provide direct support and help identify solutions to the many complex challenges faced
by those seeking a pathway out of homelessness
•Contact individuals living unsheltered, offer resources and basic need items to build
rapport and trust
•Complete intakes for the Homeless Management Information System (HMIS), assess
clients’ needs, and make referrals for healthcare, mental health, substance misuse, legal
issues, public benefits, and other services
•Work closely with local businesses, constituents, metro-area non-profit providers and
government agencies
•Assist clients obtain vital documents and apply to other services and resources
•Identify a pathway toward housing for clients and assist with housing searches,
applications, and deposits
2025 Strategic Accomplishments
•Achieved over 25 permanent or transitional housing placements
•Strengthened existing relationships and formed new partnerships with various local
agencies to enhance services and resources being provided to clients
•Conducted weekly outreach to people experiencing homeless in the community;
expanded outreach to cover more area and increase the quality and diversity of supplies
•Organized a community-wide donation drive and with those donated goods assembled
over 200 outreach bags filled with summer supplies
•Awarded grant funding from Colorado Gives Foundation and RTD to supplement and
expand portions of the Program
2026 Strategic Priorities
•Continue to provide weekly outreach in the community
•Explore new or different methods of reaching people in need
•Continue implementing aspects of the Community Court model in Edgewater
•Continue to seek out and apply for grant funding
•Increase community partnerships across the Denver Metro area to enhance services and
resources
75 2026 Proposed Budget
01-114 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Housing Navigator (time limited)0 1 1 1
Homeless Navigator 1 1 1 1
1 2 2 2
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $152,910 $161,955 $162,579 $168,262
Materials and Supplies $125,990 $177,700 $153,050 $110,100
Other Services and Charges $4,397 $1,200 $25,695 $80,350
Capital Outlay $0 $0 $0 $0
$283,297 $340,855 $341,324 $358,712
Staffing and Financial Summary
Total 2026 Budget by Object
Homeless Navigation Program
Personnel
Services
46.9%
Materials and Supplies
30.7%
Other
Services and
Charges
22.4%
76 2026 Proposed Budget
Sustainability
01-119
Core Business
•Create and implement programming to support and encourage sustainable practices
within municipal buildings, residences, neighborhoods, and businesses
•Provide recommendations to enhance the environmental sustainability of Wheat
Ridge in the eight focus areas of Communications & Engagement, Green Building &
Energy Efficiency, Renewable Energy, Solid Waste & Recycling, Transportation,
Water, Businesses & Jobs, and Arts & Culture
•Create and distribute newsletters as well as other educational material and events to
support community engagement and sustainability efforts
•Plan and host events to promote sustainable behaviors, and to engage with and
educate the public about sustainability in Wheat Ridge
•Facilitate the Sustainable Wheat Ridge and Municipal Sustainability committees to
provide community and staff education, advise on environmental sustainability
policies, and support greener operations at the City and in the Wheat Ridge
community
2025 Strategic Accomplishments
•Continued to support improvements to the City’s waste management practices
through the Residential Waste Engagement Project, recycling events, and beginning
to provide recycling and compost stations at employee and community events
•Supported the Sustainable Neighborhoods Program to host educational workshops
•Created a public-facing dashboard to track key metrics and implementation of the
Sustainability Action Plan
•Expanded participation in the Green Business Program
•City Council adopted Resolution No. 04-2025, a resolution acknowledging the climate
emergency, on January 13, 2025
2026 Strategic Priorities
•Create an annual sustainability report to highlight accomplishments and progress
•Continue to expand zero waste efforts at employee and community events
•Facilitate sustainability committees to implement policies and projects
•Continue to support the Sustainable Neighborhoods Program
•Continue to expand participation in the Green Business and other sustainability
programs
•Support the Building Policy Collaborative through DRCOG
77 2026 Proposed Budget
01-119 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
1 1 1 1
1 1 1 1
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $83,311 $85,501 $85,574 $88,415
Materials and Supplies $37,983 $58,050 $51,350 $56,850
Other Services and Charges $106,654 $6,050 $5,300 $6,050
Capital Outlay $0 $0 $0 $0
$227,948 $149,601 $142,224 $151,315
Staffing and Financial Summary
Total 2026 Budget by Object
Sustainability
Sustainability Coordinator
Personnel
Services
58%
Materials
and
Supplies
38%
Other
Services and
Charges
4%
78 2026 Proposed Budget
Municipal Judge (Appointed)
Court Administrator
Deputy Court Administrator Court Marshal(3)Probation Officer
Judicial Assistant II
(4)Judicial Assistant I (2)
Assistant City Manager
Municipal Court
About Municipal Court
01-109
Jonathan Lucero, Municipal Judge Wheat Ridge Municipal Courtroom
The Municipal Court is a limited jurisdiction court handling
City Charter and ordinance violations, including traffic,
theft, assault, property damage, and more. Most criminal
cases carry fines up to $2,650 and up to 364 days in jail.
The Court Clerk’s Office is open full-time, with court
sessions two to three days a week, plus jury trials. The
Court acts as a check and balance on the legislative and
executive branches of government. The Court aims to
rehabilitate defendants, protect the public, deter crime,
and provide restitution to victims.
2026
Budget Priorities
•Monitor and assess
expanded objectives for
Community Court
•Track success of collection
agency implementation
•Implement CMS system,
monitor/assist in creation
and conversion
79 2026 Proposed Budget
Municipal Court
01-109
Core Business
•Create, maintain, and adjudicate criminal, traffic, juvenile, nuisance, abatement, animal
control, parks, sales tax, administrative hearings, and business license case filings
•Conduct Court sessions for various hearings, arraignments, pre-trials, trials by judge, trials
by jury, probation compliance, restitution, contempt citations, and sentencing
•Collect and process escrow funds for restitution, jury demands, and bonds
•Collect and account for fines, fees, and costs revenues
•Process unbonded defendants by video, establish bonds, transport prisoners, monitor
number of prisoners and length of sentence
•Immediately appoint attorneys for in-custody defendants facing potential incarceration
•Issue bench warrant and default judgments
•Monitor sentencing compliance: establish payment plans and other alternative forms of
sentence compliance
•Seal or expunge criminal records pursuant to legislative mandates
2025 Strategic Accomplishments
•Adjusted Community Court outreach to help meet people where they are who are in need
and are experiencing homelessness. Continued to connect defendants to Homeless and
Housing Navigators and additional resources
•Utilized grants to implement new Court Management Software
•Procured a collection agency to improve fine and fee recovery
•Established a process for handling Photo Radar appeal hearings
2026 Strategic Priorities
•Evaluate effectiveness of collection agency implementation and identify areas for
improvement
•Review and update the fine and fee schedule to ensure fairness and alignment with best
practices
•Continue assessing the effectiveness and future direction of the Community Court
program
•Advance the implementation and optimization of the new Court Management Software
•Continue to comply with statutory requirement to expand access to Court website and
enhance online transparency and accessibility by expanding Court website content,
updating technology, and providing public access to dockets, forms, and relevant
court/police/city resources
80 2026 Proposed Budget
01-109 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Municipal Judge Contracted Contracted Contracted Contracted
Court Administrator 1 1 1 1
Deputy Court Administrator 1 1 1 1
Judicial Assistant II 4 4 4 4
Judicial Assistant I 2 2 2 2
Probation Officer 1 1 1 1
Court Marshal 3 3 3 3
12 12 12 12
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $1,024,935 $1,051,950 $964,228 $1,064,575
Materials and Supplies $13,705 $20,200 $12,500 $12,500
Other Services and Charges $89,148 $189,675 $144,150 $191,515
Capital Outlay $1,327 $1,500 $0 $0
$1,129,116 $1,263,325 $1,120,878 $1,268,590
Staffing and Financial Summary
Total 2026 Budget by Object
Municipal Court
Personnel
Services , 83.9%Materials and
Supplies , 1.0%
Other Services
and Charges,
15.1%
Capital Outlay,
0.0%
81 2026 Proposed Budget
Wheat Ridge
Ideals Objective Direction 2022
Actual
2023
Actual
2024
Actual
2025
Estimated 2026 Target
5 Efficiently schedule required
court appearances.N/A 2,732 2,667 2,100 2,397 2500
5 Adjudicate Municipal Ordinance
violations in court.649 701 775 1152 1250
5 Adjudicate Municipal Ordinance
violations prior to court.535 665 1000 1450 1250
5 Efficiently schedule required
court appearances.N/A 605 586 350 423 400
5 Provide access to justice.566 492 300 417 350
5 Provide access to justice via
multiple methods.633 439 275 300 275
5 Case Closure Rate Not
Tracked
Not
Tracked
Not
Tracked 95.20%100%
5 Probation N/A 9 14 20 40 48
4. Defendants have a legal right to enter a not guilty plea, proceed to a pre-trial conference or trial, and request continuance.
Direction Key:
Alternative methods of resolving
cases (2).
Total new cases supervised
Case closure rate should average
around the 100% range
3. The Court does not have control over volume of cases scheduled for initial court appearance. Thereafter court dates scheduled by Court Staff.
Measurement
1. The failure to appear rate is approximately 20%. This high failure to appear rate is due in part to defendants who are experiencing homelessness.
2. Alternative methods of resolving cases includes defendants resolving their cases by appearing via Lifesize audio-video conferencing; accepting a
disposition via a plea by mail, and defendants in custody at Jefferson County Detention Facility appearing before the Court via Lifesize audio-video
conferencing.
Scheduled court appearances (3).
Reached disposition/resolved.
Paid prior to court.
Cases continued beyond
arraignment (4).
Failures to appear (1).
Municipal Court
Performance Measures Met or Exceeded Target
<10% Worse than Target
>10% Worse than Target
82 2026 Proposed Budget
Administrative Services
About Administrative Services
The Administrative Services Department oversees and
directs the operations of Finance, Human Resources,
Purchasing, Information Technology, Risk Management,
Budget, Communications and Engagement,
Administration, and the Safety/Wellness Programs.
2026
Budget Priorities
•Complete the “Systems
Transformation Project”
with the successful
implementation of Budget
and Court Management
systems
•Implement cyber security
best practices, prioritizing
end point monitoring, and
employee training
•Support diversity, equity,
and inclusion initiatives in
the organization and
community
•Focus on long term
financial planning and
revenue recoveryThe Systems Transformation Readiness Committee
Members of the Administrative Services Leadership Team
visiting the City’s newest public art installation,
Dancing Pony at Prospect Park.
The City’s employee Be Safe Committee at the
annual Safety Soiree
83 2026 Proposed Budget
2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Finance 9.5 9.5 9.5 9.5
Communications and Engagement2222
Administrative Services 5544
Human Resources 5555
Procurement 2222
Information Technology 8899
31.5 31.5 31.5 31.5
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $3,156,755 $3,310,479 $3,223,206 $3,515,746
Materials and Supplies $16,004 $18,800 $16,950 $19,400
Other Services and Charges $2,096,006 $2,008,870 $2,068,610 $2,509,698
Capital Outlay $416,552 $266,979 $243,600 $605,921
$5,685,317 $5,605,128 $5,552,366 $6,650,765
Staffing and Financial Summary
Total 2026 Budget by Object
Administrative Services
Personnel
Services
52.9%
Materials and
Supplies
0.3%
Other
Services and
Charges
37.7%
Capital Outlay
9.1%
84 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Finance $517,701 $516,569 $514,247 $538,433
Communications and Engagement $382,204 $318,283 $312,961 $335,805
Administration $1,120,198 $1,096,833 $1,188,767 $1,183,315
Human Resources $702,547 $720,155 $607,328 $760,151
Procurement $214,526 $213,682 $213,513 $226,479
Information Technology $2,748,141 $2,739,606 $2,715,550 $3,606,582
$5,685,317 $5,605,128 $5,552,366 $6,650,765
Total Budget by Program
Total 2026 Budget by Program
Administrative Services
Finance
8%
Communications
and Engagement
5%Administration
18%
Human Resources
12%
Information
Technology
54%
Procurement
3%
85 2026 Proposed Budget
Deputy City Manager
Finance Manager Communications and Engagement
Manager
IT ManagerProcurement
ManagerExecutive AssistantManager of People
and Culture
Senior HR Business Partner (2)
HR Business Partner
HR Tech
Admin Assistant Procurement Coordinator
Accountant
Revenue Supervisor
Payroll Supervisor
Payroll Specialist (0.5)
Accounting Supervisor
Accounting Tech
Revenue
Auditor
Licensing Tech
Communications Specialist
Sr. Systems Admin (2)
Network Administrator
GIS Architect
Technical Support Specialist
Service Desk Technician
Risk Management
Coordinator
IT Project Manager
Compliance Officer
GIS Technician
Administrative Services
86 2026 Proposed Budget
Wheat Ridge
Ideals Objective Direction 2022
Actual
2023
Actual
2024
Actual
2025
Estimated
2026
Target
6 Provide a consistent level of
service to the community.92.8% 97% 98% 100% 98%
6 Protect the City's critical cyber
assets.96% 95.0% 95.0% 96% 98%
5 Responsibly manage the City's
finances.Yes Yes Yes Yes Yes Yes
5 Reduce staff time dedicated to
paying bills by going electronic.94% 77% 77% 81% 82%
5 Reduce the paper that the City
consumes.38% 78% 76% 86% 90%
5 Responsibly manage taxpayer
funds.30 25 37 36 60
5 Responsibly manage the City's
finances.100% 100% 100% 100%100%
5 Responsibly manage the City's
finances.75 84 109 154 110
8 Maintain a high level of
workplace safety.61010 11 10
8 Maintain a high level of
workplace safety.Yes Yes Yes 110 100
8 Provide a consistent level of
service to the community.80 days 60 days 80 days 68 days 70 days
8 Retain employees.16% 12% 13% 6%10%
1, 2, 3, & 4 Communicate and engage with
the Wheat Ridge community.40% 68% 50% 10%7%
Direction Key:
2. Safety Committee Initiatives: Conducted evacuation drills at all city facilities within the past year; hosted the Safety Soiree; and offered 10 additional
monthly trainings covering topics such as cyber safety, heat safety, workplace violence, slips, trips, and falls, as well as ADA compliance.
3. LinkedIn followers grew by 68% in 2023, and Instagram followers doubled in 2024 with the launch of the account and a focused effort to build the
audience. After this period of rapid growth, 2025 and 2026 have stabilized and now align with long-term expectations.
>10% Worse than Target
<10% Worse than Target
Security/cyber test pass rate annual
percentage (2).
# of employees trained on
purchasing processes.
Unqualified audit opinion.
Taxpayer audits.
Percentage of successful P-card
audits.
1. KnowBe4 reports an industry average of 73.7 for the same period. City of Wheat Ridge employees are tested at the highest difficulty setting.
Performance Measures
Growth in social media audience (4).
Administrative Services
Employee Safety Committee
initiatives (of 10 possible programs)
(3).
Score of 100 or higher on
property/casualty audit.
Time to fill positions (days).
Turnover rate.
Measurement
Network uptime annual percentage
(1).
Vendor payments - electronic vs
check.
Taxpayer receipts - electronic vs
check.
Met or Exceeded Target
87 2026 Proposed Budget
Administrative Services
01-111
Core Business
•Perform complex administrative and supervisory work in managing, planning,
coordinating, and directing operations of the department including office support and
support of the divisions of Finance, Human Resources, Procurement, Information
Technology and Communications
•Perform all duties related to budget preparation and administration
•Organize and direct the City’s risk management program
•Coordinate City Council meeting agendas and packets
•Provide internal support for general City operations to include mail, supplies, and phones
2025 Strategic Accomplishments
•Provided strategic leadership to execute the Systems Transformation Project
•Successfully supported teams in implementing revenue, permits and licensing, human
resources and finance systems
•Created the City’s first business continuity plan
•Led city-wide safety training and practiced evacuations
•Supported Council’s strategic priorities including the special licensing programs related to
massage, tobacco retailing, short-term rentals and hotels
•Implemented accessible Council packets
•Received GFOA Distinguished Budget Award for the 2025 Annual Budget
2026 Strategic Priorities
•Continue to implement the Systems Transformation Project, focusing on finance, budget
and court management systems
•Work to ensure financial sustainability by ensuring a sustainable relationship between
ongoing revenues and expenditures
•Educate and inform the community on progress with regards to infrastructure
improvements funded by the 2J bond
•Continue to work to ensure the City’s digital assets are fully accessible and compliant
with law
•Continue to focus on accident prevention and revenue recovery through restitution
•Support enhanced cyber security initiatives
88 2026 Proposed Budget
01-111 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
1 1 1 1
1 1 1 1
1 1 1 1
1100
1111
5544
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $473,553 $482,754 $481,727 $497,931
Materials and Supplies $506 $1,700 $1,700 $2,200
Other Services and Charges $43,642 $32,115 $30,820 $38,302
$517,701 $516,569 $514,247 $538,433
Staffing and Financial Summary
Total 2026 Budget by Object
Administrative Services
Deputy City Manager
Executive Assistant
Risk Management Coordinator
Admin Assistant - Mayor & Council
Admin Assistant
Personnel
Services
92.5%
Materials and
Supplies
0.4%Other Services
and Charges
7.1%
89 2026 Proposed Budget
Administrative Services Finance 01-103
Core Business
•Process all revenue from all sources•Manage accounts payable and vendor relationships•Process bi-weekly payroll and maintain open channels of communication withHuman Resources and key departmental personnel•Advise on, administer, enforce and maintain all business licensing and speciallicensing programs•Assist and educate citizens and taxpayers through a variety of media on tax formcompletion, information resources and compliance methods and remedies•Maintain the general ledger, payroll, fixed asset, cash receipting and tax revenuesystems in a variety of systems including ADG, GovOS, Paycom and OpenGov•Prepare annual audit work papers and liaise with external auditors to producethe annual Financial Statements•Implement, monitor and enforce internal controls•Prepare accurate and timely monthly financial statements and reports•Verify and remedy tax compliance through tax revenue audits•Enforce requirements of the law regarding delinquent taxes and licenses•Manage, reconcile and safeguard cash•Provide ACTION-based customer service to all City personnel and the community
2025 Strategic Accomplishments
•Received an unqualified audit opinion from Haynie & Co for 2024•Implemented GovOS to facilitate tax reporting and payments and to streamlinebusiness and specialty license applications and renewals•Transitioned payroll processing from ADG to PayCom•Increased enforcement of tax non-filers and license violations•Transitioned accounting, cashiering and accounts payables functions from ADG toOpenGov
2026 Strategic Priorities
•Ensure success of all 2025 System Transformation implementations•Increase tax and license revenues through continued compliance andenforcement efforts by revenue staff•Obtain an unqualified opinion on the 2025 financial audit•In the wake of implementing OpenGov Permitting, Procurement and Financials,collaborate with Public Works for stronger reporting and project accountability•Provide best-in class ACTION-based customer service to internal and externalcustomers
90 2026 Proposed Budget
01-103 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Finance Manager 1111
Staff Accountant 1111
Accounting Technician 1111
Payroll Supervisor 1111
Payroll Specialist 0.5 0.5 0.5 0.5
Revenue Auditor 1111
Revenue Supervisor 1111
Revenue Technician 0011
Licensing Technician 1100
Compliance Officer 1111
Accounting Supervisor 1111
9.5 9.5 9.5 9.5
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $829,567 $880,615 $880,615 $932,046
Materials and Supplies $1,773 $2,150 $1,650 $2,150
Other Services and Charges $288,859 $214,068 $306,502 $249,119
Capital Outlay $0 $0 $0 $0
$1,120,198 $1,096,833 $1,188,767 $1,183,315
Staffing and Financial Summary
Total 2026 Budget by Object
Finance
Personnel
Services , 78.8%
Materials and
Supplies , 0.2%
Other Services
and Charges,
21.1%
91 2026 Proposed Budget
Administrative Services Human Resources
01-112
Core Business
•Provide human resource guidance to the organization
•Oversee talent management, benefits administration, employee relations, jobclassification and total rewards, leave, management, HRIS systems, and organizationalcompliance
•Guide personnel policy and procedure development, administration, andinterpretation
•Deliver performance management tools, training and development, employeebenefits and employee engagement programs aligned with City values
•Oversee two of three retirement plans, health, wellness, safety, educational andrecognition programs, employee assistance programs, worker’s compensation, andunemployment
•Serve as a strategic partner in organizational development planning, leadership andcultural development, workforce and succession planning, training, performance andchange management
2025 Strategic Accomplishments
•Implemented new HRIS system, Paycom, to host recruiting, hiring, onboarding,
offboarding, time and attendance, leave management, performance management,
communications, and learning management
•Hired 35 standard full-time and 95 variable-hour employees
•Updated personnel policies and guidelines, ensuring best practices and supporting
IDEA principles
•Transitioned improperly classified contractors to part-time employees to stay
compliant with Department of Labor guidelines
•Audited employee files, digitized physical files, and ensured compliance with federal
and state laws
•Implemented Supervisor training series to provide training and skill development
2026 Strategic Priorities
•Create a more productive and engaged workforce by implementing talent
management, training and engagement tools City-wide
•Review current human resource procedures to align with City values and IDEA best
practices, including completing compensation study and PMP process analysis
•Reinforce Supervisor accountability and efficiency through process standardization
and training
•Support diversity, equity, inclusion, and anti-racism efforts
92 2026 Proposed Budget
01-112 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Manager of People and Culture 0111
Human Resources Manager 1000
Sr Human Resources Business Partner2222
Human Resources Business Partner1111
Human Resources Technician 1111
5555
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $536,471 $546,361 $461,296 $551,252
Materials and Supplies $548 $600 $500 $500
Other Services and Charges $165,529 $173,194 $145,532 $208,399
Capital Outlay $0 $0 $0 $0
$702,547 $720,155 $607,328 $760,151
Staffing and Financial Summary
Total 2026 Budget by Object
Human Resources
Personnel
Services
72.5%
Materials
and Supplies
0.1%
Other Services
and Charges
27.4%
93 2026 Proposed Budget
Administrative Services Communications and Engagement 01-113Core Business
•Promote the city and encourage community engagement though electronic, written, and
verbal communications
•Create content that tells the city’s story and engages residents and stakeholders to get
involved with their local government
•Serve as the liaison between the city and the news media
•Coordinate the release of information to the public and respond to media inquiries
•Manage, monitor, and foster social media engagement for the city
•Create and distribute community outreach newsletters including Mayor’s Matters and
Connections
•Plan, coordinate, and promote city programs, recognition, and events
•Manage Channel 8, media partnerships, contractors, and vendors
•Monitor city branding and provide styling, logo, and image use guidance
•Oversee website content updates, graphics, and train website administrators
•Support and advise the mayor, elected officials, city manager and directors on public
affairs, media interaction, and crisis communications
2025 Strategic Accomplishments
•Worked with council to launch a new mission and vision statement
•Led the team that successfully made all city websites ADA compliant
•Educated the public on the future of Lutheran Legacy Campus through community talks,
posters, and social media campaigns
•Collaborated with the Wheat Ridge Chamber to host an election forum to inform the
public about candidates and issues on the 2025 ballot
•Celebrated the opening of new businesses
•Increased social media following and presence through creative video story telling
•Worked collaboratively with news media to generate positive media coverage for
strategic city initiatives
2026 Strategic Priorities
•Support council priorities by continuing to respond to community needs and providing
information to improve transparency
•Celebrate the completion of major infrastructure projects like Wadsworth Blvd.
•Continue efforts to ensure all digital assets are accessible
94 2026 Proposed Budget
01-113 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Communications and Engagement Manager 1 1 1 1
Communications Specialist 1 1 1 1
2222
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $186,323 $208,313 $205,791 $213,520
Materials and Supplies $0 $700 $700 $700
Other Services and Charges $195,881 $109,270 $106,470 $121,585
Capital Outlay $0 $0 $0 $0
$382,204 $318,283 $312,961 $335,805
Staffing and Financial Summary
Total 2026 Budget by Object
Communications and Engagement
Personnel
Services
63.6%
Materials and
Supplies
0.2%
Other Services
and Charges
36.2%
95 2026 Proposed Budget
Administrative Services
Procurement
01-116
Core Business
•Manage procurement transactions: supplier sourcing, contracts, purchase order content,
purchasing card program, and surplus disposal
•Determine the appropriate procurement method for the purchase of goods, professional
services, and construction services
•Work with City departments to ensure successful solicitation processes, including
developing technical bid specifications or scopes of work for bid and proposal requests,
scheduling, interviews, negotiations, cost analysis, and delivery
•Comply with purchasing and competitive bid proposal guidelines, payment methods and
signature approval levels and assist departments in attaining compliance
•Foster effective relationships with internal and external customers to facilitate sound
business transactions and enhance future acquisitions
•Oversee renewal of on-call and other multi-year service agreements
•Assure accurate reporting of open POs for annual carry-over approval
•Uphold the National Institute of Governmental Procurement (NIGP) code of ethics
2025 Strategic Accomplishments
•Implemented OpenGov E-Procurement module and supported Finance implementation
•Modernized Procurement Guidelines including thresholds and limits to reflect today’s
business practices and as approved by City Council
•Negotiated Systems Transformation Agreements
•Conducted consistent monthly P-Card audits achieving 100% compliance
•Completed 47 solicitations to ensure competitive pricing and best service
2026 Strategic Priorities
•Implemented new financial and procurement software to leverage efficiencies
•Complete Contract Modernization project
•Continue to implement and monitor the Council-approved new Procurement Guidelines
•Continue to train team members on efficient procurement practices, empowering all
staff to purchase and procure as appropriate
•Earn the Achievement of Excellence in Procurement from the National Procurement
Institute
96 2026 Proposed Budget
01-116 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Procurement Manager 1 1 1 1
Procurement Coordinator 1 1 1 1
2 2 2 2
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $206,958 $211,412 $212,350 $220,079
Materials and Supplies $175 $150 $0 $350
Other Services and Charges $7,394 $2,120 $1,163 $6,050
Capital Outlay $0 $0 $0 $0
$214,526 $213,682 $213,513 $226,479
Staffing and Financial Summary
Total 2026 Budget by Object
Procurement
Personnel
Services
97.2%
Materials and
Supplies
0.2%
Other Services
and Charges
2.7%
97 2026 Proposed Budget
Administrative ServicesInformation Technology 01-117
Core Business
•Responsible for information technology to support the City’s Strategic Plan
•Procure, install, and maintain the City’s computers and network
•Select and test software for the City’s computers
•Maintain an inventory of computers and software
•Negotiate technology contracts and service level agreements with providers
•Assist departments with special technology projects
•Maintain a cybersecurity program to protect City assets
•Ensure confidentiality, integrity, and availability of City technology
2025 Strategic Accomplishments
•Implemented Next Chapter: Systems Transformation modules – OpenGov
(permitting/licensing/procurement), GovOS (revenue), Paycom (HRIS), eCitation (PD
ticketing)
•Remediated all external-facing critical and high vulnerabilities discovered by CISA
•Released AI Policy
•Completed first draft Disaster Recovery plan
•Finished implementing .gov
•Completed 3rd successful Cybersecurity Awareness Month
•Audited active and inactive cell phone lines
•Upgraded AV in PD conference room
•Developed a new employee IT orientation
•Worked with State CISO on a Colorado Whole of State Cyber Strategy
•Implemented a survey for quantifying and comparing the security of cloud vendors
•Ideated, organized, ran, and distributed a RASCI exercise for Colorado SLTTs on
available cyber resources
•Moved all PD Mobile Data Terminals to a prioritized network
2026 Strategic Priorities
•Finish the Systems Transformation project with Courts and Budget implementations
•Replace the legacy phone system to modernize the program and create efficiencies
•Redesign Wi-Fi networks to ensure high level of service and security
•Upgrade network switches to maintain integrity of the City’s digital infrastructure
•Replace access control system with a modern and efficient system
98 2026 Proposed Budget
01-117 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
IT Manager 1 1 1 1
Network Administrator 1 1 1 1
Sr. Systems Administrator 2 2 2 2
GIS Analyst 1 0 0 0
GIS Architect 0 1 1 1
Service Desk Technician 0 0 1 1
Technical Support Specialist 1 1 1 1
GIS Technician 1 1 1 1
IT Project Manager 1 1 1 1
8 8 9 9
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $923,884 $981,024 $981,427 $1,100,918
Materials and Supplies $13,003 $13,500 $12,400 $13,500
Other Services and Charges $1,394,702 $1,478,103 $1,478,123 $1,886,243
Capital Outlay $416,552 $266,979 $243,600 $605,921
$2,748,141 $2,739,606 $2,715,550 $3,606,582
Staffing and Financial Summary
Total 2026 Budget by Object
Information Technology
Personnel
Services
31%
Materials and
Supplies
0%
Other Services
and Charges
52%
Capital Outlay
17%
99 2026 Proposed Budget
GROW WITH WHEAT RIDGE
100 2026 Proposed Budget
Community Development
About Community Development
Lauren Mikulak
Community Development Director
The Community Development Department guides
the physical development of the City with the goal
of creating safe, attractive neighborhoods and
strong commercial and mixed-use corridors. Our
work is done in partnership with residents and the
business community. It includes current planning
and zoning services, long range planning,
neighborhood engagement, affordable housing,
building permits and inspections, landscape and
floodplain management, and engineering services.
2026
Budget Priorities
•Manage the review and approval
of development throughout the
City, including key development
sites at Clear Creek Crossing,
Kipling and I-70, Ward Road
Station and the Lutheran Legacy
Campus
•Implement priority
recommendations from the City
Plan, Lutheran Master Plan, 44th
Avenue Corridor Plan, Affordable
Housing Strategy, and other
adopted plans
•Implement updated building
codes and drainage standards
•Engage and inform the public of
continued plan implementation
efforts and 2J/CIP projects
through the Let’s Talk programImplementing the Lutheran Legacy Campus
master plan was a top priority in 2025, including
zoning rules, rezoning, and early entitlements.
In 2025, the restaurant district at Clear Creek
Crossing (renderings above) advanced to permit.
101 2026 Proposed Budget
2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Administration 2 2 2 2
Planning 7.75 7.75 7.75 7.75
Building Contracted Contracted Contracted Contracted
Engineering 8 6 6 6
17.75 15.75 15.75 15.75
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $1,819,092 $1,802,615 $1,831,183 $1,955,196
Materials and Supplies $30,564 $22,875 $13,619 $25,540
Other Services and Charges $1,269,460 $1,122,126 $1,036,750 $1,163,850
Capital Outlay $1,391 $0 $0 $0
$3,120,509 $2,947,616 $2,881,552 $3,144,586
Staffing and Financial Summary
Total 2026 Budget by Object
Community Development
Personnel Services
62.18%
Materials and
Supplies
0.81%
Other Services
and Charges
37.01%
102 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Administration $284,498 $291,394 $292,437 $307,521
Planning $1,221,315 $923,525 $930,311 $1,029,440
Building $873,113 $952,950 $885,000 $1,003,500
Engineering $741,582 $779,747 $773,804 $804,125
$3,120,509 $2,947,616 $2,881,552 $3,144,586
Total Budget by Program
Total 2026 Budget by Object
Community Development
Administration
10%
Planning
33%
Building 32%
Engineering
25%
103 2026 Proposed Budget
Director of Community
Development
Administrative Assistant
Planning
Manager
Chief Building
Official
Engineering
Manager
Senior
Planner
Contracted
Building Services
Civil Engineer
II
Civil Engineer I
Stormwater
Coordinator
Engineering Tech III
Neighborhood Engagement
Specialist
Senior Planner
Senior Planner
Landscape
Planner
Plans
Reviewer/
Inspector
(0.75)
Planner II
Civil Engineer
II
SeniorHousing
Planner
COMMUNITY DEVELOPMENT
104 2026 Proposed Budget
Wheat Ridge
Ideals Objectives Direction 2022
Actual
2023
Actual
2024
Actual
2025
Estimated
2026
Target
3 Provide excellent service to
interested developers.N/A 48 42 32 25 30
3 Provide excellent service to
interested developers.N/A 65 94 82 115 90
3 Provide excellent service to
interested developers.35 57 55 46 48
1, 2, 3, & 4 Create stakeholder
engagement opportunities.2,570 3,117 3,650 3,675 3700
3, 4, & 6 Provide excellent service to
interested developers.N/A 1,945 1,750 1,613 1,500 1,500
3 Provide excellent service to
interested developers.N/A 14,221 14,218 10,440 7,000 7,000
3 Attract developers to build
in Wheat Ridge.N/A $522.4M $211.6M $84.3M $118M $125M
3 & 6 Improve Wheat Ridge
roads. N/A Not
Tracked 264 1454 635 715
3 & 6 Improve Wheat Ridge
roads. N/A Not
Tracked 5189 4160 6717 2245
3, 5, & 8 Reduce the threat of flood. N/A Not
Tracked 1690 2628 1028 606
3 & 6 Provide excellent service to
interested developers.N/A 441 453 525 490 450
Direction Key:
Community Development
Number of inspections completed
(3).
What's Up Wheat Ridge, total
registered users.
Measurement
Number of pre-application
meetings held.
Number of active land use cases
(1).
Average turnaround times for
land use case referral comment
letters (in days) (2).
Number of permits issued (3).
>10% Worse than Target
<10% Worse than Target
Met or Exceeded Target Performance Measures
2. Turnaround time for review comments exceeded department expectations in 2025 due to the complexity of development applications,
particularly civil drawings, which can exceed 100 pages each. For sites requiring civil drawings, realistic review timeframes are 6–8 weeks per
review.
3. The construction of the new Lutheran Hospital has increased all Building Services activity, particularly in valuation and inspections.
Completion of large townhome projects will reduce overall permit volume in the future. Once the hospital is finished, annual inspection volume
will also decrease, as it accounted for over 7,000 inspections over the past three years.
Valuation of all permits (3).
Linear feet of new public City
standard sidewalk constructed by
developments.
Number of civil engineering
plans/studies reviewed.
1. The volume of land use cases has increased compared to last year.
Linear feet of public roadway
constructed by developments.
Linear feet of public storm sewer
constructed by developments.
105 2026 Proposed Budget
Community Development Administration 01-120
Core Business
•Provide leadership for development review, long-range planning, engineering,engagement, and building permitting functions
•Manage administrative activities pertaining to budget, records retention, purchasing,public noticing and meeting minutes for four City Council appointed resident boardsand commissions
•Direct preparation of special plans and studies
•Represent the City in public outreach efforts and at regional planning events
•Collaborate and coordinate with other departments, outside agencies, adjacentmunicipalities, and regional and state agencies
•Provide staff support to the City Manager and City Council
2025 Strategic Accomplishments
•Provided leadership in completing the zoning and zone change for the Lutheran LegacyCampus and presented updates to various community groups
•Provided leadership in completing the City Plan update in coordination with planningefforts across other departments
•Provided leadership in complying with various housing-related state laws in alignmentwith the city’s Affordable Housing Strategy
•Collaborated with regional partners including RTD and Foothills Regional Partners toinitiate complicated land transfers
•Provided strategic guidance in adopting the 2024 International Building Codes
•Facilitated revitalization of and reinvestment along the City’s primary corridors throughcross-departmental collaboration on development review
•Provided leadership in identifying opportunities to improve operations in all divisions
2026 Strategic Priorities
•Provide leadership in implementing priority recommendations from the City Plan,Housing Strategy, Lutheran Legacy Campus Master Plan, and 44th Subarea Plan
•Support planning and engagement efforts associated with plan implementation effortsas well as 2J and other CIP projects
•Provide guidance to update certain zoning code provisions
•Collaborate with other departments and divisions to improve customer experience,internal processes, and community outcomes
106 2026 Proposed Budget
01-120 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Community Development Director 1 1 1 1
Administrative Assistant 1 1 1 1
2 2 2 2
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $279,934 $284,419 $288,387 $298,721
Materials and Supplies $946 $1,200 $500 $1,200
Other Services and Charges $2,866 $5,775 $3,550 $7,600
Capital Outlay $753 $0 $0 $0
$284,498 $291,394 $292,437 $307,521
Staffing and Financial Summary
Total 2026 Budget by Object
Administration
Personnel
Services
97.1%
Materials and
Supplies
0.4%Other Services
and Charges
2.5%
107 2026 Proposed Budget
Community DevelopmentPlanning 01-121
Core Business
•Review, analyze, process and present various development and zoning applicationssuch as private property rezoning requests, subdivisions, site plans, and variances•Review and approve building permits for compliance with zoning regulations•Serve as staff liaison to City Council, Planning Commission, Board of Adjustment, andthe Wheat Ridge Housing Authority•Lead the Community Involvement Task Force and public engagement efforts•Manage the landscape inspection program and support waterwise retrofits•Manage the housing program including grant funding and code changesbased on state house and senate bills•Provide direct assistance to residents, businesses, developers and otherdepartments and agencies in all aspects of land use and development•Develop zoning code amendments, subarea plans and comprehensive plan updates inresponse to City Council’s policy direction
•Implement recommendations of the City’s adopted plans
2025 Strategic Accomplishments
•Continued implementing the Affordable Housing Strategy & Action Plan through aninclusionary zoning analysis, developer outreach, and grant management•Oversaw various code amendments including ADUs, occupancy limits, and parking•Processed development applications and reviewed building permits for projectsthroughout the city and at key redevelopment sites such as Clear Creek Crossing and44th and Kipling•Continued the community-wide engagement efforts for the City Plan and Lutheran•Continued to regularly update the WUWR website and the Projects and Properties map,keeping residents informed of significant public and private projects throughout the city•Developed the Mixed Use–Lutheran Legacy Campus zoning and rezoned the campus•Completed the City Plan update and began implementation of key recommendations•Completed approximately 30 landscape program inspections, including the YoungfieldShopping Center, Starbucks on Wadsworth, Kipling Ridge Sprouts, and Toll Brothers’Ridge at Ward Station
2026 Strategic Priorities
•Continue entitlement review for the Legacy project (fka Lutheran Legacy Campus)•Continue implementing recommendations from the 44th Avenue Subarea Plan andAffordable Housing Strategy•Support public engagement efforts for Let’s Talk and Capital Improvement projects•Continue processing development applications in and around Clear Creek Crossing, theWheat Ridge Ward Station Area, and other infill sites throughout the city
108 2026 Proposed Budget
01-121 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Planning Manager 1111
Senior Planner 3333
Planner II 1111
Neighborhood Engagement Specialist1100
Neighborhood Engagement Coordinator0011
Plan Reviewer/Inspector 0.75 0.75 0.75 0.75
Landscape Planner 1111
7.75 7.75 7.75 7.75
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $830,917 $788,870 $808,503 $901,725
Materials and Supplies $28,182 $15,575 $10,301 $20,640
Other Services and Charges $362,216 $119,080 $111,507 $107,075
Capital Outlay $0 $0 $0 $0
$1,221,315 $923,525 $930,311 $1,029,440
Staffing and Financial Summary
Total 2026 Budget by Object
Planning
Personnel
Services
88%
Materials and
Supplies
2%Other Services
and Charges
10%
109 2026 Proposed Budget
Community Development Building
01-122
Core Business
•License contractors and issue building permits for residential and commercialconstruction throughout the City•Review plans and documents to ensure compliance with adopted codes and life safety•Conduct construction field inspections for conformance with approved plans and codes•Process and respond to property maintenance code-related complaints•Respond to calls from emergency services as it relates to buildings damaged from a fireor vehicle impact•Provide property-related information and consultation to current and proposedbusinesses related to alteration, expansion, and relocation throughout the City•Assist in administering hotel and motel inspection program
2025 Strategic Accomplishments
•Renewed contract with Charles Abbott Associates for full-time building division services•Completed implementation of new permit software transitioning from ADG to OpenGovand provided education and support for all stakeholders and users of the new permitportal•Implemented a new licensing framework to simplify the contractor experience•Completed thousands of inspections on key development projects including theHampton Inn, Primrose, 7 Brew, Stack and hundreds of commercial remodels andresidential units•Began the process to adopt 2024 International Building Codes•Supported process improvement efforts for applicants navigating business licensing andbuilding permitting•Explored remote roof inspections to improve staff safety and contractor efficiency
2026 Strategic Priorities
•Implement the 2024 International Building Codes•Provide education and outreach related to updated building codes•Review state guidance related to wildland urban interface (WUI) and gray water•Collaborate with the Sustainability program related to building codes and policies•Continue to review all policies, procedures and local code amendments for clarity andconsistency and update as needed•Continue permit preconstruction meetings for the builders, contractors, andhomeowners
110 2026 Proposed Budget
01-122 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Contracted Staffing Contracted Contracted Contracted Contracted
Contracted Contracted Contracted Contracted
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $0 $0 $0 $0
Materials and Supplies $0 $2,000 $0 $500
Other Services and Charges $873,113 $950,950 $885,000 $1,003,000
Capital Outlay $0 $0 $0 $0
$873,113 $952,950 $885,000 $1,003,500
Staffing and Financial Summary
Building
Total 2026 Budget by Object
Materials and
Supplies
0.05%
Other Services
and Charges
99.95%
111 2026 Proposed Budget
Community Development
Engineering
01-123
Core Business
Review and approve development and CIP related documents such as: construction
plans for street and site design, grading and drainage plans, final drainage reports,
surveys and plats, legal agreements, easements, civil construction plans, and other
documents to ensure compliance with City specifications and the municipal codeReview and inspect building permits related to grading, drainage, and public
improvementsRespond to service requests relating to traffic engineering, civil engineering, surveying,
stormwater, and ADA access from the public and other community stakeholdersSupport all City departments on all matters requiring engineering, land surveying, and
stormwater management expertiseManage the City’s floodplain program including mapping, regulations, and permitsMaintain right-of-way mapping and public infrastructure assets
2025 Strategic Accomplishments
Processed development applications and reviewed building permits throughout the City
and at key redevelopment sites such as Clear Creek Crossing, Lutheran Legacy,
American Motel, and 44th and KiplingContinued expansion of revised Neighborhood Traffic Management Program to include
City sponsored segments with more varied solutions and a routine, pro-active traffic
count programSupported multidepartment projects and planning efforts, including the City Plan
Update, Stormwater Master Plan, Floodplain studies, CIP, and parks projectsRenewed involvement with short and long terms planning with DRCOG, CDOT and
MHFD in addition to opening opportunities for internal coordination on traffic and
capital improvementsImplemented new web-based permit system and focused on expanding usability and
efficiency post deployment to secondary permits and internal processesPartnered with IT on GIS implementation of property, right-of-way, stormwater, and
utility mapping with focus on renewed functionality and regular scheduled updates
2026 Strategic Priorities
Continue processing development applications for key development sites including
Clear Creek Crossing pad sites, Foothills Regional Housing developments, Kipling and
44th redevelopment, American Motel redevelopment, Lutheran Legacy campus, Ward
Station, and various infill residential and commercial sites throughout the CityImplement draft of updated drainage requirements based on updated Mile High Flood
District requirements and clearer standards while protecting aging infrastructureContinue to improve cross department and external agency coordination for capital
projects, traffic initiatives, stormwater infrastructure, and floodplain managementContinue to expand the use and efficiency of the new web-based system permitting
system for the community and internal processes including for other departments while
serving as subject matter expertsRefine resources and requirements for developments and construction plans for higher
quality submittals resulting shorter review times
112 2026 Proposed Budget
01-123 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Engineering Manager 1111
Civil Engineer II 4222
Stormwater Coordinator 1111
Engineering Technician III 1111
Civil Engineer I 1111
8666
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $708,242 $729,326 $734,293 $754,750
Materials and Supplies $1,437 $4,100 $2,818 $3,200
Other Services and Charges $31,265 $46,321 $36,693 $46,175
Capital Outlay $638 $0 $0 $0
$741,582 $779,747 $773,804 $804,125
Staffing and Financial Summary
Total 2026 Budget by Object
Engineering
Personnel
Services
93.9%
Materials and
Supplies
0.4%
Other Services
and Charges
5.7%
Capital Outlay
0.0%
113 2026 Proposed Budget
GROW WITH WHEAT RIDGE
114 2026 Proposed Budget
Police Department
About the Police Department
The Wheat Ridge Police Department is a full-service
suburban police department organized under two
major divisions: Patrol Operations and Support
Services. Public safety services provided to citizens
and visitors include emergency and non-emergency
response, criminal investigations, traffic safety,
nuisance code enforcement, animal control, parks
enforcement, crime prevention, school resource
officers, and the establishment of community
partnerships to enhance problem-solving efforts.
VISION
Exceptional people providing
exceptional service!
MISSION STATEMENT
The Wheat Ridge Police Department is
committed to providing the highest
standards of service in partnership with the
community.
2026
Budget Priorities
•Strengthen community trust
through relationship-based
policing
•Focus on proactive policing
to create public safety
•Work with employees to
establish career goals and
develop actionable steps to
support professional growth
•Foster leadership within the
department and create a
supportive, family-like
environment encouraging
employees to build lasting
careers at Wheat Ridge
115 2026 Proposed Budget
2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Administration 6 5 5 5
Grants 1 1 1 1
Community Services Team 2 2 2 2
Crime Prevention Team 3 2 2 2
Records Team 7 7 7 7
Accreditation & Training 1 1 1 1
Patrol Operations 56 56 56 56
Investigations Bureau 24 25 25 25
Crash & Traffic Team 5 5 5 5
105 104 104 104
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $12,545,569 $12,734,498 $12,711,498 $13,671,509
Materials and Supplies $133,701 $210,211 $184,342 $162,535
Other Services and Charges $2,179,904 $2,478,495 $3,041,690 $3,577,593
Capital Outlay $91,583 $39,600 $35,100 $33,600
$14,950,756 $15,462,804 $15,972,630 $17,445,237
Staffing and Financial Summary
Total 2026 Budget by Object
Police Department
5.0 Community Service Officers, 2.0 Crime Prevention Officers and 1.0 Police Sergeant are funded in the Crime
Prevention Fund.
Personnel
Services
78.4%
Materials and
Supplies
0.9%
Other Services
and Charges
20.5%
Capital Outlay
0.2%
116 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Administration $2,017,533 $2,420,212 $2,381,712 $2,537,103
Grants $290,165 $276,067 $257,098 $284,395
Community Services Team $348,528 $372,643 $373,643 $409,538
Crime Prevention Team $248,105 $248,778 $248,778 $276,160
Records Team $511,285 $527,331 $527,331 $542,237
Accreditation & Training $447,860 $478,237 $480,237 $574,061
Patrol Operations $7,645,677 $6,850,351 $7,430,546 $8,214,297
Investigations Bureau $2,940,975 $3,618,586 $3,605,686 $3,866,548
Crash & Traffic Team $500,628 $670,599 $667,599 $740,898
$14,950,756 $15,462,804 $15,972,630 $17,445,237
Total Budget by Program
Total 2026 Budget by Program
Police Department
Administration
15%Grants
2%
Community
Services Team
2%
Crime Prevention
Team
2%
Records Team
3%
Accreditation &
Training
3%
Patrol Operations
47%
Investigations
Bureau
22%
Crash & Traffic
Team
4%
117 2026 Proposed Budget
Chief of Police
Administrative Project
Coordinator
Professional
Standards
Division Chief
Support Services
Public Information
Officer
Division Chief
Patrol Operations
Investigations Bureau
Commander
Patrol Commander Watch 2 & 3
Patrol Commander Watch I & Special
Teams SWAT
Admin Sgt.
Patrol Watch I Patrol Watch II Patrol Watch II Crime Research
Analyst
Records Team
Training and Accreditation
SIU Sgt.Sgt. Property
Crime
Sgt Persons Crime
Team
West Metro Drug Task Force
(WMDTF)
VICE/ Intelligence
Metro Auto Theft Task Force (MATT)
Detectives
Police Support Technician
Property and
Evidence
Sex Offender Registration
Detectives
Police Support Technician
Sgt Patrol Team A
Sgt Patrol Team B
Patrol Officers
Patrol Officers
Sgt Patrol Team A
Patrol Officers
Patrol Officers
Sgt Patrol Team B
Sgt Patrol Team A
Patrol Officers
Patrol Officers
Sgt Patrol Team B
Sgt. Crash and
Traffic
Crash and Traffic Team
Sgt. Crime Prevention/School
Resource
Crime Prevention/School Resource
Team
Community Services Team
SWAT Team P.O.S.T. Academy
Recruits
F.T.O. Program
Tele-Serve
Technicians (2)
POLICE DEPARTMENT
118 2026 Proposed Budget
Wheat Ridge
Ideals Objective Direction
2022
Actual
2023
Actual
2024
Actual
2025
Estimated
2026
Target
8 Improve traffic and
street safety. 5,707 5,805 6,400 6,564 7040
8 Quickly respond to
public safety incidents.0:05:31 0:05:42 0:04:49 0:05:03 0:05:00
8 Prevent crime in
Wheat Ridge.20 35 70 80 90
8 Provide support to
victims.N/A 340 410 400 665 730
8 File cases against
offenders. Yes Yes Yes Yes Yes Yes
8 Maintain accurate
reporting. Yes Yes Yes Yes Yes Yes
Direction Key:
Police
1. Traffic contacts were expected to rise with the anticipated resolution of the COVID-19 pandemic; however, they remained limited in 2022 due to
ongoing COVID-related issues, staffing reductions, and increased call volume.
2. Crime prevention presentations declined due to staffing shortages in the Crime Prevention Unit and hesitancy to meet in person during the
pandemic.
3. Case filings remain among the highest in Jefferson County, and the Detective Bureau continues to produce strong results, including an increase
in case closures.
Total number of traffic contacts (1).
Average response time to Priority 1 calls.
Total number of Crime Prevention
presentations (2).
Total number of referrals to VOI.
Maintain a position in the top 50% of all
Jefferson County law enforcement agencies
for case filings submitted per officer per
year (3).
Achieve 98% Accuracy in the initial
submission of accident reports to the
Department of Revenue and 100% accuracy
upon follow-up.
Measurement
Performance Measures Met or Exceeded Target
<10% Worse than Target
>10% Worse than Target
119 2026 Proposed Budget
Police Department Administration 01-201
Core Business
•Provide overall administration for the Police Department’s emergency andnon-emergency services
•Provide direction related to policy and procedure development, professionalstandard investigations, selection and training of police employees, publicinformation and media relations, emergency management, adherence to state andnational law enforcement accreditation standards, and community outreach effortsrelated to crime, traffic and quality of life issues
•Utilize department financial resources fairly, efficiently, and effectively to ensurequality core public safety services
2025 Strategic Accomplishments
•Maintained a high-quality recruitment process that attracts excellent candidates
•Fully staffed the entire department, including patrol
•Enhanced community perception with Public Information Officer more involved incommunity events and strategic media approach
•Furthered Relationship Based Policing by focusing on proactivity
•Enhanced the department's technological capabilities with the integration of drones,e-ticketing, automated speed cameras, Draft One report writing and facialrecognition technology
2026 Strategic Priorities
•Continue to attract A-List candidates
•Promote internal growth through career-advancing training opportunities
•Deepen opportunities to strengthen Relationship Based Policing through proactivity
•Enhance the patrol staffing support required to reduce call response time
•Cultivate a stronger family atmosphere to improve recruitment and retention
•Strengthen the brand of “Compassion with boundaries” through strategic earnedmedia efforts
•Develop strong leaders
120 2026 Proposed Budget
01-201 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Chief of Police 1111
Division Chief 1000
Police Sergeant 1111
Administrative Program Coordinator2222
Public Information Officer 1111
6555
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $659,038 $775,262 $763,262 $779,440
Materials and Supplies $25,877 $30,200 $23,700 $32,150
Other Services and Charges $1,326,123 1,600,250.00 $1,592,750 $1,721,013
Capital Outlay $6,494 $4,500 $2,000 $4,500
$2,017,533 $2,410,212 $2,381,712 $2,537,103
Staffing and Financial Summary
Total 2026 Budget by Object
Administration
Personnel
Services , 30.7%
Materials and
Supplies , 1.3%Other Services
and Charges, ,
67.8%
Capital Outlay,
0.2%
121 2026 Proposed Budget
Police Department Grants 01-202 Core Business
The Wheat Ridge Police Department participates in a variety of federal and state grant
programs that support a broad range of activities:
•Preventing and controlling crime
•Providing police training and resources
•Improving the criminal justice system
•Increasing law enforcement services to the community
2025 Strategic Accomplishments
•Secured four CDOT grants to increase pedestrian safety, enforce seat belt, and DUI
laws, and reduce traffic-related fatalities
•Obtained funds from the Police Officer Standards and Training (POST) board for
annual in-service and specialized training
•Received Bureau of Justice Assistance grant which helped fund laptops for patrol
operations
2026 Strategic Priorities
•Conduct DUI projects throughout the City
•Receive POST board funding for annual in-service and specialized training
•Leverage CDOT grants to increase pedestrian safety and reduce traffic fatalities
122 2026 Proposed Budget
01-202 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Police Officer 1111
1111
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $227,168 $251,332 $251,332 $278,795
Materials and Supplies $0 $11,269 $0 $0
Other Services and Charges $21,137 $13,466 $5,766 $5,600
Capital Outlay $41,860 $0 $0 $0
$290,165 $276,067 $257,098 $284,395
Staffing and Financial Summary
Total 2026 Budget by Object
Grants
Personnel
Services , 98%
Other Services
and Charges,
2%
123 2026 Proposed Budget
Police Department
Community Services Team
01-203
Core Business
•The Community Services Team (CST) engages citizen concerns regarding residential
nuisance code violations including outside storage, illegal dumping and littering, and
assists on abandoned vehicle concerns in private and public areas
•CST provides proactive enforcement for concerns associated with exterior commercial
property maintenance code violations such as the sign code, parking lot standards,
dumpster enclosure issues and derelict vehicle storage
•Provides enforcement and education to citizens on City ordinances and state laws
related to domestic animals, dog licensing, wildlife management and welfare
•Supports education and enforcement of Wheat Ridge ordinances regarding the
City’s numerous municipal parks and Clear Creek greenbelt supervision
2025 Strategic Accomplishments
•Developed strategies to reduce crime by enforcing the Hotel/Motel Licensing Ordinance
•Partnered with CDOT during construction of the I-70 and Kipling ramps to facilitate the
relocation of individuals experiencing homelessness
•Supported local outreach efforts through the traffic safety, quality of life, and crime
reduction (TLC) program, while coordinating with state emergency response initiatives
•Supported Foothills Animal Shelter and the local veterinary community to provide
remote (on-line) access to animal health and welfare services
•Monitored and educated businesses along Wadsworth Blvd. on proper exterior code
compliance
2026 Strategic Priorities
•Continue to enhance an already strong partnership with CDOT to proactively address
challenges and concerns along the I-70 corridor
•Proactively educate and enforce ordinances applicable to extended stay housing
throughout Wheat Ridge
•Continue community outreach efforts in partnership with various businesses and
Foothills Animal Shelter for increased resident engagement
•Continue to educate businesses on the noise ordinance to ensure all members of the
community are well served
124 2026 Proposed Budget
01-203 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Community Service Team Supervisor2222
2222
Five (5) Community Service Officers are funded out of the Crime Prevention Fund
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $248,586 $260,109 $261,109 $286,604
Materials and Supplies $1,042 $250 $250 $250
Other Services and Charges $98,901 $112,284 $112,284 $122,684
Capital Outlay $0 $0 $0 $0
$348,528 $372,643 $373,643 $409,538
Staffing and Financial Summary
Total 2026 Budget by Object
Community Services Team
Personnel
Services
70.0%
Materials and
Supplies
0.1%
Other Services
and Charges
30.0%
125 2026 Proposed Budget
Police Department
Crime Prevention Team (SRO)
01-205
Core Business
•Respond to service calls at both public and private schools throughout the City of
Wheat Ridge
•Deliver law enforcement education and programming to students across Wheat
Ridge schools
•Foster and sustain partnerships with schools and the community to prevent crime,
improve quality of life, and promote a safer environment
•Collaborate with and assist internal and external teams
2025 Strategic Accomplishments
•Strengthened positive relationships with all Wheat Ridge area schools through
consistent outreach and collaboration
•Established trust with students, parents, and community members by actively
engaging in events and initiatives beyond the school environment
•Expanded and enhanced summer community engagement efforts, including
successful implementation of programs such as Cops in the Community and Dog
Walker Watch
•Consistently participated in school-specific tactical and investigative training, leading
to improved response to criminal activity and a measurable increase in overall school
safety
2026 Strategic Priorities
•Maintain and strengthen positive relationships with all schools in the Wheat Ridge
area
•Seek opportunities beyond the school setting to build trust with students, parents,
and the department
•Expand on summer community outreach initiatives, including Cops in the Community
and Dog Walker Watch
•Consistently participate in school-focused tactical and investigative training to
improve response to criminal activity and enhance overall school safety
126 2026 Proposed Budget
01-205 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
School Resource Officer 2222
Crime Prevention Officer 1000
3222
1 Sergeant and 2 Officers Funded out of Crime Prevention Fund
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $248,105 $248,778 $248,778 $276,160
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $0$0$0$0
Capital Outlay $0 $0 $0 $0
$248,105 $248,778 $248,778 $276,160
Staffing and Financial Summary
Total 2026 Budget by Object
Crime Prevention Team
Personnel
Services
100%
127 2026 Proposed Budget
Police Department
Records Team
01-206
Core Business
Police Records is a public safety function required by Colorado Revised Statutes and City of
Wheat Ridge Code of Laws whose purpose is to:
Collect, store, preserve and disseminate official actions and criminal justice records
Record technical and statistical data entry from police reports into department and state
computer databases
Ensure the security and safe keeping of police records, including body worn camera
footage
Review, redact and release all reports, photos and BWC video per the Colorado Open
Records Act requirements
Support sworn personnel by processing case records and maintaining accurate
documentation of official police actions
2025 Strategic Accomplishments
Established new procedures to input and process all summonses from the e-citation
system Brazos
Provided multiple training opportunities to staff, including Crisis Intervention Training,
coaching and a graduate of Leadership Jefferson County
Achieved Master Certification for newest Records staff through the Colorado Certified
Records Network, making all current Records Technicians master certified
Continued managing all body worn camera footage and digital photos, providing them in
a timely manner to the public, other law enforcement agencies and the Jefferson County
DA’s Office
Fully cross trained staff in various areas of the Records process including warrants,
citations and body worn camera processing
2026 Strategic Priorities
Implement a new version of the records management system Niche, including training all
police department personnel prior to upgrade
Complete the comprehensive SOPs manual for the Records Team with the latest version
of Niche and Records processes
Establish a records purge schedule for all paper, fingerprint and digital files to better align
with the Colorado Municipal Records Retention guidelines
Create a standardized training program in Agency365
128 2026 Proposed Budget
01-206 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Records Supervisor 1111
Lead Records Management Specialist1111
Records Management Specialist I/II5555
7777
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $510,714 $526,531 $526,531 $541,437
Materials and Supplies $571 $800 $800 $800
Other Services and Charges $0$0$0$0
Capital Outlay $0 $0 $0 $0
$511,285 $527,331 $527,331 $542,237
Staffing and Financial Summary
Total 2026 Budget by Object
Records Team
Personnel
Services
99.9%
Materials and
Supplies
0.1%
129 2026 Proposed Budget
Police Department
Accreditation and Training
01-207
Core Business
•Coordinate training for Police Department personnel
•Maintain and update member training files and certifications
•Develop, plan and administer the annual in-service training program for department
members
•Develop, plan and administer new employee orientation training
•Manage the department Power Data Management System (DMS) policy, training and
accreditation modules
•Manage the national and state accreditation processes, including preparation and
successful completion of annual accrediting body reviews
2025 Strategic Accomplishments
•Maintained compliance with state and national law enforcement accreditation
standards
•Successfully achieved the department’s 5th national re-accreditation, affirming
adherence to rigorous professional standards and commitment to continuous
improvement
•Coordinated training in compliance with mandatory Peace Officer Standards and
Training (POST), and Colorado Intergovernmental Risk Sharing Agency (CIRSA)
requirements and controlling legislation
•Delivered an annual in-service training to members, which included force on force,
court testimony and decorum, and legal updates and search and seizure
2026 Strategic Priorities
•Provide annual in-service training that surpasses police officer standards and training
required by POST and ensures compliance with controlling legislation
•Implement a centralized, coordinated approach to offer members training
opportunities that support professional development and job skills, in compliance
with Colorado POST, CIRSA, and accreditation standards
•Research and source training curricula that reflects the mission and vision of the
department and are consistent with best practices and community expectations
related to diversity, equity, and inclusion
130 2026 Proposed Budget
01-207 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
1111
1111
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $111,306 $113,987 $113,987 $118,031
Materials and Supplies $59,065 $68,450 $68,450 $86,730
Other Services and Charges $277,489 $295,800 $297,800 $369,300
Capital Outlay $0 $0 $0 $0
$447,860 $478,237 $480,237 $574,061
Staffing and Financial Summary
Total 2026 Budget by Object
Accreditation and Training
Accreditation/Training Manager
Personnel
Services
21%
Materials and
Supplies
15%
Other Services
and Charges
64%
131 2026 Proposed Budget
Police Department
Patrol Operations
01-211
Core Business
•Respond to emergency and non-emergency public safety requests promptly
•Build community trust through fair and transparent enforcement of laws while
maintaining constitutional rights
•Promote positive and proactive partnerships by working with community groups and
citizens to resolve crime and safety problems
•Conduct directed patrols and targeted enforcement utilizing available statistics to
respond efficiently to crime and traffic issues
2025 Strategic Accomplishments
•Emphasized proactivity to further the mission of Relationship-Based Policing, deepening
trust with businesses, faith leaders, and the community
•Leveraged technology to increase productivity, efficiency and quality of emergency
response
•Leveraged strong staffing levels to reduce call response times and increase the size of
patrol shifts by one officer
•Increased visibility in high-crime districts to discourage bad actors
•Focused on internal growth, training, and leadership opportunities for patrol officers
2026 Strategic Priorities
•Continue to complete high visibility patrols for the I70/Kipling corridor to increase
safety, reduce calls for services, and improve quality of life issues
•Continue to develop response strategies for educating the community about
homelessness concerns impacting local businesses and neighborhoods
•Continue to enhance partnerships with the changing landscape of mental health
providers in the Denver-Metro area to best serve those individuals experiencing a
mental health crisis
•Continue to look for new and alternative patrol methods, including E-bicycles and
Drones to enhance community outreach and engagement within Wheat Ridge
neighborhoods and business districts
132 2026 Proposed Budget
01-211 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Division Chief 1111
Police Commander 2222
Police Sergeant 7666
Administrative Corporal 0111
Police Officer 44 44 44 44
Civilian Report Taker 2222
56 56 56 56
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $7,359,580 $6,545,464 $6,540,464 $7,079,147
Materials and Supplies $29,398 $78,837 $74,837 $22,200
Other Services and Charges $230,470 $210,750 $789,945 $1,087,650
Capital Outlay $26,229 $25,300 $25,300 $25,300
$7,645,677 $6,860,351 $7,430,546 $8,214,297
Staffing and Financial Summary
Total 2026 Budget by Object
Patrol Operations
Personnel
Services
86.2%
Materials and
Supplies
0.3%
Other Services
and Charges
13.2%
Capital Outlay
0.3%
133 2026 Proposed Budget
Police Department
Investigations Bureau
01-212
Core Functions
•Conduct investigations into serious felony crimes involving persons and property, such as
homicide, sexual assault, aggravated assault, robbery, theft, burglary, financial crimes,
and criminal trespassing
•Partner with the West Metro Drug Task Force and the CATPA Metropolitan Auto Theft
Task Force to investigate felony drug offenses and motor vehicle thefts
•Investigate vice-related offenses and distribute pertinent criminal intelligence to support
officer safety and promote community security
•Serve as active members of the Jefferson County Critical Incident Team
•Provide crime trend analysis to internal staff and the broader community
•Process crime scenes and collect critical evidence
•Maintain secure storage and accurate records for all property and evidence related to
police activities
•Register and monitor sex offenders residing within the community
•Maintain a secure and well-organized property and evidence room
2025 Strategic Achievements
•Implemented formal training and mentorship programs between the Patrol Division and
Investigations to strengthen interdepartmental relationships and ensure alignment with
industry best practices
•Fostered collaboration on cases and provide better service for victims through the new
Situation Room space
•Revised the Case Management policy to reflect current terms used by the NICHE records
management system while improving structural efficiency and clearance rates
•Assisted Crime Prevention Team by assigning a dedicated detective to support their work
2026 Strategic Goals
•Develop and broaden the knowledge, skills, and abilities of Investigation Bureau
members in the realm of digital forensic analysis through advanced formal training
•Select a 2nd 4-year rotational detective for the CATPA Metropolitan Auto Theft Taskforce
•Develop and broaden the knowledge, skills, and abilities of Investigation Bureau
members in Critical Incident Response Team investigations through formal training
134 2026 Proposed Budget
01-212 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Division Chief 0 1 1 1
Police Commander 1 1 1 1
Police Sergeant 3 3 3 3
Police Officer 14 14 14 14
Investigative Technician 2 2 2 2
Sr. Evidence Technician 1 1 1 1
Evidence Technician 1 1 1 1
Crime Analyst 1 1 1 1
Property Crimes Detective 1 1 1 1
24 25 25 25
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $2,702,044 $3,355,756 $3,348,756 $3,578,817
Materials and Supplies $17,748 $20,405 $16,305 $20,405
Other Services and Charges $221,183 $240,125 $238,325 $266,026
Capital Outlay $0 $2,300 $2,300 $1,300
$2,940,975 $3,618,586 $3,605,686 $3,866,548
Staffing and Financial Summary
Total 2026 Budget by Object
Investigations Bureau
Personnel Services
92.6%
Materials and
Supplies
0.5%
Other Services and
Charges
6.9%
135 2026 Proposed Budget
Police Department
Crash and Traffic Team (CATT)
01-213
Core Business
Reduce accidents and increase traffic safety through directed enforcement, problem-
oriented analysis and community partnerships
Analyze accident data and implement appropriate methods to reduce accidents
Participate in CDOT impaired driving, seat belt, and overweight tractor/trailer
enforcement programs
Work with the Colorado State Patrol conducting commercial vehicle safety inspections
Conduct both day to day accident investigations and respond to major accidents to
conduct reconstructions
2025 Strategic Accomplishments
Utilized data from the Black Cat Box program to enhance speed enforcement activities
Leveraged new technologies, including drones, e-ticketing, and mobile AVIS equipment
to increase efficiency related to traffic crash investigations
Took advantage of a fully staffed CATT to manage an increased volume of traffic crash
calls, thereby relieving the patrol division
Engaged with the community to address speeding issues and identify problem areas
through collaboration with the department’s public information officer and social media
Collaborated with City Departments to improve neighborhood traffic studies and
address safety concerns
2026 Strategic Priorities
Continue developing Community Partnership for Improved Traffic Safety (CPITS), based
on a Neighborhood Watch approach to neighborhood traffic complaints
Continue to develop the accident reconstruction capabilities of officers through
advanced training and experience with the FARO Scene Scanners and Crash Data
Recorder Downloads
Increase school zone patrols in the mornings and afternoons
Continue to address neighborhood traffic safety concerns through collaboration with
other City Departments and the community
Continue enforcing commercial truck safety through cooperation with the Colorado
State Patrol
Respond to and investigated major traffic incidents in the City
136 2026 Proposed Budget
01-213 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Police Sergeant 1111
Police Officer 4444
5555
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $479,027 $657,279 $657,279 $733,078
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $4,601 $5,820 $4,820 $5,320
Capital Outlay $17,000 $7,500 $5,500 $2,500
$500,628 $670,599 $667,599 $740,898
Staffing and Financial Summary
Total 2026 Budget by Object
Crash and Traffic Team
Personnel
Services
98.9%
Other Services
and Charges
0.7%Capital Outlay
0.3%
137 2026 Proposed Budget
GROW WITH WHEAT RIDGE
138 2026 Proposed Budget
Public Works
About Public Works
01-303
The Public Works Department is responsible for
maintenance and improvements to the City’s
infrastructure, which includes 133 miles of streets, 36
miles of storm sewer, 48 traffic signals and more than
6,000 regulatory & street signs.
The Department plans, designs, and constructs all
capital improvement projects in the public right-of-way.
In addition, the department maintains all city vehicles &
equipment and all city facilities.
The Deparmtent licenses contractors and oversees the
permitting & inspection of private construction
activities within the public right-of-way.
Snow & ice control are an annual focus.
2026
Budget Priorities
•Oversee substantial
completion of the
Wadsworth Improvement
Project, November 2026
•Storm Sewer Rate Study
•Replace critical Sections of
deteriorated storm sewer
•Initiate design of various 2J
capital projects
•Complete design of West
38th Ave
•Continue replacement of
fleet vehicles in accordance
with best practices
139 2026 Proposed Budget
2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Capital Projects 4 6 7 7
Street Operations 18 18 17 17
Traffic Operations 3 3 3 3
Fleet Services 1 1 1 1
Facilities Maintenance 1 1 1 1
27 29 29 29
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $3,201,296 $3,452,300 $3,262,366 $3,570,545
Materials and Supplies $766,909 $923,874 $664,981 $854,105
Other Services and Charges $624,678 $1,086,990 $806,852 $966,670
Capital Outlay $1,735,298 $1,221,661 $1,182,687 $1,394,050
$6,328,182 $6,684,825 $5,916,886 $6,785,370
Staffing and Financial Summary
Total 2026 Budget by Object
Public Works
Personnel
Services
53%
Materials and
Supplies
13%
Other Services
and Charges
14%
Capital Outlay
20%
140 2026 Proposed Budget
_____________________________________________________________________________________
Director of Public Works
Administrative Assistant (2)
Operations Supervisor
Traffic Operations Tech III
Fleet Services Supervisor Capital Program Manager
Maintenance
Tech I-IV (13)
Traffic Operations Tech
I Fleet Mechanic Infrastructure Projects
Manager (3)
Facilities Manager
Facilities Maintenance
Supervisor
Facilities
Maintenance Tech (2)
Custodian
Engineering
Tech III (3)
Utility Locates Tech
Traffic Operations Tech II (2)
Project Tech
Public Works
141 2026 Proposed Budget
Wheat Ridge
Ideals Objective Direction 2022
Actual
2023
Actual
2024
Actual
2025
Estimated
2026
Target
5 Facilitate safe ROW development
in Wheat Ridge.
Not
Tracked
Not
Tracked
Not
Tracked 497 525
6 Multimodal improvements N/A Not
Tracked
Not
Tracked
Not
Tracked 2.74 3
6 Create an equitable
transportation system.34 27 42 20 30
5 Quality of Wheat Ridge streets. Not
Tracked
Not
Tracked
Not
Tracked 67 67
Direction Key:
1. Includes new/existing improved sections.
Number of ROW permits issued.
Pavement Condition Index (PCI) (2)
2. Pavement Condition Index (PCI) includes mill and overlay, new roads, slurry seal and crackseal.
Number of ADA ramps
constructed.
Miles of bike lane improvements.
(1)
Measurement
Public Works
Performance Measures Met or Exceeded Target
<10% Worse than Target
>10% Worse than Target
142 2026 Proposed Budget
Capital Projects
01-302
Core Business
•Issue licenses and permits; monitor all construction activities within the public right-of-way
•Maintain and provide preventive maintenance services for streets, alleys, storm sewers,sidewalks, bus benches & shelters, pedestrian lights, traffic signals, and street signs
•Manage the City’s automotive and equipment fleet through maintenance and scheduledreplacement
•Provide utility locate services within the public right-of-way
•Oversee the planning, design and construction of all capital improvement projects within thepublic right-of-way
•Complete service requests for internal and external customers
2025 Strategic Accomplishments
•Completed major repairs to the Recreation Center Bridge
•Completed repairs to the Youngfield Bridge riprap
•Completed annual pavement maintenance projects to City streets, including mill & overlay
of 8.4 center-line miles, slurry seal of 3.1 center-line miles, and 34k lbs. of crack seal
•Completed annual residential concrete program; removed and replaced 5896 linear feet ofconcrete sidewalk, 20 pedestrian curb ramps, and 3 inlets
•Installed ten speed humps in accordance with the Neighborhood Traffic Calming Program
•Completed the 32nd Avenue Bike Lanes project
•Completed a Stormwater Master Plan and a Stormwater Rate Study
2026 Strategic Priorities
•Complete analysis and potential design of the 44th Ave and Tabor St. traffic signal
•Close-out the Wadsworth Boulevard Widening Project by Spring 2026
•Begin implementation of the City’s updated Stormwater Master Plan
•Complete accreditation of the department through the American Public Works Association
•Complete the Youngfield Beautification project
•Complete 38th Ave West design and begin construction
•Continue addressing stormwater infrastructure issues throughout the City
143 2026 Proposed Budget
01-302 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Capital Program Manager 1 1 1 1
Administrative Assistant 0 0 1 1
Infrastructure Project Manager 0 2 3 3
Engineering Technician III 3 3 2 2
4 6 7 7
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $0 $0 $0 $871,667
Materials and Supplies $0 $0 $0 $700
Other Services and Charges $0 $0 $0 $211,400
Capital Outlay $0 $0 $0 $1,250
$0 $0 $0 $1,085,017
Staffing and Financial Summary
Total 2026 Budget by Object
Capital Projects
Personnel
Services, 80%
Materials and
Supplies , 0%
Other Services
and Charges,
20%
Capital Outlay,
0%
144 2026 Proposed Budget
Street Operations
01-303
Core Business
•Maintain and provide preventive maintenance services for streets, alleys, storm sewers,sidewalks, bus benches & shelters, pedestrian lights, traffic signals, and street signs
•Provide snow removal and ice control on City streets
•Provide utility locate services within the public right-of-way
•Complete service requests for internal and external customers
2025 Strategic Accomplishments
•Completed 5,419 Utility locate tickets and 546 emergency requests within the city right of
way
•Repaired asphalt within city limits, 1,013 pothole repairs and over 85 tons of hot mix
•Replaced and installed nine stormwater pipes, including excavation and repairs, using 185
linear feet of corrugated metal pipe
•Completed update of the city’s snow and ice priority map within the GIS and Plow Ops
systems for live interaction on the cities website
•Integrated updates for the GIS Utilisync ticket management system for 811 compliances
•Safely plowed 9,163 miles of snow removal with 46.3” of snow. Applied 765 tons of salt
and 23,603 gallons of mag-chloride for an average of 167 lbs. per lane mile
•Completed 600 miles of city-wide street sweeping with 1,025 yards of debris hauling for the
landfill
•Continued proficiency testing in the field, classroom, and equipment for all levels of
Maintenance Technicians I-IV
•Competed in the Annual Snow and Ice National Rodeo in Fort Collins. Attended and
completed classroom continuing education for Public Works, Traffic, and safety
2026 Strategic Priorities
•Address high-priority potholes, road damage, within target response times
•Ensure adequate salt, and deicer reserves for winter readiness
•Evaluate and optimize plowing routes for efficiency and coverage
•Maintain and clean storm inlets, culverts, and storm pipes to reduce flooding and lengthen
life expectancy
•Prioritize storm infrastructures to help prevent pipe failures and emergencies that can be
replaced or repaired prior to failures
•Promote cross-training to improve our flexibility and coverage
145 2026 Proposed Budget
01-303 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Director of Public Works 1 1 1 1
Operations Supervisor 1 1 1 1
Administrative Assistant 2 2 1 1
Equipment Operator II 3 0 0 0
Equipment Operator I 3 0 0 0
Maintenance Technician II 7 7 7 6
Maintenance Technician III 0 4 4 4
Maintenance Technician IV 0 2 2 3
Locates Maintenance Technician IV 1 1 1 1
18 18 17 17
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $2,543,260 $2,840,111 $2,653,950 $1,566,161
Materials and Supplies $684,493 $802,774 $554,478 $322,955
Other Services and Charges $353,941 $580,239 $376,117 $47,625
Capital Outlay $1,670,189 $1,101,161 $1,064,976 $2,150
$5,251,882 $5,324,285 $4,649,521 $1,938,891
Staffing and Financial Summary
Total 2026 Budget by Object
Street Operations
Personnel
Services, 81%
Materials and
Supplies, 17%
Other Services
and Charges,
2%
Capital Outlay,
0%
146 2026 Proposed Budget
Traffic Operations
01-304
Core Business
•Maintain and provide preventative maintenance services for pedestrian lights, traffic
signals and street signs
•Optimize traffic flow through real time monitoring, signal control, congestion mitigation
and safe transportation networking
•Inspect and repair assets including controllers, sensors and communication systems
2025 Strategic Accomplishments
•Installed traffic signal communications software to allow for improved monitoring and
notification of timing and maintenance issues
•Re-timed all traffic signals along the 32nd Ave corridor from Sheridan to Wadsworth.
•Updated street signs to retroreflective standards
2026 Strategic Priorities
•Complete Centracs mobility upgrade with AI detection along 38th from Sheridan to
Wadsworth
•Add bike lane signage in appropriate areas
•Reduce sign pollution
.
147 2026 Proposed Budget
01-304 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Traffic Operations Supervisor 0 0 1 1
Traffic Operations Tech III 1 1 0 0
Traffic Operations Tech II 1 1 1 2
Traffic Operations Tech I 1 1 1 0
3 3 3 3
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $0 $0 $0 $282,015
Materials and Supplies $0 $0 $0 $13,950
Other Services and Charges $0 $0 $0 $127,625
Capital Outlay $0 $0 $0 $63,800
$0 $0 $0 $487,390
Staffing and Financial Summary
Total 2026 Budget by Object
Traffic Operations
Personnel
Services, 58%Materials and
Supplies, 3%
Other Services
and Charges,
26%
Capital Outlay,
13%
148 2026 Proposed Budget
Fleet Services
01-305
Core Business
•Perform repairs and preventative maintenance services for all City vehicles and
equipment
•Manage WEX fuel card system
•Vehicle licensing and plates
•Vehicle Procurement
•Vehicle auctions including vehicle prep
•Provide snow removal and ice control on City streets
2025 Strategic Accomplishments
•Completed 299 scheduled and unscheduled vehicle and equipment repairs and services
•Procured and deployed 10 new City vehicles
•Upfitted and equipped 5 new Police Vehicles
•Saved over $55,000 on budgeted vehicle purchases allowing for the unplanned
replacement of Police Interceptor
•Updated vehicle condition data to inform the budgeted replacement of 20 vehicles in
2026
2026 Strategic Priorities
•Implement comprehensive Fleet Management System including migration of all asset
data
•Setup all preventative maintenance schedules and procedures in new asset management
system
•Procure all budgeted vehicles and equipment with the goal of reducing costs and
environmental impact
•Research and present benefit analysis for moving City fleet to WEX card system
•Closely track new fleet budget center to improve understanding of costs
149 2026 Proposed Budget
01-305 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Fleet Services Supervisor 1 1 1 1
Fleet Mechanic 1 1 1 1
2 2 2 2
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $0 $0 $0 $193,853
Materials and Supplies $0 $0 $0 $404,000
Other Services and Charges $0 $0 $0 $137,060
Capital Outlay $0 $0 $0 $1,234,500
$0 $0 $0 $1,969,413
Staffing and Financial Summary
Total 2026 Budget by Object
Fleet Services
Personnel
Services, 10%
Materials and
Supplies, 20%
Other Services
and Charges,
7%
Capital Outlay,
63%
150 2026 Proposed Budget
Public Works Facilities Maintenance 01-118
Core Business
•Maintain all municipal buildings
•Supervise contractual custodial services
•Oversee planned capital maintenance and remodeling projects at various facilities
•Complete service requests for internal and external customers
2025 Strategic Accomplishments
•Completed the installation of new digital signage at the Recreation Center
•Facility Feasibility Study outlining a path to new city facilities at the Lutheran Legacy
Campus and Public Works – Parks joint campus
•Implemented new CMMS (Computerized Maintenance Management System) for asset
management, parts management, and work orders
•Converted the Recreation Center Pools to updated, energy efficient, LED lighting
•Replaced or retrofitted over half of the fluorescent light fixtures in the city with energy
efficient LED lighting
•Rehabilitated the Active Adult Center Entry Portico including expanded accessible ramps
•Upgraded LED lights for the Recreation Center Gymnasium and Main Hall
2026 Strategic Priorities
•Assist leadership in the design and execution of new City facilities at the Lutheran Legacy
Campus and Public Works sites
•Replace and upgrade critical HVAC systems at the Anderson Building and City Hall
•Continue to provide project management for remodels, upgrades, and improvement
projects
•Replace critical exterior windows and doors at the Recreation Center
•Build-out asset management systems including inspections and certification schedules
for critical building systems
151 2026 Proposed Budget
01-118 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Facilities Manager 1 1 1 1
Facility Maintenance Supervisor 2 2 0 0
Facility Maintenance Technician I 1 1 1 0
Facility Maintenance Technician II 1 0 1 2
Facility Maintenance Technician III 1 0 1 1
Custodian 1 1 1 1
7 5 5 5
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $658,037 $612,189 $608,416 $656,849
Materials and Supplies $82,416 $121,100 $110,503 $112,500
Other Services and Charges $270,737 $506,751 $430,735 $442,960
Capital Outlay $65,109 $120,500 $117,711 $90,950
$1,076,299 $1,360,540 $1,267,365 $1,303,259
Staffing and Financial Summary
Total 2026 Budget by Object
Facilities Maintenance
Personnel
Services
50%
Materials and
Supplies
9%
Other Services
and Charges
34%
Capital Outlay
7%
152 2026 Proposed Budget
Parks and Recreation
About Parks and Recreation
Karen O’Donnell
Director of Parks & Recreation
The Wheat Ridge Parks and Recreation Department
oversees the operations of the Parks, Forestry and
Open Space Division, the Recreation Division, and
Administration.
Department Mission: We are dedicated to serving
our community by providing diverse programs,
experiences and spaces that enhance the quality of
life.
Department Vision: To be the first choice and trusted
source for connecting with nature, living healthy, and
having fun.
Department core activities and service delivery
values:
• Excellent parks and open space system
• Active social engagement opportunities
• Preservation of cultural and historical assets
• Exceptional recreation centers and facilities
• Comprehensive and innovative programming
2026
Budget Priorities
•Obtain Department
Reaccreditation through
CAPRA
•Begin design work
associated with the
Anderson Pool
Replacement
•Complete the Tabor Lake
Trail project
•Prioritize the acquisition
of the Wilmore Davis and
Kullerstrand fields
•Seek additional grant
funding for various
projects and programs
Youth Engagement for the Anderson Pool Project
153 2026 Proposed Budget
2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Administration 3333
Recreation 3333
Parks Maintenance 13121212
Forestry 5666
Natural Resources 0000
Anderson Building 0.5 0.5 0.5 0
Athletics 2 1.5 1.5 2
General Programs 2.5 3 3 3
Outdoor Pool 0.5 0.5 0.5 2
Active Adult Center 5555
Historic Buildings 0000
Recreation Center - Facility Operation 5555
Recreation Center - Aquatics 8.5 8.5 8.5 7
Recreation Center - Fitness 1111
49 49 49 49
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $5,613,443 $5,859,443 $5,786,390 $6,136,630
Materials and Supplies $499,324 $565,530 $532,743 $593,411
Other Services and Charges $956,676 $1,155,626 $1,031,018 $1,154,119
Capital Outlay $24,253 $15,000 $0 $15,000
$7,093,697 $7,595,599 $7,350,151 $7,899,160
Staffing and Financial Summary
Total 2026 Budget by Object
Parks and Recreation
Personnel
Services
78%
Materials and
Supplies
7%Other
Services and
Charges
15%
154 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Administration $466,564 $496,787 $494,342 $526,705
Recreation $508,830 $510,934 $539,169 $438,671
Parks Maintenance $1,723,652 $1,817,512 $1,765,614 $2,021,442
Forestry $565,867 $673,956 $623,459 $690,427
Natural Resources $92,799 $124,260 $85,310 $113,590
Anderson Building $99,773 $104,028 $97,828 $76,900
Athletics $232,855 $259,850 $245,205 $296,580
General Programs $487,989 $561,541 $536,498 $554,667
Outdoor Pool $271,263 $309,598 $301,571 $399,296
Active Adult Center $518,584 $541,248 $520,037 $555,272
Historic Buildings $47,348 $50,650 $48,429 $95,459
Recreation Center - Facilities $636,650 $631,072 $629,390 $663,995
Recreation Center - Aquatics $1,081,014 $1,156,294 $1,153,025 $1,090,065
Recreation Center - Fitness $360,510 $357,869 $310,274 $376,091
$7,093,698 $7,595,599 $7,350,151 $7,899,160
Total Budget by Program
Total 2026 Budget by Program
Parks and Recreation
Administration
7%
Recreation
5%
Parks
Maintenance
26%
Forestry
9%
Natural Resources
1%Anderson Building
1%
Athletics
4%
General
Programs
7%
Outdoor Pool
5%
Active Adult
Center
7%
Historic
Buildings
2%
Recreation Center
-Facilities
8%
Recreation Center
-Aquatics
14%
Recreation Center
-Fitness
5%
155 2026 Proposed Budget
Director of Parks and Recreation
Parks, Forestry and
Open Space Manager Recreation Manager
Parks Project
Coordinator
Parks Operations
Supervisor (2)
Operations
Support Tech III
Recreation Supervisor
Athletics
Recreation
Supervisor General/TR
Programs
Recreation
Supervisor Senior
Programs
Recreation
Supervisor Facility &
Fitness
Recreation Supervisor
Aquatics
Maintenance Worker I
Maintenance
Worker III
Forestry Technician
Grant and Special Project Administrator
Recreation Coordinator
Marketing Specialist
Recreation Coordinator
Recreation Coordinator (2)Recreation Coordinator
Forestry &
Open Space Supervisor
Recreation Coordinator (2)
Graphic
Designer
Operations Support Technician III Facility Coordinator
RecTrac & Rental Coordinator
Facility
Assistant (2)
Recreation SpecialistMaintenance
Worker II (5)
Maintenance
Worker I (5)
Forestry
Assistant (2)
Variable
Employees
Variable Employees
Variable Employees
Variable Employees
Variable Employees
Variable
Employees
Variable
Employees
Variable Employees
Environmental
Interpreter
Head Life Guards (5)
Maintenance
Worker III (1)
Horticulture
Technician (2)
Horticulture Assistant
Garden Coordinator
Events and Volunteer
Coordinator
Operations
Support Tech II
Recreation Specialist
Parks and Recreation
156 2026 Proposed Budget
Wheat Ridge
Ideals Objective Direction 2022
Actual
2023
Actual
2024
Actual
2025
Estimated 2026 Target
5 Leverage external funds to support Wheat
Ridge projects.$306,460 $814,296 $1,508,871 $1,903,096 $800,000
4 Provide opportunities for volunteers to
serve the community.3,922 3,410 7,284 7,300 7300
5 Plant a greener Wheat Ridge.plus 120 plus 50 plus 140 plus 185 plus 150
5 Increase opportunities for outdoor
recreation and encourage healthy lifestyles.3 0 2 9 N/A
1, 2, 3, & 4 Communicate Parks & Rec events, services,
and opportunities to the public.971 1,285 1,500 1,650 1,850
1, 2, 3, & 4 Communicate Parks & Rec events, services,
and opportunities to the public.110,026 132,083 135,000 127,500 130,000
1, 2, 3, & 4 Communicate Parks & Rec events, services,
and opportunities to the public.576 966 1,200 1,575 1,900
1 Increase opportunities for indoor recreation
and encourage healthy lifestyles.223,980 274,748 300,000 325,000 330,000
1 Increase opportunities for indoor recreation
and encourage healthy lifestyles.866 1412 1450 1450 1500
1 Increase opportunities for indoor recreation
and encourage healthy lifestyles.6,690 6,910 7,500 9,000 9,000
1 Increase opportunities for outdoor
recreation and encourage healthy lifestyles.48%54%54%51%53%
1 Increase opportunities for indoor recreation
and encourage healthy lifestyles.41%43%43%44%45%
1,2,7,8 Provide free, public, community events
catering to a variety of interests
Not
Tracked
Not
Tracked 20 21 25
Direction Key:
Grant dollars received.
Number of volunteer hours.
Net number of trees planted.
Acres of parkland added or
lost.
Number of Facebook
followers (1).
Parks and Recreation
Number of free, public,
community events held by
the department annually.
1. Additional resources applied towards paid social media advertising on Facebook and Instagram, which has expanded reach and increased followers.
Number of Instagram
followers (1).
Recreation Center visits per
year.
Number of recreation center
annual pass holders.
Number of new customers
(per household).
Percentage of residents
visiting the outdoor pool.
Percentage of residents
visiting the Active Adult
Center.
Number of website visits.
Performance Measures Met or Exceeded Target
<10% Worse than Target
>10% Worse than Target
Measurement
157 2026 Proposed Budget
Parks and Recreation
Administration
01-601
Core Business
•Serve as the recreation & leisure resource for the residents of Wheat Ridge
•Strive to meet the physical, social and cultural needs of the community
•Acquire, design and construct parks, trails and open space areas
•Maintain parks, trails and open space sites and recreation facilities
•Implement Parks and Recreation Master Plan (known as “The Pathway”)
•Manage recreation facilities, including the Recreation Center, Active Adult Center,
Anderson Building, outdoor pool, and Richards-Hart Estate
•Develop departmental policies to ensure a positive and safe experience for all users
•Provide special events and volunteer opportunities for the community
•Supervise Parks, Forestry, Open Space Division and Recreation Division
2025 Strategic Accomplishments
•Completed “Parks and Recreation Pathway” (10-year department master plan)
•Completed and opened the new Green at 38th park
•Completed Panorama Park Tennis Court replacements
•Began community engagement associated with the Anderson Pool replacement
•Hosted 21 community events with 9,500 estimated attendees
•Facilitated a successful volunteer event in April for Earth Day/Arbor Day
•Issued 50 special use permits and 8 community event permits
•Wadsworth art installation underway with Cor4 Studios; Artists selected for Youngfield
Beautification project and Green at 38th project
•Received significant grant funding for various projects and programs
2026 Strategic Priorities
•Complete Tabor Lake Trail project
•Obtain Department Reaccreditation through CAPRA
•Begin design work associated with the Anderson Pool replacement
•Prioritize acquisition of Wilmore Davis and Kullerstrand fields
•Seek additional grant funding for various projects and programs
158 2026 Proposed Budget
01-601 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Director of Parks and Recreation 1111
Grant & Special Project Administrator1111
Volunteer and Event Coordinator 1111
3333
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $422,585 $446,840 $446,655 $484,455
Materials and Supplies $14,868 $17,550 $16,700 $21,700
Other Services and Charges $29,111 $32,397 $30,987 $20,550
Capital Outlay $0 $0 $0 $0
$466,564 $496,787 $494,342 $526,705
Staffing and Financial Summary
Total 2026 Budget by Object
Administration
Personnel
Services
92%
Materials and
Supplies
4%
Other Services
and Charges
4%
159 2026 Proposed Budget
Parks and Recreation
Recreation
01-602
Core Business
•Supervise, administer and manage the Recreation Division, which includes operation and
programming of the Recreation Center, Active Adult Center, Anderson Building and Pool,
aquatics, athletics, fitness, general recreation programs, and marketing
•Supervise Recreation Center, Active Adult Center and Anderson Building facility
maintenance in collaboration with the City’s Facility Manager
•Develop and monitor budget expenditures and revenues for the Recreation division
•Oversee marketing, promotions, and communication for Parks and Recreation programs
and services
•Oversee Cultural Commission as Staff Liaison
2025 Strategic Accomplishments
•Completed required ADA improvements and upgrades to the City website, Parks and
Recreation website, and all digital platforms with a plan for ongoing management
•Created a Parks and Recreation Month campaign to align with NRPA’s efforts
•Worked with the Parks & Rec DEI Committee to add Spanish wayfinding signage at the
Recreation Center
•Assisted with Keep Anderson Afloat community engagement and outreach, leading to a
large amount of survey responses
2026 Strategic Priorities
•Spearhead the redesign of the Parks and Recreation website and utilize both staff and
patron feedback to make improvements to its layout and functionality
•Continue the growth of the department’s social media presence on Instagram, YouTube,
Tik Tok, & Facebook Groups
•Incorporate DEI into marketing efforts where applicable
•Implement a robust customer feedback and evaluation system that staff can follow for
our parks, events, programs, and facilities
•Create and implement team member trainings for digital accessibility and document
remediation
•Develop new online and interactive story map format for annual reports
160 2026 Proposed Budget
01-602 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Recreation Manager 1 1 1 1
Marketing Specialist 1 1 1 1
Graphic Designer 1 1 1 1
3 3 3 3
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $313,251 $326,377 $321,457 $341,100
Materials and Supplies $65,318 $76,467 $64,517 $77,816
Other Services and Charges $130,261 $108,090 $153,195 $19,755
Capital Outlay $0 $0 $0 $0
$508,830 $510,934 $539,169 $438,671
Staffing and Financial Summary
Total 2026 Budget by Object
Recreation
Personnel
Services
78%
Materials and
Supplies
18%
Other Services
and Charges
4%
161 2026 Proposed Budget
Parks and Recreation Parks Maintenance 01-603
Core Business
•Provide a safe, inviting, and aesthetically pleasing outdoor environment for users ofparkland and facilities
•Maintain and improve the quality of all turf at City parks and facilities
•Maintain irrigation systems in parks and continuous improvement in waterconservation
•Implement the Parks and Recreation Department strategic plan initiatives
•Oversee and direct maintenance work of contractors within specified right-of-wayareas
2025 Strategic Accomplishments
•Enhanced turf care and management capabilities through preventative maintenanceand field renovation activities
•Continued to improve irrigation water quality at Prospect Lake through themanagement of aeration devices and other lake management techniques
•Aesthetically enhanced the turf on the lacrosse field at Anderson Park
•Improved athletic field playability at Panaroma Park
•Fertilized and seeded all sport turf fields throughout the City to ensure a safe, quality,and aesthetically pleasing environment for all users
•Established a training program for mowers and large equipment
•Incorporated the use of turf growth regulators on athletic fields to enhance playabilityfor all user groups
2026 Strategic Priorities
•Continue to improve irrigation water quality at Prospect Lake through themanagement of aeration devices and other lake management techniques
•Increase staff capabilities and competencies through cross-training, professionaldevelopment, and certifications
•Establish a training program for irrigation systems to ensure the best sustainablepractices
•Expand the organic fertilizer program at Prospect Park and continue soil monitoringefforts to evaluate effectiveness and guide sustainable turf management practices
162 2026 Proposed Budget
01-603 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Parks, Forestry, and Open Space 1111
Operations Supervisor 2222
Parks Project Coordinator 1111
Parks Maintenance Worker III 1111
Parks Maintenance Worker II 3333
Parks Maintenance Worker I 3333
Operations Support Technician III 1111
Garden Coordinator 1000
13 12 12 12
Nine (9) positions funded out of Open Space Fund
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $1,213,301 $1,231,099 $1,226,364 $1,317,342
Materials and Supplies $78,330 $88,200 $86,400 $98,200
Other Services and Charges $407,768 $483,213 $452,850 $590,900
Capital Outlay $24,253 $15,000 $0 $15,000
$1,723,652 $1,817,512 $1,765,614 $2,021,442
Staffing and Financial Summary
Total 2026 Budget by Object
Parks Maintenance
Personnel Services
65%
Materials and
Supplies
5%
Other Services and
Charges
29%
Capital Outlay
1%
163 2026 Proposed Budget
Parks and Recreation Forestry 01-604
Core Business
•Ensure a beautiful, safe, diverse and healthy tree canopy
•Provide forest planning for the management of trees, shrubs, invasive and noxiousvegetation within the City’s parks, open spaces, and rights-of-way
•Issue licenses for tree care companies doing business within Wheat Ridge
2025 Strategic Accomplishments
•Continued to implement the City’s Emerald Ash Borer (EAB) Management Plan bypreventative treatment of over 400 Ash trees
•Awarded a CSFS IRA grant funding $350,000 through October 2025
•Achieved the goal of planting over 150 trees above and beyond the number of treesremoved
•Implemented City Tree Grant Programs: Hazardous Tree Removal, Hazardous TreePruning and Treatment
•Facilitated an at-cost Tree Sale made available to the public, which sold 100 trees
•Implement a new tree inventory software and tree canopy software to ensure adiverse and healthy urban tree canopy
2026 Strategic Priorities
•Monitor and further implement the City’s Emerald Ash Borer (EAB) Management Plan
•Increase tree canopy diversity with new tree plantings
•Increase in-house forestry preventative maintenance capabilities, including but notlimited to aerial pruning and thinning, deep root fertilization, tree planting andestablishment care, pesticide application and disease treatment, stump grinding, andwood chip recycling
•Improve 38th Ave aesthetics through flower planter renovations, replacements, andenhancements
•Provide professional resource and guidance during all phases of landscape planningand construction
•Continue to offer the Hazardous Tree Services Grant program for removal, pruning,and treatment of hazard trees for Wheat Ridge residents
•Monitor and further implement the Fire Management Plan through CDPHE fundedlabor to reduce fuels and remove excess vegetation from the Clear Creek Corridor andthroughout the City
164 2026 Proposed Budget
01-604 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Forestry Technician 1111
Horticulture Technician 2222
Horticulture Assistant 1111
Environmental Interpreter 1111
Garden Coordinator 0111
5666
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $369,623 $409,577 $407,469 $418,942
Materials and Supplies $51,760 $65,794 $48,400 $65,350
Other Services and Charges $144,484 $198,585 $167,590 $206,135
Capital Outlay $0 $0 $0 $0
$565,867 $673,956 $623,459 $690,427
Staffing and Financial Summary
Total 2026 Budget by Object
Forestry
Personnel
Services
61%
Materials and
Supplies
9%
Other Services
and Charges
30%
165 2026 Proposed Budget
Parks and Recreation Natural Resources/ Open Space
01-605
Core Business
•Manage the City’s natural resources, open space areas and trail-related facilitiesthrough effective use of resources
•Provide natural resource management information and volunteer opportunities foropen space visitors
•Provide a safe and well-maintained trail system
2025 Strategic Accomplishments
•Utilized Mile High Youth Corps for six weeks to remove invasive species and reducefire fuels along Clear Creek Trail.
•Utilized Mile High Youth Corps to plant trees, shrubs, and native grass along the greenbelt
•Utilized goats in a grazing program at Lewis Meadows Park to help create a nativegrass stand that is resilient and more resistant to invasive weeds
•Continued to mitigate issues related to homelessness by utilizing two part timeEnvironmental Services Technicians for large clean-up efforts and open spacerestoration projects
2026 Strategic Priorities
•Continue to improve water quality at Prospect Lake
•Continue to explore and receive grants to assist with trail and open space initiativesthrough our partners at JeffCo Open Space, CPW, GOCO, and others
•Continue to improve open space and trails using volunteers while partnering withJefferson County and surrounding municipalities during National Public Lands Day
•Collaborate with Colorado Department of Agriculture to continue mapping andtreatment program for invasive vegetation throughout our open space
•Implement priorities outlined by the Open Space Management Plan
•Prioritize fire fuels reduction and implement the Fire Management Plan
•Continue to enhance the aesthetics and pollinator impact to open space areas byplanting and establishing wildflowers
•Execute noxious weed RFP for control on Open Space areas
•Minimize social trail impacts by decompaction and seeding efforts on the green belt
166 2026 Proposed Budget
01-605 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
No Staff Authorized 0000
0000
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $0 $0 $0 $0
Materials and Supplies $13,632 $17,700 $17,400 $18,500
Other Services and Charges $79,167 $106,560 $67,910 $95,090
Capital Outlay $0 $0 $0 $0
$92,799 $124,260 $85,310 $113,590
Staffing and Financial Summary
Total 2026 Budget by Object
Natural Resources
Materials and
Supplies
16%
Other Services
and Charges
84%
167 2026 Proposed Budget
Parks and Recreation
Anderson Building
01-620
Core Business
•Manage access to the outdoor pool and changing areas and provide indoor activity
space for:
o Parks and recreation activities
o Community programs
o Special events
o Local youth groups
o Private rentals
o League play and practices
2025 Strategic Accomplishments
•Continued to increase rental revenue by providing rental space to new and returning
rental groups
•Hired and trained two new Guest Service Attendants to assist with summer pool season
•Retained two Guest Service Attendants from the 2024 season
•Provided space for Sun Camp to operate within a safe environment, under state
licensing guidelines
•Installed a new internal locking system to aid in facility safety and security
2026 Strategic Priorities
•Identify and implement new athletic programs that would allow us to better use the
facility for internal programming
•Continue collaboration amongst the Recreation Division for more effective and efficient
use of the Facility
•Continue to provide rental space to new and returning rental groups
168 2026 Proposed Budget
01-620 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Recreation Coordinator 0.5 0.5 0.5 0
0.5 0.5 0.5 0
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $98,949 $101,309 $95,903 $73,615
Materials and Supplies $557 $1,200 $925 $1,950
Other Services and Charges $267 $1,519 $1,000 $1,335
Capital Outlay $0 $0 $0 $0
$99,773 $104,028 $97,828 $76,900
Staffing and Financial Summary
Total 2026 Budget by Object
Anderson Building
Personnel
Services
96%
Materials and
Supplies
2%Other Services
and Charges
2%
169 2026 Proposed Budget
Parks and Recreation
Athletics
01-621
Core Business
•Implement and oversee a wide range of athletic programs and facilities to meet the needs
of participants of all ages
•Develop, administer, and evaluate athletic programs
•Manage contractual youth sports camps
•Coordinate athletic leagues
•Coordinate local youth groups field use
•Schedule field use and rentals, and implement user fees
2025 Strategic Accomplishments
•Fostered a new partnership with Edgewater Parks and Recreation for Youth T-ball
•Continued to increase participation in the JeffCo Middle School Sports Program
•Relaunched our tennis program in the Fall of 2025
•Created a new athletic ball field calendar system that improved and simplified how parks
staff and athletic staff communicate
•Researched other CARA programs that nearby agencies are offering that may be a good fit
for Wheat Ridge
2026 Strategic Priorities
•Continue to research strategies for growing adult sports leagues
•Increase participation in our CARA Track program by researching and identifying
improvements that would allow for more participation
•Continue to foster and grow program collaborations with Edgewater Parks and Recreation
•Increase our offerings of child development sports programs
•Identify how we can make Pickleball a revenue generating program area
•Implement at least one new CARA youth league based on our research done in 2025
170 2026 Proposed Budget
01-621 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Recreation Supervisor 1111
Recreation Coordinator 0.5 0.5 0.5 1
Recreation Leader 0.5 0 0 0
21.51.52
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $212,957 $227,450 $217,867 $260,878
Materials and Supplies $19,372 $30,310 $25,988 $31,002
Other Services and Charges $526 $2,090 $1,350 $4,700
Capital Outlay $0 $0 $0 $0
$232,855 $259,850 $245,205 $296,580
Staffing and Financial Summary
Total 2026 Budget by Object
Athletics
Personnel
Services
88%
Materials and
Supplies
10%
Other Services
and Charges
2%
171 2026 Proposed Budget
Parks and Recreation
General Programs
01-622
Core Business
Provide a state-licensed preschool program and summer day camp program
Provide quality educational arts and crafts and general interest programs for parents and
children, preschoolers, youth, teens and adults
Offer and implement quality therapeutic recreation programs including sports, fitness,
outdoor recreation, general interest, and special events
Coordinate inclusion opportunities for individuals of all abilities
2025 Strategic Accomplishments
Increased Summer Sun Camp capacity from 66 campers to 96 campers by expanding our
program and utilizing both the Recreation Center activity rooms and the Anderson
Building
Continued to grow the licensed preschool program back to pre-pandemic levels, with a
waitlist for the summer session
Grew the Therapeutic Recreation Program with increased attendance and revenue for
adapted swim lessons, 1 on 1 fitness buddies’ sessions, and painting parties
Advanced SharePoint and DocuSign file sharing, leading to administrative Sun Camp
camper paperwork completion weeks before camp began
Improved Brightwheel software and increased communication with preschool families
2026 Strategic Priorities
Use market research, community input, and program evaluation process to improve our
class offerings and add additional classes and programs
Improve/enhance Sun Camp training, operational processes, and employee onboarding
Restructure summer Sun Camp staffing to utilize full-time camp specialist for admin
assistance for the Recreation Coordinator
Rebrand middle school and teen-aged programming to increase attendance and adapt
the programs to account for the loss of Jeffco CTC funding
172 2026 Proposed Budget
01-622 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Recreation Supervisor 1 1 1 1
Recreation Leader 0.5 0 0 0
Recreation Specialist 0 1 1 1
Recreation Coordinator 1 1 1 1
2.5 3 3 3
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $422,419 $491,311 $475,326 $495,287
Materials and Supplies $63,877 $65,920 $57,176 $51,370
Other Services and Charges $1,693 $4,310 $3,996 $8,010
Capital Outlay $0 $0 $0 $0
$487,989 $561,541 $536,498 $554,667
Staffing and Financial Summary
Total 2026 Budget by Object
General Programs
Personnel
Services
89%
Materials and
Supplies
9%
Other Services
and Charges
2%
173 2026 Proposed Budget
Parks and Recreation
Outdoor Pool
01-623
Core Business
•Provide a variety of aquatic programs and services for all ages and swimming abilities
•Provide a clean, safe, and fun environment to host recreational swimming and quality
aquatic programs
•Maintain aquatic facilities, schedule aquatic programs, and educate the public about
water safety
•Offer training courses for certification in Lifeguard Training and Swim Instruction
2025 Strategic Accomplishments
•Conducted focused community engagement to assess the level of community support
for a full replacement of Anderson Pool within the next 3-5 years in order to strengthen
grant applications
•Streamlined group swim lesson offerings to reduce duplication and provide more classes
within the same budgeted staffing hours
•Increased rental availability through new rentable space and rental packages
•Conducted maintenance and repair work using internal staff where possible to reduce
overall expenditures, allowing more repair work to be completed within planned budget
•Increased visitor capacity to safely accommodate more daily guests, reducing wait times
for the community and increasing admission revenue potential
•Maintained full staffing to offer full operational hours and access to amenities
2026 Strategic Priorities
•Continue work on recruiting, hiring, training, and retaining high quality Lifeguard and
Head Lifeguard staff
•Follow up based on the results of the community engagement conducted in 2025 to
pursue funding for design and construction of a replacement for Anderson Pool
•Continue to prioritize regular maintenance, repair, and replacement schedules to reduce
interruptions in service
•Further refine swim lesson offerings to better meet the needs of the community.
•Continue to educate the community on water safety principals
174 2026 Proposed Budget
01-623 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Pool Manager 0.5000
Head Lifeguard 0001
Recreation Specialist 00.50.51
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $195,991 $219,218 $213,427 $309,686
Materials and Supplies $39,758 $53,500 $50,909 $49,610
Other Services and Charges $35,514 $36,880 $37,235 $40,000
Capital Outlay $0 $0 $0 $0
$271,263 $309,598 $301,571 $399,296
Staffing and Financial Summary
Total 2026 Budget by Object
Outdoor Pool
Personnel
Services
78%
Materials and
Supplies
12%
Other Services
and Charges
10%
175 2026 Proposed Budget
Parks and Recreation
Active Adult Center
01-624
Core Business
•Enhance the quality of life for Wheat Ridge residents ages 50 and older by providing
opportunities to pursue and maintain physical, emotional and social health as well as
opportunities to be involved in their community through recreation programs, social events,
field trips, outdoor recreation and volunteer opportunities
•Develop sponsorships to enhance programming
•Increase fundraising through Wheat Ridge Community Foundation
•Create partnerships with other organizations that meet the needs of the Wheat Ridge
community
•Manage the Active Adult Center volunteer program
2025 Strategic Accomplishments
•Increased rental revenue and added new long-term rental contract
•Continued to provide online class options to more vulnerable and isolated seniors
•Received grant through NRPA and offered Enhance Fitness class
•Constructed new entrance ramp to create increased ADA access
•Repaired portico offering safe and dry public entrance
•Collaborated with Marketing to meet accessibility content and design requirements
•Offered new high adventure outdoor recreation opportunities
•Continued to offer extended travel with international & domestic destinations, generating
revenue
•Supported senior advisory committee through new fundraising opportunities
•Contributed to an external senior-focused collaborative group
•Participated in public speaking events, resulting in new customers
2026 Strategic Priorities
•Continue providing online class options to more vulnerable and isolated seniors
•Identify public speaking opportunities, educating the public about programming
•Continue to offer international and domestic travel opportunities that increase revenue
•Identify public speaking events to bring awareness to senior programming
•Monitor and prioritize five-year replacement schedule for capital equipment repair and
replacement
176 2026 Proposed Budget
01-624 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Recreation Supervisor 1 1 1 1
Recreation Coordinator 2 2 2 2
Operations Support Technician III 0 1 1 1
Operations Support Technician II 2 1 1 1
5 5 5 5
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $468,058 $480,542 $464,501 $493,591
Materials and Supplies $45,981 $49,932 $48,163 $50,328
Other Services and Charges $4,544 $10,774 $7,373 $11,353
Capital Outlay $0 $0 $0 $0
$518,584 $541,248 $520,037 $555,272
Staffing and Financial Summary
Total 2026 Budget by Object
Active Adult Center
Personnel
Services
72%
Materials and
Supplies
9%
Other Services
and Charges
2%
177 2026 Proposed Budget
Parks and Recreation
Historic Buildings
01-625
Core Business
•Partner with the Wheat Ridge Historical Society to preserve and enhance cultural and
historic opportunities through the maintenance of the Baugh House, Historic Park, and
the Richards-Hart Estate
•Preserve the City’s cultural and historical assets
•Maintain facility and grounds of the Richards-Hart Estate to provide a unique setting for
weddings, receptions, and events
2025 Strategic Accomplishments
•Increased rental revenue by 25%
•Effectively addressed prioritized corrective and preventative maintenance needs for
the Historic Properties
•Applied for two State Historical Fund Grants to support recommended preservation
work at the Richards-Hart Estate in a future year
•Coordinated 2 non-wedding events at the Richards-Hart Estate resulting in new rentals
•Worked with the Historical Society to pursue grant funding for projects related to
preserving historic properties
•Replaced non-compliant Fire Safety Systems at the Richard-Hart Estate
•Collaborated with the Historical Society to install a new exterior mural on the historic
Post Office
2026 Strategic Priorities
•Address prioritized corrective and preventive maintenance needs of Historic Properties
to ensure continued community accessibility
•Obtain grant funding to complete recommended preservation work at Richards-Hart
Estate in a future year so it can continue as a community asset
•Seek grant funding for projects related to preserving historic properties to reduce the
funding burden on the community
•Collaborate with marketing to advertise the historic buildings to the community
•Continue to increase rental revenue
178 2026 Proposed Budget
01-625 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
No Staff Authorized 0000
0000
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $12,220 $11,560 $11,518 $13,079
Materials and Supplies $12,194 $9,740 $9,615 $11,635
Other Services and Charges $22,934 $29,350 $27,296 $70,745
Capital Outlay $0 $0 $0 $0
$47,348 $50,650 $48,429 $95,459
Staffing and Financial Summary
Total 2026 Budget by Object
Historic Buildings
Personnel
Services
14%
Materials and
Supplies
12%
Other Services
and Charges
74%
179 2026 Proposed Budget
Parks and Recreation
Recreation Center Facility Operations
01-626
Core Business
•Operate and manage a 70,000 square-foot recreation center
•Process activity registration, facility and park rentals, pass sales, point-of-sale items,
and facility maintenance
•Provide information services for aquatics, general programs, fitness, therapeutic
recreation, youth, and adult athletics, such as dropin pickleball & racquetball
•Coordinate and schedule rental usage of Recreation Center ballrooms, park shelters,
and pavilions
2025 Strategic Accomplishments
•Recertified Team Members in CPR/AED/First Aid to maintain a safe facility for patrons
•Purchased new facility lobby furniture to update look and feel of facility
•Worked closely with City team on obtaining a new ERP service for the City
•Completed 25 Year Anniversary event alongside architect BRS to celebrate the facility
and its patrons
•Completed transition from Elavon credit card processing to PayTrac for all credit card
transactions recreation wide
•Installed sound panels in all event rooms to improve sound quality and clarity to
speakers using microphones
•Completed a scaled-down version of closure week that cleaned the facility, replaced
hallway skylights, refinished wood flooring, and other facility maintenance projects
2026 Strategic Priorities
•Monitor and assist in prioritization of the five-year replacement schedule for capital
equipment repair and replacement
•Use Service Sustainability data to inform proposed facility usage fees for 2026
•Replace 25 year old basketball assemblies in the gymnasium
180 2026 Proposed Budget
01-626 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Facility Operations Supervisor 1111
Facility Coordinator 1111
Facility Assistant 2222
RecTrac and Rental Coordinator 1111
5555
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $605,047 $583,211 $581,792 $618,685
Materials and Supplies $22,774 $24,750 $23,950 $26,550
Other Services and Charges $8,829 $23,761 $23,648 $18,760
Capital Outlay $0 $0 $0 $0
$636,650 $631,722 $629,390 $663,995
Staffing and Financial Summary
Facility Operations
Total 2026 Budget by Object
Personnel
Services
93%
Materials and
Supplies
4%
Other Services
and Charges
3%
181 2026 Proposed Budget
Parks and Recreation
Recreation Center Aquatics
01-627
Core Business
•Provide a variety of aquatic programs and services for all ages and swimming abilities
•Provide a clean, safe, and fun environment to host recreational swimming and quality
aquatic programs
•Maintain aquatic facilities, schedule aquatic programs, and educate the public about
water safety
•Offer training courses for certification in Lifeguard Training and Swim Instruction
2025 Strategic Accomplishments
•Completed deferred maintenance projects on aging valves and pipes to prevent
interruptions in service, ensure the longevity of our systems, and reduce water loss
•Completed new gelcoat project on the water slide to ensure the slide’s longevity as
well as safety and a good experience for riders
•Streamlined group swim lesson offerings to provide more classes within the same
budgeted staffing hours and accommodate more participants
•Added Saturday morning swim lessons for highest demand classes to meet the
community demand, reduce waitlists, and generate revenue
•Increased number and type of user groups utilizing the Rec Center pool to provide
more diverse recreational opportunities and drive further revenue
2026 Strategic Priorities
•Continue to work on recruiting, hiring, training, and retaining high quality Lifeguard
and Head Lifeguard staff
•Add group swim lessons for adults and add more beginners learn to swim classes for
youth to better meet demands of the community and increase revenue
•Increase Private Swim Instructor staffing to increase private swim lesson availability to
better meet community demand and generate revenue
•Continue to prioritize regular maintenance, repair, and replacement schedules to
reduce interruptions in service and ensure longevity of the equipment and facility
•Continue to educate the community on water safety principals
182 2026 Proposed Budget
01-627 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Recreation Supervisor 1 1 1 1
Recreation Coordinator 1 2 2 2
Pool Manager 1.5 0 0 0
Recreation Specialist 0 0.5 0.5 0
Head Lifeguard 5 5 5 4
8.5 8.5 8.5 7
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $932,145 $1,028,257 $1,032,737 $958,319
Materials and Supplies $67,469 $74,200 $74,600 $81,400
Other Services and Charges $81,401 $53,837 $45,688 $50,346
Capital Outlay $0 $0 $0 $0
$1,081,014 $1,156,294 $1,153,025 $1,090,065
Staffing and Financial Summary
Total 2026 Budget by Object
Aquatics
Personnel
Services
88%
Materials and
Supplies
7%Other Services and Charges
5%
183 2026 Proposed Budget
Parks and Recreation
Recreation Center Fitness
01-628
Core Business
•Coordinate and supervise comprehensive fitness programs for all ages, including specialty
fitness classes, massage, assisted stretching, personal training, aerobics, cycling, Silver
Sneakers, and other fitness/wellness programming
•Supervise certified fitness staff, including personal trainers, head weight room
attendants, weight room attendants, specialty fitness instructors, fitness instructors,
wellness therapists, martial arts instructors, dance instructors, and fitness coordinators
•Maintain operations of the fitness facility, services, and equipment
•Offer the Silver Sneakers and the Renew Active program for members of Kaiser, Secure
Horizon, Anthem, Aetna, AARP, Humana, United Health, and other health plans
•Provide fitness programming for evolving fitness trends
•Provide Reformer Programming in the Fitness Studio
2025 Strategic Accomplishments
•Added Pilates Reformer Instructor and Wellness Therapist
•Replaced 16 cycle bikes for classes and drop-in use
•Purchased new aerobic fitness class equipment
•Added Personal Trainers to staff to help meet demand
•Completed a scaled-down version of closure week that cleaned equipment, refinished
aerobic room wood floor, and other maintenance projects
2026 Strategic Priorities
•Continue to provide innovative programming, delivered through a variety of means
•Work closely with marketing to help develop a communication tool for instructor subs
and externa live calendar
•Replace Pilates Reformer machines as well as 2 Arc Trainers and a Lateral Machine
184 2026 Proposed Budget
01-628 2023
Authorized
2024
Authorized
2025
Authorized
2026
Proposed
Recreation Coordinator 1 1 1 1
1 1 1 1
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Personnel Services $346,898 $319,774 $291,374 $351,651
Materials and Supplies $3,432 $8,650 $8,000 $8,000
Other Services and Charges $10,179 $29,445 $10,900 $16,440
Capital Outlay $0 $0 $0 $0
$360,510 $357,869 $310,274 $376,091
Staffing and Financial Summary
Total 2026 Budget by Object
Fitness
Personnel
Services
94%
Materials and
Supplies
2%
Other Services
and Charges
4%
185 2026 Proposed Budget
GROW WITH WHEAT RIDGE
186 2026 Proposed Budget
Public Art Fund
Special Funds
Fund 12 2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $473,928 $686,349 $690,851 $415,384
Revenues
Building Use Tax $12,387 $20,000 $15,000 $20,000
Building Permits $4,125 $3,000 $3,000 $3,000
Plan Review Fees $3,046 $2,000 $1,400 $2,000
Development Review Fees $223 $100 $120 $100
Interest $8,869 $10,500 $9,463 $9,500
One Percent Public Projects $250,000 $222,742 $76,000 $0
Total Revenues $278,650 $258,342 $104,983 $34,600
Total Available Funds $752,578 $944,691 $795,834 $449,984
Expenditures
Public Art Acquisition $61,727 $687,992 $380,450 $54,000
Total Expenditures $61,727 $687,992 $380,450 $54,000
Ending Fund Balance $690,851 $256,699 $415,384 $395,984
Public Art Fund
Special Fund 12
Core Business
In 2010, the City Council adopted Resolution 63 establishing, a committed public art fund as defined by GASB No. 54 for use in all areas of the City. Revenues are generated from:
•1% of the total amount received by the City for plan reviews, building permit fees,development review fees, and use tax charged in connection with all private sitedevelopment having an anticipated construction cost of $100,000 or greater•1% of the budget of City and State capital construction projects of $50,000 or more,which projects are located within any urban renewal area within the City
187 2026 Proposed Budget
Open Space Fund
Special Fund 32
Core Business
•Established in 1972, the Open Space Fund is a restricted fund according to GASB No. 54.
and is funded by the half-cent sales tax per capita allotment through Jefferson County
Open Space for the purpose of acquiring, developing, and maintaining open space and
park properties within the City of Wheat Ridge
•The fund receives approximately $1.5 million in attributable share revenue from
Jefferson County Open Space per year
•The fund receives park fee dedication revenue from new developments in Wheat Ridge
2025 Strategic Accomplishments
•Completed and opened The Green at 38th
•Completed the Parks & Recreation Pathway (update to our 10-year master plan)
•Completed Tennis Court project
•Completed the Hayward Park Trail project
•Started construction on the Tabor Lake Trail project
•Completed projects associated with the USDA Urban Forestry Grant & Colorado State
Forestry Service funding
•Funded 9 full-time benefitted salaries for open space and park maintenance positions
2026 Strategic Priorities
•Begin design work associated with the Anderson Pool Replacement project
•Begin Prospect Park and Anderson Park mill and overlay projects
•Complete Stites Park irrigation project
•Fund 9 full-time benefitted salaries for open space and park maintenance positions
City Council members and City staff at the Green at 38th 188 2026 Proposed Budget
Fund 32 2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $7,455,860 $5,062,145 $5,062,145 $697,549
Revenues
State Grants $375,000 $724,760 $619,831 $560,000
Open Space Tax $1,881,095 $1,900,000 $1,900,000 $1,800,000
Developer Fees $98,581 $700,000 $552,972 $1,034,734
County Grants $33,750 $544,650 $123,319 $1,590,361
Other Open Space Grants $118,278 $233,024 $500 $0
Interest Earning $12,944 $15,000 $13,489 $13,500
Land Sales $0 $0 $0 $1,025,000
Miscellaneous Fees $0 $1,100,000 $1,240,000 $0
Transfer from General Fund $0 $0 $0 $0
Total Revenues $2,519,648 $5,217,434 $4,450,111 $6,023,595
Total Available Funds $9,975,508 $10,279,579 $9,512,256 $6,721,144
Expenditures
Acquisitions $0 $0 $0 $2,000,000
Development Projects $3,857,669 $5,216,757 $5,175,098 $800,000
Maintenance Projects $423,945 $3,761,919 $3,025,854 $2,775,299
Salaries and Benefits $631,749 $627,687 $613,755 $666,957
Transfers $0 $0 $0 $0
Total Expenditures $4,913,363 $9,606,363 $8,814,707 $6,242,256
Ending Fund Balance $5,062,145 $673,216 $697,549 $478,888
Special Funds
Open Space Fund
189 2026 Proposed Budget
Special Fund 33
Core Business
•The Municipal Court Fund was established in 1993 as a committed fund, accordingto GASB No. 54, to provide a means to track court fees and to enable the Court toexpend these amounts•The fund receives revenue from a portion of each court fee, victim services fee, anddefault judgment fee•The fund provides the Court and the probation program with money forexpenditures for equipment, maintenance, office furniture, victim services, andother court and probation expenses
2025 Strategic Accomplishments
•Hired a new Court Administrator and Probation Officer to strengthen leadershipand probation services•Selected and began implementation of a new Court Management Software (CMS)to improve efficiency and access•Contracted with a collection agency to enhance fine and fee recovery•Received the 2025 ACTION Award for Teamwork, recognizing the Court’scommitment to collaboration and excellence
2026 Strategic Priorities
•Complete full implementation of the new Court Management Software (CMS)and evaluate workflow improvements•Monitor and evaluate collection agency performance to ensure effectiveness andfairness in fine and fee recovery•Strengthen Community Court program by refining partnerships with homelessnavigators and measuring impact on participant outcomes•Update fine and fee schedule to reflect statutory changes, fairness, andaccessibility considerations•Expand online access to court information, including docket visibility, forms, andresource links, to improve transparency and public service•Continue building community partnerships with service providers, lawenforcement, and local organizations to support problem-solving approaches
Munici
190 2026 Proposed Budget
Fund 33 2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $67,425 $59,366 $72,289 $69,786
Revenues
$1 Court Fees $564 $650 $650 $688
$4 Court Fees $2,256 $2,600 $2,600 $2,750
Direct Victim Services $2,915 $3,250 $3,250 $3,250
Warrants/Judgements $90 $300 $90 $300
Transcript Fees $0 $500 $420 $500
Miscellaneous Income $0 $0 $0 $0
Interest $1,899 $2,500 $1,977 $2,000
Total Revenues $7,724 $9,800 $8,987 $9,488
Total Available Funds $75,149 $69,166 $81,276 $79,274
Expenditures
Transcript Fees $0 $500 $350 $500
Equipment Maintenance $0 $2,000 $0 $2,000
Court $4 Expenses $0 $15,566 $8,100 $10,000
Warrants/Judgements $60 $300 $90 $300
Direct Victim Services $2,800 $3,250 $2,450 $3,250
Probation $1 Expenses $0 $3,000 $500 $3,000
Total Expenditures $2,860 $24,616 $11,490 $19,050
Ending Fund Balance $72,289 $44,550 $69,786 $60,224
Special Funds
Municipal Court Fund
191 2026 Proposed Budget
Wheat Ridge Housing Fund Special Fund 45
Core Business
•Implement the City’s Affordable Housing Strategy and Action Plan
•Develop programs to increase, improve, and preserve affordable housingthroughout the community for renters and owners
•Administer and fund programs related to housing affordability
•Educate the community on housing market conditions, affordable housingchallenges in Wheat Ridge, and potential opportunities for action
•Work with community partners on issues related to housing and to increase andimprove the stock of affordable housing
2025 Strategic Accomplishments
•Onboarded a Senior Housing Planner to administer housing programs
•Drafted a framework for an inclusionary zoning ordinance and engaged a consultant
to verify the requirements and fee in lieu
•Supported Foothills Regional Housing with the acquisition of a Naturally Occuring
Affordable Housing (NOAH) through the $2M congressionally directed spending
grant from HUD
•Supported the implementation of the Lutheran Legacy Campus Master Plan in
relation to affordable housing
•Tracked the progress and implications of state legislation affecting affordable
housing and residential development
•Supported the City Plan in relation to residential development and housing goals
•Piloted a expedited review process for affordable housing projects
2026 Strategic Priorities
•Continue to implement the City’s Affordable Housing Strategy and advance the5-year action plan
•Draft a framework for a housing impact linkage fee and engage a consultant toconduct a nexus study
•Lead the adoption and implementation of the inclusionary zoning ordinance or
linkage fee study
•Launch the NOAH program and engage housing partners
•Seek additional revenue sources for the Wheat Ridge Housing Funding
•Establish programs and funding criteria for the Wheat Ridge Housing Fund
•Support required reports and code amendments related to state legislation and
Proposition 123
192 2026 Proposed Budget
Wheat Ridge Housing Fund
Fund 45 2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $0 $285,987 $326,122 $242,175
Revenues
Short-Term Rental Lodgers Tax $0 $0 $0 $360,000
Interest $113 $200 $98 $200
Miscellaneous Income $0 $0 $50,000 $0
Transfer from General Fund $466,671 $0 $0 $0
Total Revenues $466,784 $200 $50,098 $360,200
Total Available Funds $466,784 $286,187 $376,220 $602,375
Expenditures
Personnel Services $116,197 $156,749 $127,200 $132,839
Materials & Supplies $0 $150 $0 $0
Other Services & Charges $24,465 $27,445 $6,845 $61,465
Total Expenditures $140,662 $184,344 $134,045 $194,304
Ending Fund Balance $326,122 $101,843 $242,175 $408,071
Special Funds
193 2026 Proposed Budget
Wheat Ridge Recreation Center Closure Week 2025
Conservation Trust Fund
Special Fund 54
Core Business
•Established in 1974, the Conservation Trust Fund is a restricted fund according to GASB No.
54.Per the Colorado Constitution, the Conservation Trust Fund receives 40% of the net
proceeds of the Colorado Lottery
•Conservation Trust funds are distributed on a quarterly, per capita basis to municipalities,
counties, and other eligible entities for parks, recreation, and open space purposes
•Conservation Trust funds are used for new projects as well as maintenance projects
2025 Strategic Accomplishments
•Completed slide gelcoat project at the Wheat Ridge Recreation Center pool
•Replaced the lobby furniture at the Wheat Ridge Recreation Center
•Began phased project to upgrade the sound system in the recreation center ballroom
•Replaced portico at the Active Adult Center
•Completed Recreation Center, Anderson Building & Active Adult Center maintenance projects
2026 Strategic Priorities
•Complete playground replacements at Fruitdale Park, Prospect Park, and Louise Turner Park
•Replace lobby furniture at the Active Adult Center
•Replace the lion slide at the Wheat Ridge Recreation Center
•Replace 2 arc trainers, 7 pilates reformer machines, and 1 lateral trainer
194 2026 Proposed Budget
Fund 54 2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $632,914 $574,581 $574,581 $509,438
Revenues
Colorado Lottery $383,359 $425,000 $350,000 $350,000
Interest $53,561 $25,187 $50,073 $34,952
Miscellaneous Income $0 $0 $0 $0
Total Revenues $436,920 $450,187 $400,073 $384,952
Total Available Funds $1,069,834 $1,024,768 $974,654 $894,390
Expenditures
Development Projects $26,086 $329,686 $29,686 $0
Maintenance Projects $469,167 $529,530 $435,530 $830,000
General Fund Transfers $0 $0 $0 $0
Total Expenditures $495,253 $859,216 $465,216 $830,000
Ending fund Balance $574,581 $165,552 $509,438 $64,390
Special Funds
Conservation Trust Fund
195 2026 Proposed Budget
Equipment Replacement Fund
Special Funds
Fund 57 2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $749,394 $667,028 $587,449 $91,439
Revenues
Grant Revenue $34,094 $327,461 $418,276 $0
Transfer from General Fund $100,000 $0 $0 $0
Interest $5,300 $6,500 $5,522 $500
Total Revenues $139,394 $333,961 $423,798 $500
Total Available Funds $888,788 $1,000,989 $1,011,247 $91,939
Expenditures
Professional Services $67,780 $67,300 $41,853 $0
Computer Software $233,559 $858,813 $877,955 $67,600
Police Radios $0 $0 $0 $0
Other Major Equipment $0 $0 $0 $0
Total Expenditures $301,339 $926,113 $919,808 $67,600
Ending Fund Balance $587,449 $74,876 $91,439 $24,339
Equipment Replacement Fund
Special Fund 57
Core Business
The Equipment Replacement Fund was created in 2008 as an assigned fund, according to GASB No.
54., to set aside funds on an annual basis for the acquisition of high-dollar equipment. The amount set
aside is based on the life of the asset plus the estimated replacement cost.
2025 Strategic Accomplishments
•Implemented OpenGov licensing, permitting and financial systems
•Implemented GovOS to modernize revenue and licensing
•Implemented Paycom to modernize personnel and payroll processes
2026 Strategic Priorities
•Complete implementation of OpenGov Budget
•Complete the implementation of the Court Management System with Tyler Technologies
Begin implementation of fin
196 2026 Proposed Budget
Police Department Crime Prevention/Code Enforcement Fund
Special Fund 63
Core Business
•Administer and fund crime prevention programs, community awareness events, andeducational classes taught by the Police Department and the Community ServicesTeam
•Develop programs to deter and prevent crime and enhance the quality of life forresidents and businesses in the community
•Administer funds designated through the hotel/motel tax to programs relating tothe Crime Free Program and Hotel Ordinance
•Help hotels and motels comply with the Crime Free Program Hotel Ordinance toreduce the number of calls for police service
2025 Strategic Accomplishments
•Promoted Relationship-Based Policing and connections with businesses, service
clubs, churches, and individuals through education and events including, but not
limited to, “Dog Walker Watch” and “Cops in the Community”
•Addressed crime levels and calls for service at local hotels/motels by assisting city
departments to enforce local laws and ordinances concerning crime and quality of
life issues
•Provided high-level tactical training to all patrol shifts to promote officer safety and
efficiency by teaching cutting-edge law enforcement strategies
•Continued to build identity as a dynamic, specialized team that can assist both
investigations and patrol through surveillance, felony warrant execution and
undercover operations to create proactive public safety in the City of Wheat Ridge
2026 Strategic Priorities
•Continue to provide local businesses and schools with active shooter training and
education to help prevent crime and increase safety education
•Continue building relationships with management and ownership of local
hotels/motels to address criminal activity.
•Continue hosting “Cops in the Community” events to build relationships within the
community and promote transparency.
•Develop the half-time SRO/ half-time Business Liaison position as a viable resource to
the schools and businesses of the wheat Ridge community.
197 2026 Proposed Budget
Crime Prevention/Code Enforcement Fund
Fund 63 2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $733,677 $588,415 $639,359 $436,883
Revenues
Lodger's Tax $645,782 $600,000 $550,000 $650,000
No Proof of Insurance $3,360 $6,000 $5,000 $5,000
Interest $2,993 $3,500 $3,124 $3,200
Miscellaneous Revenue $0 $0 $0 $0
Total Revenues $652,134 $609,500 $558,124 $658,200
Total Available Funds $1,385,811 $1,197,915 $1,197,483 $1,095,083
Expenditures
Personnel Services $717,053 $812,100 $740,652 $849,048
Materials & Supplies $20,853 $22,000 $10,000 $22,000
Other Services & Charges $8,545 $17,948 $9,948 $16,000
Total Expenditures $746,452 $852,048 $760,600 $887,048
Ending Fund Balance $639,359 $345,867 $436,883 $208,035
Special Funds
198 2026 Proposed Budget
Capital Improvement Program (CIP)
The Capital Improvement Program (CIP) is a multi-year
program aimed at upgrading, maintaining, and expanding
City facilities, buildings, grounds, streets, and other public
infrastructure. The intent of the CIP is to serve as a guide in
the multi-year programming and funding of projects to
meet the increasing demand for capital improvements
throughout the City and to maintain existing facilities.
There is an extensive list of capital projects that are
evaluated each year based upon community need, funding
needs, potential funding sources, and the priority with
respect to all other needs within the City.
A multi-year program has been established with a 10-year
CIP, which assigns a preliminary schedule and provides a
description and future cost of these projects.
Please note that capital projects are included in all funds
listed and described in this Capital Programs section, so the
reader should review the section in its entirety to see the
multitude of capital projects planned in 2026 and beyond.
2026
Budget Priorities
•Close out the Wadsworth
Improvement Project
•Implement a stormwater
rehabilitation plan
•Initiate construction of
the Wadsworth Multi-Use
Path project
•Implement neighborhood
traffic calming efforts
Clear Creek Street Maintenance
199 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $5,696,794 $7,062,776 $5,538,102 $26,117
Revenues
Lodger's Tax $432,363 $450,000 $390,000 $450,000
Grant - Wadsworth Widening (FED)$4,254,590 $0 $0 $0
Grant - Wadsworth Widening (CDOT & Other)$486,045 $4,800,000 $3,179,477 $2,500,000
2018 DRCOG TIP - Wads $3,757,612 $0 $0 $0
2022 DRCOG TIP $1,558,969 $2,000,000 $2,000,000 $0
2026 DRCOG TIP - Tabor $0 $0 $0 $0
Wadsworth Path 32nd to 35th $0 $0 $451,000 $5,000,000
Public Improvement Fee (Sidewalk Fees)$123,316 $40,000 $73,092 $40,000
Interest $6,178 $7,500 $6,437 $6,500
Misc. Revenue $61,088 $0 $0 $0
Transfer from General Fund for CIP $3,825,000 $0 $0 $3,000,000
Transfer from Sales Tax Bond Funds $6,249,111 $0 $5,000,000 $0
Misc. Revenue from URA $0 $0 $1,200,000 $0
Total Revenues $20,754,272 $7,297,500 $12,300,006 $10,996,500
Total Available Funds $26,451,066 $14,360,276 $17,838,108 $11,022,617
Expenditures
Drainage $905,897 $78,067 $77,441 $350,000
Streets $19,567,550 $13,376,710 $16,534,550 $9,300,000
Traffic $195,039 $150,000 $0 $120,000
Public Works Facilities $27,000 $0 $0 $0
Parks & Recreation Projects $0 $0 $0 $0
Economic Development $0 $0 $0 $0
Municipal Projects $217,478 $24,400 $0 $0
Utility Undergrounding $0 $0 $0 $0
Other $0 $0 $1,200,000 $0
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $20,912,964 $13,629,177 $17,811,991 $9,770,000
Ending Fund Balance $5,538,102 $731,099 $26,117 $1,252,617
Capital Programs
Capital Improvement Program (CIP)
200 2026 Proposed Budget
Capital Improvement Program
Project Profile
STORMWATER DRAINAGE
PR
O
J
E
C
T
DE
S
C
R
I
P
T
I
O
N
The City’s storm water drainage network lacks sufficient capacity in some areas and is
aging and falling into disrepair. This budget allocates funding to address identified needs
related to the storm sewer system. In 2024, the City’s 1979 master plan was updated to
identify & prioritize needed repairs and capacity improvements. The Plan also
recommends implementation of a Storm Water Utility Fee for all properties in the city. A
rate analysis was completed in 2025.
BE
N
E
F
I
T
S
Rehabilitating storm sewers in poor condition will extend the life of the infrastructure
and help prevent flooding. Installing new pipes and inlets will further reduce flooding
and minimize potential damage to private property. By implementing a dedicated utility
fee, the city can proactively address issues and ensure consistent maintenance of the
existing system.
IDEALS 8. – Wheat Ridge generates resilience
GOALS 1. – Prioritize the aging stormwater system
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2026 2027 2028
Drainage $350,000 $250,000 $1,000,000
Streets
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $350,000 $250,000 $1,000,000
0
Bottom of Metal Pipe at 44th and Miller Localized Street Flooding 201 2026 Proposed Budget
Capital Improvement Program
Project Profile
BICYCLE AND PEDESTRIAN IMPROVEMENTS
PR
O
J
E
C
T
DE
S
C
R
I
P
T
I
O
N
This program includes a variety of projects to expand facilities for bicycle and pedestrian
use. Efforts may include re-striping streets to add bike lanes, constructing new sidewalks
to close gaps, and installing other bicycle and pedestrian amenities. In 2026, construction
will begin on a shared-use path along the west side of Wadsworth Boulevard between
32nd and 35th Avenues, including reconstruction of the 32nd and Wadsworth
intersection to better accommodate bicycles and pedestrians. Grants totaling $6.5
million have been secured to help fund this project.
BE
N
E
F
I
T
S
These facilities will offer residents alternative transportation and recreation options,
providing safer access to schools, parks, businesses, and other destinations. They can
also reduce roadway speeds, enhance neighborhood livability, and improve connections
within Wheat Ridge and to neighboring communities.
IDEALS 6. – Wheat Ridge values connectivity between people, places, and businesses
GOALS 1. – Expand and improve transportation infrastructure, including pedestrian and bike-
friendly options
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2026 2027 2028
Drainage
Streets $7,904,000 $3,500,000 $0
Traffic
Facilities
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $7904,000 $3,500,000 $0
Future Location of Wadsworth Path 35th at Sheridan Boulevard 202 2026 Proposed Budget
Capital Improvement Program
Project Profile
WADSWORTH BOULEVARD IMPROVEMENTS
PR
O
J
E
C
T
DE
S
C
R
I
P
T
I
O
N
This project modernizes and improves Wadsworth Boulevard between 35th Avenue and
I-70 with efficient and safe intersection designs at 38th and 44th Avenues, safer access
points for vehicles accessing adjacent properties, a wide sidewalk on the west side, and a
shared use path on the east side. At the north end, a connection to the Clear Creek Trail
on the east side has already been completed. Construction began in Fall 2021 and is
expected to continue through spring 2026. An additional $4 million in federal funding
was received at the end of 2022 to help fund additional work between 35th Avenue and
41st Avenue.
BE
N
E
F
I
T
S
The reconstruction of Wadsworth Boulevard will address future needs for capacity and
safety while improving drainage, bicycle and pedestrian mobility, and overall public
safety. The improvements will reduce congestion and better manage access which will
provide opportunities for future redevelopment and economic growth in the corridor.
IDEALS 6. – Wheat Ridge values connectivity between people, places, and businesses
GOALS 1. – Expand and improve transportation infrastructure, including pedestrian and bike-
friendly options
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2026 2027 2028
Drainage
Streets $0 $0 $0
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $0 $0 $0
203 2026 Proposed Budget
Capital Improvement Program
Project Profile
PREVENTATIVE MAINTENANCE PROJECTS
PR
O
J
E
C
T
DE
S
C
R
I
P
T
I
O
N
Each year, the city undertakes a variety of preventative maintenance projects to
preserve its 130 miles of streets. Common strategies include crack sealing, slurry sealing,
and mill and overlay, with the goal of applying the right repair at the right time to extend
the life of the city’s street infrastructure investment. In 2024, the city launched a revised
pavement management program that prioritizes repairs by geographic area.
BE
N
E
F
I
T
S
The preventative maintenance projects provide for the most effective and economic
maintenance of the city’s streets. These projects also leverage bicycle and pedestrian,
utility, and drainage improvements when feasible.
IDEALS 5. – Wheat Ridge commits to resource stewardship
GOALS 8. – Implement sustainable practices in city planning, infrastructure, and services
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2026 2027 2028
Drainage
Streets $2,000,000 $2,000,000 $2,000,000
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL 2,000,000 2,000,000 $2,000,000
Crack Sealing Asphalt Paving
204 2026 Proposed Budget
Capital Improvement Program
Project Profile
NEIGHBORHOOD TRAFFIC MANAGEMENT
PR
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J
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C
T
DE
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C
R
I
P
T
I
O
N
The Neighborhood Traffic Management Program (NTMP) establishes a process that
allows residents to request traffic calming measures on local residential streets. This
ongoing program may result in physical improvements, such as speed humps, or may just
involve elevated enforcement and education. The goal is to calm traffic on residential
streets to enhance livability and safety. In 2025, ten speed humps were constructed over
four segments. 2026 is focusing on construction of a variety of traffic calming measures
over six different segments from studies completed in 2025.
BE
N
E
F
I
T
S
Implementation of the NTMP on a neighborhood street helps to reduce traffic speeds,
heighten awareness of speeding issues, promote safer streets, and improve neighbor
relations.
IDEALS 6. – Wheat Ridge values connectivity between people, places and businesses
GOALS 1. – Expand and improve transportation infrastructure, including pedestrian and bike-
friendly options
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EXPENDITURES 2026 2027 2028
Drainage
Streets
Traffic $120,000 $300,000 $300,000
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $120,000 $300,000 $300,000
Neighborhood traffic calming devices
205 2026 Proposed Budget
In November 2016, Wheat Ridge voters approved ballot question 2E, a temporary 0.5% increase to
the City’s sales and use tax rate, in order to fund investments that would improve transportation
infrastructure, create opportunities for economic development and enable additional
“placemaking” to attract those wanting to live, work and play in Wheat Ridge. In 2017, City Council
adopted Resolution 02-2017, establishing the restricted 2E Fund as defined by GASB No. 54 to
segregate revenues and expenditures for the 2E projects. In the spring of 2017, the City sold bonds
that generated $33 million in funds for the following four projects. In the last quarter of 2024, the
2017 debt was paid and the fund was closed. Please see the 2J Next Chapter Bond Fund summary,
later in this section, for details on additional bond funded infrastructure projects in Wheat Ridge.
Improvements to Anderson Park
•Status: Project complete
•2E funds spent: $4,599,945
This project included a complete renovation and
modernization of the Anderson Building, which
reconfigured the space to allow for additional
programming and improved the locker rooms for the
outdoor pool. The project also improved the sports fields,
installed new baseball field lights, constructed a new
performance pavilion, created new access to Clear Creek,
built new trails, and resurfaced the parking lots.
Clear Creek Crossing Access Ramps
•Status: Project complete
•2E funds spent: $20,955,141
The City initially allocated $10 million of 2E funds
towards the construction of the on and off-ramps
from I-70 to the Clear Creek Crossing mixed-use
development. The initial $10 million was spent
between 2017 and August 2020. A provision in the
City’s intergovernmental agreement with Longs
Peak Metropolitan District (LPMD) specifies the City
pay the total cost of the access ramp project and be reimbursed for all expenses above $10
million once bonds are issued by LPMD. LMPD repaid the City approximately $9.8 million in
November 2021 and the repayment was captured as revenue in the Capital Improvement
Project (CIP) fund for future spending per Council’s direction. The access ramp project was
complete in the summer of 2022.
206 2026 Proposed Budget
Clear Creek Crossing is an exciting mixed-use development for the City that will generate
economic and recreational benefits for years to come and several development activities are
underway. The multifamily housing development, a convenience store and gas station, Foothills
Credit Union and Life Time Fitness are open for business. A number of other private
developments are under construction, under the City’s review or in the planning stages. Finally,
a new Intermountain Health hospital campus opened in August 2024.
Wadsworth Improvement Project
•Status: Under construction and funded
by the CIP Fund
•2E Funds spent through 2024:
$7,945,060
In April 2016, the City of Wheat Ridge
initiated the improvement project for
Wadsworth Boulevard between 35th Avenue
and I-70. The first phase, an Environmental
Assessment, was completed in 2019 with
input from the local community. The design
and right-of-way phases were largely
completed in 2022. The 2E funding, along with $1.4 million of additional Capital
Improvement Program (CIP) funds, were used to provide the City’s local match for the
federal transportation grant that was used to complete the pre-Construction phases of the
project, which totaled $22.6 million. The funding for construction which started in 2021 and
is expected to continue through 2025, is included in the CIP budget, Fund 30.
Wheat Ridge · Ward Station
•Status: Design, right-of-way acquisitions and
construction underway and funded by the
Renewal Wheat Ridge Bond Projects Fund
•2E Funds spent: $2,414,643
The City originally allocated $12 million of 2E funds to
address traffic, and multi-modal transportation needs
to facilitate redevelopment and economic
development opportunities in the area surrounding
the G Line commuter rail station. Designs for street
improvements were completed in 2021, with construction starting in 2023. Designs for a
pedestrian bridge, plaza, and trail from the station area south to the I-70 frontage are 90%
complete. Funding for additional design, right-of-way acquisitions, and construction of the
public improvements will be appropriated in the Renewal Wheat Ridge Projects Budget, Fund
40, in 2024. Private investments are ongoing with townhomes and apartments under
construction by Toll Brothers, Remington Homes, and the Forum Group.
207 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $8,734,100 $0 $0 $0
Revenues
2E Sales Tax $3,101,167 $0 $0 $0
2E Use Tax $131,718 $0 $0 $0
2E Building Use Tax $161,424 $0 $0 $0
2E Auto Use Tax $253,869 $0 $0 $0
2E Audit Proceeds $44,839 $0 $0 $0
Interest Income $477,910 $0 $0 $0
Transfer from the General Fund $5,012,967
Total Revenues $9,183,894 $0 $0 $0
Total Available Funds $17,917,994 $0 $0 $0
Expenditures
Clear Creek Crossing $0 $0 $0 $0
Gold Line Station $0 $0 $0 $0
Wadsworth $0 $0 $0 $0
Anderson Park $0 $0 $0 $0
Bond Issuance Costs $500 $0 $0 $0
Debt Payment $12,668,383 $0 $0 $0
Transfer to Other Funds $5,249,111 $0 $0 $0
Total Expenditures $17,917,994 $0 $0 $0
Ending Fund Balance $0 $0 $0 $0
Capital Programs
Investing 4 the Future - Projects Funded by 2E
208 2026 Proposed Budget
RENEWAL WHEAT RIDGE BOND PROJECTS
About the Bond Projects
In June 2021, the Wheat Ridge Urban Renewal Authority dba
Renewal Wheat Ridge (RWR) adopted Resolution 17-2021,
authorizing the issuance of bonds to be used for public
improvements within the I-70/Kipling Corridor Urban
Renewal Plan Area (Plan Area).
On Novmeber 9, 2021, RWR issued Tax Increment Revenue
Refunding and Improvement Bonds with net proceeds of
$35,730,000. Each year, RWR transfers sufficent funds to
cover identified public improvement projects to the City’s
Bond Projects fund, resulting in a zero ending fund balance
at the end of each fiscal year.
Construction projects began in 2022 and are estimated to be
complete in 2026. The public improvements are located in
three main areas:
•Applewood – The I-70/32nd Avenue/Youngfield Street
corridor
•Wheat Ridge · Ward G-Line Station – The area on the
north and south sides of the G-Line near the station
•Kipling Street – The Kipling Corridor from 38th Avenue
to I-70
2026
Budget Priorities
•Complete the Youngfield
Aesthetics Improvement
project adjacent to the
Youngfield corridor
•Complete the 32nd Ave
Bike Lanes project
•Complete traffic study for
44th and Tabor and begin
design if necessary
•Complete Clear Creek
Crossing Bus Terminal
209 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $4,198,185 $3,536,503 $3,536,503 $0
Revenues
DRCOG TIP Grant $300,000 $4,390,000 $890,000 $0
Municipal/Non-Federal IGA $604,638 $0 $0 $0
Miscellaneous Income $0 $0 $0 $0
Reimbursement from RWR $1,633,243 $7,885,374 $2,710,831 $2,155,000
Total Revenues $2,537,881 $12,275,374 $3,600,831 $2,155,000
Total Available Funds $6,736,066 $15,811,877 $7,137,334 $2,155,000
Expenditures
Applewood Activities $834,638 $4,913,848 $5,854,065 $1,205,000
Kipling Activities $1,465,052 $991,160 $800,579 $450,000
Ward TOD Activities $899,873 $13,564,784 $482,690 $500,000
Total Expenditures $3,199,563 $19,469,792 $7,137,334 $2,155,000
Ending Fund Balance $3,536,503 ($3,657,915)$0 $0
Capital Programs
Renewal Wheat Ridge Bond Projects
210 2026 Proposed Budget
Tabor Street Over I-70
Projects Funded by RWR Bond Proceeds
Applewood Projects Profile
APPLEWOOD AREA
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The following projects already funded will continue into 2026:
•Clear Creek Crossing Bus Terminal – This project will construct a multi-bay bus
terminal along Clear Creek Drive, south of 40th Ave. This terminal will allow Routes 28
and 32 to both serve Clear Creek Crossing and western Wheat Ridge.
•Youngfield Beautification – This project will add decorative elements to the area
adjacent to I-70 on the west side of Youngfield St from the I-70 eastbound off ramp
to 40th Ave. Including landscaping, gateway signage, and decorative fencing.
•32nd Ave Bike Lanes – new bike lanes will be installed between Clear Creek Dr and
Wright Ct connecting the existing bike lanes on 32nd Ave to the west edge of the city.
A federal grant of $890,000 will help fund this project.
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T The beautification of the I-70/32nd Avenue/Youngfield Street corridor, along with the
addition of a bus terminal, will support the City’s premier shopping centers and the new
hospital. Adding bicycle and pedestrian facilities along Tabor Street will create
connections to Clear Creek from north of I-70.
IDEALS 6. – Wheat Ridge values connectivity between people, places, and businesses
GOALS 3. – Develop mixed-use spaces that bring people, businesses, and public amenities
together
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Professional Services $205,000
ROW
Construction $1,000,000 $450,000
TOTAL $1,205,000 $450,000 $0
I-70 Eastbound On-Ramp
211 2026 Proposed Budget
Projects Funded by RWR Bond Proceeds
Kipling Projects Profile
KIPLING AREA
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Several projects are planned along the Kipling Street corridor. At the Wheat Ridge
Recreation Center, work will include partition replacements, window well replacements,
and other facility improvements.
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Beautification of the I-70/Kipling Street corridor will greatly enhance the appearance of
this key gateway to the city while also supporting ongoing upgrades to Wheat Ridge’s
premier recreation facility.
IDEALS 4. – Wheat Ridge has a choice of economically viable commercial areas
GOALS 2. – Provide support to existing commercial areas
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Professional Services
ROW
Construction $450,000
TOTAL $450,000 $0 $0
I-70 Bridge Over Kipling Street 38th Avenue & Kipling Street
212 2026 Proposed Budget
Projects Funded by RWR Bond Proceeds
Wheat Ridge · Ward Station Projects Profile
WHEAT RIDGE · WARD GOLD LINE STATION AREA
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This project will address drainage issues in the Lakemont business area to prevent storm
runoff from damaging sidewalks. Improvements include installing a new inlet and storm
sewer pipe, along with sidewalk upgrades.
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Rehabilitating storm sewer infrastructure in poor condition will extend its useful life and
help prevent flooding. Installing new pipes and inlets will further reduce flooding and
minimize potential damage to both private and public property.
IDEALS 8. Wheat Ridge generates resilience
GOALS 1. Prioritize the aging stormwater system
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Professional Services
ROW
Construction $500,000 $0 $0
TOTAL $500,000 $0 $0
Pedestrian Bridge Over Tracks Station Area Projects
213 2026 Proposed Budget
2J Next Chapter Fund
In 2023, Wheat Ridge voters extended a temporary ½ cent
sales tax originally authorized in 2016 to fund up to $75
million in capital infrastructure projects aimed at improving
roadways, sidewalk connectivity and drainage.
Since approval of the tax extension, a refined list of projects
has been developed within each of the three project types
based on feedback from the community over the last
several years, the bi-annual resident survey, as well as the
January 2023 City Council retreat.
In 2026, the city will focus on constructing some of the
sidewalk gaps throughout the community as well as
initiating design on several of the larger projects.
Construction of the planned projects is anticipated to
extend through 2030.
2026
Budget Priorities
•Complete design of the
38th Ave Refresh project
•Replace traffic signal at
44th and Eldridge
•Install new sidewalk at
several gap locations
•Complete sidewalk repair
& ADA ramp construction
Clear Creek Drop Structure Sidewalk Gap
214 2026 Proposed Budget
2024
Actual
2025
Adjusted
2025
Estimated
2026
Proposed
Beginning Fund Balance $0 $31,831,064 $33,924,609 $24,362,713
Revenues
2J Sales Tax $1,327,243 $4,498,753 $4,578,923 $4,713,209
2J Use Tax $88,455 $197,061 $166,666 $166,666
2J Building Use Tax $39,279 $239,250 $419,166 $433,333
2J Auto Use Tax $80,828 $381,839 $383,333 $383,333
2J Audit Revenue $7,063 $23,497 $57,645 $83,333
Grant Reimbursements (35th Ave)$0 $0 $0 $1,950,000
Grant Reimbursements (Tabor)$0 $0 $0 $3,596,000
Investment Income $114,412 $1,000,000 $863,103 $674,786
Debt Issuance $38,701,048 $0 $0 $0
Total Revenue $40,358,328 $6,340,400 $6,468,836 $12,000,660
Total Available Funds $40,358,328 $38,171,464 $40,393,445 $36,363,373
Expenditures
Administration $0 $219,837 $125,240 $235,139
Drainage $0 $1,725,000 $1,750,000 $3,900,000
Corridors $0 $6,655,713 $3,412,967 $12,100,000
Sidewalks $0 $1,098,250 $700,000 $6,530,000
Cost of Issuance $334,855 $500 $500 $500
Transfers $6,012,967 $0 $5,000,000 $0
Debt Service $0 $5,042,025 $5,042,025 $5,041,500
Total Expenditures $6,347,822 $14,741,325 $16,030,732 $27,807,139
Ending Fund Balance $34,010,506 $23,430,139 $24,362,713 $8,556,233
Capital Programs
2J Next Chapter Fund Sumary
215 2026 Proposed Budget
2J Next Chapter Fund
Project Profile
STORMWATER DRAINAGE
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Staff have identified the need for major improvements to the city’s stormwater and
drainage infrastructure due to flooding and failing storm sewer systems. One of the
highest-priority areas for flood mitigation is near the Clearvale neighborhood, where
many homes lie within the floodway and the 100-year floodplain. This not only increases
insurance costs but also limits property investment in the area.
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Rehabilitating storm sewers in poor condition will extend the life of the infrastructure
and help prevent flooding. Installing new pipes and inlets will further reduce flooding
and minimize potential damage to private property.
IDEALS 8. – Wheat Ridge generates resilience
GOALS 1. – Prioritize the aging stormwater system
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Drainage $3,900,000 $3,900,000 $3,100,000
Corridors
Sidewalks
TOTAL $3,900,000 $3,900,000 $3,100,000
0
Bottom of Metal Pipe at 44th and Miller
Localized Street Flooding
216 2026 Proposed Budget
2J Next Chapter Fund
Project Profile
Corridors
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The city has consistently heard that certain corridors need attention, with a particular
focus on local streets rather than state highways. Streets of interest include 44th
Avenue, 38th Avenue, Youngfield Street, 32nd Avenue, and 29th Avenue. Desired
improvements include road maintenance, enhanced pedestrian and bicycle facilities,
aesthetic upgrades, and safer crossings. Initial efforts will focus on improvements along
38th Avenue and pavement maintenance across various city segments.
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These improvements will enhance the driving surface and, where needed, increase
roadway capacity to ensure safe travel for drivers. Whenever possible, bicycle and
pedestrian enhancements will also be incorporated.
IDEALS 6. – Wheat Ridge values connectivity between people, places, and businesses
GOALS 1. – Expand and improve transportation infrastructure, including pedestrian and bike-
friendly options
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Drainage
Corridors $12,100,000 $22,250,000 $1,870,000
Sidewalks
TOTAL $12,100,000 $22,250,000 $1,870,000
West 38th Avenue
35th at Sheridan Boulevard
217 2026 Proposed Budget
2J Next Chapter Fund
Project Profile
Sidewalks & Bicycle Facilities
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City-wide interest in enhancing pedestrian and bicycle mobility has grown, particularly
along collectors and arterials. Public feedback has highlighted a need for better
pedestrian and bike infrastructure on routes to schools and parks. The existing sidewalk
network will be systematically repaired, with modifications to ADA ramps or the
installation of new ramps where none currently exist, ensuring safe, hazard-free passage.
Identified sidewalk gaps have been prioritized so that at least one side of each street
features a continuous sidewalk.
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Providing safe alternatives to driving encourages more people to walk and bike,
especially for short trips. This reduces traffic on city streets, lowers air emissions, and
promotes overall health.
IDEALS 6. – Wheat Ridge values connectivity between people, places, and businesses
GOALS 1. – Expand and improve transportation infrastructure, including pedestrian and bike-
friendly options
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Drainage
Corridors
Sidewalks & Bike Facilities $3,530,000 $6,910,000 $8,580,000
TOTAL $3,530,000 $6,910,000 $8,580,000
218 2026 Proposed Budget
REVENUES
2024 2025 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
30-580-00-589 Beginning Fund Balance $5,696,794 $7,062,776 $5,538,102 $26,117 $1,252,617 $1,896,617 $1,790,617 $161,617 $18,617 $562,617 $1,106,617 $1,150,617
30-500-00-508 Lodger's Tax $432,363 $450,000 $390,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000 $450,000
30-520-12-539 Grant - Wadsworth Widening (FED)$4,254,590 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-13-539 Grant - Wadsworth Widening (CDOT & Other)$486,045 $4,800,000 $3,179,477 $2,500,000 $0 $0 $0 $0 $0 $0 $0 $0
30-525-00-540 2018 DRCOG TIP - Wads $3,757,612 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-525-02-540 2022 DRCOG TIP $1,558,969 $2,000,000 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-525-03-540 2026 DRCOG TIP - Tabor $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-14-539 Wadsworth Path 32nd to 35th $0 $0 $451,000 $5,000,000 $200,000 $0 $0 $0 $0 $0 $0 $0
30-550-00-551 Public Improvement Fee (Sidewalk Fees)$123,316 $40,000 $73,092 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000
30-580-00-581 Interest $6,178 $7,500 $6,437 $6,500 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000
30-580-00-588 Misc. Revenue $61,088 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-590-00-591 Transfer from General Fund for CIP $3,825,000 $0 $0 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000
30-590-00-592 Transfer from Sales Tax Bond Funds $6,249,111 $0 $5,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-590-00-593 Misc Revenue from URA $0 $0 $1,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUE $20,754,272 $7,297,500 $12,300,006 $10,996,500 $3,694,000 $3,494,000 $3,494,000 $3,494,000 $3,494,000 $3,494,000 $3,494,000 $3,494,000
TOTAL AVAILABLE FUNDS $26,451,066 $14,360,276 $17,838,108 $11,022,617 $4,946,617 $5,390,617 $5,284,617 $3,655,617 $3,512,617 $4,056,617 $4,600,617 $4,644,617
EXPENDITURES
2024 2025 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
DPW DRAINAGE
30-302-800-833 Misc. Drainage Improvements Projects $718,964 $0 $0 $350,000 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-841 Lena Gulch Flood Mitigation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-837 Clear Creek Master Plan Update $0 $0 $0 $0 $250,000 $1,000,000 $0 $0 $0 $0 $0 $0
30-302-800-840 Storm Water Master Plan $186,933 $78,067 $77,441 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DRAINAGE $905,897 $78,067 $77,441 $350,000 $250,000 $1,000,000 $0 $0 $0 $0 $0 $0
DPW STREETS
30-303-800-851 Public Improvement Projects, Dev. Related $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-852 Bike/Pedestrian Improvements $278,136 $2,333,939 $1,047,868 $7,000,000 $0 $0 $2,673,000 $1,287,000 $0 $0 $0 $0
30-303-800-888 Sidewalk Improvements $348,170 $38,985 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-860 G Line Station Street Projects $8,993 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-861 ADA Improvements $157,992 $28,903 $28,645 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
30-303-800-864 Street Lights, Installation of Approved Lights $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-865 Wadsworth EA Design and Construction $18,237,494 $10,705,480 $15,205,480 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-866 Bridge Maintenance Projects $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-867 Striping Maintenance $0 $250,000 $238,095 $200,000 $100,000 $100,000 $100,000 $0 $100,000 $100,000 $100,000 $100,000
30-303-800-884 Preventative Maintenance Projects $213,863 $4,941 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,500,000 $2,500,000 $3,000,000 $3,000,000
30-303-800-892 38th Ave Revitalization $322,902 $14,462 $14,462 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL STREETS $19,567,550 $13,376,710 $16,534,550 $9,300,000 $2,200,000 $2,200,000 $4,873,000 $3,387,000 $2,700,000 $2,700,000 $3,200,000 $3,200,000
DPW TRAFFIC
30-304-800-844 Neighborhood Traffic Management Projects $125,000 $150,000 $0 $120,000 $300,000 $300,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000
30-304-800-847 Traffic Signal Improvements $70,039 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL TRAFFIC $195,039 $150,000 $0 $120,000 $300,000 $300,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000
DPW FACILITIES
30-305-800-812 Facility Improvements $27,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DPW FACILITIES $27,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
PARKS & RECREATION CAPITAL PROJECTS
30-603-800-864 Municipal Parking Lots $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL PARKS & RECREATION $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
ECONOMIC DEVELOPMENT
30-610-700-724 Gateway Signage Program $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL ECONOMIC DEVELOPMENT $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
MUNICIPAL CAPITAL PROJECTS
30-610-800-811 City Hall Improvements/Maintenance $217,478 $24,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-872 Aerial Photography/GIS Updates $0 $0 $0 $0 $300,000 $100,000 $0 $0 $0 $0 $0 $0
30-610-800-873 PD Evidence $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL MUNICIPAL $217,478 $24,400 $0 $0 $300,000 $100,000 $0 $0 $0 $0 $0 $0
UTILITY UNDERGROUNDING EXPENDITURES
30-306-800-802 Easements and ROW $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL UNDERGROUNDING $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
OTHER
30-610-800-801 Land Acquisition $0 $0 $1,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-802 Office Furniture and Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-808 Capital Lease $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-809 Other Major Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL MUNICIPAL $0 $0 $1,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
Transfers
30-902-890-891 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL TRANSFERS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $20,912,964 $13,629,177 $17,811,991 $9,770,000 $3,050,000 $3,600,000 $5,123,000 $3,637,000 $2,950,000 $2,950,000 $3,450,000 $3,450,000
ENDING FUND BALANCE $5,538,102 $731,099 $26,117 $1,252,617 $1,896,617 $1,790,617 $161,617 $18,617 $562,617 $1,106,617 $1,150,617 $1,194,617
219219 2026 Proposed Budget
10-yr 2E budget
Stop 0.5%September
REVENUES
2018 2019 2020 2021 2022 2023 2024 2025 2025 2026 2027 2028
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED
31-580-00-589 Beginning Fund Balance $33,403,757 $29,280,505 $20,410,710 $8,553,992 $5,096,312 $7,419,213 $8,734,100 $0 $0 $0 $0
31-500-00-510 2E Sales Tax $3,225,880 $3,417,598 $3,576,439 $3,950,088 $4,263,323 $4,263,323 $3,101,167 $0 $0 $0 $0 $0
31-500-00-511 2E Use Tax $337,688 $184,327 $144,449 $178,612 $184,957 $175,949 $131,718 $0 $0 $0 $0 $0
31-500-00-512 2E Building Use Tax $553,509 $227,519 $398,211 $507,405 $705,646 $383,333 $161,424 $0 $0 $0 $0 $0
31-500-00-513 2E Auto Use Tax $292,724 $308,128 $303,731 $367,848 $369,678 $377,000 $253,869 $0 $0 $0 $0 $0
31-500-00-514 2E Audit Proceeds $32,243 $21,855 $1,062 $29,137 $13,526 $10,000 $44,839 $0 $0 $0 $0 $0
TOTAL TAXES $4,442,044 $4,159,427 $4,423,892 $5,033,090 $5,537,130 $5,209,605 $3,693,016 $0 $0 $0 $0 $0
31-510-00-510 Bond Proceeds - Par $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-510-00-511 Bond Proceeds - Premium $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL BOND PROCEEDS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-580-00-581 Interest Income $563,228 $570,873 $223,899 $7,640 $83,449 $150,000 $477,910 $0 $0 $0 $0 $0
31-580-00-588 Miscellaneous Income $0 $119,450 $287,209 $306,790 $120,386 $0 $0 $0 $0 $0 $0 $0
TOTAL OTHER REVENUE $563,228 $690,323 $511,108 $314,430 $203,835 $150,000 $477,910 $0 $0 $0 $0 $0
31-590-00-591 Transfer from General Fund $0 $0 $0 $0 $0 $0 $5,012,967 $0 $0 $0 $0 $0
TOTAL TRANSFER IN $0 $0 $0 $0 $0 $0 $5,012,967 $0 $0 $0 $0 $0
TOTAL REVENUE $5,005,272 $4,849,750 $4,935,000 $5,347,520 $5,740,965 $5,359,605 $9,183,894 $0 $0 $0 $0 $0
TOTAL AVAILABLE FUNDS $38,409,029 $34,130,255 $25,345,710 $13,901,512 $10,837,277 $12,778,818 $17,917,994 $0 $0 $0 $0 $0
EXPENDITURES
2018 2019 2020 2021 2022 2023 2024 2025 2025 2026 2027 2027
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED
CLEAR CREEK CROSSING
31-101-700-750 Professional Services $117,812 $263,630 $530,609 $224,648 $3,273 $0 $0 $0 $0 $0 $0 $0
31-101-800-801 Environmental $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-101-800-805 Construction $2,967,817 $5,832,698 $8,748,668 $1,991,050 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL CLEAR CREEK CROSSING $3,085,629 $6,096,328 $9,279,277 $2,215,698 $3,273 $0 $0 $0 $0 $0 $0 $0
GOLD LINE STATION
31-102-700-750 Professional Services $491,098 $952,335 $406,151 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-801 Visioning $3,213 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-802 Planning $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-803 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-804 ROW $0 $186,784 $34,360 $1,440 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-805 Construction $0 $0 $0 $283,279 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL GOLD LINE STATION $494,311 $1,139,119 $440,511 $284,719 $0 $0 $0 $0 $0 $0 $0 $0
WADSWORTH
31-103-700-750 Professional Services $87,417 $383,188 $147,911 $50,689 $0 $0 $0 $0 $0 $0 $0 $0
31-103-800-801 Environmental $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-103-800-802 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-103-800-803 ROW $0 $108,354 $3,423,819 $2,756,494 $0 $0 $0 $0 $0 $0 $0 $0
31-103-800-805 Construction $0 $0 $0 $0 $0 $475,000 $0 $0 $0 $0 $0 $0
TOTAL WADSWORTH $87,417 $491,542 $3,571,730 $2,807,183 $0 $475,000 $0 $0 $0 $0 $0 $0
ANDERSON PARK
31-104-700-750 Professional Services $433,941 $117,204 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-801 Waterline $144,793 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-802 Owner's Rep $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-803 Master Plan $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-804 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-805 Construction $1,373,271 $2,376,553 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL ANDERSON PARK $1,952,005 $2,493,757 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
ISSUANCE COSTS
31-600-700-750 Professional Services $3,863 $500 $500 $500 $3,500 $3,500 $500 $0 $0 $0 $0 $0
31-600-700-760 Bond Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-600-700-765 Surety Bond $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-600-700-770 Misc Expense - General $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL ISSUANCE COSTS $3,863 $500 $500 $500 $3,500 $3,500 $500 $0 $0 $0 $0 $0
DEBT PAYMENTS
31-610-900-901 2E DEBT SERVICE - PRINCIPAL $2,400,000 $2,465,000 $2,565,000 $2,665,000 $2,720,000 $2,720,000 $12,120,000 $0 $0 $0 $0 $0
31-610-900-902 2E DEBT SERVICE - INTEREST $1,105,300 $1,033,300 $934,700 $832,100 $778,800 $778,800 $548,383 $0 $0 $0
TOTAL DEBT PAYMENTS $3,505,300 $3,498,300 $3,499,700 $3,497,100 $3,498,800 $3,498,800 $12,668,383 $0 $0 $0 $0 $0
TRANSFERS
31-610-890-892 Transfer to Other Funds $0 $0 $0 $0 $0 $2,720,000 $5,249,111 $0 $0 $0 $0 $0
TOTAL TRANSFERS $0 $0 $0 $0 $0 $2,720,000 $5,249,111 $0 $0 $0 $0 $0
TOTAL PROJECT EXPENDITURES $5,619,362 $10,220,746 $13,291,518 $5,307,600 $3,273 $475,000 $0 $0 $0 $0 $0 $0
TOTAL DEBT SERVICE EXPENDITURES $3,509,163 $3,498,800 $3,500,200 $3,497,600 $3,502,300 $3,502,300 $12,668,883 $0 $0 $0 $0 $0
TOTAL TRANSFERS $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $9,128,525 $13,719,546 $16,791,718 $8,805,200 $3,505,573 $3,977,300 $17,917,994 $0 $0 $0 $0 $0
ENDING FUND BALANCE $29,280,504 $20,410,709 $8,553,992 $5,096,312 $7,331,704 $8,801,518 $0 $0 $0 $0 $0 $0
220 2026 Proposed Budget
Fund 40 Renewal Wheat Ridge Bond Activities
REVENUES
2022 2023 2024 2025 2025 2026 2027 2028
ACTUAL ACTUAL ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED
40-580-00-589 Beginning Fund Balance $0 $5,469,913 $4,198,185 $3,536,503 $3,536,503 $0 $0 $0
40-525-02-540 DRCOG TIP 2022 $0 $0 $300,000 $4,390,000 $890,000 $0 $0 $0
40-525-03-540 Municipal/Non-Federal/IGA $604,638 $0
40-580-00-588 Miscellaneous Income $187,346 $2,271,688 $0 $0 $0 $0 $0 $0
TOTAL OTHER REVENUE $187,346 $2,271,688 $904,638 $4,390,000 $890,000 $0 $0 $0
40-520-00-540 Reimbursement from Renewal Wheat Ridge $5,900,000 $6,434,758 $1,633,243 $7,885,374 $2,710,831 $2,155,000 $450,000 $6,616,432
TOTAL REIMBURSEMENTS $5,900,000 $6,434,758 $1,633,243 $7,885,374 $2,710,831 $2,155,000 $450,000 $6,616,432
TOTAL REVENUE $6,087,346 $8,706,446 $2,537,881 $12,275,374 $3,600,831 $2,155,000 $450,000 $6,616,432
TOTAL AVAILABLE FUNDS $6,087,346 $14,176,359 $6,736,066 $15,811,877 $7,137,334 $2,155,000 $450,000 $6,616,432
EXPENDITURES
2022 2023 2024 2025 2025 2026 2027 2028
ACTUAL ACTUAL ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED
APPLEWOOD ACTIVITIES
40-101-700-750 Professional Services $65,889 $605,785 $521,245 $105,886 $173,195 $205,000 $0 $0
40-101-800-802 ROW Acquisition $0 $0 $0 $0 $0 $0 $0 $0
40-101-800-805 Construction $0 $470,075 $313,393 $4,807,962 $5,680,870 $1,000,000 $450,000 $0
TOTAL APPLEWOOD ACTIVITIES $65,889 $1,075,860 $834,638 $4,913,848 $5,854,065 $1,205,000 $450,000 $0
KIPLING ACTIVITIES
40-102-700-750 Professional Services $0 $0 $0 $0 $0 $0 $0
40-102-800-804 ROW Acquisition $0 $0 $0 $0 $0 $0 $0
40-102-800-805 Construction $14,094 $1,696,216 $1,465,052 $991,160 $800,579 $450,000 $0
TOTAL KIPLING ACTIVITIES $14,094 $1,696,216 $1,465,052 $991,160 $800,579 $450,000 $0 $0
WARD TOD ACTIVITIES
40-103-700-750 Professional Services $344,697 $428,213 $603,190 $456,690 $456,690 $0 $0
40-103-800-803 ROW Acquisition $4,500 $0 $0 $25,000 $10,000 $0 $0
40-103-800-805 Construction $188,253 $6,777,886 $296,683 $13,083,094 $16,000 $500,000 $0
TOTAL WARD TOD ACTIVITIES $537,450 $7,206,099 $899,873 $13,564,784 $482,690 $500,000 $0 $0
OTHER ACTIVITIES
40-104-700-750 Professional Services $0 $0 $0 $0 $0 $0 $0 $0
40-104-800-804 Design $0 $0 $0 $0 $0 $0 $0 $0
40-104-800-805 Construction $0 $0 $0 $0 $0 $0 $0 $0
TOTAL OTHER ACTIVITIES $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $617,433 $9,978,175 $3,199,563 $19,469,792 $7,137,334 $2,155,000 $450,000 $0
ENDING FUND BALANCE $5,469,913 $4,198,184 $3,536,503 -$3,657,915 $0 $0 $0 $6,616,432
221 2026 Proposed Budget
Next Chapter 2J Bond Fund
REVENUES
2024 2025 2025 2026 2027 2028 2029 2030 2031 2032 2033
ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
66-580-00-589 Beginning Fund Balance $0 $31,831,064 $33,924,609 $24,362,713 $8,556,233 $29,963,711 $16,482,551 $6,064,342 $5,310,782 $6,189,559 $7,084,152
66-500-00-510 2J Sales Tax $1,327,243 $4,498,753 $4,578,923 $4,713,209 $4,926,608 $5,123,645 $5,328,601 $5,541,728 $5,763,448 $5,994,013 $6,233,760
66-500-00-511 2J Use Tax $88,455 $197,061 $166,666 $166,666 $215,802 $224,433 $233,411 $242,747 $252,459 $262,558 $273,060
66-500-00-512 2J Building Use Tax $39,279 $239,250 $419,166 $433,333 $262,004 $272,483 $283,382 $294,717 $306,508 $318,770 $331,520
66-500-00-513 2J Auto Use Tax $80,828 $381,839 $383,333 $383,333 $418,153 $434,877 $452,273 $470,363 $489,182 $508,751 $529,100
66-500-00-514 2J Audit Revenue $7,063 $23,497 $57,645 $83,333 $66,666 $26,762 $27,832 $28,945 $30,103 $31,308 $32,560
66-525-01-500 Grant Reimbursements (35th Ave)$0 $0 $0 $1,950,000 $2,500,000 $0 $0 $0 $0 $0 $0
66-525-02-500 Grant Reimbursements (Tabor)$0 $0 $0 $3,596,000 $1,000,000 $7,300,000 $0 $0 $0 $0 $0
66-580-00-581 Investment Income $114,412 $1,000,000 $863,103 $674,786 $600,000 $1,150,000 $1,000,000 $1,000,000 $750,000 $500,000 $500,000
66-510-00-510 Debt Issuance $38,701,048 $0 $0 $0 $50,822,408 $0 $0 $0 $0 $0 $0
TOTAL REVENUE $40,358,328 $6,340,400 $6,468,836 $12,000,660 $60,811,641 $14,532,200 $7,325,500 $7,578,500 $7,591,700 $7,615,400 $7,900,000
TOTAL AVAILABLE FUNDS $40,358,328 $38,171,464 $40,393,445 $36,363,373 $69,367,875 $44,495,911 $23,808,051 $13,642,842 $12,902,482 $13,804,959 $14,984,152
EXPENDITURES
2024 2025 2025 2026 2027 2028 2029 2030 2031 2032 2033
ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
ADMINISTRATION
66-101-600-602 Staff Salaries and Wages $0 $174,800 $100,000 $191,756 $197,509 $203,434 $209,537 $215,823 $222,298 $228,967 $235,836
66-101-600-620 FICA Expense - Employer $0 $10,838 $7,824 $11,889 $12,246 $12,613 $12,991 $13,381 $13,782 $14,196 $14,622
66-101-600-622 Medical/Dental Insurance $0 $20,176 $7,964 $16,000 $16,800 $17,640 $18,522 $19,448 $20,421 $21,442 $22,514
66-101-600-625 Medicare Expense - Employer $0 $2,535 $1,830 $2,780 $2,864 $2,950 $3,038 $3,129 $3,223 $3,320 $3,420
66-101-600-630 Retirement Expense $0 $10,488 $7,572 $12,464 $12,838 $13,223 $13,620 $14,028 $14,449 $14,883 $15,329
66-101-650-651 Office Supplies $0 $1,000 $50 $250 $250 $250 $250 $250 $250 $250 $250
TOTAL ADMINISTRATION $0 $219,837 $125,240 $235,139 $242,506 $250,110 $257,958 $266,060 $274,423 $283,057 $291,970
CAPITAL EXPENDITURES
Drainage
66-102-700-750 Professional Services $0 $100,000 $350,000 $350,000 $350,000 $350,000 $0 $0 $0 $0 $0
66-102-800-804 Row Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
66-102-800-805 Construction $0 $1,400,000 $1,400,000 $3,550,000 $3,550,000 $2,750,000 $0 $0 $0 $0 $0
66-102-800-806 Contingency $0 $225,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DRAINAGE $0 $1,725,000 $1,750,000 $3,900,000 $3,900,000 $3,100,000 $0 $0 $0 $0 $0
Corridors
66-103-700-750 Professional Services $0 $2,486,963 $1,675,000 $1,450,000 $0 $0 $0 $0 $0 $0 $0
66-103-800-804 Row Acquisition $0 $0 $0 $100,000 $0 $1,150,000 $0 $0 $0 $0 $0
66-103-800-805 Construction $0 $3,550,000 $1,737,967 $10,550,000 $22,250,000 $720,000 $0 $0 $0 $0 $0
66-103-800-806 Contingency $0 $618,750 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL CORRIDORS $0 $6,655,713 $3,412,967 $12,100,000 $22,250,000 $1,870,000 $0 $0 $0 $0 $0
SIDEWALKS
66-104-700-750 Professional Services $0 $125,000 $250,000 $4,700,000 $950,000 $850,000 $0 $0 $0 $0 $0
66-104-800-804 Row Acquisition $0 $30,000 $0 $280,000 $1,830,000 $380,000 $230,000 $30,000 $0 $0 $0
66-104-800-805 Construction $0 $800,000 $450,000 $1,550,000 $3,380,000 $15,125,000 $10,820,000 $1,600,000 $0 $0 $0
66-104-800-806 Contingency $0 $143,250 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL SIDEWALKS $0 $1,098,250 $700,000 $6,530,000 $6,160,000 $16,355,000 $11,050,000 $1,630,000 $0 $0 $0
PUBLIC FINANCING
Cost of Issuance
66-101-700-750 Professional Services - Issuance Costs $308,535 $500 $500 $500 $417,908 $500 $500 $500 $500 $500 $500
66-101-700-760 Bond Insurance $26,320 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL Cost of Issuance $334,855 $500 $500 $500 $417,908 $500 $500 $500 $500 $500 $500
TRANSFERS
66-610-890-892 Transfer to Special Funds $5,012,967 $0 $5,000,000 $0 $0 $0 $0 $0 $0 $0 $0
66-610-890-897 Transfer to Other Funds $1,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL Tranfers to Other Funds $6,012,967 $0 $5,000,000 $0 $0 $0 $0 $0 $0 $0 $0
Debt Service
66-610-900-901 Debt - Principal $0 $3,125,000 $3,125,000 $3,455,000 $3,520,000 $2,950,000 $3,095,000 $3,250,000 $3,415,000 $3,585,000 $3,765,000
66-610-900-902 Debt - Interest $0 $1,917,025 $1,917,025 $1,586,500 $2,913,750 $3,487,750 $3,340,250 $3,185,500 $3,023,000 $2,852,250 $2,673,000
TOTAL Debt Service $0 $5,042,025 $5,042,025 $5,041,500 $6,433,750 $6,437,750 $6,435,250 $6,435,500 $6,438,000 $6,437,250 $6,438,000
TOTAL Public Financing $334,855 $5,042,525 $5,042,525 $5,042,000 $6,851,658 $6,438,250 $6,435,750 $6,436,000 $6,438,500 $6,437,750 $6,438,500
TOTAL ADMINISTRATION $0 $219,837 $125,240 $235,139 $242,506 $250,110 $257,958 $266,060 $274,423 $283,057 $291,970
TOTAL CAPITAL SPENDING $0 $9,478,963 $5,862,967 $22,530,000 $32,310,000 $21,325,000 $11,050,000 $1,630,000 $0 $0 $0
TOTAL PUBLIC FINANCING $334,855 $5,042,525 $5,042,525 $5,042,000 $6,851,658 $6,438,250 $6,435,750 $6,436,000 $6,438,500 $6,437,750 $6,438,500
TOTAL EXPENDITURES $6,347,822 $14,741,325 $16,030,732 $27,807,139 $39,404,164 $28,013,360 $17,743,708 $8,332,060 $6,712,923 $6,720,807 $6,730,470
ENDING FUND BALANCE $34,010,506 $23,430,139 $24,362,713 $8,556,233 $29,963,711 $16,482,551 $6,064,342 $5,310,782 $6,189,559 $7,084,152 $8,253,682
222222 2026 Proposed Budget
Open Range Pay-for-Performance Compensation Plan
1. Introduction
The City’s compensation plan for employees is designed as a:
•Financially sustainable plan that supports recruitment and retention of top talent.
•Market-based plan, fully aligned with the City’s performance management plan (PMP)
and is reflective of an overall pay-for-performance system of total rewards.
•Pay-for-performance model, consistent with the culture and commitment to the City’s
core values of A.C.T.I.O.N! (Accountability, Change, Teamwork, Integrity, Opportunity,
NOW!). It is important for the City to reward employees who exemplify these core values
and help achieve the City’s strategic results.
2. Compensation Philosophy and Strategy
•The City of Wheat Ridge recognizes that, as a service organization, employees are critical
to the success of its mission and goals. In a highly competitive and ever-changing
environment, we strive to attract and retain qualified individuals who respond quickly,
think creatively, and achieve meaningful results.
•The City strives to attract and retain a highly skilled workforce that is efficient, productive,
and innovative. Rewards are based on behaviors, contributions, and performance that
demonstrate a commitment to public service and the City’s core values. Employees are
rewarded for taking personal responsibility to develop their skills, provide excellent
customer service, and develop positive relationships within the community. Employees
are expected to continually strive to learn as well as apply problem-solving and customer
service skills to further the City’s mission.
•The City utilizes an open-range, market-driven, pay-for-performance approach to grade
structure, pay plan design, and job placement.
•The total compensation package consists of base pay, retirement, comprehensive health
benefits, peer recognition, and wellness programs, as well as development opportunities
based on financial conditions and strategic objectives.
3. Job Analysis and Evaluation
•Human Resources (HR) reviews each job description and analyzes compensable factors,
such as education, critical skills, responsibility, etc. HR will match these compensable
factors to local market job matches with at least 75% comparable
duties/skills/responsibilities/etc. Internal job classification and grade placement also
consider internal equity.
223 2026 Proposed Budget
•A grade’s midpoint is 50% above the minimum and is considered “market” (or meets
market) and that mid-point is used to guide grade placement.
•Mid-points are established for each job classification and grades are assigned based on
these mid-points in an open-range format.
4. Open Market Pay Structure
•An open market pay structure reflects prevailing wage rates in the local job market,
which is the “Denver/Boulder” compensation market – including private and public
organizations.
•Pay grade structure and salary ranges are established based on market data and job
evaluation results. The City currently has 20 grades for non-sworn, 7 steps for sworn, 8
steps for sergeants, select pay ranges for other sworn management, and a variable-hour
employee pay plan. All are market driven.
•Mid-point separation and grade spread amongst grades are analyzed by HR and the
compensation consultant during market analysis. HR implements any changes into pay
plans which are approved by City Council during the budget cycle.
•Other factors in the total compensation program include retirement, health, and other
benefits and are determined using market data from select front range municipalities,
depending on the benefit.
5. Market Analysis and Benchmarking
•Compensation consultant databases and guidance are used in market analysis every two
years. However, market analysis can occur more frequently than biannually if job
market conditions warrant, and budget is approved.
•Position benchmarks are based on job duties and compensable factors, not job titles.
•The City conducted a full market analysis in 2024 which resulted in movements to some
positions and grades in 2025.
•A full market analysis is budgeted for 2026.
6. Pay-for-Performance Performance Management
•Employee goals are connected to business and workgroup objectives.
•Employee and Supervisor competencies are evaluated differently.
•Employee Development goals benefit the organization and employee.
•Scored measurement of employee performance favors demonstration of City values in
how employees work and is currently over 60% of the total weighted score.
•Higher scores indicate greater wage increases based on this philosophy.
•Wheat Ridge uses technical competency, values, behaviors, and goals to evaluate
overall performance scores. The definitions for values and scoring criteria are kept by
HR and subject to periodic changes and adjustments.
224 2026 Proposed Budget
•Supervisors set performance goals and objectives, communicate them to employees,
and evaluate them in a transparent manner.
•PMP scores are reviewed by Executive Management via “calibration”, to help reduce
rater bias and adherence to City values and norms.
8. Merit-Based Compensation Increases
•Wheat Ridge grants annual merit-based pay increases to employees who consistently
meet or exceed performance expectations. The increase depends on ability to pay and
budget approval. Current practice (some years have exceptions):
o Standard benefited employees receive a base wage increase % equal to their
overall annual PMP score.
o Variables do not receive merit increases but do receive a discretionary annual
wage increase subject to budget and HR’s recommendations.
o Step increases driven by market to sworn officers; there are 7 steps, step 1 is
unsworn cadet.
o In 2026, Wheat Ridge introduced a new step program for sergeants. There are 8
steps based on an employee’s tenure as a sergeant.
9. Bonus and Incentive Programs
•For employees at the maximum of their pay grade, a one-time bonus of up to $1,000,
$1,200 or $1,500 depending on PMP rating (Meets, Exceeds or Exceptional; respectively)
is paid in lieu of a wage increase.
•Bonuses and other incentives, such as front-loaded paid time off, may be used in
circumstances at HR’s approval for hiring and/or retaining excellent employees.
•The City offers many other benefits outlined in other documents, which are kept based
on ability to pay, utilization and business value. For example, Directors receive a car
allowance each month for all the driving required by their role. They in turn do not
receive reimbursement for actual mileage driven.
10. Employee Communication and Transparency
•HR maintains the Compensation Philosophy and it is approved by the Deputy City
Manager and/or City Manager.
•Wheat Ridge will endeavor to provide transparency to employees in compensation
decisions and how compensation efforts impact their pay.
11. Legal and Regulatory Compliance
The City of Wheat Ridge observes relevant labor laws, regulations, and equal employment
opportunity guidelines when designing and implementing the compensation plan. HR is
responsible for monitoring regulations for necessary compliance adjustments.
225 2026 Proposed Budget
12. Monitoring, Review, and Adjustments
•Pay Plans - The compensation plan consists of three sub plans: 1) a pay-for-performance
open range plan (which includes civilian and commanders and higher ranks) and 2) a
seven-step sworn plan and eight-step sergeant plan and 3) open range plan for
traditionally non-benefited part-time and variable hour employees.
•Cost of Living Adjustment (COLA) – Wheat Ridge does not, as a practice, provide COLAs.
However, when job market circumstances warrant, COLAs are another compensation
tool which may be used.
•Equity Adjustments – When a promotional wage increase, job transfer, or new
employee’s starting wage impacts equity for other employees in their workgroup and/or
pay grade, HR may recommend equity increase(s) for impacted employees.
•Market Survey Update and Adjustments– Wheat Ridge conducts biannual market
surveys to properly adjust pay grades, adjust the structure of the pay plan(s), and guide
market-adjustment recommendations for employees.
•Market adjustments – When structural pay challenges present – like compression – HR
may recommend adjustments to individuals, workgroups, or City-wide. Ability to pay is
the main factor each year in deploying market adjustments.
•Partially Funded Pay Plan – The City tries to ensure employees make 5% over their
grade minimum and no more than the grade maximum when a new pay plan is
effective. An employee’s position in the grade (compa ratio - CompR) is not adjusted
automatically in accordance with grade movement.
•Timing of Annual Review - Following the performance evaluation due dates scheduled
in the fall (currently Oct 1 – Sept 30), employees may receive an increase based on how
they met the core values and competencies for their evaluation.
•Performance increases are not guaranteed - The merit budget is determined and
approved by City Council on an annual basis according to what other comparable
organizations are providing and what the City can afford for that fiscal year.
•The City measures total compensation success - via employee engagement, retention,
and performance feedback.
13.Structure and Timelines for Pay Plans
Standard-Benefited Employees
•Common Review Date - Our performance year starts October 1 and ends September 30
of the following year. Our common review date is September 30th each year.
•End of March, Goals - Each employee sets goals for the coming year in consultation with
their supervisor by the end of March each year.
226 2026 Proposed Budget
Jan
Feb
March
April
May
June
July
August
September
October
November
December
•End of May, Mid-Year Evaluation - Each employee receives a mid-year evaluation, so
they can learn, correct, and improve performance. This is unscored and conducted
between March and May.
•December, PMP score – Supervisors review employee’s self-evaluations, as well as any
performance notes throughout the year they kept - including the mid-year review -
before assigning an overall PMP score to their employees. A “PMP score” is the current
term we use for the overall rating most non-sworn employees receive during their
annual performance evaluation. Employees who have a PMP score of “meets
expectations” or higher are eligible each year for a performance-based increase to their
base wage. This includes all some PD command staff, but not step-based officers,
sergeants or variable-hour employees. Most employees rate “meets expectations”.
.
Overall PMP Ratings
•1.0 – 2.69: Does Not Meet (Expectations) – no wage increase; PIP may be implemented
•2.70 – 3.69: Meets expectations.
•3.70 – 4.20: Exceeds expectations.
•4.21 – 5.00: Exceptional performance.
Effective Wage Increases - standard-benefited Wheat Ridge employees sharing a common-
review date learn their PMP scores in December and receive their related wage increases in
January of the following year.
Typical Cycle:
•Employee Self Eval due Oct
1- 30
•Manager Eval due Oct. 1 –
Oct 31
•Calibration- By 1st week of
Dec.
•Supervisor/EE Feedback- By end of year •Mid-Year
Evaluation takes
place.
•Set Goal- Enter on Annual
Review.
Evaluating work from October to
September of the
following year
227 2026 Proposed Budget
Police Officer Steps
•Officer step plans are based on a separate market of local municipal agencies with
police step officers.
•Officers receive 3 end-of-shift rotation performance evaluations, each year. These are
unscored and consulted in promotional and development opportunities by
management.
•Officers on steps receive effective wage increases in December or June, annually,
depending on when they were hired.
•Officer step increases are based on market analysis.
Variable-Hour Employees
•Variables do not receive merit increases but do receive a discretionary annual wage
increase subject to department budget ability to pay and HR’s recommendations.
•Effective wage increases occur in March and are based on tenure and position.
New Employees
New employees start at all times of the year and need to complete probation and synchronize
their performance evaluation to synchronize with our common-review date.
•New Employees are currently attempted to be hired at a minimum of 5% over the
minimum of the appropriate grade to avoid compression.
•New employees will receive a pro-rated increase based on the annual calendar – as this
is when wage increases are also effective.
•Employees starting between January and April 15th will receive a PMP evaluation their
first year, provided they have successfully completed probation by September 30.
•Employees starting after April 15th will not receive a PMP evaluation because they will
be on probation at the conclusion of the performance year. They will receive a PMP
evaluation the following year.
•New employees will receive a pro-rated increase for the year. Employees who received
a PMP score will receive a pro-rated increase based on their score. Employees who
started after April 15th and did not receive a PMP score will receive a pro-rated amount
of the City’s average PMP score for that year for standard employees.
•For example, if someone starts in June, they will receive 7/12 of the average PMP
increase seen that year. If the City-wide PMP average was, for example, 3% then they
would receive ((7/12)*03)*100= 1.75% increase in January.
•The start date of a new hire does matter. Starting before the 16th of a month results in
receiving credit for a whole month that same month. Starting on after the 16th of a
month results in receiving credit for a whole month, starting the following month. For
example, if someone starts April 10th, they will get 9/12 of an average increase. If they
228 2026 Proposed Budget
start April 16th, the individual will get 8/12 of an average increase (treating them as
though they started in May). December is the exception: employees starting December
1-31 do not receive an increase the following January.
• Table of pro-rated increases for new employees:
Months Fraction of
Average
Increase
January 12/12
February 11/12
March 10/12
April 9/12
May 8/12
June 7/12
July 6/12
August 5/12
September 4/12
October 3/12
November 2/12
December 0/12
Promotions/Transfers: (practice started in 2023)
• A person promoted will receive a PMP score based on their new role. This should be
considered by HR when establishing a job offer for the new role.
• 5% - 10% is the range for promotional increases, unless there are factors warranting
more/less, including ensuring the employee is at least 5% over the minimum of the
grade.
Simultaneous Personnel Actions
When two or more actions affecting pay occur on the same effective date, the new pay range
and rate shall be computers in the following sequence as applicable:
229229 2026 Proposed Budget
•If more than one personnel action occurs on the date an employee’s performance
increase is effective, the performance increase, if warranted, shall first be applied
before other pay adjustments.
•If the employee is promoted or demoted, the appropriate pay adjustment shall apply
along with any pay range adjustments effective the same date.
Performance Appraisal Date
An employee’s performance appraisal date is established in accordance with the Performance Review
System in force and shall remain at that date until one of the following:
1.Promotion & Demotion - When an employee is promoted to a higher class or demoted
to a lower class, the employee’s performance appraisal date may become the new
performance appraisal date, but this may be waived on a case-by-case basis with
approval of the HR or City Manager.
2.When an employee’s position is reclassified, the Department Director and Human
Resources Manager will determine the performance appraisal date.
3.The performance appraisal date, regardless of whether the employee maintaining a
regular position is in a non-exempt or exempt status, shall change in the event of
extended leaves, regardless of paid or unpaid, in excess of ninety (90) calendar days,
(consecutive), upon which the total days absent will be added to their current
performance appraisal date, e.g.:
•Employee is out 79 days = evaluation date of June 1 remains unchanged
•Employee is out 105 days = evaluation date of June 1 changes to September 15
4.An employee receiving a Needs Improvement or Unacceptable Performance Appraisal
should be placed on a Performance Improvement Plan (PIP). Such a plan is a
management tool for the supervisor to assist the employee in consistently meeting
required job expectations, or determine, by the supervisor, that the employee is unable
to meet the expectations as expressed. Human Resources and the Department Director
shall be directly involved in the development and approval of any administered PIP.
Employees who fail a PIP may be demoted, involuntarily transferred or have their
employment terminated as a result.
230 2026 Proposed Budget
2026
Post Certified
Recruit Graduated FTO completed 1 year
Steps 1 2 3 4 5 6 7
Annual $73,500 $75,075 $77,700 $81,900 $87,413 $94,500 $112,350
Hourly $35.34 $36.09 $37.36 $39.38 $42.03 $45.43 $54.01
2.1%3.4%5.4%6.7%8.1%18.8%
Steps 1 2 3 4 5 6 7 8
Annual $123,307 $126,028 $128,749 $131,470 $134,191 $136,912 $139,633 $142,359
Hourly $59.28 $60.59 $61.90 $63.21 $64.51 $65.82 $67.13 $68.44
% spread between steps 2.2%2.2%2.1%2.1%2.0%2.0%2.0%
$223,168
Range Minimum Range Maximum
$125,963 $188,523
$144,065
Division Chief
Police Officer Pay Plan
Police Department
% spread between steps
Range Minimum Range Maximum
Police Officer
Sergeant
Commander
231 2026 Proposed Budget
Non-Exempt Summary Report 2026
Range Range Range
Minimum Midpoint Maximum
Salary Grade 10
Salary Grade 20 $36,420 $42,025 $47,630
Public Works Custodian $17.5096 $20.2043 $22.8990
Salary Grade 30 $39,160 $46,195 $53,230
Parks & Recreation Maintenance Worker I - Parks $18.8269 $22.2091 $25.5913
Parks & Recreation Operations Support Technician I
Salary Grade 40 $42,028 $50,433 $58,839
Parks & Recreation Forestry Assistant $20.2058 $24.2466 $28.2880
Parks & Recreation Head Lifeguard
Parks & Recreation Horticulture Assistant
Salary Grade 50 $47,665 $57,192 $66,718
Administrative Services Accounting Technician $22.9159 $27.4962 $32.0760
Police Department Civilian Report Taker
Parks & Recreation Facility Assistant
Public Works Facilities Maintenance Technician I
Parks & Recreation Garden Coordinator
Municipal Court Judicial Assistant I
Public Works Maintenance Technician I
Parks & Recreation Maintenance Worker II
Parks & Recreation Operations Support Technician II
Administrative Services Payroll Specialist
Police Department Records Management Specialist I
Parks & Recreation Recreation Specialist
Salary Grade 60 $54,805 $65,770 $76,736
Administrative Services Administrative Assistant - Adm. Serv.$26.3486 $31.6202 $36.8923
Community Development Administrative Assistant - Comm. Dev.
Public Works Administrative Assistant - Public Works/CIP
Police Department Community Service Officer I
Parks & Recreation Environmental Interpreter
Police Department Evidence Technician I
Public Works Facilities Maintenance Technician II
Public Works Fleet Mechanic
Parks & Recreation Forestry Technician
Job Titles Listed by Salary Grade
Salary Grade Job Title
No Positions
232 2026 Proposed Budget
Non-Exempt Summary Report 2026
Job Titles Listed by Salary Grade
Range Range
Minimum Maximum
Salary Grade 60 - con't $54,805 $65,770 $76,736
Administrative Services GIS Technician $26.3486 $31.6202 $36.8923
Parks & Recreation Horticulture Technician
Administrative Services Human Resources Technician
Municipal Court Judicial Assistant II
Public Works Maintenance Technician II
Parks & Recreation Maintenance Worker III
Parks & Recreation Operations Support Technician III
Police Department Records Management Specialist II
Parks & Recreation Recreation Coordinator
Parks & Recreation Rental and RecTrac Coordinator
Administrative Services Service Desk Technician
Public Works Traffic Operations Technician I
Salary Grade 70 $57,830 $72,563 $87,296
Police Department Administrative Program Coordinator $27.8029 $34.8861 $41.9692
Administrative Services Communications Specialist
Police Department Community Service Officer II
Public Works Engineering Technician I
Police Department Evidence Technician II
Public Works Facilities Maintenance Technician III
Police Department Investigative Technician
Police Department Lead Records Management Specialist
Public Works Maintenance Technician III
Parks & Recreation Marketing Specialist
Municipal Court Probation Officer
Administrative Services Revenue Technician
Administrative Services Technical Support Specialist
Public Works Traffic Operations Technician II
Salary Grade 80 $66,500 $81,196 $95,893
Administrative Services Compliance Officer $31.9712 $39.0365 $46.1024
Municipal Court Court Marshal
Public Works Engineering Technician II
Public Works Locates Maintenance Technician IV
Public Works Maintenance Technician IV
Community Development Plans Reviewer/Inspector
Public Works Traffic Operations Supervisor
Salary Grade 90 $73,150 $90,340 $107,530
Police Department Community Service Supervisor $35.1683 $43.4327 $51.6971
City Clerk's Office Deputy City Clerk
Public Works Engineering Technician III
Police Department Records Supervisor
Salary Grade Job Title
233 2026 Proposed Budget
Exempt Summary Report 2026
Job Titles Listed by Salary Grade
Range Range Range
Minimum Midpoint Maximum
Salary Grade 200 $58,849 $73,105 $87,360
Parks & Recreation Graphic Designer $28.2928 $35.1466 $42.0000
Community Development Landscape Planner
Community Development Planner I
Administrative Services Staff Accountant
Salary Grade 210 $64,684 $79,917 $95,151
Parks & Recreation Events and Volunteer Coordinator $31.0981 $38.4216 $45.7457
City Manager's Office Homeless Navigator
City Manager's Office Housing Navigator
Administrative Services Human Resources Business Partner
Community Development Planner II
Administrative Services Procurement Coordinator
Administrative Services Revenue Auditor
City Manager's Office Sustainability Coordinator
Salary Grade 220 $71,461 $89,249 $107,037
Administrative Services Accountant $34.3563 $42.9082 $51.4601
Community Development Civil Engineer I
Police Department Crime/Research/Analyst
Administrative Services Executive Assistant
Parks & Recreation Forestry & Open Space Supervisor
Parks & Recreation Grant & Special Projects Administrator
Community Development Neighborhood Engagement Specialist
Parks & Recreation Operations Supervisor - Parks
Parks & Recreation Project Coordinator
Parks & Recreation Recreation Supervisor
Administrative Services Risk Management Coordinator
Administrative Services Sr Human Resources Business Partner
City Manager's Office Sr Management Analyst
Community Development Stormwater Coordinator
Police Department Training and Accreditation Manager
Salary Grade 230 $80,278 $100,352 $120,427
Administrative Services Accounting Supervisor $38.5952 $48.2462 $57.8976
Public Works Fleet Services Supervisor
Public Works Operations Supervisor - Public Works
Administrative Services Payroll Supervisor
Community Development Housing Program Senior Planner
Administrative Services Revenue Supervisor
Administrative Services Sr. System Administrator
Salary Grade Job Title
234 2026 Proposed Budget
Exempt Summary Report 2026
Job Titles Listed by Salary Grade
Range Range
Minimum Maximum
Salary Grade 240 $90,320 $112,898 $135,475
Community Development Civil Engineer II $43.4231 $54.2779 $65.1322
Municipal Court Deputy Court Administrator
City Manager's Office Economic Development/Urban Renewal Mgr
Administrative Services GIS Architect
Public Works Infrastructure Project Manager
Administrative Services IT Project Manager
Administrative Services Network Administrator
Police Department Public Information Officer (PIO)
Administrative Services Senior Deputy City Clerk
Community Development Senior Neighborhood Planner
Community Development Senior Planner
Salary Grade 250 $102,596 $128,242 $153,888
Administrative Services Communications and Engagement Manager $49.3250 $61.6548 $73.9846
Municipal Court Court Administrator
Public Works Facilities Manager
Parks & Recreation Parks, Forestry & Open Space Manager
Administrative Services Procurement Manager
Parks & Recreation Recreation Manager
Salary Grade 260 $110,980 $138,720 $166,460
City Manager's Office Assistant City Manager $53.3558 $66.6923 $80.0288
Public Works CIP Program Manager
Community Development Engineering Manager
Administrative Services Finance Manager
Administrative Services IT Manager
Administrative Services Manager of People and Culture
Community Development Planning Manager
Salary Grade 270
No Positions
Salary Grade 280 $140,460 $175,570 $210,680
Administrative Services Deputy City Manager $67.5288 $84.4087 $101.2885
Community Development Director of Community Development
Parks & Recreation Director of Parks & Recreation
Public Works Director of Public Works
Salary Grade 290 $177,770 $222,210 $266,650
Police Department Chief of Police $85.4663 $106.8317 128.1971
Salary Grade 300 $224,990 $281,240 $337,490
City Manager's Office City Manager $108.1683 $135.2115 $162.2548
Salary Grade Job Title
235 2026 Proposed Budget
Variable Summary Report 2026
Job Titles Listed by Salary Grade
Range Range
Minimum Maximum
Salary Grade PT1 $17.0000 $21.0800
Parks & Recreation Childcare Attendant
Parks & Recreation Climbing Wall Attendant
Parks & Recreation Concession Worker
Parks & Recreation Gym Attendant
Parks & Recreation Museum Host/Guide
Parks & Recreation Recreation Aide
Parks & Recreation Scorekeeper
Parks & Recreation Weight Room Attendant
Salary Grade PT2 $17.7500 $21.8178
Parks & Recreation Coach
Parks & Recreation Guest Services Attendant
Parks & Recreation Head Childcare Attendant
Parks & Recreation Head Climbing Wall Attendant
Parks & Recreation Head Wt Room Attendant
Parks & Recreation Recreation Leader
Salary Grade PT3 $18.5000 $22.5814
Parks & Recreation Building Supervisor
Parks & Recreation Concession Manager
Parks & Recreation Driver
Parks & Recreation Head Coach
Parks & Recreation Lifeguard I
Parks & Recreation Recreation Leader - Licensed Program
Parks & Recreation Sports Official
Salary Grade PT4 $19.4856 $24.1621
Parks & Recreation Camp Specialist - Licensed Program
Parks & Recreation Custodian
Public Works Custodian
Parks & Recreation Instructor - Dance
Parks & Recreation Instructor - Recreation
Parks & Recreation Instructor - Soccer
Parks & Recreation Instructor - Tennis
Parks & Recreation Lifeguard II
Parks & Recreation Maintenance Worker - Seasonal
Parks & Recreation Preschool Specialist - Licensed Program
Salary Grade PT5 $19.8700 $26.8300
Parks & Recreation Facility Assistant
Parks & Recreation Instructor - Aqua Fitness
Parks & Recreation Instructor - Martial Arts
Salary Grade Job Title
*Effective March 2026
236 2026 Proposed Budget
Variable Summary Report 2026
Job Titles Listed by Salary Grade
Range Range
Minimum MaximumSalary Grade Job Title
*Effective March 2026
Parks & Recreation Instructor - Nutritionist
Parks & Recreation Instructor - Fitness
Parks & Recreation Manager on Duty
Parks & Recreation Swim Instructor
Salary Grade PT6 $21.5029 $30.1040
Parks & Recreation Environmental Services Technician
Parks & Recreation GIS Technician - Parks
Parks & Recreation Personal Trainer
Parks & Recreation Staff Assistant
Salary Grade PT7 $23.5327 $35.2991
Police Department Community Service Ranger
Parks & Recreation Instructor - Aqua Specialty Fitness
Parks & Recreation Instructor - Private Music
Parks & Recreation Instructor - Specialty Fitness
Salary Grade PT8 $35.0000 $43.5333
Parks & Recreation Wellness Therapist
Parks & Recreation Instructor - Pilates Reformer
237 2026 Proposed Budget
2023 2024 2025 2026
Authorized Authorized Authorized Proposed
GENERAL FUND
LEGISLATIVE
Legislative Services
Mayor - 1 position Elected Elected Elected Elected
Council Member - 8 positions Elected Elected Elected Elected
TREASURY
Treasury
City Treasurer Elected Elected Elected Elected
CITY MANAGER'S OFFICE
General Management Services
City Manager 1.000 1.000 1.000 1.000
Assistant City Manager 1.000 1.000 1.000 1.000
Management Analyst 1.000 1.000 0.000 0.000
Sr Management Analyst 0.000 0.000 1.000 1.000
Economic Development Manager 1.000 1.000 1.000 1.000
Sustainability Coordinator 1.000 1.000 1.000 1.000
Housing Navigator 1.000 1.000 1.000 1.000
Homeless Navigator 1.000 1.000 1.000 1.000
Total 7.000 7.000 7.000 7.000
CITY ATTORNEY
Legal Services
City Attorney Contracted Contracted Contracted Contracted
CITY CLERK
City Clerk
City Clerk Elected Elected Elected Elected
Senior Deputy Clerk 0.000 1.000 1.000 1.000
Deputy City Clerk 1.000 1.000 1.000 1.000
Total 1.000 2.000 2.000 2.000
MUNICIPAL COURT
Municipal Court
Municipal Judge Contracted Contracted Contracted Contracted
Court Administrator 1.000 1.000 1.000 1.000
Deputy Court Administrator 1.000 1.000 1.000 1.000
Judicial Assistant II 4.000 4.000 4.000 4.000
Judicial Assistant I 2.000 2.000 2.000 2.000
Probation Officer 1.000 1.000 1.000 1.000
Court Marshal 3.000 3.000 3.000 3.000
Total 12.000 12.000 12.000 12.000
Staffing Table
238 2026 Proposed Budget
2023 2024 2025 2026
Authorized Authorized Authorized Proposed
Staffing Table
ADMINISTRATIVE SERVICES
Administration
Deputy City Manager 1.000 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000 1.000
Risk Management Coordinator 1.000 1.000 1.000 1.000
Administrative Assistant- Mayor & Council 1.000 1.000 0.000 0.000
Administrative Assistant 1.000 1.000 1.000 1.000
Subtotal 5.000 5.000 4.000 4.000
Public Information Office
Communications and Engagement Manager 1.000 1.000 1.000 1.000
Communications Specialist 1.000 1.000 1.000 1.000
Subtotal 2.000 2.000 2.000 2.000
Financial Services
Finance Manager 1.000 1.000 1.000 1.000
Staff Accountant 1.000 1.000 1.000 1.000
Accounting Technician 1.000 1.000 1.000 1.000
Payroll Supervisor 1.000 1.000 1.000 1.000
Payroll Specialist 0.500 0.500 0.500 0.500
Revenue Auditor 1.000 1.000 1.000 1.000
Revenue Supervisor 1.000 1.000 1.000 1.000
Revenue Technician 0.000 0.000 1.000 1.000
Licensing Technician 1.000 1.000 0.000 0.000
Compliance Officer 1.000 1.000 1.000 1.000
Accounting Supervisor 1.000 1.000 1.000 1.000
Subtotal 9.500 9.500 9.500 9.500
Human Resources
Manager of People and Culture 0.000 1.000 1.000 1.000
Human Resources Manager 1.000 0.000 0.000 0.000
Sr Human Resources Business Partner 2.000 2.000 2.000 2.000
Human Resources Business Partner 1.000 1.000 1.000 1.000
Human Resources Technician 1.000 1.000 1.000 1.000Subtotal5.000 5.000 5.000 5.000
Procurement
Procurement Manager 1.000 1.000 1.000 1.000
Procurement Coordinator 1.000 1.000 1.000 1.000Subtotal2.000 2.000 2.000 2.000
Information Systems
IT Manager 1.000 1.000 1.000 1.000
Network Administrator 1.000 1.000 1.000 1.000
Sr. Systems Administrator 2.000 2.000 2.000 2.000
GIS Analyst 1.000 0.000 0.000 0.000
GIS Architect 0.000 1.000 1.000 1.000
Service Desk Technician 0.000 0.000 1.000 1.000
Technical Support Specialist 1.000 1.000 1.000 1.000
GIS Technician 1.000 1.000 1.000 1.000
IT Project Manager 1.000 1.000 1.000 1.000Subtotal8.000 8.000 9.000 9.000
Total 31.500 31.500 31.500 31.500
239 2026 Proposed Budget
2023 2024 2025 2026
Authorized Authorized Authorized Proposed
Staffing Table
COMMUNITY DEVELOPMENT
Administration
Director of Community Development 1.000 1.000 1.000 1.000
Administrative Assistant 1.000 1.000 1.000 1.000
Subtotal 2.000 2.000 2.000 2.000
Planning
Planning Manager 1.000 1.000 1.000 1.000
Senior Planner 3.000 3.000 3.000 3.000
Planner II 1.000 1.000 1.000 1.000
Neighborhood Engagement Specialist 1.000 1.000 0.000 0.000
Neighborhood Engagement Coordinator 0.000 0.000 1.000 1.000
Plan Reviewer/Inspector 0.750 0.750 0.750 0.750
Landscape Planner 1.000 1.000 1.000 1.000
Subtotal 7.750 7.750 7.750 7.750
Engineering
Engineering Manager 1.000 1.000 1.000 1.000
Civil Engineer II 4.000 2.000 2.000 2.000
Stormwater Coordinator 1.000 1.000 1.000 1.000
Engineering Technician III 1.000 1.000 1.000 1.000
Civil Engineer I 1.000 1.000 1.000 1.000
Subtotal 8.000 6.000 6.000 6.000
Total 17.750 15.750 15.750 15.750
POLICE DEPARTMENT
Administration
Chief of Police 1.000 1.000 1.000 1.000
Division Chief 1.000 0.000 0.000 0.000
Police Sergeant 1.000 1.000 1.000 1.000
Administrative Program Coordinator 2.000 2.000 2.000 2.000
Public Information Officer 1.000 1.000 1.000 1.000
Subtotal 6.000 5.000 5.000 5.000
Community Services Team
Community Service Team Supervisor 2.000 2.000 2.000 2.000
Subtotal 2.000 2.000 2.000 2.000
Crime Prevention Team
School Resource Officer 2.000 2.000 2.000 2.000
Crime Prevention Officer 1.000 0.000 0.000 0.000
Subtotal 3.000 2.000 2.000 2.000
Grants
Police Officer 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Records Team
Records Supervisor 1.000 1.000 1.000 1.000
Lead Records Management Specialist 1.000 1.000 1.000 1.000
Records Management Specialist I/II 5.000 5.000 5.000 5.000
Subtotal 7.000 7.000 7.000 7.000
240 2026 Proposed Budget
2023 2024 2025 2026
Authorized Authorized Authorized Proposed
Staffing Table
Accreditation & Training
Training and Accreditation Program Manager 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Patrol Operations
Division Chief 1.000 1.000 1.000 1.000
Police Commander 2.000 2.000 2.000 2.000
Police Sergeant 7.000 6.000 6.000 6.000
Administrative Corporal 0.000 1.000 1.000 1.000
Police Officer 44.000 44.000 44.000 44.000
Civilian Report Taker 2.000 2.000 2.000 2.000
Subtotal 56.000 56.000 56.000 56.000
Investigations Bureau
Division Chief 0.000 1.000 1.000 1.000
Police Commander 1.000 1.000 1.000 1.000
Police Sergeant 3.000 3.000 3.000 3.000
Police Officer 14.000 14.000 14.000 14.000
Investigative Technician 2.000 2.000 2.000 2.000
Sr. Evidence Technician 1.000 1.000 1.000 1.000
Evidence Technician 1.000 1.000 1.000 1.000
Crime Analyst 1.000 1.000 1.000 1.000
Property Crimes Detective 1.000 1.000 1.000 1.000
Subtotal 24.000 25.000 25.000 25.000
Crash & Traffic Team
Police Sergeant 1.000 1.000 1.000 1.000
Police Officer 4.000 4.000 4.000 4.000
Subtotal 5.000 5.000 5.000 5.000
Total 105.000 104.000 104.000 104.000
PUBLIC WORKS DEPARTMENT
Capital Projects
Capital Program Manager 1.000 1.000 1.000 1.000
Administrative Assistant 0.000 0.000 1.000 1.000
Infrastructure Project Manager 0.000 2.000 3.000 3.000
Engineering Technician III 3.000 3.000 2.000 2.000
Subtotal 4.000 6.000 7.000 7.000
Street Operations
Director of Public Works 1.000 1.000 1.000 1.000
Operations Supervisor 1.000 1.000 1.000 1.000
Administrative Assistant 2.000 2.000 1.000 1.000
Equipment Operator II 3.000 0.000 0.000 0.000
Equipment Operator I 3.000 0.000 0.000 0.000
Maintenance Technician II 7.000 7.000 7.000 6.000
Maintenance Technician III 0.000 4.000 4.000 4.000
Maintenance Technician IV 0.000 2.000 2.000 3.000
Locates Maintenance Technician IV 1.000 1.000 1.000 1.000
Subtotal 18.000 18.000 17.000 17.000
241 2026 Proposed Budget
2023 2024 2025 2026
Authorized Authorized Authorized Proposed
Staffing Table
Traffic Operations
Traffic Operations Supervisor 0.000 0.000 1.000 1.000
Traffic Operations Tech III 1.000 1.000 0.000 0.000
Traffic Operations Tech II 1.000 1.000 1.000 2.000
Traffic Operations Tech I 1.000 1.000 1.000 0.000
Subtotal 3.000 3.000 3.000 3.000
Fleet Services
Fleet Services Supervisor 1.000 1.000 1.000 1.000
Fleet Mechanic 1.000 1.000 1.000 1.000
Subtotal 2.000 2.000 2.000 2.000
Facilities Maintenance
Facilities Manager 1.000 1.000 1.000 1.000
Facility Maintenance Supervisor 2.000 2.000 0.000 0.000
Facility Maintenance Technician I 1.000 1.000 1.000 0.000
Facility Maintenance Technician II 1.000 0.000 1.000 2.000
Facility Maintenance Technician III 1.000 0.000 1.000 1.000
Custodian 1.000 1.000 1.000 1.000Subtotal7.000 5.000 5.000 5.000
Total 34.000 34.000 34.000 34.000
PARKS AND RECREATION
Administration
Director of Parks and Recreation 1.000 1.000 1.000 1.000
Grant & Special Project Administrator 1.000 1.000 1.000 1.000
Volunteer and Event Coordinator 1.000 1.000 1.000 1.000Subtotal3.000 3.000 3.000 3.000
Recreation
Recreation Manager 1.000 1.000 1.000 1.000
Marketing Specialist 1.000 1.000 1.000 1.000
Graphic Designer 1.000 1.000 1.000 1.000Subtotal3.000 3.000 3.000 3.000
Parks Maintenance
Parks, Forestry, and Open Space Manager 1.000 1.000 1.000 1.000
Operations Supervisor 2.000 2.000 2.000 2.000
Parks Project Coordinator 1.000 1.000 1.000 1.000
Parks Maintenance Worker III 1.000 1.000 1.000 1.000
Parks Maintenance Worker II 3.000 3.000 3.000 3.000
Parks Maintenance Worker I 3.000 3.000 3.000 3.000
Operations Support Technician III 1.000 1.000 1.000 1.000
Garden Coordinator 1.000 0.000 0.000 0.000Subtotal13.000 12.000 12.000 12.000
Forestry
Forestry Technician 1.000 1.000 1.000 1.000
Horticulture Technician 2.000 2.000 2.000 2.000
Horticulture Assistant 1.000 1.000 1.000 1.000
Environmental Interpreter 1.000 1.000 1.000 1.000
Garden Coordinator 0.000 1.000 1.000 1.000
Subtotal 5.000 6.000 6.000 6.000
242 2026 Proposed Budget
2023 2024 2025 2026
Authorized Authorized Authorized Proposed
Staffing Table
Anderson Building
Recreation Coordinator 0.500 0.500 0.500 0.000
Subtotal 0.500 0.500 0.500 0.000
Athletics
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 0.500 0.500 0.500 1.000
Recreation Leader 0.500 0.000 0.000 0.000
Subtotal 2.000 1.500 1.500 2.000
General Programs
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Leader 0.500 0.000 0.000 0.000
Recreation Specialist 0.000 1.000 1.000 1.000
Recreation Coordinator 1.000 1.000 1.000 1.000
Subtotal 2.500 3.000 3.000 3.000
Outdoor Pool
Pool Manager 0.500 0.000 0.000 0.000
Head Lifeguard 0.000 0.000 0.000 1.000
Recreation Specialist 0.000 0.500 0.500 1.000
Subtotal 0.500 0.500 0.500 2.000
Active Adult Center
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 2.000 2.000 2.000 2.000
Operations Support Technician III 0.000 1.000 1.000 1.000
Operations Support Technician II 2.000 1.000 1.000 1.000
Subtotal 5.000 5.000 5.000 5.000
Facility Operation
Facility Operations Supervisor 1.000 1.000 1.000 1.000
Facility Coordinator 1.000 1.000 1.000 1.000
Facility Assistant 2.000 2.000 2.000 2.000
RecTrac and Rental Coordinator 1.000 1.000 1.000 1.000Subtotal5.000 5.000 5.000 5.000
Aquatics
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 1.000 2.000 2.000 2.000
Pool Manager 1.500 0.000 0.000 0.000
Recreation Specialist 0.000 0.500 0.500 0.000
Head Lifeguard 5.000 5.000 5.000 4.000
Subtotal 8.500 8.500 8.500 7.000
Fitness
Recreation Coordinator 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Total 49.000 49.000 49.000 49.000
General Fund Total 257.250 255.250 255.250 255.250
243 2026 Proposed Budget
2023 2024 2025 2026
Authorized Authorized Authorized Proposed
Staffing Table
OPEN SPACE FUND
Forestry & Open Space Supervisor 1.000 1.000 1.000 1.000
Parks Maintenance Worker III 1.000 1.000 1.000 1.000
Parks Maintenance Worker II 2.000 2.000 2.000 2.000
Parks Maintenance Worker I 3.000 3.000 3.000 3.000
Forestry Assistant 2.000 2.000 2.000 2.000
Open Space Fund Total 9.000 9.000 9.000 9.000
CRIME PREVENTION
Police Sergeant (PD)1.000 1.000 1.000 1.000
Crime Prevention Officer (PD)1.000 2.000 2.000 2.000
Community Service Officer - Comm. Services (PD) 5.000 5.000 5.000 5.000
Crime Prevention Fund Total 7.000 8.000 8.000 8.000
WHEAT RIDGE HOUSING FUND
Housing Program Administrator 1.000 1.000 0.000 0.000
Senior Planner 0.000 0.000 1.000 1.000
Wheat Ridge Housing Fund Total 1.000 1.000 1.000 1.000
2J/NEXT CHAPTER FUND
Infrastructure Project Manager 0.000 0.000 1.000 1.000
Project Technician 0.000 0.000 1.000 1.000
2J/Next Chapter Fund Total 0.000 0.000 2.000 2.000
Grand Total 274.250 273.250 275.250 275.250
244 2026 Proposed Budget
5-Year Staffing Plan
2026 FTE 2027 FTE 2028 FTE 2029 FTE 2030 FTE TOTAL
FTE
Total 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00
Total 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00
Total 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00
Total 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00
Total 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00
Recreation Specialist - Aquatics 1.00
Total 0.00 Total 0.00 Total 1.00 Total 0.00 Total 0.00 1.00
Patrol Officer 1.00 Patrol Officer 1.00 Community Services Officer 1.00 Community Services Officer 1.00
Training Coordinator 1.00 Crime Prevention Officer 1.00 Crime Prevention Officer 1.00Patrol Officer 1.00Total0.00 Total 2.00 Total 1.00 Total 3.00 Total 2.00 8.00
Fleet Technician 1.00
Total 0.00 Total 1.00 Total 0.00 Total 0.00 Total 0.00 1.00
TOTAL FTE 0.00 3.00 2.00 3.00 2.00 10.00
POLICE DEPARTMENT
ADMINISTRATIVE SERVICES
CITY CLERK'S OFFICE
COMMUNITY DEVELOPMENT
MUNICIPAL COURT
PARKS AND RECREATION
PUBLIC WORKS
CITY MANAGER'S OFFICE
245 2026 Proposed Budget
General Fees
New and 2-year Business License Renewal Fee $40.00 If paid by Jan 31
1-year Business License Renewal Fee $20.00 If paid by Jan 31
New Business License Inspection Fee $95.00
Kennel License Fee $35.00
Arborist License Fee $25.00-$35.00
Pawnbroker License Fee *$5,020.00
Short-term Rental License Fee $200.00
Tobacco Product Retail License Fee $300.00
Tobacco Product Retail Annual Renewal Fee $250.00
Hotel License Fee *$320.00
Massage Business License Fee *$45.00
Massage Business Manager License No Fee
Social Club License Application Fee $150.00
Social Club License Fee $500.00
Social Club Renewal Fee $250.00
Telephone Occupation Fee per Line $3.55
Electric Vehicle Charging Station Fee $1.00 Per hour
* Per Council Directive 10-28-24, Special License and Business License are consolidated
Liquor Occupation Tax
Class C All alcohol club $900.00
Class D Package store $650.00
Class E Drugstore $600.00
Class F Beer or wine on premise $600.00
Class G Hotel or restaurant $900.00
Class J-1 Fermented Malt/Wine $700.00
Class J-2 Fermented Malt $700.00
Class T All alcohol on premises $1,300.00
Retail Marijuana Annual Operating Fees
Store/Dispensary $1,500.00
Cultivation $600.00
Infused Products $600.00
Testing Lab $600.00
Transfer of Ownership - New Owners $500.00
Transfer of Ownership - Reallocation of Ownership $400.00
Change of Trade Name $20.00
Change of Location - Within Wheat Ridge $250.00
Modification of Premises $50.00
2026 Fee Schedule
Administrative Services Fees
246 2026 Proposed Budget
Medical Marijuana Annual License Fees
Center/Dispensary $1,000.00
Cultivation $1,000.00
Infused Products $1,000.00 /$160.00*
Testing Lab $1,000.00 /$200.00*
Transfer of Ownership - New Owners $500.00
Transfer of Ownership - Reallocation of Ownership $400.00
Change of Trade Name $20.00
Change of Location - Within Wheat Ridge $250.00
Modification of Premises $50.00
Short-term Rental Fine Schedule
1st Citation $300.00
2nd Citation $600.00
3rd Citation $1,000.00
Hosting Platform Violation - Per Day/per Violation $1,000.00
Penalties and Interest
Business License Renewal Late Fee Feb 1 or later $20.00
Business License Renewal Late Fee March 1 or later $60.00
Business License Renewal Late Fee April 1 or later $200.00
Late Tax Reporting Penalty 10%
Late Tax Reporting Interest 1% per month/18% max
2026 Fee Schedule
Administrative Services Fees (cont.)
* Medical fee reduced for cultivation and infused product on the initial application when applying for a medical center
247 2026 Proposed Budget
Amusement Devise Licenses
Amusement Establishment 1-3 Devices $60.00 Yearly per machine
Amusement Center 4-10 Devices $60.00 Yearly per machine
Amusement Arcade 11+ Devices $60.00 Yearly per machine
Amusement Arcade Application 11+ Devices $50.00
Copies N/C First 10 pages
(Includes CORA)$0.25 Additional pages
Copies/Microfilm $0.25 Per page/no research
Certified copies $2.00 Per page
Video copies $30.00
CORA Research fees $0.00
$41.00
Returned check fee $26.00 Per check
City flags $150.00 3x5 feet
$225.00 4x6 feet
Liquor Licensing Fees
New License Application $1,000.00
Transfer License Application $750.00
Fees per Liquor License Type
Brewpub $75.00
Beer/Wine $48.75
Club $41.25
Hotel/Restaurant $75.00
Tavern $75.00
Lodging/Entertainment $75.00
Distillery Pub $75.00
Vintners Restaurant $75.00
Retail Liquor Store $22.50
FMB Beer (any type)$3.75
License Renewal Fees
License Renewal Application $100.00
(Includes $100 application fee)
Brewpub $175.00
Beer/Wine $148.75
Club $141.25
Hotel/Restaurant $175.00
Tavern $175.00
City Clerk Fees
No charge for 1st hour
Each additional hour,
rounded to 1/4 hour
2026 Fee Schedule
One time non-refundable
248 2026 Proposed Budget
Lodging/Entertainment $175.00
Distillery Pub $175.00
Vintners Restaurant $175.00
Retail Liquor Store $122.50
FMB Beer (any type)$103.75
Late Renewal Application $500.00
Additional $25.00 per day After 90 days past exp
Retail Establishment - Art Permit $103.75
Temporary Alcohol Permit $100.00 Transfers only
Change of Location $750.00
Alcohol Festival Permit $300.00 Per LLA Resolution
Modification of Premises $100.00
Manager Registration $30.00
Change of Corp Officer $100.00
Special Event Permit - Liquor $100.00
Special Event Permit - Beer $100.00
Up to 90 days past
expiration
City Clerk Fees (cont.)
Includes app & permit fee
2026 Fee Schedule
Hotel/Restaurant/
Tavern/Lodging
Each new officer or member
249 2026 Proposed Budget
Contractor License *
Excavation $300.00
ROW Occupation $100.00
Revocable Permit Fees
Dumpster/POD Permit (max of 14 days)$50.00
Short-term revocable permit $100.00
Long-term revocable permit $250.00
Right-of-Way Construction Permit Fees
Processing fee $100.00
Inspection fee ( = 1 inspection, addt'l inspects incur a re-inspect fee)$100.00
Excavation $0.75
Directional Boring $0.20 per linear foot
Trenching $0.75
Monitoring wells $100.00 Per well
Potholes $35.00 Per pothole
Stormwater compliance $250.00 Less than 1 acre
$1,000.00 1-29 acres
$2,000.00 30 acres or more
Reinspection Fee $80.00 per inspection
Surcharge for working without a permit Double fee
Black & white plots/drawings/aerial photos
Reproductions of plats/drawings $5.00 24" x 36" sheet
Aerial photo reproductions & plots $10.00 24" x 36" sheet
Black & white mylar $20.00 24" x 36" sheet
Color plots/drawings/aerial photos
Reproductions & plots $2.00 8.5" x 11" sheet
Reproductions & plots $3.00 11" x 17" sheet
Reproductions & plots $20.00 24" x 36" sheet
Color mylar $30.00 24" x 36" sheet
Electronic Media
CD-ROM $50.00 Each + research time
DVD $50.00 Each + research time
Public Works Fees
Inspection fees will be charged based on actual time expended by inspectors. The estimated permit fee shall be collected
at the time of permit application. Should the permit fee exceed the estimated fee, the fee shall be re-estimated and
collected. Over-estimated fees shall be refunded
2026 Fee Schedule
per sq ft of disturbed area,
min $50.00
per sq ft of disturbed area,
min $50.00
2x permit fee, min of
$250.00
250 2026 Proposed Budget
Land Use Application Fees
Pre-Application Meeting $200.00
Neighborhood Meeting $150.00 If required
Publication/Public Notice $200.00
Annexation 1 acre or less $1,000.00
Over 1 acre, add $200.00 per acre
Concept Plan 1 acre or less $700.00
Over 1 acre, add $200.00 per acre
Conditional Use Permit Application fee $200.00
Master Sign Plan Application fee $1,000.00
Planned Building Group 1 acre or less (administrative *)$700.00
1 acre or less (non-administrative) *$1,000.00
Over 1 acre, add $500.00 Per acre
Planned Development Outline Development Plan
1 acre or less $1,000.00
Over 1 acre, add $200.00 Per acre
Specific Development Plan
1 acre or less *$1,000.00
Over 1 acre, add $500.00 Per acre
Administrative Amendment
1 acre or less *$500.00
Over 1 acre, add $200.00 Per acre
* Non-administrative amendment follow ODP/SDP fee schedule
Rezoning (straight)$700.00
* Reduce fee by $300 if it does not include architectural sheets
Right-of-Way vacation if processed from separate plat $500.00
Site Plan 1 acre or less *$700.00
Over 1 acre, add $200.00 Per acre
Special use permit Administrative $200.00
Non-Administrative $400.00
Subdivision - Administrative $400.00
$100.00
With site plan, add site plan
fees
With rezoning, add rezone
fees
With site plan, add site plan
fees
With site plan, add site plan
fees
2026 Fee Schedule
Community Development - Planning and Zoning Fees
per hearing or rehearing &
postage
251 2026 Proposed Budget
Subdivision - Minor Application Fee $700.00
Non-residential/multifamily, add $200.00 Per acre
Single-family/duplex, add $100.00 Per lot
Partial right-of-way processing fee $100.00
Subdivision - Major Application Fee $1,000.00
Non-residential/multifamily, add $200.00 Per acre
Single-family/duplex, add $100.00 Per lot
Temporary Permit One-year application fee $400.00
30-day application fee $200.00
30-day renewal (only allowed 2)$100.00 Per renewal
Variance Administrative $200.00
Non-administrative $400.00
Other Fees
Postage Fees Going rate
Address change/assignment $25.00
Zoning letters $25.00 Per hour (1 hour min)
Plats & development plans $43.00
Boundary surveys $43.00
Other Documents $43.00
SF/Duplex:
Excavation & Embankment $15.03 Per square yard
Reconditioning & Proof rolling $3.93 Per square yard
Sidewalk $71.63 Per square yard
Curb & Gutter $34.22 Per linear foot
Parkland fee-in-lieu of dedication
*Acreage = (number of proposed dwelling units) x (density factor) x (7.5 acres) /1000 people
* Fee = Acreage x 43,560- sf/acre x land value
Type of Residential Density Factor Land Value Per Unit Fee
Single & Multi-Family 2.1 3.64/sf $2,497.29
Urban Renewal Area 1.7 3.64/sf $2,021.62
Mixed Use Development 1.7 3.64/sf $2,021.62
Within 1/2 mile of transit station 1.7 3.64/sf $2,021.62
Senior Housing 1.5 3.64/sf $1,783.78
ADU or Deed-Restricted Affordable Exempt
* Reduce fee by $300 if it does not include architectural sheets
For code-required letter notice mailed
by the City
Applicant shall pay 1/2 cost of postage
for mailings
Streetscape fee-in-lieu of
construction
Flat fee (eff. 7/1/25)
Flat fee (eff. 7/1/25)
2026 Fee Schedule
Community Development - Planning and Zoning Fees (cont.)
Flat fee (eff. 7/1/25)
Recording fees (subject to change
per Jefferson County Clerk &
Recorder)
252252 2026 Proposed Budget
Engineering Development Review Fees
Processing fee $200.00
Single-family/duplex residential review $100.00
Commercial/multi-family review $800.00
Review of existing technical documents $250.00
Initial review of technical civil documents $800.00 Includes 1st 2 subs
Stormwater Management Plan (SWMP) review $250.00
O&M Schedule and SMA recording $200.00
Trip generation study review $250.00
Traffic impact study review $800.00
Construction Control Plan $200.00
Review of revisions of approved plans $250.00 Per review
Engineering Development Review Resubmittal Fees
Third submittal $400.00
Fourth submittal $800.00 Full initial review fee
All subsequent submittals $800.00
Floodplain Permit - Class I
Fence, less than or equal to 200 feet in length $100.00
Fence, greater than 200 feet in length $200.00
Fence, with a break away design $500.00
Shed or deck $100.00
Detached garage $200.00
Addition to a habitable structure $800.00
Fill, less than or equal to 500 cubic yards $800.00
Fill, grater than 500 cubic yards $2,000.00
Utility Facility $200.00
Roadway/Trail $800.00
Bridge/Culvert $1,000.00
Construction of a habitable structure $1,000.00
Includes 2 subs; subsequent review subject to
resub fees
1/2 of initial review fee
Applies to all reviewed permits
Includes 1st 2 subs
2026 Fee Schedule
Community Development - Engineering Fees
253 2026 Proposed Budget
All other structures - fee to be determed by estimating processing expenses
Floodplain Permit - Class II
Construction of a habitable structure $1,000.00
Publication/Public notice fee $120.00
Grading Permit
1-10,000 cubic yards: for 1st 1000 cubic yards $194.50
plus, for each additional 1000 cubic yards $14.50
10,001 - 100,000 cubic yards: for 1st 10,000 cubic yards plus $325.00
each additional 10,000 cubic yard $66.00
100,001 or more cubic yards for 1st 100,000 cubic yards $919.00
plus, for each additional 10,000 cubic yards $36.50
2026 Fee Schedule
Community Development - Engineering Fees (cont.)
254 2026 Proposed Budget
Building Permit Fees (fees dependent on valuation amount, excludes use tax)
Total Valuation Amount Fee
$1.00 - $500.00 $26.50
$501.00 - $2,000.00 $26.50
$2,001.00 - $25,000.00 $77.50
$25,001.00 - $50,000.00 $442.05
$50,001.00 - $1000,000.00 $729.55
$100,001.00 - $500,000.00 $1,132.05
$500,001.00 - $1,000,000.00 $3,712.05
$1,000,001.00 and up $6,462.05
Project Specific Fees
Project Type Fee
Residential Furnace/Boiler Replacement $60.00
Residential Furnace/Boiler New $120.00
Residential Water Heater Replacement $60.00
Residential Evaporative Cooler $60.00
Residential Heat Pump $60.00
Residential Air-Conditioning $60.00
Residential Window Replacement $120.00 non-structural
Residential Hot Tubs $60.00
Residential Lawn Backflow Device $60.00
Incidental electrical connection for equip.$30.00 may be added to these permit types
Solar App PV Install $170.00 includes plan check
Solar Battery Storage $170.00 includes plan check
Residential Solar PV Install $500.00 includes plan check
Commercial Solar PV Install $1,000.00 includes plan check
Electric Vehicle Charging - Residential $170.00 includes plan check
Electric Vehicle Charging - Commercial valuation
Panel Upgrade - up to 400 amps $170.00
2026 Fee Schedule
Community Development - Building Fees
1st $100,000 + $6.45 for each additional $1,000 or fraction
of, to and including $500,000
1st $500,000 + $5.50 for each additional $1,000, or
fraction of, to and including $1,000,000
1st $1,000,000 + $4.10 for each additional $1,000 or
fraction of
For the following permit types, permit fees are based on a flat rate. These fees exclude use tax which is calculated based on
valuation. These fees exclude plan check (unless noted) which is calculated based on time, if applicable.
1st $50,000 + $8.05 for each additional $1,000, or fraction
of, to and including $100,000
1st $500 + $3.40 for each additional $100 or fraction of, to
and including $2,000
1st $2,000 + $15.85 for each additional $1,000, or fraction
of, to and including $50,000
1st $25,000 + 11.50 for each additional $1,000, or fraction
of, to and including $50,000.00
255 2026 Proposed Budget
Panel Upgrade - greater than 400 amps valuation
Repair - Sewer $60.00
Repair - Foundation $170.00 includes plan check
Demolition Permit (under one acre)$100.00
Demolition Permit (one acre or more)$1,000.00
Setting a factory built or manufactured home $1,000.00
Building Valuation
Project Type Percentage of the BVD Occupancy
Accessory Structures
Garage 70%U
Shed 40%U
Garage Conversion 20%R-3
Carport 15%U
Deck - Redwood or Trex 50%U
Deck - Wood pressure Treated 25%U
Covered Porch W/Open Sides/Breezway 15%U
Patio Cover/Pergola 15%U
Patio Enclosure/Sunroom 15%R-3
Concrete Patio (flat work)10%U
Interior Remodels
Basement Finish - walls with kitchen and bath 40%R-3
Basement Finish - walls and bath 30%R-3
Basement Finish - walls only no kitchen and bath 25%R-3
Basement - Full bath 35%R-3
Basement - Half bath 35%R-3
Remodel - Kitchen 30%R-3
Remodel - Bathroom 25%R-3
Remodel - Residential Interior 20%R-3
Windows/Doors
Egress Window 2%R-3
Replacement Windows 2%R-3
Replacement Patio Door 10%R-3
2026 Fee Schedule
Community Development - Building Fees (cont.)
Valuation shall be calculated with respect to labor and material. Applicant-provided valuations are compared to minimum
valuations which are calculated by reference to the annual (February) building valuation data (BVD) published by the
International Code Council (ICC). The BVD represents average costs-of-construction based on typical construction methods
for each occupancy group and type of construction. Minimum valuation for the project types listed below shall utilitize the
following percentages of the ICC's BVD for the relevant occupancy type (e.g., Residential Kitchen Remodel = 30% of R-3
valuation).
256 2026 Proposed Budget
Roofing
Roofing (asphalt, clay, concrete, tile, built-up and similar)5%R-3
Roofing EDPM - Fully Adheared 5%B
Roofing - Rolled roofing 2%R-3
Roofing - Resheathing 2%R-3
Miscellaneous
Siding (wood, hardi, vinyl, steel, aluminum and similar)3%R-3
Pool or Spa 75%R-3
Fence over 6' in height 15%R-3
Adding AC to dwelling unit 2%R-3
Shell Only 80%of appropriate occupancy
Tenant Finish 20%of appropriate occupancy
Helical Piers $2,000 per pier
257 2026 Proposed Budget
Other Fees Fee
Use Tax 3.5% on 60% of the valuation
Plan Review fee 65% of permit fee; due upon submittal
Plan Review fee - unit w/master plan $250.00
Plan Review fee - vertical only $85.00
Re-inspection fee $85.00 /hr.(min. 1 hour)
Inspection for which no fee is specified $85.00 /hr.(min. 1 hour)
Inspection outside normal business hours $100.00 /hr.(min. 2 hours)
Same day inspection $85.00 /hr.(min. 2 hours)
Additional review of plans $60.00 /hr. (min. 2 hours)
Investigative fee (work without a permit)Equal to the permit fee
Permit extension fee up to 1/2 the original permit fee
Temporary Certificate of Occupancy $350.00
Contractor License Fees *Fee
Class 1 - Unlimited General $170.00
Class 2 - Limited General $150.00
Class 3 - Residential General $125.00
Class 4 - Plumbing $100.00
Class 5 - Mechanical $100.00
Class 6 - Electrical no fee
Class 7 - Tested Specialty Trade $100.00
Class 8 - Untested Specialty Trade $100.00
2026 Fee Schedule
Community Development - Building Fees (cont.)
/hr.(min. 1 hour) assumes full permit fee at foundation
permit
258 2026 Proposed Budget
Address check $15.00 Each 30 minute increment (30 minute min)
Records check $15.00 Each 30 minute increment (30 minute min)
Registered Sex Offender List N/C
Sex Offender Initial Registration $75.00
Annual Renewal $25.00
Report Fees $15.00 Per report
Dispatch Audio or Video Recording N/A Contact JeffCom at 303-237-2220
Dog Licensing Fees $20.00
Evidence Photo (Online or Disk)$10.00 Minimum, depending on format
Evidence Audio Recordings $10.00 Minimum, depending on format
Evidence Video Recordings $10.00 Minimum, depending on format
Pawn Shops $5,000.00 Per year
Bonding Fee $50.00 Per warrant
Administration Citation Fees
First citation $150.00
Second citation $250.00
Third citation $500.00
Administration Citation Late Fees $50.00
First late citation processing fee $30.00
Second late citation processing fee $50.00
Third late citation processing fee $100.00
Administrative hearing $100-$200 No fee if the citation is dismissed
Body Camera Footage $30.00
Police Department Fees
For each animal, regardless of whether it has been spayed
or neutered
Plus 20% processing fee; + interest of 10% per annum on
unpaid accounts
2026 Fee Schedule
Per hour (1 hr. min. then 30 minute increments)
259 2026 Proposed Budget
Anderson Building
Anderson Community Building Gym $55.00 Per hour
Anderson Community Building Classroom $35.00 Per hour
Anderson Community Building Fitness Room $35.00 Per hour
Anderson Community Building Damage Deposit $50.00 Refundable
Richards Hart Estate $300-$500
Available Monday-Sunday 8am-11pm
Friday evenings & weekend events (Oct. - Apr.)$135.00
Friday evenings & weekend events (May-Sept.)$185.00
All-day rental (Oct.-Apr.)$1,200.00
All-day rental (May-Sept.)$1,400.00
Weekday events (Oct.-Apr.)$90.00
Weekday events (May-Sept.)$115.00
Security for events serving alcohol $200.00
Liability insurance fee $102.00
(required by City insurance)$110.00
Outdoor Pool in Anderson Park Resident
Daily Admission
Youth (3-17) & Senior (65+)$7.00 $8.00
Adult (18-64)$8.00 $9.00
10 Visit Pass
Youth (3-17) & Senior (65+)$63.00 $73.00
Adult (18-64)$73.00 $84.00
Season Pass
Youth (3-17) & Senior (65+)$101.00 $127.00
Adult (18-64)$127.00 $153.00
Household of 3 $300.00 $365.00
*Each addt'l household member $55.00 $65.00
Special Events
Full Day (# of hours)$6,000.00 $6,000.00
1/2 Day (# of hours)$3,000.00 $3,000.00
Outdoor Pool Pavilion Rental
Picnic Pavilion $80.00
Small Shade Sail $45.00 Per hour - up to 8 seated/20 cap
Large Shade Sail $100.00 Per hour - up to 50 capacity
* Minimum 2 hours
Non-Resident
4-hour max
26-50 people
51-75 people
Per hour - up to 30 seated/50 cap
Parks and Recreation Fees
Damage deposit ($500 if alcohol) is served
Per hour/six-hour minimum
Per hour/six-hour minimum
Per hour/three-hour min.
Per hour/three-hour min.
2026 Fee Schedule
260 2026 Proposed Budget
Summer Add on pass to WRRC Annual pass holders - Anderson Pool Memorial Day-Labor Day
* all passes 15% off full 2025 rates Resident
Youth (3-17) & Senior (65+)$86.00 $108.00
Adult (18-64)$108.00 $130.00
Household of 3 $255.00 $310.00
*Each addt'l household member $45.00 $45.00
Wheat Ridge Recreation Center Resident Jeffco
Daily Admission
Youth 3-17 years $6.00 $7.00 $8.00
Senior 65 and over $6.00 $7.00 $8.00
Adult 18 and over $7.50 $8.50 $9.50
10 Visit Pass (15% off daily admission
Youth 3-17 years $51.00 $60.00 $68.00
Senior 65 and over $51.00 $60.00 $68.00
Adult 18 and over $64.00 $72.00 $81.00
Monthly Pass
Youth (3-17) and Seniors (65+)$36.00 $42.00 $48.00
Adult $45.00 $51.00 $57.00
Household of 2 $72.00 $82.00 $91.00
Household of 3 $100.00 $115.00 $130.00
Each addt'l household member per month $15.00 $20.00 $20.00
Annual Pass
Youth (3-17) and Seniors (65+)$360.00 $420.00 $480.00
Adult $450.00 $510.00 $570.00
Household of 2 $720.00 $820.00 $910.00
Household of 3 $1,000.00 $1,050.00 $1,350.00
Each addt'l member of house per pass per year $100.00 $110.00 $110.00
Area Cost Days Available Hours Available
Lap pool (WR schools/per hr./per lane)$9.00 varies varies
Lap pool (non-WR schools and USA team
per hour/per lane)$18.00 varies varies
Lap pool (all other per hour per lane)$20.00 varies varies
Lap pool daily rental for swim teams $6,000.00 varies varies
Aerobics room (per hour)$45.00 varies varies
Activity rooms 1 & 2 (per hour)$35.00 M-Th 7am-10pm
Friday 7am-6pm
Saturday 8am-8pm
Sunday 11am-8pm
2026 Fee Schedule
Parks and Recreation Fees(cont.)
Jeffco/Non-Resident
Non-Resident
261 2026 Proposed Budget
Non-Resident Rates Programs
$10.00 and under $0.00 Per session
$11.00 - $50.00 $5.00 Per session
$51.00 - $99.00 $10.00 Per session
$100.00 - over $15.00 Per session
Sun Camp $5.00 Per day
Exempt: drop in childcare, athletic leagues
Recreation Center Ballroom (Packages may be available)
Per hour/per section $75.00 M-F Before 5pm
Per hour/per section $110.00 Friday evenings 5pm and after
$110.00 Saturday 11am-midnight
$110.00 Sunday 12pm-8pm
*Minimum 4 hour rental on weekends
Three sections/kitchen (Oct. -Apr.)$2,200.00 Saturday 10am-midnight
Sunday 11am-8pm
Three sections/kitchen (May-Sept.)$2,500.00 Saturday 10am-midnight
Sunday 11am-8pm
Damage deposit/per section $100.00 Sat-Sun No alcohol
$300.00 All sections/no alcohol
$500.00 All sections w/alcohol
Additional Fees
Kitchen fee $75.00
Liability Insurance Fee $140.00 100-150 people
(required by City Insurance)$160.00 151-250 people
Security for events over 100, serving alcohol,
and running past 8pm for Ballroom (minimum
4 hours @ $75 per hour)$300.00
Active Adult Center
Prospect Hall (per hour)$85.00 M-F 4pm-10pm
Sat-Sun 8am-10pm
Security/damage deposit - no alcohol $100.00
Damage deposit - w/alcohol $300.00
Liability insurance (required by City)$140.00
Security for events over 100, serving alcohol,
and running past 8pm for PH (minimum 4
hours @ $75 per hour)$300.00
Arts/Craft room (per hour)$35.00 M-F 4pm-10pm
Damage Deposit $100.00 Sat-Sun 8am-10pm
Ketner room (per hour)$35.00 M-F 4pm-10pm
Parks and Recreation Fees(cont.)
2026 Fee Schedule
262 2026 Proposed Budget
Damage Deposit $100.00 Sat-Sun 8am-10pm
Security for events w/alcohol $300.00 4 hour maximum
Field Rental Fees
All grass field rentals $50.00 Per hour, no lights/ includes 1 field prep
All grass field rentals $65.00 Per hour w/ lights/includes 1 field prep
Youth baseball & softball fields $45.00 Per hour, no lights/ includes 1 field prep
Youth baseball & softball fields $60.00 Per hour w/ lights/includes 1 field prep
Additional field prep $35.00 Each
Anderson baseball field $70.00 Per hour without lights
Anderson baseball field $85.00 Per hour with lights
Tournaments
* Field rental use for non-profit events only
The following policy and fee structure apply to local youth groups using fields for tournaments within
their seasons:
*Each group is limited to two tournaments per season
*The hourly field use fee (as listed above) is waived in lieu of a $35 fee for each field prep and a field
reservation fee of $8 per hour
*Note: any use of the fields by local youth groups outside of the approved seasonal date range
is assigned to each club/sport, will incur standard rental rates
Wheat Ridge Youth Team Sports Organizations
*Includes the following Wheat Ridge organizations: WR area Baseball association, WR Youth
Players Fees Resident Non-Resident
$35.00 $45.00
Tennis and Pickle Ball Courts
Per court $20.00 Per hour
Greenbelt & Clear Creek Trail
Approved special interest groups $50.00
Community Event Permit Application
Non-Refundable Application Processing Fees
Tier 1 $200.00
Tier 2 $150.00
Tier 3 $100.00
City Sponsored No fee
2026 Fee Schedule
Parks and Recreation Fees(cont.)
Per player; this reflects a % of the cost of
facility/field use, maintenance & staff costs
for regular league play
263 2026 Proposed Budget
Park Pavilions
Residents may reserve starting January 2, non-residents starting March 1
Large park pavilions
Anderson Park
Discovery Park
Prospect Park
$125.00 M-Th
$230.00 F-Sun
Small park pavilions
Panorama Park
Randall Park
Paramount Park
Fruitdale Park
$65.00 M-Th
$80.00 F-Sun
Green at 38th Stage/Outdoor Classroom Rental See Green at
Friday-Sunday Full-Day Rental $230.00 Friday full days
Monday-Thursday Full-Day Rental $150.00 Only available
School day evening rentals (5pm-10pm)$65.00 Only available
Parks without Rentable Space
Hayward Park N/C
Johnson Park N/C
Apel Bacher Park N/C
Damage Deposits - All Parks $100.00
Rental Exceptions
Carnation Festival N/C
WR/Arvada Kiwanis N/C
One-time weekday use of Anderson Pavilion
Residents can reserve before Mar 1
Permit required if over 25 people
Permit required if over 25 people
Permit required if over 25 people
Groups of 50 or more, refundable
30 maximum occupancy
30 maximum occupancy
30 maximum occupancy
30 maximum occupancy
75 maximum occupancy
2026 Fee Schedule
Parks and Recreation Fees(cont.)
150 maximum occupancy
Residents can reserve before Feb 1 at
discount rate of $115
Residents can reserve before Feb 1 at
discount rate of $200
100 maximum occupancy
264 2026 Proposed Budget
Municipal Court Fees
Audio recordings of Court $33.00
proceedings to CD
$8.00 Each additional 15 mins of prep
Copy of animal, civil, general codes, $16.00
and sales tax files
$8.00 Minimum per each addt'l 15 min increment
Copy of traffic or parking file $8.00
Copies with no preparation required $0.25 Per page
Name search $16.00
$8.00
Research fee, extensive $33.00 Per hour
Coin handling fee $33.00 Per hour for processing of coins
Transcripts $3.00 Per page
$150.00 Minumum deposit required
Associated Case Fees
Non-injury accident surcharge $30.00
Injury accident $60.00
Court-appointed counsel application $10.00 Judge may waive
Court costs $35.00
Deferred judgment $75.00
Deferred prosecution $75.00
Includes up to 30 min search, retrieve, redact, and copy
Minimum fee with judge discretion to increase based on
damages
Minimum fee with judge discretion to increase based on
injuries
Includes up to 30 min search, retrieve, redact, and copy
2026 Fee Schedule
Municipal Court Fees
Includes up to one hour search, retrieve, redact, and
download audio
Includes up to 15 min search, retrieve, redact, and copy
Min per addt'l 15 min increments
265 2026 Proposed Budget
Juvenile Expungement $0.00 No charge by statute
Sealing of Record - convictions $65.00
Drug/paraphernalia destruction fee $10.00 Municipal Code of Laws:16-131,132, & 133
Filing for bonds $10.00 Judge may waive
Payment plan $25.00 Annually
Probation fee $75.00 Up to six-month probation
$150.00 Over six-month probation
Stay of execution (SOE)$25.00 Judge may waive
Witness fee $5.00
Failure to Appear or Comply
Bench warrant $50.00
Failure to appear $25.00
Insufficient funds or returned check fee $26.00
Late fee for parking summons $15.00
Officer appearance fee $30.00
Order to show cause $25.00
Jury Trial Fees
Appearance $3.00 Paid to jurors
Service Fee $6.00 Including appearance fee paid to jurors
Jury deposit $25.00 Waivable if indigence is proven
Jury trail cost varies
2026 Fee Schedule
Municipal Court Fees (cont.)
Cost of jurors who appeared for or served on a jury panel
Per civilian witness, if defendant is found guilty at trial
If the defendant fails to appear for trial or is found guilty
266 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 29,319 29,000 29,000 29,000
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 1,857 1,798 1,798 1,798
625 Medicare Portion FICA 434 421 421 421
630 ICMA Retirement 1,797 1,740 1,740 1,740
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $33,406 $32,959 $32,959 $32,959
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 9 350 0 350
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 65 150 0 150
716 Legislative Membership 0 0 0 0
723 Tuition Reimbursement 0 0 0 0
726 Recruitment & Advertisement 0 0 0 0
728 Training 0 0 0 0
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
741 Uniform Allowance 0 0 0 0
750 Professional Service 0 0 0 0
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $74 $500 $0 $500
800 Office Furniture & Equipment 0 0 0 0
802 Office Equipment 0 0 0 0
806 Software 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $33,480 $33,459 $32,959 $33,459
City Treasurer
01-101
267 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 0000
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 142,514 139,200 139,200 139,200
620 FICA Expenses Employer 8,223 8,630 8,630 8,630
625 Medicare Portion FICA 1,923 2,018 2,018 2,018
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $152,660 $149,848 $149,848 $149,848
651 Office Supplies 54 600 600 600
654 Photocopy/Printing 0 500 500 500
655 Postage 0000
660 Operating Supplies 970 450 3,650 2,950
MATERIALS & SUPPLIES $1,024 $1,550 $4,750 $4,050
702 Conference/Meeting 28,052 25,700 25,007 27,650
704 Contractual Services 0000
706 Dues/Books/Subscriptions 7,455 6,621 7,005 7,400
712 Annual Appreciation Dinner 5,406 6,000 6,000 6,000
716 Legislative Membership 39,945 38,220 38,498 38,701
723 Tuition Reimbursement 0000
728 Training 0000
740 Auto Mileage Reimbursement 0 100 0 0
750 Professional Service 125,000 100,000 100,000 100,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 370,637 352,750 349,500 385,000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $576,494 $529,391 $526,010 $564,751
800 Office Furniture & Equipment 0000
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $730,178 $680,789 $680,608 $718,649
General Government ‐ Legislative Services
01-102
268 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 731,196 775,335 775,335 820,102
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 44,041 47,518 47,518 50,846
625 Medicare Portion FICA 10,300 11,242 11,242 11,891
630 ICMA Retirement 44,030 46,520 46,520 49,207
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $829,567 $880,615 $880,615 $932,046
651 Office Supplies 480 500 500 500
654 Photocopy/Printing 0 500 0 500
655 Postage 0000
660 Operating Supplies 1,292 1,150 1,150 1,150
MATERIALS & SUPPLIES $1,773 $2,150 $1,650 $2,150
702 Conference/Meeting 5,749 340 310 5,200
704 Contractual Services 147,349 71,484 174,995 116,700
706 Dues/Books/Subscriptions 1,621 1,145 1,169 1,169
712 Annual Appreciation Dinner 0000
716 Legislative Membership 0000
723 Tuition Reimbursement 0000
728 Training 835 1,600 1,215 1,530
740 Auto Mileage Reimbursement 114 0 0 120
750 Professional Service 53,405 62,500 50,540 53,067
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
784 Jeffco Treas Collection Fees 15,125 16,685 16,993 17,843
799 Miscellaneous Services and Charges 64,661 60,314 61,280 53,490
OTHER SERVICES & CHARGES $288,859 $214,068 $306,502 $249,119
800 Office Furniture & Equipment 0000
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $1,120,198 $1,096,833 $1,188,767 $1,183,315
Administrative Services ‐ Finance
01-103
269 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 133,761 135,442 136,717 140,217
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 7,561 8,398 8,476 8,693
625 Medicare Portion FICA 1,768 1,900 1,982 2,033
630 ICMA Retirement 8,104 8,127 8,203 8,413
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $151,195 $153,867 $155,378 $159,3561
651 Office Supplies 491 200 100 200
654 Photocopy/Printing 0 2,000 1,000 0
655 Postage 613 2,200 2,200 1,000
660 Operating Supplies 10,907 10,250 10,250 12,000
MATERIALS & SUPPLIES $12,010 $14,650 $13,550 $13,200
702 Conference/Meeting 2,456 1,200 500 2,650
704 Contractual Services 100,000 0 0 0
706 Dues/Books/Subscriptions 6,506 4,950 4,950 4,950
710 Marketing and Sponsorships 14,267 33,100 11,850 34,300
714 Legals & Publishing 0 0 0 0
718 TIF- Wheat Ridge Urban Renewal Authority 586,807 583,000 546,567 261,000
719 Economic Development Incentive 0 3,435 0 3,500
720 Economic Development - WRURA 150,000 0 0 0
721 NRS Implementation 545,208 327,700 326,200 326,200
728 Training 0 0 0 0
740 Auto Mileage Reimbursement 838 500 500 500
750 Professional Service 111,122 68,500 68,500 147,000
798 Management Contingent 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,517,204 $1,022,385 $959,067 $780,100
892 Neighborhood Revitalization 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $1,680,409 $1,190,902 $1,127,995 $952,656
City Manager's Office ‐ Economic Development
01-105
270 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 456,930 468,371 471,353 494,353
604 Deferred Compensation 11,451 25,747 25,928 26,928
606 Auto Allowance 6,071 6,000 6,000 6,000
607 Cell Phone Allowance 607 600 600 600
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 23,474 22,804 23,912 25,338
625 Medicare Portion FICA 6,836 6,102 5,975 6,309
630 ICMA Retirement 37,572 25,590 25,689 27,223
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $542,941 $555,214 $559,457 $586,751
651 Office Supplies 101 100 50 100
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $101 $100 $50 $100
702 Conference/Meeting 16,041 14,475 13,000 18,725
704 Contractual Services 0 0 0 42,900
706 Dues/Books/Subscriptions 3,161 4,601 4,601 5,326
712 Annual Appreciation Dinner 0 0 0 0
726 Recruitment & Advertising 0 0 0 0
728 Training 199 500 0 500
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 46,487 213,686 213,686 7,800
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
798 Management Contingency 44,953 90,000 90,000 100,000
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $110,841 $323,262 $321,287 $175,251
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $653,883 $878,576 $880,794 $762,102
City Manager's Office ‐ City Manager
01-106
271 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 0000
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 0000
625 Medicare Portion FICA 0000
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $0 $0 $0 $0
651 Office Supplies 0000
654 Photocopy/Printing 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0000
704 Contractual Services 84,768 90,000 90,000 90,000
706 Dues/Books/Subscriptions 0000
714 Legals & Publishing 0000
721 NRS Implementation 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 237,447 293,000 387,767 295,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $322,214 $383,000 $477,767 $385,000
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $322,214 $383,000 $477,767 $385,000
General Government ‐ City Attorney
01-107
272 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 213,276 220,569 195,000 228,474
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 543 0 0 0
617 Temporary Personnel - Hourly 0 192 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 12,870 13,687 12,090 14,165
625 Medicare Portion FICA 3,010 3,201 2,828 3,312
630 ICMA Retirement 12,924 13,246 11,700 13,709
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $242,623 $250,895 $221,618 $259,660
651 Office Supplies 651 1,000 500 1,000
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $651 $1,000 $500 $1,000
702 Conference/Meeting 2,700 0 250 5,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 1,045 1,025 750 1,000
708 Election Expense 21,193 26,000 26,000 0
714 Legals & Publishing 2,794 5,000 2,500 5,000
715 Recording Fees 1,440 2,000 3,303 3,303
721 NRS Implementation 0 0 0 0
728 Training 1,750 7,000 2,000 1,000
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 22,255 17,225 18,503 19,200
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $53,177 $58,250 $53,306 $34,503
800 Office Furniture & Equipment 0 0 0 0
802 Office Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $296,450 $310,145 $275,424 $295,163
City Clerk's Office
01-108
273 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 834,616 874,719 800,500 913,745
604 Deferred Compensation 31 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 1,257 4,200 1,000 2,000
617 Temporary Personnel - Hourly 5,513 48,000 48,000 22,200
619 Temporary Personnel - Non Hourly 66,290 0 0 0
620 FICA Expenses Employer 54,613 57,469 52,110 58,195
625 Medicare Portion FICA 12,772 13,441 12,188 13,611
630 ICMA Retirement 49,842 54,121 50,430 54,824
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $1,024,935 $1,051,950 $964,228 $1,064,575
651 Office Supplies 1,544 2,350 500 1,800
654 Photocopy/Printing 0 500 0 500
655 Postage 0 0 0 0
660 Operating Supplies 12,162 17,350 12,000 10,200
MATERIALS & SUPPLIES $13,705 $20,200 $12,500 $12,500
702 Conference/Meeting 6,787 5,200 4,100 5,500
704 Contractual Services 53,103 143,900 105,000 143,900
706 Dues/Books/Subscriptions 520 2,475 1,050 2,615
708 Election Expense 0 0 0 0
714 Legals & Publishing 0 0 0 0
715 Recording Fees 0 0 0 0
721 NRS Implementation 0 0 0 0
728 Training 0 0 0 0
732 Witness & Juror Fees 118 800 300 800
740 Auto Mileage Reimbursement 51 100 0 0
750 Professional Service 26,393 32,200 32,200 36,700
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 2,178 5,000 1,500 2,000
OTHER SERVICES & CHARGES $89,148 $189,675 $144,150 $191,515
802 Office Furniture & Equipment 1,327 1,500 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $1,327 $1,500 $0 $0
DEPARTMENT ACCOUNT TOTALS: $1,129,116 $1,263,325 $1,120,878 $1,268,590
Municipal Court
01-109
274 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 411,909 420,652 419,187 433,112
604 Deferred Compensation 12,916 13,225 13,192 13,192
606 Auto Allowance 3,643 3,600 3,600 3,600
607 Cell Phone Allowance 607 600 600 600
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 24,698 24,008 25,224 26,087
625 Medicare Portion FICA 6,025 6,099 6,079 6,281
630 ICMA Retirement 13,755 14,570 13,845 15,059
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $473,553 $482,754 $481,727 $497,931
651 Office Supplies 384 700 700 1,000
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 123 1,000 1,000 1,200
MATERIALS & SUPPLIES $506 $1,700 $1,700 $2,200
702 Conference/Meeting 6,650 3,500 3,243 9,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 2,234 2,245 2,377 2,802
714 Legals & Publishing 0 0 0 0
715 Recording Fees 0 0 0 0
728 Training 239 1,870 1,000 2,000
729 Safety Program 34,519 24,300 24,200 24,300
732 Witness & Juror Fees 0 0 0 0
740 Auto Mileage Reimbursement 0 200 0 200
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
759 Telephone Expense 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $43,642 $32,115 $30,820 $38,302
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $517,701 $516,569 $514,247 $538,433
Administrative Services ‐ Administration
01-111
275 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 456,244 456,102 397,092 460,406
604 Deferred Compensation 0000
610 Overtime and Premium Pay 11 0 0 0
617 Temporary Personnel - Hourly 11,899 0 0 0
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 28,377 28,278 24,620 28,545
621 Workers' Compensation 0000
623 Unemployment Insurance 11,620 28,000 10,000 28,000
625 Medicare Portion FICA 6,637 6,615 5,758 6,676
630 ICMA Retirement 21,682 27,366 23,826 27,625
642 Compensation Adjustments 0000
PERSONNEL SERVICES $536,471 $546,361 $461,296 $551,252
651 Office Supplies 548 600 500 500
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $548 $600 $500 $500
702 Conference/Meeting 4,163 3,130 3,100 7,500
704 Contractual Services 524 1,300 1,300 1,300
706 Dues/Books/Subscriptions 12,158 13,322 13,322 12,700
712 Employee Functions 34,094 37,950 37,950 37,950
724 Pre-Employment Physicals 31,710 37,900 20,000 38,000
726 Recruitment & Advertising 7,653 15,582 14,200 14,200
728 Training 1,068 4,000 3,000 8,000
729 Safety 363 0 0 0
731 Wellness Program 12,801 12,660 12,660 12,660
740 Auto Mileage Reimbursement 0000
750 Professional Service 60,995 47,350 40,000 76,089
776 Other Equip Maintenance 0000
797 Vacation Accrual Cash-Out 0000
OTHER SERVICES & CHARGES $165,529 $173,194 $145,532 $208,399
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $702,547 $720,155 $607,328 $760,151
Administrative Services ‐ Human Resources
01-112
276 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 160,829 183,293 181,074 187,874
604 Deferred Compensation 0000
606 Auto Allowance 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 3,560 0 0 0
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 10,101 11,364 11,227 11,649
625 Medicare Portion FICA 2,362 2,658 2,625 2,724
630 ICMA Retirement 9,470 10,998 10,865 11,273
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $186,323 $208,313 $205,791 $213,520
651 Office Supplies 0 200 200 200
654 Photocopy/Printing 0 500 500 500
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $700 $700 $700
702 Conference/Meeting 4,928 1,000 600 8,000
704 Contractual Services 45,489 43,017 43,017 43,017
706 Dues/Books/Subscriptions 3,675 3,703 3,703 6,018
714 Legals & Publishing 0000
715 Recording Fees 0000
728 Training 0 200 0 200
732 Witness & Juror Fees 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 64,428 44,150 47,150 47,150
755 Computer Software 77,361 17,200 12,000 17,200
759 Telephone Expense 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $195,881 $109,270 $106,470 $121,585
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $382,204 $318,283 $312,961 $335,805
Administrative Services ‐ Communications and Engagement
01-113
277 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 134,760 142,502 143,052 148,052
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 8,184 8,836 8,870 9,180
625 Medicare Portion FICA 1,914 2,067 2,074 2,147
630 ICMA Retirement 8,052 8,550 8,583 8,883
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $152,910 $161,955 $162,579 $168,262
651 Office Supplies 0 100 50 100
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 125,990 177,600 153,000 110,000
MATERIALS & SUPPLIES $125,990 $177,700 $153,050 $110,100
702 Conference/Meeting 2,212 0 0 4,500
704 Contractual Services 0 0 25,000 75,000
706 Dues/Books/Subscriptions 0 0 0 0
712 Annual Appreciation Dinner 0 0 0 0
726 Recruitment & Advertising 0 0 0 0
728 Training 310 500 495 500
730 Uniforms & Protective Clothing 297 200 0 200
740 Auto Mileage Reimbursement 1,579 500 200 150
750 Professional Service 0 0 0 0
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $4,397 $1,200 $25,695 $80,350
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $283,297 $340,855 $341,324 $358,712
City Manager's Office ‐ Homeless Navigation Program
01-114
278 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 182,307 186,020 186,845 193,645
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 11,096 11,533 11,585 12,007
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,595 2,697 2,709 2,808
630 ICMA Retirement 10,960 11,162 11,211 11,619
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $206,958 $211,412 $212,350 $220,079
651 Office Supplies 130 100 0 100
654 Photocopy/Printing 44 50 0 50
655 Postage 0000
660 Operating Supplies 0 0 0 200
MATERIALS & SUPPLIES $175 $150 $0 $350
702 Conference/Meeting 6,347 0 18 2,500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 463 1,120 945 1,050
712 Employee Functions 0000
723 Tuition Reimbursement 0000
728 Training 584 1,000 200 2,500
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
759 Telephone Expense 0 0 0
776 Other Equipment Maintenance/Repair 0000
797 Vacation Accrual Cash-Out 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $7,394 $2,120 $1,163 $6,050
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $214,526 $213,682 $213,513 $226,479
Administrative Services ‐ Procurement
01-116
279 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 803,170 858,830 861,796 953,887
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 2,345 5,000 2,000 15,000
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 9,028 0 0 0
620 FICA Expenses Employer 49,814 53,297 53,430 60,342
625 Medicare Portion FICA 11,650 12,526 12,496 14,121
630 ICMA Retirement 47,878 51,371 51,705 57,568
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $923,884 $981,024 $981,427 $1,100,918
651 Office Supplies 310 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 12,693 13,500 12,400 13,500
MATERIALS & SUPPLIES $13,003 $13,500 $12,400 $13,500
702 Conference/Meeting 4,574 750 750 7,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 324 2,000 700 2,000
728 Training 9,109 12,500 8,200 19,500
740 Auto Mileage Reimbursement 155 0 0 0
750 Professional Service 174,046 212,266 211,786 154,088
755 Computer Software 0 0 0 0
759 Telephone Expense 376,609 307,234 332,117 343,600
774 Facility Repair & Maint 0 0 0 0
776 Other Equipment Maintenance 829,885 943,353 924,570 1,360,055
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,394,702 $1,478,103 $1,478,123 $1,886,243
802 Office Furniture & Equipment 12,188 17,600 14,600 17,600
803 Tools and Work Equipment 0 0 0 0
806 Computer Software 0 0 0 5,000
808 Capital Leases 60,362 62,000 62,000 64,000
809 Other Major Equipment 344,002 187,379 167,000 519,321
CAPITAL OUTLAY $416,552 $266,979 $243,600 $605,921
DEPARTMENT ACCOUNT TOTALS: $2,748,141 $2,739,606 $2,715,550 $3,606,582
Administrative Services ‐ Information Technology
01-117
280 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 409,745 375,336 383,325 403,659
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 14,877 17,260 7,000 15,000
614 Standby Pay 19,506 18,525 18,525 18,525
617 Temporary Personnel - Hourly 146,276 135,000 135,000 150,000
620 FICA Expenses Employer 35,370 34,284 33,500 37,318
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 8,272 8,018 7,800 8,127
630 ICMA Retirement 23,991 23,766 23,266 24,220
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $658,037 $612,189 $608,416 $656,849
651 Office Supplies 400 800 350 500
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 81,530 118,950 108,947 111,250
663 Hazard Waste Material 486 1,350 1,206 750
MATERIALS & SUPPLIES $82,416 $121,100 $110,503 $112,500
702 Conference/Meeting 1,422 500 500 4,700
704 Contractual Services 119,163 91,483 87,483 137,410
706 Dues/Books/Subscriptions 638 870 870 1,000
712 Employee Functions 257 450 0 0
728 Training 0 5,000 2,500 2,500
730 Uniforms & Protective Clothing 4,533 4,500 3,800 4,500
740 Mileage 0 200 0 200
750 Professional Services 12,083 10,500 5,000 2,500
755 Computer Software 225 475 250 3,300
758 Rentals & Leases 4,294 8,100 7,076 8,200
774 Facility Repair & Maintenance 122,823 365,573 308,930 256,300
776 Other Equipment Maintenance 4,156 17,100 12,451 20,350
799 Miscellaneous Services and Charges 1,142 2,000 1,875 2,000
OTHER SERVICES & CHARGES $270,737 $506,751 $430,735 $442,960
802 Office Furniture & Equipment 397 7,000 4,859 5,000
803 Tools and Work Equipment 2,837 5,000 4,000 4,700
808 Capital Leases 0 0 0 0
809 Other Major Equipment 56,124 27,500 27,852 46,000
812 Building Improvements 5,752 81,000 81,000 35,250
CAPITAL OUTLAY $65,109 $120,500 $117,711 $90,950
DEPARTMENT ACCOUNT TOTALS: $1,076,299 $1,360,540 $1,267,365 $1,303,259
Public Works ‐ Facilities Maintenance
01-118
281 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 73,401 75,254 75,296 77,796
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 4,461 4,655 4,668 4,823
625 Medicare Portion FICA 1,043 1,088 1,092 1,128
630 ICMA Retirement 4,404 4,504 4,518 4,668
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $83,311 $85,501 $85,574 $88,415
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 37,983 58,050 51,350 56,850
MATERIALS & SUPPLIES $37,983 $58,050 $51,350 $56,850
702 Conference/Meeting 486 0 0 0
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 5,300 5,300 5,300 5,300
712 Annual Appreciation Dinner 0 0 0 0
726 Recruitment & Advertising 0 0 0 0
728 Training 495 750 0 750
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 100,373 0 0 0
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $106,654 $6,050 $5,300 $6,050
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $227,948 $149,601 $142,224 $151,315
City Manager's Office ‐ Sustainability
01-119
282 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 240,480 245,136 247,525 256,525
604 Deferred Compensation 12,285 12,622 12,711 13,111
606 Auto Allowance 3,643 3,600 3,600 3,600
607 Cell Phone 0000
610 Overtime and Premium Pay 2,009 2,000 2,000 2,000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 14,250 13,562 15,006 15,564
623 Unemployment Insurance 0000
625 Medicare Portion FICA 3,343 3,554 3,589 3,720
630 ICMA Retirement 3,924 3,945 3,956 4,201
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $279,934 $284,419 $288,387 $298,721
651 Office Supplies 946 1,200 500 1,200
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $946 $1,200 $500 $1,200
702 Conference/Meeting 1,600 4,000 2,000 4,000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 835 1,100 1,100 1,100
712 Employee Functions 0000
718 Ordinance Enforcement 0000
728 Training 0 75 0 2,000
730 Uniforms & Protective Clothing 282 300 300 300
740 Auto Mileage Reimbursement 149 300 150 200
750 Professional Service 0000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $2,866 $5,775 $3,550 $7,600
802 Office Furniture & Equipment 753 0 0 0
CAPITAL OUTLAY $753 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $284,498 $291,394 $292,437 $307,521
Community Development ‐ Administration
01-120
283 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 732,101 694,122 711,396 793,421
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cellphone Allowance 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 44,553 43,035 44,107 49,193
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 10,420 10,065 10,316 11,505
630 ICMA Retirement 43,843 41,648 42,684 47,606
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $830,917 $788,870 $808,503 $901,725
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 480 3,200 2,700 2,700
655 Postage 17,288 8,200 4,072 4,120
660 Operating Supplies 10,414 4,175 3,529 13,820
MATERIALS & SUPPLIES $28,182 $15,575 $10,301 $20,640
702 Conference/Meeting 16,369 8,040 5,762 14,140
704 Contractual Services 20,200 23,800 20,200 26,000
706 Dues/Books/Subscriptions 4,906 5,965 4,900 6,435
712 Employee Functions 0 0 0 0
728 Training 70 550 0 0
730 Uniforms & Protective Clothing 571 500 420 500
740 Auto Mileage Reimbursement 325 0 0 0
750 Professional Service 319,775 80,225 80,225 60,000
758 Rentals & Leases 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $362,216 $119,080 $111,507 $107,075
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $1,221,315 $923,525 $930,311 $1,029,440
Community Development ‐ Planning
01-121
284 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 0 0 0 0
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 0 0 0 0
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 0 0 0 0
630 ICMA Retirement 0 0 0 0
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $0 $0 $0 $0
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 1,500 0 500
655 Postage 0 0 0 0
660 Operating Supplies 0 500 0 0
MATERIALS & SUPPLIES $0 $2,000 $0 $500
702 Conference/Meeting 0 0 0 0
704 Contractual Services 873,113 948,000 883,000 1,001,000
706 Dues/Books/Subscriptions 0 2,950 2,000 2,000
718 Ordinance Enforcement 0 0 0 0
712 Employee Functions 0 0 0 0
728 Training 0 0 0 0
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair & Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $873,113 $950,950 $885,000 $1,003,000
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $873,113 $952,950 $885,000 $1,003,500
Community Development ‐ Building
01-122
285 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 624,807 641,723 646,100 664,100
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 37,260 39,789 40,058 41,174
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 8,714 9,308 9,368 9,629
630 ICMA Retirement 37,460 38,506 38,767 39,847
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $708,242 $729,326 $734,293 $754,750
651 Office Supplies 52 500 450 500
654 Photocopy/Printing 0 200 100 0
655 Postage 12 100 50 100
660 Operating Supplies 1,372 3,300 2,218 2,600
MATERIALS & SUPPLIES $1,437 $4,100 $2,818 $3,200
702 Conference/Meeting 705 1,045 1,045 3,860
704 Contractual Services 21,764 22,361 18,925 18,500
706 Dues/Books/Subscriptions 2,924 5,590 3,998 5,115
718 Ordinance Enforcement 0 0 0 0
712 Employee Functions 0 0 0 0
728 Training 4,406 5,825 4,325 9,700
730 Uniforms & Protective Clothing 1,147 1,500 1,400 1,500
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 320 10,000 7,000 7,500
760 Utilities 0 0 0 0
774 Facility Repair & Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $31,265 $46,321 $36,693 $46,175
802 Office Furniture & Equipment 638 0 0 0
803 Tools and Work Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $638 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $741,582 $779,747 $773,804 $804,125
Community Development ‐ Engineering
01-123
286 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 509,039 602,034 612,034 618,324
605 Extra Duty Pay 70,573 78,500 58,500 59,000
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay (424)2,000 0 2,000
614 Standby Pay 0 0 0 0
617 Temp. Personnel Hourly 0 0 0 0
618 Court Pay 0 0 0 0
620 FICA Expenses Employer 14,077 16,386 16,386 16,190
625 Medicare Portion FICA 8,100 8,705 8,705 8,814
630 ICMA Retirement 13,441 15,858 15,858 15,669
633 Police Retirement 32,895 39,991 39,991 45,898
634 State Disability 11,338 11,788 11,788 13,545
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $659,038 $775,262 $763,262 $779,440
651 Office Supplies 4,843 6,500 4,000 6,500
654 Photocopy/Printing 6,196 6,200 4,200 4,000
655 Postage 92 100 100 100
660 Operating Supplies 14,746 17,400 15,400 21,550
MATERIALS & SUPPLIES $25,877 $30,200 $23,700 $32,150
702 Conference/Meeting 17,438 14,960 14,960 19,600
704 Contractual Services 133,898 184,146 184,146 158,877
706 Dues/Books/Subscriptions 14,581 18,720 18,720 20,720
728 Training 0 0 0 0
730 Uniforms & Protective Clothing 1,512 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
741 Uniform Allowance 23,818 46,850 44,350 46,850
750 Professional Service 1,133,307 1,320,574 1,320,574 1,459,966
755 Computer Software 0 0 0 0
776 Other Equipment Maintenace 1,569 15,000 10,000 15,000
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,326,123 1,600,250.00 $1,592,750 $1,721,013
802 Office Furniture & Equipment 6,494 4,500 2,000 4,500
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $6,494 $4,500 $2,000 $4,500
DEPARTMENT ACCOUNT TOTALS: $2,017,533 $2,410,212 $2,381,712 $2,537,103
Police ‐ Administration
01-201
287 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 104,576 106,900 106,900 112,000
605 Extra Duty Pay 0 0 0 0
610 Overtime and Premium Pay 95,591 125,568 125,568 145,756
614 Standby Pay 0 0 0 0
618 Court Pay 0 0 0 0
620 FICA Expenses Employer 0 0 0 0
625 Medicare Portion FICA 2,778 2,729 2,729 2,803
630 ICMA Retirement 0 0 0 0
633 Police Retirement 18,768 12,294 12,294 14,000
634 State Disability 5,456 3,841 3,841 4,236
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $227,168 $251,332 $251,332 $278,795
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 11,269 0 0
MATERIALS & SUPPLIES $0 $11,269 $0 $0
702 Conference/Meeting 0 0 0 0
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 1,385 7,700 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 13,987 0 0 0
755 Computer Software 0 0 0 0
758 Rentals and Leases 5,765 5,766 5,766 5,600
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $21,137 $13,466 $5,766 $5,600
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 41,860 0 0 0
CAPITAL OUTLAY $41,860 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $290,165 $276,067 $257,098 $284,395
Police ‐ Grants
01-202
288 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 171,990 174,932 174,932 185,892
605 Extra Duty Pay 0000
610 Overtime and Premium Pay 2,656 1,800 2,800 1,800
614 Standby Pay 0000
617 Temporary Personnel - Hourly 46,701 53,025 53,025 67,065
618 Court Pay 0 250 250 250
620 FICA Expenses Employer 13,583 14,038 14,038 14,717
625 Medicare Portion FICA 3,177 5,568 5,568 5,726
630 ICMA Retirement 10,479 10,496 10,496 11,154
633 Police Retirement 0000
634 State Disability Insurance 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $248,586 $260,109 $261,109 $286,604
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 1,042 250 250 250
MATERIALS & SUPPLIES $1,042 $250 $250 $250
702 Conference/Meeting 43 100 100 1,000
704 Contractual Services 1,889 3,413 3,413 10,000
706 Dues/Books/Subscriptions 0000
720 Veterinary Services 873 87 87 1,000
721 Jeffco Animal Shelter 96,096 108,684 108,684 110,684
728 Training 0000
730 Uniforms and Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
755 Computer Software 0000
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $98,901 $112,284 $112,284 $122,684
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $348,528 $372,643 $373,643 $409,538
Police ‐ Community Services Team
01-203
289 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 203,430 202,000 202,000 222,000
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 10,047 12,840 12,840 14,280
617 Temporary Personnel - Hourly 0000
618 Court Pay 0 575 575 575
620 FICA Expenses Employer 0000
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,912 2,929 2,929 3,219
630 ICMA Retirement 0000
633 Police Retirement 24,486 23,231 23,231 27,750
634 State Disability 7,231 7,203 7,203 8,336
642 Compensation Adjustments 0000
PERSONNEL SERVICES $248,105 $248,778 $248,778 $276,160
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $0 $0 $0 $0
802 Office Furniture & Equipment 0000
805 Communications Equipment 0000
803 Tools and Work Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $248,105 $248,778 $248,778 $276,160
Police ‐ Crime Prevention Team (SRO)
01-205
290 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 450,479 456,641 456,641 469,756
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 409 7,560 7,560 7,560
617 Temporary Personnel - Hourly 0 0 0 0
618 Court Pay 0 0 0 0
620 FICA Expenses Employer 26,485 28,311 28,311 29,124
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 6,194 6,620 6,620 6,812
630 ICMA Retirement 27,147 27,399 27,399 28,185
633 Police Retirement 0 0 0 0
634 State Disability Insurance 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $510,714 $526,531 $526,531 $541,437
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 571 800 800 800
MATERIALS & SUPPLIES $571 $800 $800 $800
702 Conference/Meeting 0 0 0 0
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
776 Other Equipment Maintenace 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $0 $0 $0 $0
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $511,285 $527,331 $527,331 $542,237
Police ‐ Records Team
01-206
291 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 98,022 100,297 100,297 103,855
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
618 Court Pay 0000
620 FICA Expenses Employer 5,974 6,218 6,218 6,439
623 Unemployment Insurance 0000
625 Medicare Portion FICA 1,397 1,454 1,454 1,506
630 ICMA Retirement 5,914 6,018 6,018 6,231
633 Police Retirement 0000
634 State Disability Insurance 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $111,306 $113,987 $113,987 $118,031
651 Office Supplies 0000
654 Photocopy/Printing 0000
657 Range Supplies 58,936 63,250 63,250 80,850
660 Operating Supplies 129 5,200 5,200 5,880
MATERIALS & SUPPLIES $59,065 $68,450 $68,450 $86,730
702 Conference/Meeting 26,116 28,800 28,800 27,800
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 171,776 156,300 161,300 191,700
730 Uniforms and Protective Clothing 73,407 91,100 91,100 100,200
740 Auto Mileage Reimbursement 425 400 400 400
750 Professional Service 5,765 19,200 16,200 49,200
755 Computer Software 0000
758 Rentals and Leases 0000
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $277,489 $295,800 $297,800 $369,300
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $447,860 $478,237 $480,237 $574,061
Police ‐ Accreditation & Training
01-207
292 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 6,032,506 5,350,095 5,350,095 5,639,866
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 282,120 273,000 275,500 406,400
614 Standby Pay 16,867 20,000 12,500 10,000
618 Court Pay 22,798 22,000 22,000 31,206
620 FICA Expenses Employer 26,327 6,734 6,734 7,117
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 89,592 77,468 77,468 81,668
630 ICMA Retirement 24,851 6,517 6,517 6,888
633 Police Retirement 670,314 601,907 601,907 687,696
634 State Disability Insurance 194,204 187,743 187,743 208,306
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $7,359,580 $6,545,464 $6,540,464 $7,079,147
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
657 Range Supplies 0 0 0 0
660 Operating Supplies 29,398 78,837 74,837 22,200
MATERIALS & SUPPLIES $29,398 $78,837 $74,837 $22,200
702 Conference/Meeting 251 1,010 1,010 1,010
704 Contractual Services 153,443 162,000 744,195 1,036,000
706 Dues, Books and Subscriptions 0 0 0 0
727 Expense Reimbursement 3 500 500 500
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 49,317 20,500 20,500 18,000
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 16,045 11,040 11,040 12,040
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
776 Other Equipment Maintenace 11,410 15,700 12,700 20,100
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $230,470 $210,750 $789,945 $1,087,650
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 9,154 1,500 1,500 1,500
809 Other Major Equipment 17,074 23,800 23,800 23,800
CAPITAL OUTLAY $26,229 $25,300 $25,300 $25,300
DEPARTMENT ACCOUNT TOTALS: $7,645,677 $6,860,351 $7,430,546 $8,214,297
Police ‐ Patrol Operations
01-211
293 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 2,202,445 2,681,690 2,681,690 2,813,015
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 111,118 191,712 186,712 212,256
614 Standby Pay 53,322 61,601 59,601 61,601
617 Temp Personnel-Hourly 0 0 0 0
618 Court Pay 4,112 6,000 6,000 6,000
620 FICA Expenses Employer 21,758 23,021 23,021 28,410
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 28,608 38,972 38,972 40,679
630 ICMA Retirement 21,599 22,280 22,280 23,207
633 Police Retirement 215,385 266,387 266,387 302,343
634 State Disability Insurance 43,697 64,093 64,093 91,306
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $2,702,044 $3,355,756 $3,348,756 $3,578,817
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 17,748 20,405 16,305 20,405
MATERIALS & SUPPLIES $17,748 $20,405 $16,305 $20,405
702 Conference/Meeting 85 1,000 1,000 1,000
704 Contractual Services 175,540 220,709 220,709 246,126
706 Dues/Books/Subscriptions 0 0 0 0
727 Expense Reimbursement 193 3,000 3,000 2,000
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 2,221 6,000 5,000 6,000
741 Uniform Allowance 114 0 0 0
750 Professional Service 42,773 8,516 7,716 9,900
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 500 500 500
776 Other Equipment Maintenace 257 400 400 500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $221,183 $240,125 $238,325 $266,026
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0 2,300 2,300 1,300
CAPITAL OUTLAY $0 $2,300 $2,300 $1,300
DEPARTMENT ACCOUNT TOTALS: $2,940,975 $3,618,586 $3,605,686 $3,866,548
Police ‐ Investigations Bureau
01-212
294 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 378,081 529,315 529,315 580,107
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 21,863 20,285 20,285 26,500
614 Standby 20,112 22,395 22,395 22,395
618 Court Pay 371 1,500 1,500 1,500
620 FICA Expenses Employer 0000
623 Unemployment Insurance 0000
625 Medicare Portion FICA 5,797 7,675 7,675 8,412
630 ICMA Retirement 0000
633 Police Retirement 43,524 60,872 60,872 72,513
634 State Disability Insurance 9,279 15,237 15,237 21,651
642 Compensation Adjustments 0000
PERSONNEL SERVICES $479,027 $657,279 $657,279 $733,078
651 Office Supplies 0000
654 Photocopy/Printing 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 393 500 500 500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms and Protective Clothing 3,380 3,820 2,820 3,820
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0000
776 Other Equipment Maintenace 828 1,500 1,500 1,000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $4,601 $5,820 $4,820 $5,320
802 Office Furniture & Equipment 0000
809 Other Major Equipment 17,000 7,500 5,500 2,500
CAPITAL OUTLAY $17,000 $7,500 $5,500 $2,500
DEPARTMENT ACCOUNT TOTALS: $500,628 $670,599 $667,599 $740,898
Police ‐ Crime & Traffic Team
01-213
295 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 0 0 0 764,181
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 2,950
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 0 0 0 47,562
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 0 0 0 11,124
630 ICMA Retirement 0 0 0 45,850
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $0 $0 $0 $871,667
651 Office Supplies 0 0 0 400
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 300
MATERIALS & SUPPLIES $0 $0 $0 $700
702 Conference/Meeting 0 0 0 450
704 Contractual Services 0 0 0 180,000
706 Dues/Books/Subscriptions 0 0 0 2,150
727 Expense Reimbursement 0 0 0 0
728 Training 0 0 0 1,800
730 Uniforms & Protective Clothing 0 0 0 3,000
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Services 0 0 0 24,000
761 Street Lighting 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
793 Title Searches 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $0 $0 $0 $211,400
802 Office Furniture & Equipment 0 0 0 250
803 Tools and Work Equipment 0 0 0 1,000
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0 $1,250
DEPARTMENT ACCOUNT TOTALS:$0 $0 $0 $1,085,017
Public Works ‐ Capital Projects
01-302
296 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 2,167,457 2,416,620 2,263,447 1,296,030
604 Deferred Compensation 13,604 13,951 5,449 13,951
606 Auto Allowance 3,643 3,600 1,308 3,600
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 59,405 59,000 59,000 47,200
614 Standby Pay 20,888 20,800 20,800 18,720
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 133,300 154,243 136,750 83,625
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 31,508 36,720 32,173 19,746
630 ICMA Retirement 113,454 135,177 135,023 83,289
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $2,543,260 $2,840,111 $2,653,950 $1,566,161
651 Office Supplies 1,168 2,450 300 200
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 296,468 351,344 221,293 322,155
661 Oil & Gas - Shops 272,015 320,100 245,210 0
662 Vehicle & Equipment Maintenance 106,768 124,300 83,200 0
663 Hazardous Waste Disposal 1,239 2,080 2,075 600
665 Special Equipment 6,835 2,500 2,400 0
MATERIALS & SUPPLIES $684,493 $802,774 $554,478 $322,955
702 Conference/Meeting 7,157 1,800 1,800 7,650
704 Contractual Services 263,469 336,000 239,124 11,150
706 Dues/Books/Subscriptions 7,311 3,770 1,770 0
728 Training 7,904 18,300 11,600 6,000
730 Uniforms & Protective Clothing 17,685 29,600 24,400 14,625
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 41,562 172,844 80,000 0
774 Facility Repair & Maintenance 7,958 10,925 10,923 1,250
776 Other Equipment Maintenance 895 7,000 6,500 6,950
OTHER SERVICES & CHARGES $353,941 $580,239 $376,117 $47,625
802 Office Furniture and Equipment 0 9,000 9,000 750
803 Tools and Work Equipment 0 0 0 1,400
807 Fleet Replacement 1,649,114 1,061,161 1,024,976 0
809 Other Major Equipment 21,075 31,000 31,000 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $1,670,189 $1,101,161 $1,064,976 $2,150
DEPARTMENT ACCOUNT TOTALS: $5,251,882 $5,324,285 $4,649,521 $1,938,891
Public Works ‐ Street Operations
01-303
297 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 0 0 0 235,381
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 5,900
614 Standby Pay 0 0 0 2,080
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 0 0 0 15,088
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 0 0 0 3,530
630 ICMA Retirement 0 0 0 20,036
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $0 $0 $0 $282,015
651 Office Supplies 0 0 0 300
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 0 0 0 13,650
661 Oil & Gas - Shops 0 0 0 0
MATERIALS & SUPPLIES $0 $0 $0 $13,950
702 Conference/Meeting 0 0 0 0
704 Contractual Services 0 0 0 50,000
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 3,350
730 Uniforms & Protective Clothing 0 0 0 2,275
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 56,000
758 Rentals and Leases 0 0 0 0
760 Utilities 0 0 0 0
761 Street Lighting 0 0 0 16,000
774 Facility Repair & Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
OTHER SERVICES & CHARGES $0 $0 $0 $127,625
802 Office Furniture and Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 1,400
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
846 Traffic Signal Equipment Replacement 0 0 0 63,800
CAPITAL OUTLAY $0 $0 $0 $65,200
DEPARTMENT ACCOUNT TOTALS:$0 $0 $0 $488,790
Public Works ‐ Traffic Operations
01-304
298 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 0 0 0 159,238
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 2,950
614 Standby Pay 0 0 0 9,940
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 0 0 0 9,819
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 0 0 0 2,352
630 ICMA Retirement 0 0 0 9,554
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $0 $0 $0 $193,853
651 Office Supplies 0 0 0 300
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 0 0 0 3,200
661 Oil & Gas - Shops 0 0 0 276,400
662 Vehicle & Equipment Maintenance 0 0 0 122,700
663 Hazardous Waste Disposal 0 0 0 1,400
665 Special Equipment 0 0 0 0
MATERIALS & SUPPLIES $0 $0 $0 $404,000
702 Conference/Meeting 0 0 0 200
704 Contractual Services 0 0 0 122,500
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 650
730 Uniforms & Protective Clothing 0 0 0 5,100
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 0
774 Facility Repair & Maintenance 0 0 0 8,610
776 Other Equipment Maintenance 0 0 0 0
OTHER SERVICES & CHARGES $0 $0 $0 $137,060
802 Office Furniture and Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 2,000
807 Fleet Replacement 0 0 0 1,232,500
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $1,234,500
DEPARTMENT ACCOUNT TOTALS:$0 $0 $0 $1,969,413
Public Works ‐ Fleet Services
01-305
299 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 352,905 360,319 360,319 375,040
604 Deferred Compensation 12,537 12,826 12,826 13,360
606 Auto Allowance 3,643 3,600 3,600 3,600
607 Cell Phone Allowance 607 600 600 600
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 2,097 4,507 4,324 9,351
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 21,158 20,809 20,809 23,361
625 Medicare Portion FICA 5,074 5,289 5,287 5,502
630 ICMA Retirement 10,490 10,690 10,690 11,191
640 Outside Personnel Services 14,075 28,200 28,200 42,450
642 Compensation Adjustments 0000
PERSONNEL SERVICES $422,585 $446,840 $446,655 $484,455
651 Office Supplies 3,580 2,500 2,000 2,500
654 Photocopy/Printing 419 700 700 1,200
655 Postage 0000
660 Operating Supplies 10,870 1,050 700 3,000
669 Special Events and Programs 0 13,300 13,300 15,000
MATERIALS & SUPPLIES $14,868 $17,550 $16,700 $21,700
702 Conference/Meeting 6,518 8,500 7,700 9,346
704 Contractual Services 0000
706 Dues/Books/Subscriptions 5,834 6,655 6,590 8,000
728 Training 1,450 1,885 1,500 1,885
730 Uniforms & Protective Clothing 0 450 400 450
740 Auto Mileage Reimbursement 290 550 440 869
750 Professional Service 15,019 14,357 14,357 0
755 Computer Software 0000
758 Rentals and Leases 0000
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $29,111 $32,397 $30,987 $20,550
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $466,564 $496,787 $494,342 $526,705
Parks and Recreation ‐ Administration
01-601
300 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 251,090 263,242 259,039 275,480
604 Deferred Compensation 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay (29)0 0 0
617 Temporary Personnel - Hourly 26,027 25,268 25,136 26,025
620 FICA Expenses Employer 16,903 17,888 17,619 18,694
625 Medicare Portion FICA 3,953 4,184 4,121 4,372
630 ICMA Retirement 15,306 15,795 15,542 16,529
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $313,251 $326,377 $321,457 $341,100
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 28,428 36,487 30,642 36,851
655 Postage 11,684 16,680 13,375 19,065
660 Operating Supplies 21,864 21,500 18,700 19,100
669 Special Events and Programs 3,343 1,800 1,800 2,800
MATERIALS & SUPPLIES $65,318 $76,467 $64,517 $77,816
702 Conference/Meeting 646 0 0 4,830
704 Contractual Services 110,347 98,565 143,659 5,775
706 Dues/Books/Subscriptions 3,397 3,750 3,827 3,300
728 Training 3,919 2,000 2,000 2,250
730 Uniforms & Protective Clothing 1,924 3,000 3,000 3,000
740 Auto Mileage Reimbursement 392 0 0 0
750 Professional Service 0 0 0 0
755 Computer Software 9,636 775 709 600
758 Rentals and Leases 0 0 0 0
774 Facility Repair and Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $130,261 $108,090 $153,195 $19,755
800 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $508,830 $510,934 $539,169 $438,671
Parks and Recreation ‐ Recreation
01-602
301 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 837,478 821,621 821,621 853,716
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 24,244 20,000 20,000 20,000
614 Standby Pay 8,058 8,300 8,300 8,300
617 Temporary Personnel - Hourly 213,930 244,344 244,000 294,344
620 FICA Expenses Employer 64,179 70,944 67,386 72,932
625 Medicare Portion FICA 15,010 16,593 15,760 16,826
630 ICMA Retirement 50,402 49,297 49,297 51,224
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $1,213,301 $1,231,099 $1,226,364 $1,317,342
651 Office Supplies 798 1,000 800 1,000
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 77,532 87,100 85,600 97,100
663 Hazardous Waste Disposal 0 100 0 100
MATERIALS & SUPPLIES $78,330 $88,200 $86,400 $98,200
702 Conference/Meeting 3,750 0 0 6,000
704 Contractual Services 225,636 265,100 257,900 372,700
706 Dues, Books, Subscriptions 2,296 1,000 950 1,300
728 Training 3,584 3,500 2,000 3,400
730 Uniforms & Protective Clothing 17,287 22,500 20,000 18,500
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 13,369 27,113 15,000 16,500
755 Computer Software 0 0 0 0
758 Rentals and Leases 1,113 2,000 500 1,500
760 Utilities 3,738 5,000 3,500 5,500
774 Facility Repair and Maintenance 120,323 140,000 140,000 150,500
776 Other Equipment Maintenance 16,672 17,000 13,000 15,000
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $407,768 $483,213 $452,850 $590,900
800 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 24,253 15,000 0 15,000
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $24,253 $15,000 $0 $15,000
DEPARTMENT ACCOUNT TOTALS: $1,723,652 $1,817,512 $1,765,614 $2,021,442
Parks and Recreation ‐ Parks Maintenance
01-603
302 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 305,375 347,502 347,502 355,742
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 5,645 10,000 8,042 10,000
614 Standby Pay 3,583 3,600 3,600 3,600
617 Temporary Personnel - Hourly 12,028 0 0 0
620 FICA Expenses Employer 19,976 22,388 22,267 22,899
625 Medicare Portion FICA 4,672 5,237 5,208 5,356
630 ICMA Retirement 18,345 20,850 20,850 21,345
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $369,623 $409,577 $407,469 $418,942
651 Office Supplies 0 40 0 0
654 Photocopy/Printing 0000
660 Operating Supplies 51,760 65,754 48,400 65,350
663 Hazard Waste Disposal 0000
MATERIALS & SUPPLIES $51,760 $65,794 $48,400 $65,350
702 Conference/Meeting 633 0 0 2,050
704 Contractual Services 86,126 139,500 125,100 149,500
706 Dues/Books/Subscriptions 1,214 1,410 1,410 1,410
728 Training 1,959 5,175 2,500 5,175
730 Uniforms & Protective Clothing 4,100 9,500 8,000 5,500
740 Auto Mileage Reimbursement 0000
750 Professional Service 0 1,000 80 500
755 Computer Software 2,500 0 0 0
758 Rentals and Leases 421 4,500 1,500 4,500
760 Utilities 0000
774 Facility Repair and Maintenance 41,696 30,000 24,000 30,000
776 Other Equipment Maintenance 5,834 7,500 5,000 7,500
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $144,484 $198,585 $167,590 $206,135
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $565,867 $673,956 $623,459 $690,427
Parks and Recreation ‐ Forestry
01-604
303 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
620 FICA Expenses Employer 0000
625 Medicare Portion FICA 0000
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $0 $0 $0 $0
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 13,632 17,700 17,400 18,500
663 Hazardous Waste Disposal 0000
MATERIALS & SUPPLIES $13,632 $17,700 $17,400 $18,500
702 Conference/Meeting 419 0 0 1,430
704 Contractual Services 35,572 41,400 9,500 38,500
706 Dues/Books/Subscriptions 185 410 410 410
728 Training 794 1,500 1,000 1,500
730 Uniforms & Protective Clothing 3,123 4,250 4,000 4,250
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 85 3,000 0 3,000
760 Utilities 0000
774 Facility Repair and Maintenance 37,810 51,000 51,000 44,000
776 Other Equipment Maintenance 1,178 5,000 2,000 2,000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $79,167 $106,560 $67,910 $95,090
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $92,799 $124,260 $85,310 $113,590
Parks and Recreation ‐ Natural Resources
01-605
304 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
620 FICA Expenses Employer 0 0 0 0
621 Workers' Compensation 328,103 338,206 330,005 346,505
623 Unemployment Insurance 0 0 0 0
624 Work Comp Deductible 38,587 30,000 30,000 30,000
625 Medicare Portion FICA 0 0 0 0
626 Medical 2,353,246 2,517,979 2,517,979 2,775,977
627 Dental 107,640 110,250 110,250 110,250
628 LTD/STD 82,751 80,000 80,000 85,000
629 Life/ADD/DEP 64,959 50,400 50,400 50,400
PERSONNEL SERVICES $2,975,285 $3,126,835 $3,118,634 $3,398,132
651 Office Supplies 0 0 0 0
653 Postage 20,982 18,000 18,000 18,000
654 Photocopy/Printing 13,184 20,000 20,000 20,000
660 Operating Supplies 1,489 2,500 2,500 2,500
MATERIALS & SUPPLIES $35,656 $40,500 $40,500 $40,500
704 Contractual Services 426,060 451,443 428,378 434,978
750 Professional Services 0 0 0 0
758 Rentals & Leases 187,173 189,738 189,702 195,172
759 Telephone Expense 0 0 0 0
760 Xcel - Electric/Gas 457,591 492,265 460,000 465,000
761 Xcel - Street Lights 648,170 620,000 620,000 631,779
762 Water/Sewer 419,536 360,568 420,000 420,000
763 Symmetry - Natural Gas 127,900 125,000 125,000 125,000
774 Facility Repair/Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
777 COVID-19 73 0 0 0
781 Personal & Property Liability 562,822 619,502 620,840 651,883
782 Uninsured Losses 42,838 100,000 80,000 100,000
783 Hail Storm Losses 0 0 0 0
888 Cyber incident 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $2,872,164 $2,958,516 $2,943,920 $3,023,812
800 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 159,633 0 0 0
CAPITAL OUTLAY $159,633 $0 $0 $0
901 Debt Service Principal 56,075 60,095 60,095 63,693
902 Debt Service Interest 24,092 20,073 20,073 16,474
903 Finance Origination Fees 0 0 0 0
DEBT SERVICE $80,167 $80,168 $80,168 $80,167
DEPARTMENT ACCOUNT TOTALS: $6,122,904 $6,206,019 $6,183,222 $6,542,611
General Government ‐ Central Charges
01-610
305 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 29,750 29,465 29,415 0
610 Overtime and Premium Pay 3,261 3,210 2,537 3,137
614 Standby Pay 0000
617 Temporary Personnel - Hourly 57,462 59,791 55,190 65,248
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 5,439 5,733 5,670 4,239
622 MEDICAL/DENTAL INSURANCE 0000
625 Medicare Portion FICA 1,272 1,342 1,326 991
630 ICMA Retirement 1,765 1,768 1,765 0
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $98,949 $101,309 $95,903 $73,615
651 Office Supplies 0 500 250 250
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 557 700 675 1,700
MATERIALS & SUPPLIES $557 $1,200 $925 $1,950
702 Conference/Meeting 0000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 267 444 300 610
730 Uniforms & Protective Clothing 0 1,075 700 725
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $267 $1,519 $1,000 $1,335
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$99,773 $104,028 $97,828 $76,900
Parks and Recreation ‐ Anderson Building
01-620
306 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 134,593 136,757 136,757 161,954
610 Overtime and Premium Pay 628 600 575 600
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 40,616 45,885 43,189 54,568
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 10,756 11,361 11,285 13,461
625 Medicare Portion FICA 2,516 2,657 2,639 3,148
630 ICMA Retirement 8,242 8,205 8,205 9,717
640 Outside Personnel Services 15,607 21,985 15,217 17,430
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $212,957 $227,450 $217,867 $260,878
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 19,372 30,310 25,988 31,002
MATERIALS & SUPPLIES $19,372 $30,310 $25,988 $31,002
702 Conference/Meeting 0 0 0 2,330
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 526 670 350 950
730 Uniforms & Protective Clothing 0 1,420 1,000 1,420
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair and Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $526 $2,090 $1,350 $4,700
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $232,855 $259,850 $245,205 $296,580
Parks and Recreation ‐ Athletics
01-621
307 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 212,860 215,033 198,284 203,790
610 Overtime and Premium Pay 4,017 6,341 6,340 6,426
614 Standby Pay 0000
617 Temporary Personnel - Hourly 154,808 215,885 223,229 232,711
619 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 22,602 27,110 26,527 27,461
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 5,286 6,340 6,204 6,422
630 ICMA Retirement 12,842 12,902 11,897 12,227
640 Outside Personnel Services 10,004 7,700 2,845 6,250
642 Compensation Adjustments 0000
PERSONNEL SERVICES $422,419 $491,311 $475,326 $495,287
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 62,682 64,420 55,676 49,620
669 Special Events and Programs 1,195 1,500 1,500 1,750
MATERIALS & SUPPLIES $63,877 $65,920 $57,176 $51,370
702 Conference/Meeting 465 0 0 2,330
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 1,228 2,260 2,260 2,280
730 Uniforms & Protective Clothing 0 1,950 1,736 3,400
740 Auto Mileage Reimbursement 0 100 0 0
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0000
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $1,693 $4,310 $3,996 $8,010
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $487,989 $561,541 $536,498 $554,667
Parks and Recreation ‐ General Programs
01-622
308 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 27,360 28,342 28,342 103,740
610 Overtime and Premium Pay 1,208 12,652 11,321 13,678
614 Standby Pay 97 300 0 0
617 Temporary Personnel - Hourly 151,807 160,766 156,839 164,479
619 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 11,209 12,528 12,338 17,478
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 2,621 2,929 2,886 4,087
630 ICMA Retirement 1,689 1,701 1,701 6,224
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $195,991 $219,218 $213,427 $309,686
651 Office Supplies 0000
655 Postage Costs 0000
660 Operating Supplies 39,758 51,100 50,909 49,610
663 Hazardous Waste Disposal 0000
669 Events 0 2,400 0 0
MATERIALS & SUPPLIES $39,758 $53,500 $50,909 $49,610
702 Conference/Meeting 0000
704 Contractual Services 5,000 5,100 5,535 6,300
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms & Protective Clothing 1,051 1,450 1,400 1,000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 29,463 30,330 30,300 32,700
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $35,514 $36,880 $37,235 $40,000
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $271,263 $309,598 $301,571 $399,296
Parks and Recreation ‐ Outdoor Pool
01-623
309 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 311,680 326,760 304,000 320,979
610 Overtime and Premium Pay 1,760 1,500 2,112 2,112
614 Standby Pay 0000
617 Temporary Personnel - Hourly 84,761 81,666 99,364 106,604
619 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 24,245 25,725 25,142 26,641
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 5,670 6,017 5,880 6,232
630 ICMA Retirement 18,018 19,606 18,240 19,259
640 Outside Personnel Services 21,923 19,268 9,763 11,764
642 Compensation Adjustments 0000
PERSONNEL SERVICES $468,058 $480,542 $464,501 $493,591
651 Office Supplies 0000
654 Photocopy/Printing 521 1,500 600 1,000
655 Postage Costs 848 1,500 1,275 1,250
660 Operating Supplies 36,705 35,604 35,604 36,750
669 Special Events and Programs 7,907 11,328 10,684 11,328
MATERIALS & SUPPLIES $45,981 $49,932 $48,163 $50,328
702 Conference/Meeting 1,448 0 0 2,330
704 Contractual Services 1,954 6,080 2,494 3,980
706 Dues/Books/Subscriptions 436 1,444 1,444 1,213
728 Training 538 950 1,210 1,630
730 Uniforms & Protective Clothing 18 200 125 100
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
760 Utilities 0000
774 Facility Repair and Maintenance 125 0 0 0
776 Other Equipment Maintenance 25 2,100 2,100 2,100
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $4,544 $10,774 $7,373 $11,353
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $518,584 $541,248 $520,037 $555,272
Parks and Recreation ‐ Active Adult Center
01-624
310 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 11,345 10,738 10,700 12,150
617 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 709 666 663 753
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 166 156 155 176
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
642 Compensation Adjustments 0000
PERSONNEL SERVICES $12,220 $11,560 $11,518 $13,079
651 Office Supplies 694 1,300 1,270 1,300
654 Photocopy/Printing 4,213 2,500 2,500 3,500
655 Postage Costs 182 200 195 300
660 Operating Supplies 7,104 5,740 5,650 6,535
MATERIALS & SUPPLIES $12,194 $9,740 $9,615 $11,635
702 Conference/Meeting 0000
704 Contractual Services 10,695 6,850 4,900 53,495
706 Dues/Books/Subscriptions 0000
728 Training 148 500 500 250
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 995 1,200 1,200 1,200
755 Computer Software 696 800 696 800
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 8,667 20,000 20,000 15,000
776 Other Equipment Maintenance 1,734 0 0 0
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $22,934 $29,350 $27,296 $70,745
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$47,348 $50,650 $48,429 $95,459
Parks and Recreation ‐ Historic Buildings
01-625
311 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 310,103 317,767 317,766 332,511
610 Overtime and Premium Pay 8,826 13,828 13,500 13,960
614 Standby Pay 2,720 2,912 2,850 3,016
617 Temporary Personnel - Hourly 223,554 188,630 188,620 206,698
620 FICA Employer Expenses 33,275 33,235 32,410 34,484
622 Medical/Dental Insurance 0 0 0 0
625 Medicare Portion FICA 7,782 7,773 7,580 8,065
630 ICMA Retirement 18,787 19,066 19,066 19,951
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $605,047 $583,211 $581,792 $618,685
651 Office Supplies 0 700 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 50 0 50
660 Operating Supplies 22,774 24,000 23,950 26,500
663 Hazardous Waste Disposal 0 0 0 0
MATERIALS & SUPPLIES $22,774 $24,750 $23,950 $26,550
702 Conference/Meeting 1,474 0 0 2,330
704 Contractual Services 6,212 9,256 9,233 9,775
706 Dues/Books/Subscriptions 336 200 190 200
728 Training 509 2,050 1,975 2,200
730 Uniforms & Protective Clothing 0 4,255 4,250 3,255
740 Auto Mileage Reimbursement 298 0 0 0
750 Professional Service 0 0 0 0
755 Computer Software 0 8,000 8,000 1,000
758 Rentals and Leases 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair and Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $8,829 $23,761 $23,648 $18,760
802 Office Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $636,650 $631,722 $629,390 $663,995
Recreation Center ‐ Facilities
01-626
312 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 380,377 466,642 475,000 407,282
610 Overtime and Premium Pay 26,828 18,312 18,852 19,476
614 Standby Pay 436 2,150 0 0
617 Temporary Personnel - Hourly 438,284 439,029 439,020 440,759
619 Temporary Personnel - Non Hourly 0000
620 FICA Employer Expenses 52,248 60,075 57,838 53,786
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 12,219 14,050 13,527 12,579
630 ICMA Retirement 21,752 27,999 28,500 24,437
640 Outside Personnel Services 0000
PERSONNEL SERVICES $932,145 $1,028,257 $1,032,737 $958,319
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 67,469 69,200 69,600 77,400
663 Hazardous Waste Disposal 0 2,000 2,000 1,000
669 Events 0 3,000 3,000 3,000
MATERIALS & SUPPLIES $67,469 $74,200 $74,600 $81,400
702 Conference/Meeting 2,204 0 0 3,150
704 Contractual Services 38,675 5,100 5,100 6,300
706 Dues/Books/Subscriptions 0000
728 Training 5,158 4,875 3,909 4,300
730 Uniforms & Protective Clothing 4,258 4,980 4,917 4,700
740 Auto Mileage Reimbursement 0000
755 Computer Software 2,151 2,382 2,382 1,346
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 28,955 36,500 29,380 30,550
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $81,401 $53,837 $45,688 $50,346
802 Office Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $1,081,014 $1,156,294 $1,153,025 $1,090,065
Recreation Center ‐ Aquatics
01-627
313 2026 Proposed Budget
Account Name/Detailed Explanation
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
602 Staff Salaries & Wages 60,874 62,391 62,391 64,088
610 Overtime and Premium Pay 4,563 6,350 6,300 6,541
614 Standby Pay 0000
617 Temporary Personnel - Hourly 155,146 137,756 198,500 251,903
619 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 13,667 14,178 16,566 19,997
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 3,196 3,316 3,874 4,677
630 ICMA Retirement 3,670 3,743 3,743 3,845
640 Outside Personnel Services 105,781 92,040 0 600
PERSONNEL SERVICES $346,898 $319,774 $291,374 $351,651
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 3,432 8,650 8,000 8,000
MATERIALS & SUPPLIES $3,432 $8,650 $8,000 $8,000
702 Conference/Meeting 897 0 0 1,165
704 Contractual Services 4,623 22,500 5,000 5,000
706 Dues/Books/Subscriptions 0000
728 Training 549 1,975 1,250 7,400
730 Uniforms & Protective Clothing 443 875 700 875
740 Auto Mileage Reimbursement 0 95 0 0
755 Computer Software 0000
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 3,667 4,000 3,950 2,000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $10,179 $29,445 $10,900 $16,440
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $360,510 $357,869 $310,274 $376,091
Recreation Center ‐ Fitness
01-628
314 2026 Proposed Budget
Public Art Fund Long-term Financial Plan
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
2027
Proposed
Budget
2028
Proposed
Budget
2029
Proposed
Budget
2030
Proposed
Budget
2031
Proposed
Budget
12-580-00-589
BEGINNING FUND
BALANCE $353,018 $378,991 $378,991 $407,974 $388,574 $406,499 $423,924 $440,849 $457,774
PRIVATE DEVELOPMENT REVENUES
12-500-02-505 Building Use Tax $12,387 $20,000 $15,000 $20,000 $8,500 $8,500 $8,500 $8,500 $8,500
12-510-00-516 Building Permits $4,125 $3,000 $3,000 $3,000 $2,000 $2,000 $2,000 $2,000 $2,000
12-550-05-551 Plan Review Fees $3,046 $2,000 $1,400 $2,000 $1,300 $1,300 $1,300 $1,300 $1,300
12-550-06-551 Development Review Fees $223 $100 $120 $100 $125 $125 $125 $125 $125
12-580-00-581 Interest $8,869 $10,500 $9,463 $9,500 $6,000 $5,500 $5,000 $5,000 $5,000
TOTAL REVENUES $28,650 $35,600 $28,983 $34,600 $17,925 $17,425 $16,925 $16,925 $16,925
TOTAL AVAILABLE FUNDS $381,668 $414,591 $407,974 $442,574 $406,499 $423,924 $440,849 $457,774 $474,699
EXPENDITURES - ART ACQUISITIONS
12-601-700-799 General Public Art Projects $2,677 $0 $0 $0 $0 $0 $0 $0 $0
12-601-700-750 Public Art Consultant $0 $0 $0 $14,000 $0 $0 $0 $0 $0
12-601-800-818 Public Art Management Plan Update $0 $0 $0 $40,000 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $2,677 $0 $0 $54,000 $0 $0 $0 $0 $0
PRIVATE ENDING
FUND BALANCE $378,991 $414,591 $407,974 $388,574 $406,499 $423,924 $440,849 $457,774 $474,699
12-580-01-589
BEGINNING FUND
BALANCE $120,910 $311,860 $311,860 $7,410 $7,410 $7,410 $7,410 $7,410 $7,410
PUBLIC DEVELOPMENT REVENUES
12-580-00-582 38th Avenue Refresh $0 $0 $0 $0 $0 $100,000 $0 $0 $0
Clear Creek Crossing $0 $0 $0 $0 $0 $0 $0 $0 $0
Wadsworth Widening $0 $0 $0 $0 $0 $0 $0 $0 $0
Ward TOD - URA Bond $0 $160,000 $16,000 $0 $0 $0 $0 $0 $0
Green at 38 $0 $62,742 $60,000 $0 $0 $0 $0 $0 $0
Youngfield Improvement Project $250,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUES $250,000 $222,742 $76,000 $0 $0 $100,000 $0 $0 $0
TOTAL AVAILABLE FUNDS $370,910 $534,602 $387,860 $7,410 $7,410 $107,410 $7,410 $7,410 $7,410
EXPENDITURES - ART ACQUISITIONS
12-601-800-810 Clear Creek Crossing $18,500 $0 $0 $0 $0 $0 $0 $0 $0
12-601-800-812 Wadsworth Widening $23,750 $71,250 $71,250 $0 $0 $0 $0 $0 $0
12-601-800-813 Ward TOD - URA Bond $16,000 $304,000 $0 $0 $0 $0 $0 $0 $0
12-601-800-815 Green at 38 $0 $62,742 $60,000 $0 $0 $0 $0 $0 $0
12-601-800-816 Youngfield Improvement Project $800 $250,000 $249,200 $0 $0 $0 $0 $0 $0
38th Avenue Refresh $0 $0 $0 $0 $0 $100,000 $0 $0 $0
TOTAL EXPENDITURES $59,050 $687,992 $380,450 $0 $0 $100,000 $0 $0 $0
PUBLIC ENDING
FUND BALANCE $311,860 -$153,390 $7,410 $7,410 $7,410 $7,410 $7,410 $7,410 $7,410TOTAL PRIVATE AND PUBLIC
ENDING FUND BALANCE $690,851 $261,201 $415,384 $395,984 $413,909 $431,334 $448,259 $465,184 $482,109
Fund 12
315 2026 Proposed Budget
OPEN SPACE 2024 2025 2025 2026 2027 2028 2029 2030 2031
FUND 32 ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
32-580-00-589 BEGINNING FUND BALANCE $7,455,860 $5,062,145 $5,062,145 $697,549 $478,888 $343,708 $92,277 $1,121,551 $2,130,971
REVENUES
32-520-00-539 State of Colorado Grant
CPW Fishing is Fun Grant $0 $0 $44,760 $0 $0 $0 $0 $0 $0
GOCO Grant
Community Impact Grant (The Green '25)$375,000 $0 $125,000 $0 $0 $0 $0 $0 $0Local Government Grant Prospect Park $0 $0 $0 $0 $0 $0 $0 $0 $0
CO State Forest Service Urban Forestry $0 $0 $380,350 $0 $0 $0 $0 $0 $0
LWCF Thru CPW (Anderson Pool Design)$0 $0 $0 $400,000 $0 $0 $0 $0 $0
LWCF Thru CPW (Tabor Lake Trail)$0 $0 $69,721 $0 $0 $0 $0 $0 $0
CDOT Tap Grant $0 $620,760 $0 $160,000 $1,250,000 $0 $0 $0 $0
32-520-13-539 CDOT/Federal Grants $0 $104,000 $0 $0 $0 $0 $0 $0 $0
32-520-00-540 Jefferson County Open Space Tax $1,881,095 $1,900,000 $1,900,000 $1,800,000 $1,800,000 $1,800,000 $1,800,000 $1,800,000 $1,800,000
32-550-00-555 Developer Fees $98,581 $700,000 $552,972 $1,034,734 $0 $0 $0 $0 $0
32-520-00-564 Jefferson County Local Government Grant
Grant Projects $33,750 $544,650 $123,319 $1,590,361 $0 $0 $0 $0 $0
32-520-00-549 Other Open Space Grants $118,278 $233,024 $500 $0 $0 $0 $0 $0 $0
32-580-00-556 Land Sales $0 $0 $0 $1,025,000 $0 $0 $0 $0 $0
32-580-00-581 Interest Earnings $12,944 $15,000 $13,489 $13,500 $5,000 $2,500 $2,500 $2,500 $2,500
32-580-00-588 Miscellaneous Income $0 $1,100,000 $1,240,000 $0 $0 $0 $0 $0 $0
32-590-00-591 Transfer from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUES $2,519,648 $5,217,434 $4,450,111 $6,023,595 $3,055,000 $1,802,500 $1,802,500 $1,802,500 $1,802,500
TOTAL AVAILABLE FUNDS $9,975,508 $10,279,579 $9,512,256 $6,721,144 $3,533,888 $2,146,208 $1,894,777 $2,924,051 $3,933,471
EXPENDITURES
Acquisitions
32-601-800-809 Park Acquisition $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0Subtotal$0 $0 $0 $2,000,000 $0 $0 $0 $0 $0
Development Projects
32-601-800-879 Prospect Park Improvements $0 $0 $0 $0 $0 $0 $0 $0 $032-601-800-878 Open Space Management Plan $0 $0 $0 $0 $0 $0 $0 $0 $032-601-800-875 Parks & Recreation Master Plan $189,913 $68,436 $68,436 $0 $0 $0 $0 $0 $0
32-601-800-881 The Green at 38th $3,529,361 $4,638,631 $4,638,631 $0 $0 $0 $0 $0 $0
32-601-800-888 Playground Replacement $19,717 $0 $0 $0 $0 $0 $0 $0 $032-601-800-861 Happiness Gardens Expansion $6,000 $30,141 $30,141 $0 $0 $0 $0 $0 $032-601-800-867 Forest Improvement $73,928 $468,299 $426,640 $0 $0 $0 $0 $0 $0
32-601-800-884 CCT East Portal $38,750 $11,250 $11,250 $0 $30,000 $0 $0 $0 $0
32-601-800-874 NW Park Amenity/RTD $0 $0 $0 $0 $1,000,000 $0 $0 $0 $032-601-800-880 Anderson Pool Replacement $0 $0 $0 $800,000 $1,300,000 $0 $0 $0 $0Subtotal$3,857,669 $5,216,757 $5,175,098 $800,000 $2,330,000 $0 $0 $0 $0
Maintenance Projects
32-601-800-870 Open Space Improvements $91,680 $84,025 $0 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000
32-601-800-871 Park Maintenance Projects $332,265 $2,915,615 $2,664,251 $1,301,898 $150,000 $1,325,000 $25,000 $25,000 $25,000
32-601-800-872 Trail Replacement/Repair $0 $761,624 $361,603 $1,448,401 $0 $0 $0 $0 $032-601-800-873 Prospect Park Improvements $0 $655 $0 $0 $0 $0 $0 $0 $0
Subtotal $423,945 $3,761,919 $3,025,854 $2,775,299 $175,000 $1,350,000 $50,000 $50,000 $50,000
Park Maintenance Staff
32-601-600-602 Salaries $472,424 $484,777 $465,000 $505,688 $520,859 $536,484 $552,579 $569,156 $586,231
32-601-600-610 Overtime $29,077 $22,200 $22,000 $29,000 $29,290 $29,583 $29,879 $30,178 $30,479
32-601-600-614 Standby Pay $2,564 $3,658 $2,834 $3,658 $3,695 $3,732 $3,769 $3,807 $3,84532-601-600-620 FICA $30,424 $30,056 $30,056 $31,353 $32,293 $33,262 $34,260 $35,288 $36,346
32-601-600-622 Medical/Dental $61,760 $49,248 $58,936 $59,584 $60,240 $60,902 $61,572 $62,250 $62,934
32-601-600-625 Medicare $7,115 $7,029 $7,029 $7,332 $7,552 $7,779 $8,012 $8,253 $8,50032-601-600-630 ICMA Retirement $28,385 $30,719 $27,900 $30,341 $31,252 $32,189 $33,155 $34,149 $35,174Subtotal$631,749 $627,687 $613,755 $666,957 $685,180 $703,931 $723,226 $743,080 $763,510
Transfers
32-601-890-891 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0
32-601-890-892 Recreation Center $0 $0 $0 $0 $0 $0 $0 $0 $0
32-601-890-893 Capital Improvement Program Fund $0 $0 $0 $0 $0 $0 $0 $0 $0Subtotal$0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $4,913,363 $9,606,363 $8,814,707 $6,242,256 $3,190,180 $2,053,931 $773,226 $793,080 $813,510
ENDING FUND BALANCE $5,062,145 $673,216 $697,549 $478,888 $343,708 $92,277 $1,121,551 $2,130,971 $3,119,9623162026 Proposed Budget
Municipal Court Fund
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
33-580-00-589
BEGINNING FUND
BALANCE $67,425 $59,366 $72,289 $69,786
REVENUES
33-560-00-562 $1 of Court Fees $564 $650 $650 $688
33-560-00-563 $4 of Court Fees $2,256 $2,600 $2,600 $2,750
33-560-00-565 Direct Victim Services $2,915 $3,250 $3,250 $3,250
33-560-00-566 Warrant/Judgments $90 $300 $90 $300
33-560-00-567 Transcript Fees $0 $500 $420 $500
33-580-00-588 Miscellaneous Income $0 $0 $0 $0
33-580-00-581 Interest $1,899 $2,500 $1,977 $2,000
TOTAL REVENUES $7,724 $9,800 $8,987 $9,488
TOTAL AVAILABLE FUNDS $75,149 $69,166 $81,276 $79,274
EXPENDITURES
33-109-700-715 Transcript Fees $0 $500 $350 $500
33-109-700-776 Equipment Maintenance $0 $2,000 $0 $2,000
33-109-700-783 Court $4 Expenses $0 $15,566 $8,100 $10,000
33-109-700-787 Warrant/Judgments $60 $300 $90 $300
33-109-700-790 Direct Victim Services $2,800 $3,250 $2,450 $3,250
33-109-700-792 Probation $1 Expense $0 $3,000 $500 $3,000
TOTAL EXPENDITURES $2,860 $24,616 $11,490 $19,050
ENDING FUND BALANCE $72,289 $44,550 $69,786 $60,224
Fund 33
317 2026 Proposed Budget
Wheat Ridge Housing Fund
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
45-580-00-589
BEGINNING FUND
BALANCE $0 $285,987 $326,122 $242,175
REVENUES
45-500-00-508 Short-Term Rental Lodgers Tax $0 $0 $0 $360,000
45-580-00-581 Interest $113 $200 $98 $200
45-580-00-588 Miscellaneous Income $0 $0 $50,000 $0
45-590-00-591 Transfer from General Fund $466,671 $0 $0 $0
TOTAL REVENUES $466,784 $200 $50,098 $360,200
TOTAL AVAILABLE FUNDS $466,784 $286,187 $376,220 $602,375
EXPENDITURES
45-101-600-602 Salaries & Wages $91,956 $121,597 $105,000 $109,200
45-101-600-620 FICA $5,537 $7,539 $6,510 $6,770
45-101-600-622 Medical/Dental Insurance $12,002 $18,554 $7,868 $8,733
45-101-600-625 Medicare Portion FICA $1,295 $1,763 $1,522 $1,583
45-101-600-630 ICMA Retirement $5,407 $7,296 $6,300 $6,552
PERSONNEL SERVICES $116,197 $156,749 $127,200 $132,839
45-101-650-660 Operating Supplies $0 $150 $0 $0
MATERIALS & SUPPLIES $0 $150 $0 $0
45-101-700-702 Conference and Meeting $645 $1,000 $500 $1,200
45-101-700-706 Dues and Subscriptions $0 $165 $165 $165
45-101-700-740 Auto Mileage Reimbursement $0 $100 $0 $100
45-101-700-750 Professional Services $23,820 $26,180 $6,180 $60,000
45-101-700-780 Outside Agency Contributions $0 $0 $0 $0
OTHER SERVICES & CHARGES $24,465 $27,445 $6,845 $61,465
TOTAL EXPENDITURES $140,662 $184,344 $134,045 $194,304
ENDING FUND BALANCE $326,122 $101,843 $242,175 $408,071
Fund 45
318 2026 Proposed Budget
CONSERVATION TRUST 2024 2025 2025 2026 2027 2028 2029 2030 2031FUND 54 ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
54-580-00-589 BEGINNING FUND BALANCE $632,914 $574,581 $574,581 $509,438 $64,390 $119,390 $54,390 $109,390 $164,390
REVENUES
54-520-00-539 State of Colorado Lottery $383,359 $425,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000
54-580-00-581 Interest $53,561 $25,187 $50,073 $34,952 $5,000 $5,000 $5,000 $5,000 $5,000
54-580-00-588 Miscellaneous Income $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL REVENUES $436,920 $450,187 $400,073 $384,952 $355,000 $355,000 $355,000 $355,000 $355,000
TOTAL AVAILABLE FUNDS $1,069,834 $1,024,768 $974,654 $894,390 $419,390 $474,390 $409,390 $464,390 $519,390
EXPENDITURES
Development Projects
54-601-800-860 Facility Improvements $0 $0 $0 $0 $0 $0 $0 $0 $0
54-601-800-866 Prospect Park Renovation Phase II $26,086 $29,686 $29,686 $0 $0 $0 $0 $0 $0
54-601-800-867 The Green at 38th $0 $300,000 $0 $0 $0 $0 $0 $0 $0
Subtotal $26,086 $329,686 $29,686 $0 $0 $0 $0 $0 $0Maintenance Projects
54-601-800-870 Recreation Facilities $463,359 $460,530 $410,530 $220,000 $250,000 $250,000 $250,000 $250,000 $250,000
54-601-800-872 Park Maintenance Projects $3,008 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000
54-601-800-873 Resurface Tennis/Basketball Courts $2,800 $44,000 $0 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000
54-601-800-888 Playground Replacement $0 $0 $0 $560,000 $0 $120,000 $0 $0 $0
Subtotal $469,167 $529,530 $435,530 $830,000 $300,000 $420,000 $300,000 $300,000 $300,000
General Fund Transfers
54-601-890-891 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $495,253 $859,216 $465,216 $830,000 $300,000 $420,000 $300,000 $300,000 $300,000
ENDING FUND BALANCE $574,581 $165,552 $509,438 $64,390 $119,390 $54,390 $109,390 $164,390 $219,390
319 2026 Proposed Budget
Equipment Replacement Fund
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
57-580-00-589
BEGINNING FUND
BALANCE $749,394 $667,028 $587,449 $91,439
REVENUES
57-520-00-549 Grant Revenue - System Transformation $34,094 $327,461 $418,276 $0
57-590-00-591 Transfer from General Fund $100,000 $0 $0 $0
57-580-00-581 Interest $5,300 $6,500 $5,522 $500
TOTAL REVENUES $139,394 $333,961 $423,798 $500
TOTAL AVAILABLE FUNDS $888,788 $1,000,989 $1,011,247 $91,939
EXPENDITURES
57-204-700-750 Professional Services $67,780 $67,300 $41,853 $0
57-204-700-755 Computer Software $233,559 $858,813 $877,955 $67,600
57-204-800-805 Police Radios $0 $0 $0 $0
57-201-800-809 Other Major Equipment $0 $0 $0 $0
TOTAL EXPENDITURES $301,339 $926,113 $919,808 $67,600ENDING FUND
BALANCE $587,449 $74,876 $91,439 $24,339
Fund 57
320 2026 Proposed Budget
Crime Prevention Fund
2024
Actual
Budget
2025
Adjusted
Budget
2025
Estimated
Budget
2026
Proposed
Budget
63-580-00-589
BEGINNING FUND
BALANCE $733,677 $588,415 $639,359 $436,883
REVENUES
63-500-00-508 Lodger's Tax $645,782 $600,000 $550,000 $650,000
63-560-00-561 No Proof of Insurance $3,360 $6,000 $5,000 $5,000
63-580-00-581 Interest $2,993 $3,500 $3,124 $3,200
63-500-00-588 Miscellaneous Revenue $0 $0 $0 $0
TOTAL REVENUES $652,134 $609,500 $558,124 $658,200
TOTAL AVAILABLE FUNDS $1,385,811 $1,197,915 $1,197,483 $1,095,083
EXPENDITURES
63-201-600-602 Salaries & Wages $538,316 $628,169 $551,202 $648,951
63-201-600-610 Overtime & Premium Pay $31,915 $18,744 $35,000 $26,800
63-201-600-618 Court Pay $1,251 $680 $688 $680
63-201-600-620 FICA $13,174 $19,201 $12,520 $19,334
63-201-600-622 Medical/Dental Insurance $61,305 $70,212 $65,000 $70,212
63-201-600-625 Medicare Portion FICA $8,076 $9,108 $9,108 $9,410
63-201-600-630 ICMA Retirement $12,633 $17,905 $12,494 $18,710
63-201-600-633 Police Retirement $39,028 $36,618 $41,986 $42,140
63-201-600-634 State Disability Insurance $11,355 $11,463 $12,654 $12,811
PERSONNEL SERVICES $717,053 $812,100 $740,652 $849,048
63-201-650-660 Operating Supplies $20,853 $22,000 $10,000 $22,000
MATERIALS & SUPPLIES $20,853 $22,000 $10,000 $22,000
63-201-700-702 Conference/Meeting $7,702 $11,600 $6,600 $10,000
63-201-700-706 Dues, Books, Subscriptions $435 $500 $500 $500
63-201-700-730 Uniforms & Protective Clothing $407 5500 $2,500 $5,500
63-201-700-750 Professional Services $0 $348 $348 $0
OTHER SERVICES & CHARGES $8,545 $17,948 $9,948 $16,000
TOTAL EXPENDITURES $746,452 $852,048 $760,600 $887,048
ENDING FUND BALANCE $639,359 $345,867 $436,883 $208,035
Fund 63
321 2026 Proposed Budget
GROW WITH WHEAT RIDGE
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Financial Policies
CITY OF WHEAT RIDGE
ACCOUNTING, BUDGETING AND FINANCIAL POLICIES 2026
The City of Wheat Ridge, Colorado, financial policies set forth the basic framework for the fiscal
management of the City. These policies were developed within the parameters established by
applicable provisions of the Colorado Revised Statutes and the City of Wheat Ridge City Charter.
The policies are to be reviewed on an annual basis and modified to accommodate changing
circumstances or conditions.
This budget complies with the Accounting, Budgeting and Financial Policies set forth below.
Basis of Accounting
The City’s finances are accounted for in accordance with generally accepted accounting principles
(GAAP) as established by the Governmental Accounting Standards Board (GASB).
Basis of accounting refers to the point at which revenues or expenditures are recognized in the
accounts and reported in the financial statements. The government‐wide financial statements,
as well as the financial statements for proprietary funds and fiduciary funds, are reported using
the economic resource measurement focus and the accrual basis of accounting. Under accrual
basis of accounting, revenues are recorded when earned, and expenses are recorded when a
liability is incurred, regardless of when the cash is received.
Governmental fund financial statements are reported using current financial resources
measurement focus and the modified accrual basis of accounting. Under the modified accrual basis
of accounting, revenues are recognized as soon as they become both measurable and available,
and expenditures are recorded in the period that the expenditure occurs and becomes a liability.
For accounting purposes, the budget for each department is broken down into a variety of divisions
and/or program budgets. Expenditures are classified as the following:
•Personnel Services
•Services & Supplies
•Capital Outlay
Personnel Services includes salaries for full-time and part-time employees, overtime pay, insurance,
retirement, and other costs related to the City. The compensation plan is intended to provide all
employees with fair and equitable pay and to provide a uniform system of payment. The City has
adopted a Performance-Based Pay Plan. This plan equates an employee’s salary based upon the
performance evaluation rating.
Services & Supplies encompasses administrative costs such as office supplies, uniforms, small tools,
ammunition, salt, sand and gravel, dues, subscriptions, travel, and training expense, safety
323323 2026 Proposed Budget
programs, audit/legal/consulting fees, telephone/utility charges, principal and interest payments,
and photocopying, to name a few.
Capital Outlay consists of fixed assets over $5,000 and useful life of greater than one year. This
expenditure area consists of furniture/fixtures, computer hardware, land, buildings, and other
infrastructure. A detailed “line-item” budget is provided to departments to facilitate the monitoring
of day-to-day expenditures.
Basis of Budgeting
Basis of budgeting refers to the methodology used to include revenues and expenditures in the
budget. The City of Wheat Ridge budgets on a cash basis. The City does not budget for non‐cash
items such as depreciation and amortization. The revenues and expenditures are assumed to be
collected or spent during the period appropriated. Using this assumption, the current year
revenues are compared to expenditures to ensure that each fund has sufficient revenues to
cover expenditures during the budget year or that there are sufficient cash reserves in the fund to
cover a revenue shortfall. The City’s operating budget and all special funds are adopted on an
annual basis (the fiscal year begins with the first day of January and ends on the last day of
December), with all appropriations lapsing at fiscal year-end. Capital projects and grant funds have
multi-year budgets. Outstanding encumbrances at fiscal year-end are re-appropriated by approval
of the City Council in the subsequent fiscal year.
Basis of Budgeting vs. Basis of Accounting
The basis of budgeting differs from the basis of accounting only by the assumptions that are made
in regard to the timing of the recognition of revenues and expenditures. The budget assumes that
all revenues and expenditures, as well as the associated cash, will be expended or received during
the budget period. Conversely, the basis of accounting only recognizes revenues when they
become both measurable and available and expenditures when incurred. Cash is not necessarily
received or expended at the same time.
Basis of Presentation – Fund Accounting
The activities of the City are organized into separate funds that are designated for a specific purpose
or set of purposes. Each fund is considered a separate accounting entity, so the operations of each
fund are accounted for with a set of self‐balancing accounts that comprise its revenues, expenses,
assets, liabilities, and fund equity as appropriate.
The number and variety of funds used by the City promotes accountability but can also make
municipal budgeting and finance complex. Therefore, understanding the fund structure is an
important part of understanding the City’s finances. The City uses Governmental Funds, and within
this fund type, the City has Special Revenue Funds and a Capital Investment Project Fund.
The following is a description of the General Fund, Special Revenue Funds, the Capital Investment
Program (CIP), and the Renewal Wheat Ridge Bond Fund.
324 2026 Proposed Budget
Governmental Funds
General Fund
The General Fund is the City’s primary operating fund and is used to track the revenues and
expenditures associated with the basic City services that are not required to be accounted for in
other funds. This includes services such as police, public works, parks and recreation, and other
support services such as human resources. These services are funded by general-purpose tax
revenues and other revenues that are unrestricted. This means that the City Council, with input
from the public, has the ability to distribute the funds in a way that best meets the needs of the
community as opposed to other funds that are restricted to predefined uses.
Special Revenue Funds
Special Revenue funds account for activities supported by revenues that are received or set aside
for a specific purpose that is legally restricted. These funds are described in greater detail under the
Special Funds tab of this budget document. The City has seven Special Revenue Funds: Public Art
Fund, Open Space Fund, Municipal Court Fund, Wheat Ridge Housing Fund, Conservation Trust
Fund, Equipment Replacement Fund, and Crime Prevention Fund.
Capital Improvement Program Fund
The Capital Improvement Program (CIP) Fund account is for financial resources that must be used
for the acquisition, improvements, or construction of major capital projects. The CIP is funded by a
transfer from the General Fund in addition to other revenue sources such as grants and lodger’s tax.
The 10-year Capital Investment Plan lists approved and anticipated capital projects of the City and is
located in the CIP tab of this budget document.
Renewal Wheat Ridge Bond Projects Fund
In June 2021, the Wheat Ridge Urban Renewal Authority dba Renewal Wheat Ridge (RWR) adopted
Resolution 17-2021, authorizing the issuance of bonds to be used for public improvements within
the I-70/Kipling Corridor Urban Renewal Plan Area (Plan Area).
2J Next Chapter Bond Fund
In 2023, Wheat Ridge voters extended a temporary ½ cent sales tax originally authorized in 2016 to
fund up to $75 million in capital infrastructure projects aimed at improving roadways, sidewalk
connectivity and drainage. In October 2024, Approximately the first tranche of debt was issued in
the amount of approximately $33.5 million to fund the first slate of projects.
325 2026 Proposed Budget
Governmental
Fund Types
General Fund 2J Next Chapter
Bond Fund
Special Revenue
Funds
Public Art Fund
Open Space Fund
Municipal Court Fund
Conservation Trust Fund
Equipment Replacement Fund
Crime Prevention/
Code Enforcement
Fund
Wheat Ridge
Housing Fund
Capital
Improvement
Program (CIP)
Renewal Wheat
Ridge Bond Fund
Major Fund Types
Funds in green boxes are
considered “Major Funds.”
Major funds represent
significant activities and
include any fund whose
revenues or expenditures
constitute more than 10% of
the revenues or expenditures
of the appropriated budget.
326 2026 Proposed Budget
Budget Process & Timeline
In accordance with the City Charter, the annual budget process and timeline are outlined in the
Budget in Brief section of this budget document.
Procurement Planning
All City purchases of goods or services are made in accordance with the State of Colorado Revised
Statutes, Wheat Ridge City Charter, and the City’s Purchasing Guidelines.
Financial Reporting
The City’s accounting records are audited by an independent certified public accounting firm
following the conclusion of each fiscal year in accordance with the City Charter and state law. The
City Manager, Deputy City Manager and Finance Manager prepare a set of Audited Financial
Statements in accordance with generally accepted accounting principles (GAAP) as applicable to
state and local governments established by the Governmental Accounting Standards Board (GASB)
for governmental accounting and financial reporting principles. The Audited Financial Statements
show the status of the City’s finances on the basis of GAAP, along with fund revenues and
expenditures on both a GAAP basis and budget basis for comparison purposes.
Debt Management Policy
The City Council adopted a Debt Management Policy in June of 2011. This policy is included in this
section of the budget document.
Unrestricted Fund Balance Policy
The City Council adopted an Unrestricted Fund Balance Policy in June of 2011. This policy is
included in this section of the budget document.
327 2026 Proposed Budget
The City of Wheat Ridge (City) recognizes the importance of long-range financial planning in order to
meet its capital project and improvement needs. The following debt management policy provides
guidance on the issuance of debt to help ensure that the City maintains a sound debt position and
that its credit quality is protected. As such, the policy allows for an appropriate balance between
establishing debt parameters while also providing flexibility to respond to unforeseen circumstances
and new opportunities.
Responsibility and Administration of Policy
The primary responsibility for developing long-term financing recommendations rests with the City
Manager. During the annual budget process, and at any other time during the year that may be war-
ranted, the City Manager will work with the Deputy City Manager/Administrative Services Director
and the City Treasurer (the internal working group) to determine if there is a need for long-term
financing consideration.
As part of the determination process, the internal working group shall review the financing needs
outlined by the Capital Investment Program (see below) to analyze the capital financing needs
compared with available resources. The internal working group will also provide recommendations
regarding refunding and restructuring of existing debt.
Once the determination is made by the internal working group to pursue finance borrowing,
refunding, or restructuring of debt, the City Manager shall prepare and present to City Council a
resolution of intent to issue debt and authorizing City staff to proceed with the necessary
preparations. The City Charter (Chapter XII – Municipal Funding) outlines the specific approvals (e.g.,
voter authorization, a majority vote by City Council, etc.) that are required in order for the City to
issue various types of debt, and this policy will be administered in conformity with the City Charter.
The City Manager and City Treasurer will review the Debt Management Policy annually in
connection with the City’s annual budget process to ensure that the City is adhering to the
framework outlined in this policy and make recommendations to revise the policy as needed.
Capital Investment Program
The Capital Investment Program (CIP) will be utilized to identify capital projects and/or
improvements that are part of the City’s strategic vision and economic development efforts.
The CIP will cover, at a minimum, a 10-year period and provide a projection of the
financing needs required to implement the CIP. The CIP will include the associated ongoing
operations and maintenance costs of such capital assets and/or improvements so that the total
costs of the projects are considered. The CIP will be updated annually by the City’s Public Works
Financial Policies
CITY OF WHEAT RIDGE
DEBT MANAGEMENT POLICY
Adopted by City Council June 2011
328 2026 Proposed Budget
Director as part of the budget process.
Purpose of Debt
Incurrence of debt or long-term borrowing will only be used for the purpose of providing financing
for capital assets, which include but are not limited to buildings, infrastructure, land acquisition, and
purchase of significant equipment. The City, under no circumstances, will issue debt or borrow funds
to finance City operations and maintenance costs.
The City will strive to maximize the use of pay-as-you-go financing for capital projects and
improvements. Debt borrowing will be considered when annual revenues and accumulation of fund
balances are not sufficient to provide the necessary funding for such projects.
Types of Debt
The types of debt instruments to be used by the City may include:
•General Obligation and Revenue Bonds
•Short-term notes
•Special or Local Improvement bonds
•Certificates of Participation
•Any other legally recognized security approved by City Council
Although permitted by the City Charter, the City will avoid the issuance of tax or revenue
anticipation notes.
Additionally, the City will strive to secure a fixed-rate structure when issuing debt. The City will
consider a variable rate structure when market conditions favor this type of issuance, and when
feasible, ensure there is a maximum interest rate provided within the variable rate structure.
Credit enhancements will be used only in instances where the anticipated present value savings in
terms of reduced interest expense exceeds the cost of the credit enhancement.
Level of Debt
The City’s aggregate amount of bonds or other evidence of indebtedness outstanding will not
exceed three percent (3%) of the actual valuation of the taxable property within the City, as shown
by the last preceding assessment. In determining the amount of indebtedness outstanding, the City
will adhere with the computation guidelines as established by City Charter.
The City will strive to maintain its annual debt service costs (principal and interest) for its
governmental activities at a level of no greater than 10% of general fund expenditures. The
repayment terms of the debt will not exceed the useful life of the capital asset financed. Further,
the City will seek level or declining debt repayment schedules and will not issue debt that provides
for a balloon principal payment reserved at the end of the term of the issue. Moreover, the City
will also strive to obtain redemption terms that allow for the prepayment of debt without paying a
redemption penalty.
329 2026 Proposed Budget
Debt Issuance Practices
As part of its debt issuance process, the City will at all times manage its debt and sustain its financial
position in order to secure and maintain an Aa/AA or higher bond rating. The City will market its
debt through the use of a competitive bid process when issuing general obligation debt. The
competitive bid process will also be used for other debt issuances unless time, interest rates, and/or
other factors make it more favorable for the City to use a negotiated process.
If needed, the City will hire an independent financial advisor and any other professional service
provider (e.g., bond counsel) to assist in the structuring of the debt transaction and to provide
overall guidance throughout the process.
Guidelines for Refunding
The City shall consider refunding (advance and current refunding) outstanding debt whenever an
analysis indicates the potential for net present value (NPV ) savings of at least three percent (3%) can
be achieved. The City may also consider refunding outstanding bonds to remove existing restrictive
covenants.
The City shall also consider restructuring its existing debt in order to extend the payment terms to
meet cash flow needs if deemed beneficial to the City’s long-term financial and strategic planning.
Post Issuance Management
The City will invest its debt proceeds in accordance with the City’s investment policy and statutory
requirements. Funds will be invested in instruments and with related maturities that will provide the
liquidity needed to meet the cash flow needs of each project. In this regard, the City Treasurer will
prepare a cash flow projection to determine the availability of funds available to be invested and
their respective required maturities.
The City will comply with all arbitrage rebate requirements as established by the Internal Revenue
Service. Arbitrage will be calculated at the end of each fiscal year, and interest earned on the
investment of debt proceeds will be reserved to pay any penalties due. Secondary market dis-
closure requirements established within the terms of the debt transaction will be adhered to and
filed on a timely basis.
The City Treasurer will be responsible for managing the post-issuance requirements listed above
and/or cause any post-issuance requirements to be completed.
330 2026 Proposed Budget
Financial Policies
CITY OF WHEAT RIDGE
UNRESTRICTED FUND BALANCE POLICY
Adopted by City Council June 2011
The City of Wheat Ridge has determined it to be a sound, financial practice to maintain adequate
levels of unrestricted fund balance in its General Fund in order to mitigate current and future
risks such as revenue shortfalls and unanticipated expenditures as well as to ensure stable tax
rates. Additionally, the City believes that adequate unrestricted fund balance levels are a critical
consideration to the City’s long-term financial planning. In this regard, the City has established the
following fiscal policy related to its unrestricted fund balance.
Maximum and Minimum Amounts
The City will maintain a minimum unrestricted fund balance of at least two months or
approximately 17%, as recommended by the Government Finance Officers’ Association (GFOA), of
its General Fund operating expenditures. The City’s maximum unrestricted fund balance shall
not exceed 35.0% of General Fund operating expenditures. Not precluding the aforementioned
minimum and maximum percentages, the City will annually target to maintain a 25.0% unrestricted
fund balance percentage level as part of its annual budget process.
Use of Funds
While targeting to maintain an annual unrestricted fund balance of 25.0%, the City understands
there may be circumstances that warrant that the City use these funds temporarily. The City has
established the following instances where it may elect to use these funds:
•An economic downturn in which revenues are below budget
•Unexpected and unappropriated costs to service and maintain current City
operations
•Unexpected and non-budgeted emergencies, natural disaster costs, and/or litigation
•Grant matching
•Early retirement of debt
•To cover deficits in other funds due to a shortfall in budgeted revenues
•Capital asset acquisition, construction and improvement projects
The use of the unrestricted fund balance for the above permitted events which cause the
unrestricted fund balance to fall below the targeted 25% level will require a majority vote by
City Council. Use of the restricted fund balance which causes the unrestricted fund balance to fall
below the minimum required level of 17% will require a super majority vote by Council.
Terms for Replenishing
In instances where the City elects to use its unrestricted fund balance for capital asset acquisition,
construction and improvement projects, the City shall replenish the unrestricted fund balance
331 2026 Proposed Budget
to its previous level as soon as possible, but only after the City’s current operational needs
are met, and in no case, more than two years subsequent in which the unrestricted fund
balance was used. For any and all other instances, as permitted by this policy, in which the
City elects to use its unrestricted fund balance, the City will replenish the unrestricted fund
balance as soon as revenues are available, but only after the City’s current operational needs have
been met.
Excess Funds
In the event the City has accumulated its permitted, maximum unrestricted fund balance of
35.0%, the City, at the discretion and determination of City Council and the City Manager, will
designate such excess funds for the following purposes:
•Reserves for equipment replacement
•Repair and maintenance of City facilities
•Funding of infrastructure improvements
Review of Policy
The City Treasurer will review the Unrestricted Fund Balance Policy annually in connection with the
City’s annual budgeting process to ensure that the City is maintaining adequate unrestricted fund
balance levels. Additionally, at least every three years, the City Manager will review the policy and
will make recommendations for modification as deemed appropriate. This policy was written using
the guidelines set forth by the GFOA. As such, any updates issued by the GFOA shall be
considered by the City Manager when making recommendations for modifications to this
policy.
332 2026 Proposed Budget
Adjusted - Adjusted, as used in the department and division summaries within the budget document,
represents the budget, including any mid-year adjustments. Mid-year adjustments, increasing a
department’s budget, are approved by City Council via the adoption of a supplemental budget
appropriation. Other mid-year adjustments within a department’s budget may be made via budget
revisions, moving funds from one or more accounts within a division or department to another account
within that division or department.
Accessory Dwelling Unit – Secondary residential units within a property such as a detached guest house
or a basement apartment.
Administrative Citation – A formal notice issued by a government in response to a violation of local
ordinances, codes, or regulations. In Wheat Ridge, this citation addresses non-compliance with laws
concerning zoning, building codes, health, and safety regulations, and other municipal rules.
Ad Valorem Tax – A tax based on the assessed value of real estate or personal property, often referred
to as a property tax.
Admission/Amusement Tax - An excise tax of four percent, effective January 1, 1986, levied on each
person who pays to gain admission or access to a performance of a motion picture or to the use of lanes
and pinsetters for bowling balls in a bowling alley located in Wheat Ridge. Effective January 1, 1989, the
City added miniature golf to the classification and required an admission tax to be levied.
Adopted - Adopted, as used in the department and division summaries within the budget document,
represents the budget as approved by the City Council.
All Funds Budget - The “all funds budget” is the total of the appropriations for all of the funds.
Allocation - Funds that are apportioned or designated to a program, function, or activity.
American Rescue Plan Act (ARPA) – The American Rescue Plan Act provided the City of Wheat Ridge
with approximately $7.9 million to help the community build resiliency following the pandemic. Several
programs, projects and initiatives are funded in this budget using ARPA dollars.
Amusement Device License – A license requirement for any public machine that someone inserts a coin,
slug, token plate, disk, etc. that may be used as a game, entertainment, amusement, or test of skill.
Appropriation - The legal authorization by City Council to make expenditures and/or to incur obligations
for specific purposes.
Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for
levying taxes. The County Assessor determines the assessed valuation of residential and commercial
property as a percentage of its actual value using an established base year for calculating the property
values.
GLOSSARY
333 2026 Proposed Budget
Assigned Fund Balance - amounts a government intends to use for a specific purpose; intent can be
expressed by the governing body or by an official or body to which the governing body delegates the
authority.
Balanced Budget - Pursuant to Chapter X, Section 10.5 of the City of Wheat Ridge Charter, the total
proposed expenditures shall not exceed the total estimated revenue.
Beginning Fund Balance – The amount of money in a fund at the beginning of the budget period.
Bond - Most often, a written promise to pay a specified sum of money (called the face value or principal
amount) at a specified date or dates in the future, called the maturity date(s), together with periodic
interest at a specified fixed rate.
Budget - The City’s operational and functional plan is balancing expenditures for a fiscal year with the
expected income or revenue for the fiscal year. A budget identifies the various programs, goals,
activities, expectations, and results/benefits.
Budget Message - A summary and general discussion of the proposed budget accompanying the budget
document. The budget message is presented in writing by the City Manager.
Business License Fees - Effective December 1986, the City imposed an annual business license fee for all
vendors doing business within the City limits of Wheat Ridge. A $20 first-time application fee is charged
for new businesses, and an annual renewal fee of $20 (effective January 1, 2004) is charged on January 1
of each year and collected with the January sales tax return form. Businesses that do not obtain a
license renewal prior to February 1 of each year are subject to late fees.
Capital Assets - Assets of a long-term character that are intended to continue to help or be used beyond
one year, such as land, buildings, and improvements.
Capital Improvement Program (CIP) - A comprehensive program that projects the financing and
construction of major durable and fixed assets, such as streets, buildings, parks, water, and sewer lines.
Capital Outlay - Those items such as equipment, machinery, vehicles, or furniture included in the
operating budget and necessary for the delivery of services.
City Council Strategic Plan - A plan created by the City Council to outline long-term goals, priorities, and
strategies for the development and growth of the City.
Clear Creek Crossing – A development project aimed at revitalizing the Clear Creek area in Wheat Ridge
with the new Lutheran Medical Center as the anchor development.
Committed Fund Balance - amounts constrained to specific purposes by a government itself, using its
highest level of decision-making authority; to be reported as Committed, amounts cannot be used for
any other purpose unless the government takes the same highest-level action to remove or change the
constraint.
334 2026 Proposed Budget
Community Development Block Grant (CDBG) - CDBG funds are received annually from the U.S.
Department of Housing and Urban Development. The funds are restricted to community development
projects that benefit low and moderate-income residents in the City and help eliminate blight conditions.
Comprehensive Plan - A long-term plan that outlines the future development and growth of the City,
including land use, infrastructure, and community services.
Contingency - Funds appropriated to cover unexpected expenses that may occur during the budgeted year.
Core Services - Essential and fundamental services provided by the City to its residents such as public
safety, infrastructure maintenance, and sanitation.
Council-Manager Form of Government - A form of local government where the City Council makes
legislation and hires a City Manager to oversee and manage the administrative and executive functions of
the City.
Debt - An obligation resulting from the borrowing of money or from the purchase of goods and services.
Department - A department is a component of the overall City organization. Often including multiple
divisions, it is headed by a director and has an established specific and unique set of goals and
objectives to provide services to the public and organization (e.g., Administrative Services, Police, Public
Works, Community Development, Parks & Recreation, etc.).
Department Budget Requests – Formal proposals submitted by each department outlining their
financial requirements and expectations for preparing departmental budgets.
Emergency Reserve – A reserve fund set aside to cover unexpected or emergency expenses.
Ending Fund Balance – The projected amount of money in a fund at the end of the budget period.
Encumbrances (encumbered) - An encumbrance reserves funds within a budget account for a specified
dollar amount for unperformed contracts for goods or services. They cease to be encumbrances when
paid, canceled, or when the actual liability is created.
Enhanced Sales Tax Incentive Program (ESTIP) - An economic development program to encourage the
establishment and/or substantial expansion of retail sales tax-generating businesses through the share
back of sales tax revenues above a negotiated base amount.
Enterprise Resource Planning (ERP) System – A software system that integrates various departments
and functions within the City to streamline processes and improve efficiency.
Estimated - As used throughout the budget document, this term represents an anticipated year-end
expenditure or revenue.
Expenditures - The use of financial resources for the operations of the City. Each expenditure results in a
decrease in net financial resources. They include such items as employee salaries, operation supplies, and
capital outlays.
335 2026 Proposed Budget
Fee - A charge levied to a user of a specific good or service in direct exchange for that good or service.
Fiscal Year - A 12-month period of time to which the annual budget applies, and, at the end of which, a
governmental unit determines its financial positions and results of its operations.
Full-Time Equivalent (FTE) - A personnel position financed for the equivalent of 40 hours per week for
52 weeks. For example, a 0.5 FTE could work 20 hours per week for 52 weeks or 40 hours per week for
26 weeks.
Fund - Each individual fund is a separate accounting entity having its own assets, liabilities, revenues,
and expenditures. City financial resources are allocated to and accounted for in individual funds based on
legal or administrative restrictions or requirements.
Fund Balance - The net difference between expenditures and revenues at the end of the fiscal year.
GASB - Government Accounting Standards Board.
General Fund - The fund used to account for all financial resources not specifically earmarked for other
purposes. The General Fund is the primary operating fund for the City of Wheat Ridge.
Grants - Contributions or gifts of cash or other assets from another government or a private or non-
profit entity. Grants are generally to be used or expended for a specific purpose, activity, or facility.
Independent Certified Audit – An external examination of the City’s financial records and accounts,
conducted annually, to ensure accuracy and compliance with financial regulations and standards.
Inflation - The general increase in prices of goods and services, leading to a decrease in the purchasing
power of money.
Interest Income - Interest Income is the amount of revenue earned on investments and cash deposits.
The guidelines for generating this source of revenue are found in the investment policies of the City. The
revenue is used to fund City programs.
Intergovernmental Revenue - Revenues levied by one government but shared on a predetermined basis
with another government or class of governments (grants, loans, vehicle/highway tax, etc.).
Jefferson County Road and Bridge Tax - Each County in the State maintains a county road and bridge fund
for road and bridge construction, maintenance, and administration, funded by a mill levy property tax.
Each municipality located in any county is entitled to receive the revenue accruing to said funds for
the purpose of construction and maintenance of roads and streets located within the City’s boundaries.
Legally, this is the only use for these funds.
Lapse of Appropriation – Any unexpended or unencumbered funds from an appropriation, except for
capital expenditure funds or special funds, cease to be available for expenditure at the end of the fiscal
year.
336 2026 Proposed Budget
License Revenue - A fee for conducting business within the City of Wheat Ridge. This fee is typically
levied on beer or liquor, construction, and a variety of other regulated businesses.
Liquor Hearing Fees - The City charges $750 per each new liquor license location.
Liquor Occupational Tax - An occupation tax levied on all operators licensed to sell various classifications
of liquor within the City limits. Operators are billed annually based on a schedule and classification set
by municipal code.
Lodger’s Tax - An excise tax, effective January 1, 1986, levied on the price paid or charged for the lease,
rental, or furnishing of rooms or other public accommodations in any hotel, apartment hotel, guest
house, guest ranch, mobile home, auto camp, trailer court or park, or any other place furnishing rooms or
other accommodations. In 1998, voters approved an increase of Lodger’s Tax to 10%. The tax levied and
collected is at the rate of 10% of the purchase price paid and is in lieu of the City’s sales tax. The
Lodger’s Tax is divided between the General, CIP, and Crime Prevention Funds.
MAPO - Multiple Assembly of Procurement Officials. A cooperative organization with other municipal,
County, special district, and school districts for the sole purpose of obtaining the highest level of value
for taxpayers by collectively issuing solicitations for goods and services commonly required by local
government agencies.
Materials and Supplies - Include administrative costs such as office supplies, operating supplies,
photocopy and printing expenses, postage, oil, gas, etc.
Mill Levy - Rate by which assessed valuation is multiplied to determine the tax rate. A mill is 1/10 of one
cent or $1.00 of tax for each $1,000 of assessed value. The City of Wheat Ridge has a property tax mill
levy of 1.83 mills. Other taxing entities such as fire, water, sanitation, and school districts have mill levies
as well.
Motor Vehicle Registration Fees - State law requires payment of an annual registration fee for all
vehicles. The amount of the fee is based on the class and use of the vehicle. Fees collected by the County
are allocated among the County and cities within the County on the basis of the number of vehicles
registered in each city and the unincorporated area of the County. The revenue received by a county,
city, or town from the registration fees must be spent on the construction or maintenance of roads and
bridges.
Municipal Court Fines - All fines are set by the court for each violator within legally set limits. Traffic
tickets, summons, jury trials, and forfeitures are received by the Finance Division from the Municipal
Court as city revenue.
Non-spendable Fund Balance - amounts that are not in a spendable form (such as inventory) or are
required to be maintained intact (such as the corpus of an endowment fund).
Operating Budget - The annual operating budget is the primary means by which most of the financing,
acquisition, spending and service delivery activities of a government are controlled.
Other Services and Charges - Includes such items as dues, subscriptions, travel and training expenses,
professional fees, and utility charges.
337 2026 Proposed Budget
Ordinance – A law enacted by the City Council that creates, eliminates, or amends the Municipal Code.
Park and Recreation Fees - The fees and charges assessed for recreation programs, activities, and
services reflect the direct costs of the program plus 30% to cover administrative costs. Direct costs include
supplies, referees, staff time, and other direct expenditures made by the City to operate a specific
program. Administrative fees reflect the cost of items such as utilities, brochure publications,
permanent staff time, janitorial work, and building maintenance. Only a portion of these expenses is
covered.
Personnel Services - Compensation for direct labor of persons in the employment of the City; includes
salaries, wages, and benefits for full-time, part-time, and temporary work, including overtime and
similar compensation.
Planning and Development Fee - The City requires that an application fee be paid for all rezoning
requests and site plan reviews. These rezoning requests must then meet posting, publication, and public
hearing requirements established by the City.
Police Records/Search Fees - These fees reimburse the City for costs related to the release of records.
Property Tax Mill Certification – The formal process of determining the property tax rate to be levied on
properties within the City.
Proposed Budget - The financial plan and budgetary estimates for the upcoming year, subject to
approval by the City Council.
Priority Based Budgeting - A resource alignment tool using a prioritization methodology that the City
has adopted in order to measure the City’s financial health and wellness.
Property Tax - A tax levied by the City on the assessed valuation of all taxable property located within the
City calculated using the mill levy.
Public Records – Documents that are accessible to the public and available for examination at the City
Clerk’s Office.
Restricted Fund Balance - amounts constrained to specific purposes by their providers (such as grantors,
bondholders, and higher levels of government), through constitutional provisions, or by enabling legislation.
Resolution – An official expression of a decision, policy, or opinion by the City Council. Unlike ordinances,
resolutions do not change the Municipal Code.
Revenues - Income or funds generated by the City through various sources such as taxes, grants, fees, and
other revenue generating activities.
RFP – A Request for Proposals (RFP) is a formal document that outlines specific services needed and
invites vendors to submit their proposals for completing those services. The RFP typically includes
details about the project, evaluation criteria, submission guidelines, and timelines to ensure that
vendors provide comprehensive and competitive proposals.
338 2026 Proposed Budget
Sales Tax - All sales, transfers, or consumption of tangible personal property with the City shall be
subject to sales and/or use tax, unless specifically exempted from taxation, at a rate of 3.5% (effective
January 1, 2017).
Short-Term Rental (STR)- A dwelling unit, or portion of a dwelling unit, that is used for lodging for a
period of less than 30 consecutive days. In 2021, Council adopted regulations addressing the licensing,
taxation, and operational considerations of STRs.
Special Fund – A special fund accounts for specific revenue sources dedicated to activities.
State Cigarette Tax - The State taxes wholesale distributors of cigarettes. State tax stamps are issued to
the distributors as evidence of payment. Counties and cities receive a distribution from the State. The
amount received is based upon the proportion of State sales tax collected in each municipality and
unincorporated areas of the counties.
State Highway Users’ Tax Fund (HUTF) - The Highway Users’ Tax Fund is comprised of several revenue
sources. The first is the net revenues derived from the imposition of any license or registration fee,
from any “ton-mile” or “passenger-mile” tax, from penalty or judicial assessments, from certain
miscellaneous collections, and from excise taxes on gasoline or other liquid motor fuel. The second
source is the additional revenue raised by excise taxes on gasoline or other liquid motor fuel. The third
source is an allocation from the State as a partial replacement for the revenue loss due to the repeal of
the Noble Bill in 1987. Funds received from the base HUTF revenues may be used for engineering,
reconstruction, maintenance, repair, equipment, improvement, and administration of streets and roads.
Not more than 5% of these funds may be used on administration. Revenues from the additional motor
fuel taxes and the General Fund money may be used for new construction, safety improvements,
maintenance, and capacity improvements; none may be used for administrative purposes.
Strategic Goals - Outcome of vision statements established by the Mayor and City Council to guide the
goals, activities, expectations, results/benefits, organizational structure, and appropriation of responsibility
of the City Manager to cause strategic goals to be carried out, through the various executive and
administrative authority and powers (including budgetary powers) set out in the Wheat Ridge Charter.
Swimming Pool Fees - Admission and lesson fees charged for the use of the City Swimming pool.
Subarea Plan – A detailed plan that focuses on a specific geographic area within the City and outlines
development goals and regulations.
Tax Increment Financing (TIF) - Tax increment financing may be used in accordance with Colorado
Urban Renewal Law. In such cases, tax bases can be frozen for a period of time whereby incremental
taxes in excess of the frozen base are typically used to provide redevelopment.
Taxpayers’ Bill of Rights (TABOR) - Colorado voters passed the Taxpayers’ Bill of Rights (Article X,
Section 20 of the Colorado Constitution) in November of 1992. The amendment restricts the City’s total
revenue growth to prior year revenue plus the Denver-Boulder Consumer Price Index and a growth
measure, which only includes net new construction, net changes in taxable/non-taxable properties, and
annexed property. The amendment also requires each government to establish an emergency reserve
of 3.0% of all non-exempt funds.
339 2026 Proposed Budget
Telephone Occupation Tax - A tax levied on and against each telephone utility company operating
within the City, a tax on the occupation and business of maintaining a telephone exchange and lines
connected therewith in the City and of supplying local exchange telephone service to the inhabitants of
the City.
TOD – Transit Oriented Development. In Wheat Ridge, the Wheat Ridge Ward Station area is considered
a TOD.
Transfer Payments - The transfer of money from one fund to another.
Unassigned or Unrestricted Fund Balance - amounts that are available for any purpose; these amounts
are reported only in the General Fund.
Urban Renewal Area - A designated area with boundaries established for the purpose of eliminating slum
or blighted areas within the City. This designation makes the area eligible for various funding and allows for
the clearing of such areas for development or redevelopment.
Use Tax – Use tax is a compensating tax equal to the City sales tax, due on all items on which no local
sales tax was paid or on which a lesser local sales tax was paid.
Variable Staffing – Part-time or seasonal staff that may vary depending on the needs of the City.
Vehicle Ownership Tax - A tax paid by owners of motor vehicles, trailers, semitrailers, and trailer
coaches in lieu of any ad valorem taxes. The amount of the tax paid is a function of the class, age,
and value of the vehicle. Generally, the amount of the tax paid decreases with the age of the vehicle.
Specific ownership taxes for Class A vehicles, which include any motor vehicle, truck, tractor, trailer, or
semitrailer used to transport persons or property over public highways for compensation, are paid to
the State. The State distributes this revenue among counties based upon the proportion that state
highway mileage in the County bears to the total state highway system. There are no restrictions on
the use of this revenue. All other classes of specific ownership are paid to the County. The Jefferson
County Treasurer then distributes this revenue based upon the amount that the property tax collected by
the County and each political and governmental subdivision bears in relation to all the property taxes
collected in the County.
Vintners Restaurant – A retail establishment that manufactures wine and/or cider and sells food for
consumption.
Xcel Company Franchise Fee - A franchise payment is accepted by the City from Xcel Energy in lieu of all
occupancy or occupation and license taxes and all other special taxes, assessments, or exercises on the
right to do business. Revenues are derived from the imposition of a three percent fee on the gross
revenue from the sale of gaseous fuel and electricity within the corporate limits of the City.
340 2026 Proposed Budget
Dear Mayor Starker and Wheat Ridge City Council members,
Localworks is honored to have the opportunity to submit our 2026 budget request. In this memo
you will find information about the measured and forecasted impact of the 2025 funds that were
allocated to Localworks, a narrative of what Localworks has and aims to accomplish in 2025,
our 2026 budget request and the desired impact we wish to achieve through the use of funds if
awarded to Localworks in 2026.
Overview & narrative of 2025 funds:
In 2023, Localworks Board of Directors and staff members created and passed a 2024-2027
strategic plan for the organization, Community, Business and Beyond (Attachment A). As
Localworks’ mission is to make Wheat Ridge a more vibrant and sustainable place to live and
work, Localworks has demonstrated success in reaching this by providing programs that
support civic engagement, neighborhood revitalization, economic development and arts &
culture. In other words, Localworks impacts the community, our businesses and beyond with our
work that is made possible through the partnership with the City of Wheat Ridge. In 2025, The
City of Wheat Ridge provided $326,200.00 to Localworks. In short, here is a summary of our
anticipated and accomplished impact in 2025:
●Clear Creek Makerspace, a 7500 sq ft. facility supporting entrepreneurship and
innovation has seen 31,000 people since opening in March 2024 and has served 12,192
people January-July 2025. An average of 6 workshops are hosted a week with a weekly
total attendance of 75 people. Over 3,500 people are anticipated to be trained on a new
tool by December 2025 with an increase of 50 + people graduating the Growing U
program, specific to entrepreneurship and small business development, comparative to
17 people who graduated from the Growing U program in 2024. 6 new businesses have
been launched since March 2024 via the Growing U program, 4 businesses filing for a
license in Wheat Ridge.
●Ridgefest held Anderson Park for the second year in a row, the final time as we
anticipate the opening of the Green on 38th, welcoming over 2,750 attendees, 30 local
artists, 25 local business vendors and 4 local breweries.
●Live Local events continue, driving local customers into local shops, facilitating a “shop
and live local” economy. 10 Live Local events, impacting 10 businesses and over 1,500
residents will be completed by December 2025.
●TLC Clean Up Days continue, new offerings of specialty dumpsters such as tires, paint
and more are to be available in the Summer of 2025. In September of 2025 Localworks
will hold the first electronic recycling TLC Clean Up Day, offering free electronics
recycling to Wheat Ridge residents.
341 2026 Proposed Budget
●Block Party and Dumpster grants continue, including new partnerships available to allow
grant dollars to go farther. A new partner in the 2024 year, which has continued in 2025,
Chick-Fil-A, facilitated by Localworks, will donate up to 100 chicken nuggets to
neighborhood block parties, delivered by a family favorite, the Chick-Fil-A cow.
●Neighborhood Block Party library continues with equipment upgrades. Items available for
check out include chairs, tables, tents, bubble machine, inflatable movie screen,
cornhole, PA/sound system, art display panels, and more. This resource is completely
free for Wheat Ridge residents. A forecasted total of 80+ reservations are anticipated to
occur by December 2025.
●A business block party, supporting 25+ local businesses on 38th Avenue occurred on
Saturday, June 14th. Improved swag to support enhanced advertising efforts for the
Ridge at 38 were unveiled at this event, including reusable shopping bags and stadium
cushions in preparation for the opening of the Green on 38th.
●The Quarterly Business Resource meeting has been rebranded as the Quarterly
Business Roundtable. This new format invites both new and established Wheat Ridge
businesses to request representatives from the WRBA, Chamber, Wheat Ridge
Business District, and the City’s Economic Development office to attend and address
specific questions—streamlining communication and accelerating business success.
●Explore44 Phase II of corridor implementation continues. In the summer of 2025 outside
contractors were requested to submit an RFP to assist with placemaking strategies
including lightpole banners and street sign toppers to continue to “install” branding
elements of Explore44 on the corridor between Kipling and Harlan. Localworks will invest
$25,000 in this project by the end of December 2025.
●Ridge at 38 gains momentum through a stakeholder group of 14 business owners on
38th Avenue to drive the direction of a refresh of marketing. Localworks will infuse
$10,000 in 2025 to support increased marketing efforts of Ridge at 38 to better support
visibility and increased foot traffic to businesses on the 38th Avenue Corridor.
●Partners in Progress committee, managed by Localworks, stands up Calzones and
Zones event in support of education surrounding the rezoning of the Lutheran Legacy
Campus.
●Business welcome baskets continue, led by Localworks in partnership with WRBA,
Wheat Ridge Chamber of Commerce, Wheat Ridge Business District and City of Wheat
Ridge Economic Development department. An average of 10 business welcome baskets
are personally delivered to new Wheat RIdge business license holders each month, 40%
of those that receive a basket report getting involved in the Wheat Ridge community
following the basket delivery.
The short narrative above provides the greatest highlights and programs that Localworks has
continued and created in the 2025 year to accomplish our mission of making Wheat Ridge a
more vibrant and sustainable place to live and work. Below you will find detailed information on
how the $326,200 was/is allocated to achieve our goals.
342 2026 Proposed Budget
Budget Item Total spent (percentage of
total budget)
Important measurements,
metrics & information
Ridgefest 18% ●2,750 people
attended, 15% of
attendance and local
sales growth since
2024.
Live Local events 6% ●6 events held thus far
in 2024
●10 total events
anticipated to be held
by the end of 2025.
●Average attendance
of 30 people per
event.
●1500 residents
forecasted to be
impacted annually.
●Local businesses
report increased sales
and overall
engagement with local
customers following
these events.
TLC Clean Up Days 11%
●16-18 dumpsters to
be available at each
event throughout the
rest of the Summer
(June, July, August
and September).
●Electronics recycling
to be exclusively
offered at the
September event.
●Total of 72, 20-yard
dumpsters to be filled
through all TLC Clean
Up Day events in
2025.
Dumpster & block party
grants
5%
●15 dumpster grants
and 15 block party
grants anticipated to
be given. 90% of
343 2026 Proposed Budget
available grants have
been claimed as of
July 1, 2025.
●Partnerships continue,
including Chik-Fil-A
for block parties,
donation of 100
nuggets available to
each applicant to
allow the Localworks
grant monies to go
farther.
Neighborhood block party
library
2%
●100 chairs, 10 6ft
tables, 2 bluetooth
speakers, 2 bubble
machines, 2 giant
connect four sets, 2
giant jenga sets, 2
bouncy castles, 2
inflatable projector
screens, 2 projectors,
5 10x10 tents, 8
display/art panels, 2
PA/large sound
systems and 5 sets of
cornhole boards
available for Wheat
Ridge residents to
“check out” for free.
●80 reservations
anticipated to be
completed by
December 2025.
Business corridor
revitalization
22% ●Business Block Party
held for 38th Ave.
held at Wheat Ridge
Lanes and 38th and
Newland. 600 people
in attendance.
●Explore44
placemaking
strategies to be
finalized, infusion of
physical branding
elements to be
completed by
December 2025.
344 2026 Proposed Budget
●Business kits created
and available for all
businesses on 44th
Ave. to participate in
the brand.
●Enhanced marketing
effort and new
investment made for
Ridge at 38 corridor.
Business support 18% ●Shop Wadsworth
January campaign
wrap up, $20,000
invested.
●Legislative Lowdown
held in February
2025, 20+ small
business owners to
attend to understand
legislation that may
affect their small
business.
●Building Up Business
Micro Funding and
traditional funding
loans available.
●Business Welcome
baskets, average of
10 delivered per
month.
Clear Creek Makerspace 15% ●32,000+ visitors since
opening, an average
of 1,000 people
impacted per week.
Wheat Ridge Creates
management
3% ●Group continues grant
to support local artists
and creatives.
●Portable hanging
system available for
free rental for Wheat
Ridge artists.
345 2026 Proposed Budget
2026 budget request
Localworks humbly asks for a total contribution of $326,200 for the 2026 fiscal year (January
1st-December 31st 2026). As Localworks will continue to build upon our strategic plan of
Community, Business and Beyond, many of the programs, events and resources we have
provided to the community last year, and previous years, will remain with programmatic
upgrades and new focuses among business corridors.
Localworks has been in a process of a large organizational shift, rapid growth and program
introduction since the summer of 2022, rebuilding, rebranding and re-introducing ourselves to
the community. This past year (2025) Localworks was able to move away from our rapid
expansion and growth phase into stabilization and mastering our programming and mission in
the community, providing historic results. Localworks aims to continue to produce these results
in 2026 with an almost identical total monetary request for this year’s budget. The budget
request is modest, and as exemplified in this memo about our current and anticipated results
through 2025, the funds are responsibly used and put right back into all City programming.
Localworks has also maintained success in growing our programming as exemplified in this
memo without increasing our budgetary request in the last 2-years (2024, $329,900) (2025,
$326,200)
The following narrative describes an overview of what we aim to achieve in 2026 with the
requested contribution of $326,200. This narrative includes measurable metrics and goals we
look to achieve:
●Continuation of Live Local events, working with 8-10 unique small businesses in Wheat
Ridge with a forecasted impact to over 1750 residents.
●Continuation and growth of our business block party series, bringing it back to the
original location we held this event in 2023, Gold’s Marketplace. As the marketplace is
almost fully leased, we believe we will find success in bringing it back to this
neighborhood, a high-demand request since we originally hosted this event series there
in 2023.
●Improved TLC Clean Up Days with more diverse offerings for waste and larger quantity
of dumpsters at each event to better serve our resident’s diverse waste needs. 18-20
dumpsters will be available at each event and electronic recycling will continue to be
offered.
●Summer event series, including Ridgefest, to bring focus to the renovated “Green”. Goal
to increase foot traffic on the Ridge at 38 corridor by 10% and bring attention to the
newly renovated Green for neighborhood revitalization and small business support.
●Growth in topics and events Localworks holds to educate the Wheat Ridge community
on important ballot measures, programs, planning efforts and initiatives in partnership
with the City of Wheat Ridge, City Council and our Partners in Progress Committee.
●Continuation of dumpster grants and block party grants for residents, 30 total grants to
be available between both programs. Localworks will continue to work with the
sustainability department within the City of Wheat Ridge to partner on increasing the
amount of these grants that are available to better meet demand. For the last two years,
these grants have been fully claimed by August 1.
346 2026 Proposed Budget
●Upgrades to the Neighborhood Block Party library, including new items and proper
maintenance to existing equipment.
●Implementation of refreshed and new marketing elements for the Ridge at 38, including
a digital interactive map of all businesses and long-term marketing campaign that better
fits the new businesses and clientele this business corridor now sees. The marketing
plan has not been updated since 2015.
●New evaluation of Ridge at 38 business corridor support, with enhanced events,
business resources and programs.
●Continued communication, event, programmatic and resource support for all business
corridors in Wheat Ridge. (Gold’s Marketplace, West 29th Marketplace, Ridge at 38,
Explore44).
●Growth and new program elements for Wheat Ridge 101, including continued evaluation
and understanding of implementing a version for youth in the community.
●Renewed focus and enhancements, including soliciting bids for new technology, for the
Explore Wheat Ridge app– a program aiming to support economic development in
Wheat Ridge.
●Through Partners in Progress, the largest, actively engaged committee for Localworks,
continue conversations and define strategy and council recommendations for a business
improvement district on 38th Avenue.
●Continued partnership with the City of Wheat Ridge for educational events around large
community change, ballot initiatives, etc. Examples we have held include Housing Hour
(affordable housing) Ballots and Beans (Lutheran Legacy Campus) and Calzones and
Zones (Lutheran Legacy Campus).
Localworks financial position:
As Localworks is a partner to the City of Wheat Ridge, we believe it is important to provide
information about our overall financial position. As a part of our 2024-2027 strategic plan,
Community, Business and Beyond, Localworks continues to aim to achieve greater
diversification in our revenue sources. Large achievements have already been made. Here is a
snapshot of our budget over the past four years:
●2022
○City of Wheat Ridge– 99% of annual revenue
○Direct public support- 1% of annual revenue
●2023
○City of Wheat Ridge– 77.3% of annual revenue
○Private grants- 15.7%
○Direct Public Support – 6.9%
●2024
○City of Wheat Ridge– 61% of annual revenue
○Clear Creek Makerspace membership- 6% of annual revenue
○Private grants– 20% of annual revenue
○Direct Public Support– 13% of annual revenue
●2025 (forecasted)
○City of Wheat Ridge– 47% of annual revenue
347 2026 Proposed Budget
○Clear Creek Makerspace membership- 18% of annual revenue
○Private grants– 25% of annual revenue
○Direct Public Support– 15%
Localworks has also invested over 52% of our total reserve funds into programs and projects
we believe provide a positive impact to our community, including the Clear Creek Makerspace
project. Looking forward, Localworks will remain on the path of diversification of our revenue
sources as the partnership with the City of Wheat Ridge continues. In accordance with best
practice nonprofit accounting standards, Localworks completes an annual audit and files a 990.
Our 990 is included in for your viewing. (Attachment B)
Conclusion:
Localworks is proud to have served the Wheat Ridge community for 20 years, working tirelessly
to make our City more vibrant and sustainable. The generous support from the City has been
crucial to our efforts, and as we enter into 2026, we are excited to continue this journey. With a
contribution of $326,200, we are confident that we can achieve the goals outlined in this memo
and further enhance the quality of life for Wheat Ridge residents.
348 2026 Proposed Budget
Community, Business and Beyond
Localworks 2024-2027 Strategic Plan
Localworks mission is to make Wheat Ridge a more vibrant and sustainable place to live and
work. Through programs that provide increased economic development, neighborhood
revitalization and arts and culture growth in the Wheat Ridge Community, Localworks is a
conduit and connector for the community, businesses. Moreover, our work goes beyond being
just a conduit, as our organization remains nimble to continually address the community’s needs
as they change.
Localworks is proud to grow and provide new programming to fulfill our 2024-2027 strategic
plan. The work we will attain is rooted in serving community, business and beyond.
Executive Summary
On December 14th, 2023 the Localworks Board of Directors and staff created a strategic plan
that the organization is to follow from 2024-2027. This strategic plan exemplifies the growth and
stability the organization attained in the 2021-2023 strategic plan, including but not limited to
new revenue sources, revitalized programming and the initial launch and programming
implementation of Clear Creek Makerspace. This strategic plan also takes into account market
saturation that Localworks faces as a community nonprofit through an industry analysis and
provides distinct programming to remain competitive in the programs and services we provide.
The 2024-2027 strategic plan’s theme,Community, Business and Beyond,represents the
organization's pillars of work while providing the ability to grow and remain nimble to continue to
best serve the Wheat Ridge’s community needs.
Localworks will achieve the following objectives through 2024-2027:
● Grow in financial stability to increase our programming for the community.
● Support the business community through more grant-making and micro-funding
opportunities.
● Open Clear Creek Makerspace
● Develop, grow, manage and advocate on behalf of all business corridor identities in
Wheat Ridge (38th, 44th, and 29th Ave.)
Attachment A
349 2026 Proposed Budget
● Increase neighborhood revitalization and civic engagement strategies by growing block
party grants, clean up programs and civic engagement opportunities.
These objectives will be reached through key metrics. The key metrics provide action items that
Localworks is set to achieve between 2024-2027. To see more detail, please visit pg. 3-4 of the
strategic planning document.
350 2026 Proposed Budget
2024-2027 Strategic Plan
Objectives Matrix pg. 1
OBJECTIVE #1 KEY METRICS
COMMUNITY, BUSINESS AND BEYOND
GROW LOCALWORKS FINANCIAL
STABILITY TO INCREASE
PROGRAMMING IN THE
COMMUNITY
INCREASE PRIVATE GRANTS &
INDIVIDUAL DONATIONS.
CREATE NEW REVENUE SOURCES
THROUGH CLEAR CREEK
MAKERSPACE.
EVALUATE REGIONAL IMPACT FOR
CLEAR CREEK MAKERSPACE
OBJECTIVE #2
SUPPORT THE BUSINESS
COMMUNITY THROUGH MORE
GRANT-MAKING AND MICRO-
FUNDING OPPORTUNITIES
KEY METRICS
CREATE GRANT OPPORTUNITY FOR
WHEAT RIDGE BUSINESSES TO
ASSIST IN EMPLOYEE RETENTION
EFFORTS, EDUCATION, TRAINING AND
GROWING WHEAT RIDGE ECONOMIC
STABILITY.
OBJECTIVE #3
OPEN AND SUSTAIN CLEAR CREEK
MAKERSPACE
KEY METRICS
CREATE A WELCOMING AND
CREATIVE CULTURE FOR MAKER
COMMUNITY
PROVIDE RESOURCES AND
PROGRAMMING TO DEVELOP
SKILLED WORKFORCE EMPLOYEES
PROVIDE RESOURCES AND
PROGRAMMING TO
ENTEREPRENUERS AND
SOLEPRENUERS
351 2026 Proposed Budget
2024-2027 Strategic Plan
Objectives Matrix pg.2
OBJECTIVE #4 KEY METRICS
COMMUNITY, BUSINESS AND BEYOND
DEVELOP, GROW, MANAGE AND
ADVOCATE ON BEHALF OF ALL
BUSINESS CORRIDORS IN WHEAT
RIDGE
IMPLEMENT CORRIDOR IDENTITY FOR
44TH AVE.
INCREASE CORRIDOR EVENTS IN
DIVERSE LOCATIONS.
INCREASE BUSINESS ENGAGEMENT.
OBJECTIVE #5
INCREASE NEIGHBORHOOD
REVITILIZATION AND CIVIC
ENGAGEMENT STRATEGIES.
KEY METRICS
INCREASE BLOCK PARTY
PROGRAMMING THROUGH MORE
GRANTS AND A BLOCK PARTY
LIBRARY
DIVERSIFY AND INCREASE AVAILABLE
TLC CLEAN UP DAY DUMPSTERS.
(EXAMPLE ELECTRONIC RECYCLING)
INCREASE PARTNERS IN PROGRESS
COMMITTEE MEMBERSHIP AND
ENGAGEMENT.
HOLD SPRING EVENT THAT FEATURES
NEIGHBORHOODS SIMILAR TO THE
MID CENTURY AND MODERN HOME
TOUR.
352 2026 Proposed Budget
Conclusion & Next Steps
Localworks is excited to attain the objectives and key metrics that will continue our work of
community, business and beyond in the Wheat Ridge community. Localworks strives to provide
programming that meets the the pillars of economic development, neighborhood revitalization
and arts and culture. As Localworks understands what beyond may be, the organization is
committed to remaining nimble to address the community’s changing needs. We are proud to
make Wheat Ridge a more vibrant and sustainable place to live and work.
353 2026 Proposed Budget
2026 Localworks Budget 2025 Adopted 2026 Proposed Budget
Wheat Ridge Creates
Ridgefest $46,500.00 $57,500.00
Makerspace $53,000.00 $53,000.00
Wheat Ridge Creates Management $11,000.00 $0.00
Subtotal $110,500.00 $110,500.00
Business Promotion
Live Local $61,200.00 $62,200.00
Business Corridors $73,000.00 $72,000.00
Community Outreach/Business Promotion $81,500.00 $81,500.00
Subtotal $215,700.00 $215,700.00
Total City Grant Contribution $326,200.00 $326,200.00
Non-City Revenue/Fundraising Goals 2025 Adopted 2026 Proposed Budget
Ridgefest $19,600.00 $23,600.00
Tour- MidMod/Urban Farm $3,250.00 $0.00
Live Local sponsorships $6,000.00 $6,000.00
Colorado Gives $11,500.00 $11,000.00
Localworks reserve transfer
Makerspace revenue $52,000.00 $160,000.00
Grants $275,000.00 $210,000.00
Localworks Annual Fundraiser $10,000.00 $10,750.00
Investment revenue $10,000.00 $10,000.00
Jeffco Community Network fiscal sponsorship fee $0.00 $30,000.00
Contributions $10,000.00 $20,000.00
Total Non-City Revenue/Fundraising Goals $377,350.00 $481,350.00
Total Revenue with Fundraising $703,550.00 $807,550.00
Total HIP + BUBL Loan Expenses $100,000.00 $100,000.00
City Revenue Expenses (Hard Expenses)
Ridgefest $50,000.00 $50,000.00
Makerspace $0.00 $0.00
Live Local $52,740.00 $52,740.00
Community Outreach $8,000.00 $6,000.00
Business Corridor $36,500.00 $26,500.00
Total City Hard Expenses $147,240.00 $135,240.00
Total revenue LESS City Hard Expenses $556,310.00 $672,310.00
Operating Expenses
Total Salaries and Wages $362,540.00 $409,360.00
Total Makerspace Equipment Expense $138,862.00 $161,500.00
Total Rent $15,000.00 $15,000.00
Total Travel and Meetings $5,000.00 $5,000.00
Total Operations (office operations)$26,800.00 $26,800.00
Total Insurance $1,299.00 $13,500.00
Total Professional Services $31,800.00 $36,800.00
Total Expense- Organizational operating expenses + Makerspace $681,301.00 $667,960.00
Total Net Revenue $4,350.00
354 2026 Proposed Budget
July 1,2025
City Council
City of Wheat Ridge
RE: 2026 Carnation Festival Appropriation
Dear Wheat Ridge City Council,
The Carnation Festival Board respectfully requests a $125,000 appropriation from the City of Wheat
Ridge to support the production of the 2026 Carnation Festival.
In 2025, the City generously appropriated $100,000 to sponsor the festival, which continues to be one of
Wheat Ridge’s most cherished community events. For 2026, we are requesting an additional $25,000 to
address rising costs in key areas including fencing, staging, security, sanitation, and entertainment.
These services are essential to ensure a safe, welcoming and well-organized experience for all
attendees.
The 2024 festival welcomed an estimated 23,700 people over three days at Anderson Park, with
approximately 6,000 attending the parade along 38th Avenue. As the festival continues to grow in both
scale and reach, so do the logistical and operational demands. City support remains critical to delivering
a high-quality, family-friendly event that reflects the spirit and pride of Wheat Ridge.
We are committed to delivering a fiscally responsible and well-managed event that showcases our city’s
identity, promotes local businesses and enhances civic pride. City support is instrumental in making this
possible.
Thank you for your consideration and for your continued support of the Carnation Festival. We look
forward to working together to ensure the success of the 2026 event.
Sincerely,
The Carnation Festival Board
355 2026 Proposed Budget
June 27, 2025
Patrick Goff, City Manager
City of Wheat Ridge
7500 W. 29th Ave.
Wheat Ridge, CO 80033
Re: 2026 Funding Request for Wheat Ridge Business District
Dear Patrick,
On behalf of the Board of Directors of the Wheat Ridge Business District, I am writing you to request funding of
$90,000.00 total in 2026:
•$45,000.00 for the matching grants programs
•$45,000.00 for the Commercial Exterior Grant Program
The Wheat Ridge Business District (WRBD) is a 501c3 nonprofit organization that offers matching grant funds to
commercial businesses in the City of Wheat Ridge in order to improve the appearance of individual buildings, as well as the
overall look of the city. Most eligible improvements must be to areas visible from the public right-of-way or for public
accessibility. The goal of the organization is to leverage private improvements while making revitalization efforts affordable,
creative, and community based. The WRBD is governed by a volunteer board comprised of Wheat Ridge business owners,
property owners and civic leaders that are appointed by City Council.
We have included the list of funded grants since 2018 so you are able to see exactly where our grant funding is going – right
into the small businesses and commercial properties in Wheat Ridge. Our administrative costs remain low - between 10%-
15% of our budget each year. This includes program management, marketing, outreach, accounting and all operating costs.
To date in 2025, WRBD has reimbursed grants to 7 properties totaling over $52,500 and has active pending grant awards
to 8 properties totaling $103,537. A complete list of funded projects and the details about each of our grants programs and
guidelines can all be found on our website: www.WRBusinessDistrict.org. You can also view an impactful video
collaboration with the City’s Economic Development department from 2021 at: www.youtube.com/watch?v=Fj10T92iV3Q.
In 2025, WRBD will continue to promote our matching grant incentives and support revitalization and improvements to
commercial corridors. We thank you for your past and continued support of the Wheat Ridge Business District.
Sincerely,
Joseph DeMott
Board Chair, Wheat Ridge Business District
356 2026 Proposed Budget
Year Business Name Address Total Grant
Amounts
Sign Improvement
Grant
Facade Improvement
Grant
Visual Impact
Special Project
Grant
Architectural
Design Grant Accessibility Grant Exterior Paint
Grant
Landscape
Improvements Grant
2025 3015 Youngfield St LLC 3015 Youngfield St.$4,350 $3,750 $600
2025 Clancys Irish Pub 7000 W. 38th Ave.$35,000 $35,000 C.E.G.
2025 J&B Tax Accountants 8151 W. 44th Ave.$732 $732
2025 Performance Wise 4395 Xenon St.$3,750 $3,750
2025 Lakeside Spine and Injury Center 6073 W. 44th Ave.$1,075 $1,075
2025 Edward Jones 7333 W. 38th Ave.$3,750 $3,750
2025 THEME Party Creations 2890 Ames St.$3,900 $3,000 $900
2024 Family Tree 3805 Marshall St.$3,184 $3,184
2024 Camaros Plus 6700 W. 44th Ave.$11,762 $6,000 $5,162 $600
2024 Colorado Plus 6995 W. 38th Ave.$35,000 $35,000 C.E.G.
2024 Vantage Salon / Conway Sound 6390 W. 44th Ave.$3,400 $2,500 $900
2024 Quality Auto 6915 W. 38th Ave.$4,125 $4,125
2024 SPENGA 5305 W. 38th Ave.$762 $762
2024 3rd Shot Pickleball 3545 Wadsworth Blvd.$13,458 $3,750 $3,708 $6,000
2024 Wheat Ridge Lanes 6595 W. 38th Ave.$5,099 $2,099 $3,000
2024 Moonrise 6875 W. 38th Ave.$6,245 $1,995 $3,000 $650 $600
2024 Rolling Smoke BBQ 7100 W. 38th Ave.$37,500 $35,000 Facade Plus $2,500 Mural
2023 38th Ave LLC / Elevate BNB 7172 W. 38th Ave.$2,500 $2,500 Mural
2023 PROTEK 9005 W. 44th Ave.$3,900 $3,000 $900
2023 38th Offices LLC 6279 W. 38th Ave.$5,000 $3,000 $2,000 Mural
2023 Yawp Cyclery 7390 W. 38th Ave.$13,541 $5,528 $7,500 $513
2023 44th Avenue Antiques 9025 W. 44th Ave.$3,159 $3,159
2023 Acorn Glass 9005 W. 44th Ave.$3,159 $3,159
2022 Ridgeview Center 9045 W. 44th Ave.$27,500 $27,500 Facade Plus
2022 Wesley Automotive 5955 W. 38th Ave.$1,495 $1,250 $245
2022 Mestizo Brew Cantina 6800 W. 38th Ave $41,600 $35,000 Facade Plus $6,600
2022 Primo Auto Styling and Tint 4300 Kipling Street A $2,146 $2,146
2022 Ebner Family Dentistry 6605 W. 44th Ave.$3,750 $3,750
2022 The Clothes Mine 4300 Kipling Street $2,880 $2,880
2022 Heinie's Market 11801 W. 44th Ave $2,173 $2,173
2022 Empire Works 4955 Iris Street $3,081 $2,181 $900
2022 Sts. Peter and Paul 3920 Pierce St $13,900 $7,500 $3,000 $2,500 $900
2021 Custom Cabinets LLC 9192 W. 44th Ave. Ste. 101 $5,943 $5,943
2021 Highlands Montessori 6101 W. 38th Ave.$14,922 $277 $5,644 $2,500 $6,000 $500
2021 West Metro Strength and Conditioning 9491 W. 44th Ave. Ste 112 $2,283 $2,283
2021 Personal Achievement Martial Arts 3964 Youngfield St.$1,285 $1,285
2021 Down River Equipment 11937 W. I70 Frontage Rd. N.$3,300 $3,300
2021 CEAVCO 4860 Ward Rd.$11,150 $3,000 $1,250 $6,000 $900
2021 Clear Fork Cider 4965 Iris St.$3,900 $3,000 $900
2021 Purchase Green 11990 W. 52nd Ave.$8,185 $6,435 $1,750
2021 38 LTD 7230 W. 38th Ave.$2,500 $2,500 Mural
2021 All Seasons Holiday Market 7200 W. 38th Ave.$2,500 $2,500 Mural
2021 Complete and Correct Construction 9192 W. 44th Ave.$14,839 $1,351 $5,755 $2,912 $4,338 $483
2021 UFCW Local 7 7760 W. 38th Ave.$3,750 $3,750
2021 Banter Barber 6190 W. 38th Ave.$1,417 $1,417
2021 Grammys Goodies 4601 Harlan St.$20,000 $20,000 Facade Plus
2020 Vantage Salon / Conway Sound 6390 W. 44th Ave.$17,215 $5,115 $2,500 $500 $2,500 $6,000 $600
2020 Prickly Mermaid 6279 W. 38th Ave.$207 $207
2020 Salone Bellissima 7250 W. 38th Ave.$1,450 $1,450
2020 Audacity Lounge 7190 W. 38th Ave.$3,231 $831 $2,400
2020 Swiss Flower and Gift Cottage 9890 W. 44th Ave.$2,500 $2,500 Mural
2020 Crescendo 6760 W. 38th Ave.$1,400 $1,400
2020 West End 38 7333 W. 38th Ave.$2,500 $2,500 Mural
2019 ModMood 4401 Zephyr St.$16,125 $2,375 $6,000 $2,000 $5,000 $750
2019 Harvest Christian Church 7125 W. 44th Ave,$508 $508
2019 Rico Upholstery 5455 W. 38th Ave. Unit J $2,246 $2,246
2019 Paula M Tomko Attorney 7827 W. 38th Ave.$900 $900
2019 Tazza Di Café 5455 W. 38th Ave.$1,250 $1,250
2019 Gonstead Family Chiropractic 4275 Harlan St.$4,716 $4,716
2019 All Sacred Ritual Cravt 7700 W. 44th Ave.$2,193 $1,693 $500
2019 The Green Fuse 7114 W. 44th Ave.$1,060 $1,060
357 2026 Proposed Budget
2019 Barta House 6985 W. 38th Ave.$27,500 $27,500 Facade Plus
2019 Grammys Goodies 4601 Harlan St.$600 $600
2019 Eagle Environmental 8000 W. 44th Ave.$15,977 $7,500 $1,577 $6,000 $900
2019 Profile By Sanford 3294 Youngfield St. B & C $3,750 $3,750
2019 Swiss Flower and Gift Cottage 9890 W 44th Ave $5,153 $1,858 $343 $503 $2,450
2018 Meeker Auto Sales 6795 W. 38th Avenue $3,500 $3,000 $500
2018 Lewis Candies 6140 W. 38th Ave $7,000 $4,000 $2,500 $500
2018 Crossfit Vantage 6161 W. 44th Ave, Ste 100 $8,000 $3,000 $5,000
2018 Gonstead Family Chiropractic 4275 Harlan St.$2,250 $2,250
2018 Property Owner 4601 Harlan St.$2,500 $2,500
2018 Prospect Valley Hospitality 10400-10420 W. 38th Ave $3,576 $2,326 $500 $750
2018 Western Group Insurance 6425 W. 44th Ave $900 $900
2018 Dawn Properties 8005-8009 W 44th Ave $3,642 $3,232
2018 Iselin Chiropractic 7835 W. 38th Ave.$5,750 $6,000 $2,000
2018 Paramount Wellness 6410 W. 44th Ave.$1,581 $331 $500 $750
2018 Iselin Chiropractic 7835 W. 38th Ave.$8,500 $6,000 $2,000 $500
2018 W. 29th Marketplace 5620-5650 W. 29th Ave.$5,500 $2,500 $2,500 $500
358 2026 Proposed Budget
WADSWORTH
BUSINESS RECOVERY
GRANT PROGRAM
Prepared by:
Paige Piper
Executive Director, Localworks
Korey Stites
Councilor/ Mayor Pro Tem, Board member
Wheat Ridge City Council, Wheat Ridge Business District
July 24th, 2025
359 2026 Proposed Budget
OVERVIEW &
BACKGROUND
July 24 , 2025th
The Wadsworth Improvement Project is a major infrastructure
investment designed to enhance safety, mobility, and accessibility along
one of Wheat Ridge’s busiest commercial corridors. The project includes
a new continuous flow intersection, updated utilities, multi-use paths,
medians, and landscaping. While the improvements are transformational,
the prolonged construction period has resulted in:
Decreased visibility and foot traffic
Reduced customer access and parking
Operational and financial strain for local businesses
The Wheat Ridge Business District (WRBD), in partnership with the City
of Wheat Ridge and Localworks, proposes the creation of the
Wadsworth Business Recovery Grant Program a one-time, pilot initiative
offering $75,000 in grants to support small businesses located along the
Wadsworth Corridor. These businesses have endured extensive
disruption due to the long-term Wadsworth Improvement Project, which
began in 2021 and is expected to conclude in 2025.
This grant program will support businesses not only in physical recovery,
but in building sustainable operational strategies, visibility, and resilience
post-construction.
360 2026 Proposed Budget
July 24th, 2025
PROPOSED PROGRAM
Program Design
Administered by Localworks
Governed by WRBD (funding host and final approval authority)
Target Area
Businesses located within the construction-impacted Wadsworth Corridor
Grant Details
Individual Award Range:
Minimum: $5,000
Maximum: $10,000
Eligible expenses include strategic business consulting/coaching, SEO and digital marketing
improvements, social media strategy & advertising, updated signage or storefront
enhancements, equipment upgrades that increase efficiency, customer experience investments
(interior layout, displays, etc.) other business development initiatives with measurable results.
Eligibility criteria is as follows: Business must be located in Wadsworth construction impact
zone, must demonstrate impact from construction, must be in good standing and have active
business license in Wheat Ridge.
Program Purpose: To help businesses recover, adapt, and grow, the Wadsworth Business Recovery
Grant Program aims to:
Enable strategic improvements in operations, marketing, or physical infrastructure
Fund tools or resources that boost business bottom lines
Encourage forward-thinking planning and business model updates
Showcase the City’s commitment to small business retention and revitalization
Grant Structure & Funding
City of Wheat Ridge $75,000 Wadsworth Business Recovery Grant Pool
City of Wheat Ridge (ongoing) $45,000 WRBD’s 2025 annual budget for citywide programs
Total: $120,000
361 2026 Proposed Budget
Program Design
Localworks will create and launch the grant application process
This will be presented to the WRBD Board of Directors for
approval
Following approval, Localworks will manage outreach, application,
intake and provide application summaries
Following launch, grant review of completed application(s) from
businesses
WRBD Board of Directors will review and approve applicants
Localworks will elect one representative to serve in an advisory
capacity during any official meetings of voting.
Scoring will consider potential overall impact from
construction, feasibility of project, innovation and alignment
with business goals.
July 24th, 2025
APPLICATION &
SELECTION PROCESS
Businesses that are approved by a majority vote from WRBD Board of
Directors will then have reporting requirements
All reporting requirements will remain minimal, focused on measurable
outcomes (pre/post comparison, reach, sales growth, etc.)
Localworks will manage all operations of collecting grant reports
and will provide a summary back to the WRBD Board of Directors
and the City of Wheat Ridge.
Timeline
Program Design & Approval August 2025
Program Launch September 2025
Application Deadline November 23rd, 2025
Awards Announced by December 19th
Project Implementation January 1-May 2026 (project
implementation by businesses who are approved for a grant)
Final Reports Due April 2026
362 2026 Proposed Budget
The Wadsworth Business Recovery Grant Program directly responds to the needs expressed
by Wheat Ridge businesses over the past several years. By investing in not only recovery but
strategic growth, the City, WRBD, and Localworks will collectively strengthen the corridor's
vitality and lay the groundwork for long-term success.
Localworks in partnership with the Wheat Ridge Business District humbly requests the
following:
$75,000 in funding from the City of Wheat Ridge. These dollars will be held as a restricted
fund for the Wadsworth Business Recovery Grant Program. These funds will be managed
by WRBD and Localworks will administer the program as described in this proposal,
agreeing to any additional reporting requirements deemed necessary by the City of Wheat
Ridge.
The Wheat Ridge Business District (outside of this partnership) requests $45,000 from the City
of Wheat Ridge for their annual operating budget, following their mission and current
programming criteria to assist businesses in the City of Wheat Ridge.
Should WRBD receive similar funding levels in 2026 (e.g., $45,000), Localworks recommends fully
allocating that amount toward this continued Wadsworth-focused program. If funding increases by
30% or more, at least $45,000 should still be earmarked for Wadsworth business support.
July 24th, 2025
CONCLUSION &
REQUESTED ACTION
ATTACHMENTS
Appendix A: Sample questions for Wadsworth Business Recovery Grant program
Appendix B: Long-term vision and strategic partnership request (Localworks to WRBD)
363 2026 Proposed Budget
APPENDIX A
Section 1: Impact of Construction on Your Business
1.How has the construction affected your daily operations? (Examples: fewer customers,
deliveries delayed, access issues, noise, dust, etc.)
2.Have you seen a drop in revenue or foot traffic during the construction? If yes, please
estimate how much or describe when it began. Please provide year end P&L statements for
2022, 2023, 2024, and the most recent year to date for 2025.
3.Have you had to reduce hours, cut staff, or delay any growth plans due to the
construction? If so, please explain.
Section 2: How You Plan to Use the Grant Funds
We strongly suggest that businesses consider bringing in an expert, consultant, or any contracted
service deemed appropriate for any new advertising strategies, digital improvements, (website, SEO,
etc.). Your application may not be approved if you have not considered outside resources to assist
you in your goals.
1.What is your main goal for using the grant funds? (Examples: increase visibility, attract new
customers, update equipment, offer promotions). Please be specific and focus on one
major goal. Your major goal should have measurable metrics. For example, if you are
looking to increase foot traffic, provide your average foot traffic per week and your new
goal of weekly foot traffic.
2.How will you successfully meet your goal described in the previous question? What type of
consultants, experts or other resources are required for you to invest in? (Examples: Buy
advertising (be specific of medium, host, etc.), increase SEO engagement, refresh website,
identify business operations inefficiencies)
3.If applicable (strongly encouraged) please upload the quote you have received for the
expert service you'd like to use to successfully meet your goals. This quote should not be
more than the total grant funds you are requesting.
Section 3: How the Funds Will Support Long-Term Success
1.What lasting benefits will this grant help you achieve for your business? (Examples: attract
more customers, build new revenue streams, improve operations, hire new staff)
2.What measurable outcomes (associated with the goal you have identified) will this
investment make your business stronger in the next 6–12 months? (ex. in 12 months we
will increase our weekly foot traffic by 10%, moving our weekly average to 250 customers.
364 2026 Proposed Budget
APPENDIX B
Long-Term Vision & Strategic Partnership
Localworks views this initiative as a pilot opportunity to demonstrate its capability in creative
grant administration and direct support to Wheat Ridge businesses. In addition to
administering this program, Localworks is interested in exploring a deeper long-term
partnership with WRBD to:
Enhance strategic program delivery
Expand business support services
Improve data collection and economic impact reporting
Build a collaborative framework to support small business success citywide
This grant program is an ideal starting point for that shared vision.
365 2026 Proposed Budget