HomeMy WebLinkAbout20162016 CITY BUDGET
City of Wheat Ridge, Colorado
Adopted Annual Budget
January 1 – December 31
Fiscal Year 2016
City Council Members
Joyce Jay, Mayor
William “Bud” Starker, District I
Jerry DiTullio, District I
Zachary Urban, District II
Kristi Davis, District II
George Pond, District III
Tim Fitzgerald, District III
Genevieve Wooden, District IV
Tracy Langworthy, District IV
Janelle Shaver, City Clerk
Larry Schulz, City Treasurer
City of Wheat Ridge, Colorado
Adopted Annual Budget
Prepared by the Budget Staff
Executive Management Team
Patrick Goff, City Manager
Heather Geyer, Administrative Services Director
Dan Brennan, Police Chief
Joyce Manwaring, Director of Parks and Recreation
Scott Brink, Director of Public Works
Ken Johnstone, Director of Community Development
Judge Christopher Randall
Contents and Production
Patrick Goff, Heather Geyer, Carly Lorentz and Karen Van Ert
Department Budget Contacts
City Treasurer – Larry Schulz
City Clerk’s Office, Legislative – Janelle Shaver, Janice Smothers
Municipal Court – Judge Randall, Kersten Armstrong
Community Development – Ken Johnstone
Police Department – Dan Brennan, Michelle Stodden, Cheryl Keller
Public Works – Scott Brink, Steve Nguyen, Greg Knudson, Kathy Field
Parks and Recreation – Joyce Manwaring, Julie Brisson
Administrative Services, City Manager, City Attorney – Patrick Goff, Heather Geyer,
Carly Lorentz and Karen Van Ert
Photo Credits: Scott Dressel‐Martin, Justin LeVett Photography, Blu Hartkopp Photography, and
Erin Perrin
City of Wheat Ridge
Citizens of
Wheat Ridge
City Treasurer
Larry Schulz
Judge
Christopher Randall
Boards and
Commissions
Administrative
Services Director
Heather Geyer
Mayor Joyce Jay
and
City Council
City Clerk
Janelle Shaver
City Manager
Patrick Goff
Parks and Recreation
Director Joyce
Manwaring
Community
Development Director
Ken Johnstone
City Attorney
Gerald Dahl
Public Works Director
Scott Brink
Chief of Police
Dan Brennan
TABLE OF CONTENTS
Budget Message .............................................................................................................................. 1
Visions, Goals, and Priorities ......................................................................................................... 11
Budget in Brief .............................................................................................................................. 17
Revenues & Expenditures Summary ............................................................................................. 31
Budget Summary by Fund ................................................................................................. 31
General Fund Revenues .................................................................................................... 32
General Fund Expenditures .............................................................................................. 43
Financial Obligations ......................................................................................................... 47
General Government .................................................................................................................... 49
Legislative .......................................................................................................................... 50
City Attorney ..................................................................................................................... 52
Central Charges ................................................................................................................. 54
City Treasurer ................................................................................................................................ 55
City Clerk ....................................................................................................................................... 59
City Manager ................................................................................................................................. 63
City Manager’s Office ........................................................................................................ 64
Economic Development .................................................................................................... 66
Municipal Court ............................................................................................................................ 69
Administrative Services ................................................................................................................. 73
Administrative Services ..................................................................................................... 78
Finance .............................................................................................................................. 80
Human Resources ............................................................................................................. 82
Public Information ............................................................................................................ 84
Sales Tax ............................................................................................................................ 86
Purchasing and Contracting .............................................................................................. 88
Information Technology.................................................................................................... 90
Community Development ............................................................................................................. 93
Administration .................................................................................................................. 98
Planning........................................................................................................................... 100
Building ........................................................................................................................... 102
Long Range Planning ....................................................................................................... 104
Police Department ...................................................................................................................... 107
Administration ................................................................................................................ 112
Grants .............................................................................................................................. 114
Community Services Team .............................................................................................. 116
Communications Center ................................................................................................. 118
Crime Prevention Team (SRO) ........................................................................................ 120
Records ........................................................................................................................... 122
Accreditation & Training ................................................................................................. 124
Patrol Operations ............................................................................................................ 126
Investigations Bureau ..................................................................................................... 128
TABLE OF CONTENTS
Crime & Traffic Team (CATT) .......................................................................................... 130
Public Works ............................................................................................................................... 133
Administration ................................................................................................................ 138
Engineering ..................................................................................................................... 140
Operations ...................................................................................................................... 142
Parks & Recreation ...................................................................................................................... 145
Administration ................................................................................................................ 150
Recreation ....................................................................................................................... 152
Parks Maintenance ......................................................................................................... 154
Forestry ........................................................................................................................... 156
Natural Resources ........................................................................................................... 158
Anderson Building ........................................................................................................... 160
Athletics .......................................................................................................................... 162
General Programs ........................................................................................................... 164
Outdoor Pool ................................................................................................................... 166
Active Adult Center ......................................................................................................... 168
Historic Buildings............................................................................................................. 170
Facilities Maintenance .................................................................................................... 172
Recreation Center Fund .............................................................................................................. 175
Facility Operations .......................................................................................................... 180
Aquatics ........................................................................................................................... 182
Fitness ............................................................................................................................. 184
Marketing ........................................................................................................................ 186
Special Revenue Funds
Public Art Fund ................................................................................................................ 189
Police Investigation Fund ................................................................................................ 190
Open Space Fund ............................................................................................................ 192
Municipal Court Fund ..................................................................................................... 194
Conservation Trust Fund ................................................................................................. 196
Equipment Replacement Fund ....................................................................................... 198
Crime Preventions/Code Enforcement Fund .................................................................. 201
Capital Investment Program ....................................................................................................... 204
Staffing
Pay Plan ........................................................................................................................... 222
Staffing Table .................................................................................................................. 230
2016 Fee Schedule ...................................................................................................................... 239
Line Item Accounts
City Treasurer (01-101) ................................................................................................... 249
Legislative (01-102) ......................................................................................................... 250
Finance (01-103) ............................................................................................................. 251
Economic Development (01-105) ................................................................................... 252
TABLE OF CONTENTS
City Manager (01-106) .................................................................................................... 253
City Attorney (01-107) .................................................................................................... 254
City Clerk (01-108) .......................................................................................................... 255
Municipal Court (01-109) ................................................................................................ 256
Administrative Services-Administration (01-111) .......................................................... 257
Human Resources (01-112)............................................................................................. 258
Public Information (01-113) ............................................................................................ 259
Sales Tax (01-115) ........................................................................................................... 260
Purchasing & Contracting (01-116) ................................................................................. 261
Information Technology (01-117) ................................................................................... 262
Facilities Maintenance (01-118) ..................................................................................... 263
Community Development – Administrations (01-120) .................................................. 264
Planning (01-121) ............................................................................................................ 265
Building (01-122) ............................................................................................................. 266
Long Range Planning (01-123) ........................................................................................ 267
Police – Administration (01-201) .................................................................................... 268
Grants (01-202) ............................................................................................................... 269
Community Services Team (01-203) ............................................................................... 270
Communications Center (01-204) ................................................................................... 271
Crime Prevention Team (01-205).................................................................................... 272
Records (01-206) ............................................................................................................. 273
Accreditation & Training (01-207) .................................................................................. 274
Patrol Operations (01-211) ............................................................................................. 275
Investigations Bureau (01-212) ....................................................................................... 276
Crime & Traffic Team (01-213) ....................................................................................... 277
Public Works – Administration (01-301) ......................................................................... 278
Engineering (01-302) ....................................................................................................... 279
Operations (01-303) ........................................................................................................ 280
Parks & Recreation – Administration (01-601) ............................................................... 281
Recreation (01-602) ........................................................................................................ 282
Parks Maintenance (01-603) ........................................................................................... 283
Forestry (01-604) ............................................................................................................ 284
Natural Resources (01-605) ............................................................................................ 285
Central Charges (01-610) ................................................................................................ 286
Anderson Building (01-620) ............................................................................................ 287
Athletics (01-621) ............................................................................................................ 288
General Programs (01-622) ............................................................................................. 289
Outdoor Pool (01-623) .................................................................................................... 290
TABLE OF CONTENTS
Active Adult Center (01-624) .......................................................................................... 291
Historic Building (01-625) ............................................................................................... 292
Special Revenue Funds
Public Art Fund (12) ........................................................................................................ 293
Police Investigation Fund (17) ........................................................................................ 294
Open Space Fund (32) ..................................................................................................... 295
Municipal Court Fund (33) .............................................................................................. 297
Conservation Trust Fund (54) ......................................................................................... 299
Equipment Replacement Fund (57) ................................................................................ 301
Crime Prevention/Code Enforcement Team (63) ........................................................... 302
Recreation Center Operations Fund
Facilities (64-602) ............................................................................................................ 303
Aquatics (64-604) ............................................................................................................ 304
Fitness (64-605)............................................................................................................... 305
Marketing (64-607) ......................................................................................................... 306
Financial Policies ......................................................................................................................... 307
Glossary ....................................................................................................................................... 319
Budget Message
September 14, 2015
Dear Mayor Jay and Council Members:
I present to the Mayor and City Council the 2016 Adopted Budget. This Budget provides the
framework for providing services and programs to the citizens of Wheat Ridge for the year 2016,
based on the delivery of core services and priorities identified in the City Council Strategic Plan. This
Budget document includes the General Fund, Capital Investment Program (CIP) Fund and all Special
Revenue Funds.
OVERALL SUMMARY
Wheat Ridge’s total proposed General Fund operating budget for 2016 is $30,989,644 excluding
transfers. The City’s total 2016 operating budget represents a .4% increase compared to the
adjusted 2015 Budget. The projected 2016 General Fund ending fund balance is $6,362,627. Of this
amount, $5,268,239, or 17% of expenditures, is considered the unrestricted fund balance. 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.
The total adopted City Budget for 2015, which includes the General Fund, CIP and Special Revenue
Funds, is $42,205,369. The CIP Budget is at $5,879,821 and the eight Special Revenue Funds’
proposed budgets total $5,335,904.
Sales tax, the City’s largest revenue source, is projected to increase by 7% for 2016, compared to the
2015 estimated revenue. Sales tax revenue is projected to increase by 8% compared to 2015
adjusted revenue. Overall, total General Fund revenues for 2015 are projected to increase by .2%
compared to 2014 actual revenue (3.3% when one‐time audit revenue in 2014 are excluded) and
increase by 10% compared to 2015 adjusted revenue.
However, 2016 proposed total General Fund revenues are projected to increase by 3.9% compared to
2015 estimated revenues (excluding one‐time loan proceeds in 2015 for solar panels).
The estimated 2015 Budget ending fund balance is $8,271,981, of which $6,991,485 or 23.8%, of
operating expenditures is considered the unrestricted fund balance. The proposed 2016 Budget
ending unrestricted fund balance is projected to decrease to $5,268,239, or 17% of operating
expenditures, to allow for a $2.8 million transfer to the CIP Budget.
LONG‐TERM FISCAL CHALLENGES
Long‐term fiscal sustainability remains one of the City’s greatest challenges. The City’s 2016 – 2024
Capital Investment Program (CIP) budget demonstrates the severity of our funding gap in regard to
unfunded capital needs. The 2016 Proposed Budget includes a transfer of $2,800,000 from General
1 2016 Adopted Budget
Fund undesignated reserves to the CIP budget. Beyond 2016, funding the CIP will continue to be
difficult unless new dedicated revenue sources are identified.
WHEAT RIDGE FIVE‐YEAR GOALS
The Mayor, City Council and staff work together annually to develop and update a strategic plan
that includes a vision, goals and action agenda. Staff used these goals as a guide to develop
strategies and prioritize projects for the 2016 Budget
The Mayor and Council identified four key strategic goals for the next five years:
1. Economically Viable Commercial Areas
2. Financially Sound City Providing Quality Service
3. Choice of Desirable Neighborhoods
4. More Attractive Wheat Ridge
In addition, the Mayor and City Council agreed to the following 2015/2016 Action Agenda:
Revenue enhancement
Engage development and redevelopment opportunities
Community / neighborhood building
Code enforcement
38th Avenue Corridor implementation
Targeted housing incentive policies
Multi‐modal transportation
The proposed 2016 Budget includes the following expenditures to address the Five‐Year Goals and
the 2015/2016 Action Agenda:
Goal 1: Economically Viable Commercial Areas
• Urban renewal funding for Renewal Wheat Ridge (RWR) projects $300,000 (105 to RWR)
• Enhanced Sales Tax Incentive Program (ESTIP)/Tax Increment Financing (TIF) $802,000 (105)
• Ridge at 38 public events $120,000 (105)
• Citywide public relations and marketing efforts $43,500 (105 & 113)
• Wheat Ridge Business District (WRBD) grant program $45,000 (105 to WRBD)
• Live Local events $50,000 (105 to WR2020)
• Building up Business Loan Program (BUBL) $25,000 (105 to WR2020)
• Realtor, new resident and developer positioning tours $20,000 (105 to WR2020)
• 44th Avenue Corridor marketing efforts $5,000 (105)
• 29th Avenue Marketplace marketing efforts $5,000 (105)
• Ridge at 38 banners and lights program $25,000 (105)
• Ward Road Gold Line Opening Party $20,000 (113)
Goal 2: Financially Sound City Providing Quality Service
• Preventative street maintenance $1.9 million (CIP Fund)
• Fleet acquisition and replacement $564,200 (303)
• Employee compensation – 3% projected Pay‐for‐Performance $450,000 (610)
• Firewall electronic security software – $230,000 (Fund 57)
2 2016 Adopted Budget
• Funding for continued regionalization of RMS $139,000 (Fund 57)
• Lakewood crime lab services $63,000 (212)
• Regional crime lab $31,280 (212)
• Employee safety and wellness programs $29,680 (112)
• Priority Based Budgeting (year 5) $15,000 (111)
Goal 3: Choice of Desirable Neighborhoods
• Prospect Park improvements $700,000 (OS Fund)
• Outdoor pool maintenance $155,000 (OS Fund)
• Recreation Center maintenance $236,150 (CT Fund)
• Active Adult Center parking lot replacement $50,000 (CT Fund)
• Traffic Safety, Life Quality and Crime Reduction (TLC) Program $40,000 (105 to WR2020)
• Discovery Park Cameras $20,000 (603)
• Traffic signal upgrades $16,600 (303)
• Home Investment Loan Program (HIP) $25,000 (105 to WR2020)
• Police Department community‐oriented neighborhood programs $17,655 (211)
• Police Department greenbelt patrol $30,000 (211)
• Police Department special events overtime $15,000 (211)
Goal 4: More Attractive Wheat Ridge
• Kipling Street multi‐use path and lighting $835,000 (CIP Fund) – partially grant funded
• Discovery Park ADA Accessibility Playground‐$80,000 (CTF)
• Parks & trails maintenance projects $75,000 (CTF and OS Funds)
• Open Space improvements $50,000 (OS Fund)
• Citywide right‐of‐way maintenance $59,530 (603)
• Bus shelter and bench maintenance and cleaning $16,000 (303)
• Large‐item pickup program $5,000 (303)
The following budget expenditures are not directly related to any one of the City Council goals, but
are worthy of noting and are included in the proposed 2016 Budget:
• City sponsorships/community partnerships:
o Carnation Festival – $67,500 and in‐kind assistance $22,500 (102) increased request
by $17,500. City Council provided consensus to reduce this amount to $60,000.
o Senior Resource Center (SRC) circulator bus $35,000 (102) increased request by
$5,000
o Carnation Festival Battle of the Bands $2,500 (102). City Council provided consensus
to reduce this amount to $1,000 and reallocate the $1,500 to the Outside Agency
Program.
o Arvada Food Bank $15,000 (102)
o Feed the Future Backpack Program $10,000 (102)
o Outside agency requests $11,500 (102)
o Regional Air Quality $4,000 (102)
o Kite Festival $2,000 (102)
o Exempla Lutheran Leaves of Hope event $2,500 (102)
3 2016 Adopted Budget
o Jefferson Center for Mental Health $2,500 (102)
o Wheat Ridge High School Farmers 5000 $2,500 (102)
o Wheat Ridge Active Transportation Advisory Committee $1,500 (102)
o Outdoor Lab Foundation $19,940 (102)
o Socrata Open Budget transparency software $7,500 (101)
o Contractual services for specialized sales and use tax audits $41,250 (115)
A TRADITION OF EXCELLENCE IN A.C.T.I.O.N!
The City of Wheat Ridge has earned a reputation for repositioning itself and becoming a community
of choice. In 2015, the City celebrates the 10th anniversary of the development of the
Neighborhood Revitalization Strategy (NRS) plan. This grassroots, community‐driven planning
document has guided the transformation the City has experienced over the past ten years. The City
has received numerous state and national awards for its local partnerships and innovative
approaches to service delivery. The City’s reputation was created by the excellent stewardship
provided by past City Councils and staff at all levels.
An Engaged Community
A commitment to excellence has helped position the City to respond and plan for the needs of the
future. The City prudently responded to the fiscal challenges of the recent recession by making cuts
and deferring expenses while minimizing impact to the levels of service. As the recessionary period
winds down, the City is seeing a positive shift in community engagement. The demand for services,
amenities, and community events that provide opportunities for citizens to come together has
increased. Participation in educational academies, involvement on boards and commissions, and
overall participation in community and neighborhood planning efforts has also increased. The City has
an extremely engaged community, focused not only on the short‐term viability of the City, but more
importantly, on the long‐term sustainability of the City.
An Engaged Organization
City staff, at all levels, continually approach their jobs looking for ways to improve the level of
service, contain costs, improve efficiency, leverage partnerships and generate innovative ideas so
the community receives the best possible service. The City actively pursues grant opportunities and
has a solid track record of success in receiving grants. For example, the City received a $25 million
grant from DRCOG in 2015 for the reconstruction of Wadsworth Boulevard. City staff is empowered
to continue to look for additional cost‐effective opportunities to partner with local and regional
organizations, to explore and expand the use of alternative service delivery opportunities, to
continue to use volunteers where feasible, to increase cost recovery, and to discontinue or reduce
service standards for those programs that are that are less of a priority.
Priority Based Budgeting
In 2015, the City embarked on year four of the Priority Based Budgeting (PBB) process. The City has
received national recognition and interest from other local governments who are considering
switching to a priority‐driven budget. The City engaged the Center for Priority Based Budgeting in
2012 to facilitate the transition from a more traditional incremental budgeting process to a priority‐
4 2016 Adopted Budget
driven budgeting process. The Center’s mission is to “lead communities to fiscal health and
wellness.” Priority Based Budgeting is another tool that will allow the City’s management team to
improve the programs and services provided by aligning resource allocation with the results the City
is working to achieve.
The primary area that we continue to integrate into the budget process is the focus on budget
variances. Budget variances generally occur because certain line items must be budgeted based on
projected use such as staffing, fuel, and utilities. However, circumstances such as employee
turnover, the weather or the economy dictate what those true expenditures will be on an annual
basis. For example, if we experience an unusually bad winter or fuel prices skyrocket, mid‐year
supplemental budget appropriations may be required.
In addition to continuing the variance exercise for development of the 2016 Budget, staff added a
contingency reduction exercise. Included in the City Manager’s Budget is a management
contingency fund in the amount of $75,000. This is the result of a consolidation of City‐wide
contingency funds in 2014 which enabled staff to cut approximately $70,000 from the 2014
proposed budget. In the past, contingency funds have been budgeted for carrying out policy
direction by City Council that may not be planned for at the time of budget development. An
example of this would be engineering or design work required for a public project. Contingency
funds were used in 2015. However, those items placed on the contingency fund list were not re‐
budgeted in 2016.
Overall, for the 2016 Budget, departmental budget requests were reduced by approximately
$775,000 in order to fund those expenses that were considered critical to meeting the City’s defined
results. Collectively, the variance and contingency fund tools have played an important role in the
continued integration of a priority‐driven budget system. This process has enabled staff to look at
the budget data through a different lens.
REVENUES AND EXPENDITURES
The total 2016 Proposed Budget is $42,205,369. The Budget is based on projected revenues of
$38,427,846. In addition, the beginning fund balance for 2016 is projected at $11,490,671 which
brings the total available funds to $49,918,517. This will provide for a projected ending fund balance
of $7,713,148, which is a .3% decrease compared to the 2015 Adopted Budget. Detailed revenue
and expenditure tables are presented in the Revenue and Expenditure Summary section of this
Budget.
GENERAL FUND
General Fund revenue is projected at $31,980,290, which is a 1% increase compared to 2015
estimated revenues. In addition, the beginning fund balance for 2015 is projected at $8,271,981,
which brings the total available funds for the General Fund to $40,252,271.
General Fund expenditures total $30,989,644, excluding transfers. General Fund expenditures
represent a .4% increase compared to the adjusted 2015 Budget and a 5% increase compared to the
5 2016 Adopted Budget
estimated 2015 Budget. This will provide for a projected ending fund balance of $6,362,627, of
which $5,268,239 (17% of operating expenditures) is considered unrestricted.
CAPITAL INVESTMENT PROGRAM FUND
CIP Fund revenue is projected at $5,264,228 ($2,800,000 transferred from the General Fund) which
is a 10% decrease compared to the 2015 estimated revenue of $5,861,145. In addition, the
beginning fund balance for 2016 is projected at $643,332 which brings the total available funds for
the CIP Fund to $5,907,560.
The proposed 2016 CIP includes the following major projects:
• $1.9 million for preventative street maintenance projects
• $1.5 million for Wadsworth environmental assessment project
• $835,000 for completion of the Kipling Street pedestrian trail improvements – partially grant
funded
• $740,000 for Gold Line Station street improvements – fully grant funded
• $350,000 for 29th Avenue and Fenton Street intersection improvements
• $279,821 for drainage improvement projects (rehabilitation and replacement of two major
storm sewer outfalls to Clear Creek, Maple Grove Reservoir emergency planning, Sloans Lake
Master Drainage and Flood Hazard Area Delineation, and Clear Creek CLOMR and LOMR)
• $100,000 for public improvement development‐related projects
• $50,000 for Neighborhood Traffic Management Program
• $50,000 for entryway signage
• $50,000 for ADA transition plan for improving sidewalk accessibility Citywide
• $25,000 for Bike/Pedestrian trail improvements
CIP expenditures total $5,879,821 which is a 36% decrease compared to the adjusted 2015 Budget
and an 18% decrease compared to the estimated 2015 Budget. This will provide for a projected
ending fund balance of $27,739.
Typically, the CIP Budget is funded primarily with General Fund undesignated reserves. The City Council
adopted a General Fund reserve policy in 2011 setting the minimum reserve level at 17%. In order to
maintain this minimum reserve balance in the General Fund in 2016 and beyond, limited funds will be
available to transfer to the CIP Budget. To continue funding CIP projects at a more sustainable level,
City Council will need to consider substantial cuts in the City’s operating budget or find new revenue
sources for CIP projects.
The proposed CIP Budget for 2017 to 2024 projects a $3 million annual transfer from the General
Fund for CIP projects. However, in 2019, the City will need to transfer a total of $5.5 million to fund
the City’s match for the Wadsworth Boulevard reconstruction project and to continue to minimally
fund street preventative maintenance projects.
OPEN SPACE FUND
Open Space revenue is projected at $1,058,000 which is a 21% decrease compared to the 2015
estimated revenue of $1,332,036. The large decrease is primarily due to Jefferson County grants
6 2016 Adopted Budget
received in 2015. In addition, the beginning fund balance for 2016 is projected at $659,239, which
brings the total available funds for the Open Space Fund to $1,717,239.
Open Space projects for 2016 include:
Open Space improvements – Bass Lake retaining wall
Improvements to the Public Works and Parks Operations Facility
Improvements to Prospect Park
Completing the master plan design for the renovation and improvements to Prospect Park
Outdoor pool maintenance
Parks maintenance projects
Trail replacement and repair
Matching funds for the Jefferson County Opens Space River Corridor signage project
Funding is also appropriated for five Parks maintenance workers. Open Space expenditures total
$1,629,337 which is a 37% decrease compared to the adjusted 2015 Budget and a 23% decrease
compared to the estimated 2015 Budget. These expenditure decreases are due to construction of
Hopper Hollow Park in 2015 and completion of the Parks Operations storage facility. This will
provide for a projected ending fund balance of $87,902.
The future five‐year Open Space Budget proposes the continuation of miscellaneous open space
improvements, parks maintenance projects, trail replacement and repair, Prospect Park
improvements, improvements to the new public works and parks operations facility, and funding for
five Parks positions.
CONSERVATION TRUST FUND
Conservation Trust revenue is projected at $300,500, which is equal to the 2015 estimated revenue.
In addition, the beginning fund balance for 2015 is projected at $215,378, which brings the total
available funds for the Conservation Trust Fund to $515,878.
Conservation Trust projects for 2016 include:
Recreation Center maintenance projects
Recreation Center swimming pool facility improvements and replacement of frog slide
Active Adult Center parking lot replacement
Discovery Park ADA accessibility playground
Parks maintenance projects
Resurfacing of tennis and basketball courts
Conservation Trust expenditures total $493,150, which is an 18% increase compared to the adjusted
2015 Budget and a 20% increase compared to the estimated 2015 Budget. This will provide for a
projected ending fund balance of $22,728. The future Five‐Year Conservation Trust Budget
proposes to provide funds for Recreation Center maintenance needs, Anderson Building
7 2016 Adopted Budget
replacement, parks maintenance projects, resurfacing of tennis/basketball courts, playground
replacement, and Anderson Building replacement.
RECREATION CENTER OPERATIONS FUND
Recreation Center Operations revenue for 2016 is projected at $2,176,828, which is an increase of
.6% compared to the 2015 estimated revenue of $2,164,850. In addition, the beginning fund
balance for 2016 is projected at $796,583 which brings the total available funds for the Recreation
Center Operations Fund to $2,973,411.
Recreation Center expenditures total $2,382,401, which is a .4% increase compared to the adjusted
2015 Budget and a 2.7% increase compared to the estimated 2015 Budget. This will provide for a
projected ending fund balance of $591,010.
OTHER SPECIAL REVENUE FUNDS
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 the Public Art, Police Investigation, Municipal Court,
Equipment Replacement, and Crime Prevention/Code Enforcement funds. 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.
DEBT
The City currently has no debt. However the City does have the following long‐term financial
obligations:
Renewal Wheat Ridge
The City’s Urban Renewal Authority (Renewal Wheat Ridge), is a component of the City and
does have a loan in the amount $390,000 from the City for the purchase of an
environmentally contaminated property at 38th and Yukon Court. This loan will be paid‐off
with the sale of the property at 38th and Yukon in 2015 or 2016. Additionally, the Urban
Renewal Authority provided a loan in the amount of $2.4 million for the Kipling Ridge
commercial center development. The term of this loan is for 10 years and will be paid from
sales and property tax incremental revenue from the Kipling Ridge project.
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. The solar power capacity is recorded as capital assets in the amount
of $776,628. A portion of the loan proceeds was used to pay issuance costs of $23,372. Annual
payments of $80,167.08, including principal and interest accruing at 5.75%, are due on June 1,
2015 to May 1, 2030. As of December 31, 2015, the City has a capital lease outstanding amount
of $1,155,742.07. For its participation, the City receives energy credits from Xcel to be used to
pay this lease and against energy consumption at various facilities.
8 2016 Adopted Budget
COMPENSATION, BENEFITS AND STAFFING
Personnel‐related expenses account for the largest portion of the City’s Budget; therefore,
maintaining this investment is a high priority. In 2013, the City launched a new compensation plan
for full‐time/part‐time benefited employees that is financially sustainable and is a plan that will help
the City recruit and retain top talent. Additionally, the compensation plan is market‐based and fully
aligned with the Performance Management Project (PMP) that has culminated in the full
implementation of a pay‐for‐performance system. The City’s pay‐for‐performance model is
consistent with the culture and commitment to A.C.T.I.O.N! – the City’s core values of
Accountability – Change – Teamwork – Integrity – Opportunity – Now!. It is important for the City to
reward employees who exemplify these core values and who help achieve the City’s strategic
results.
The new compensation plan consists of two sub plans 1) a pay‐for‐performance open range plan,
which includes civilian and police sergeants and higher ranks, and 2) a sworn step plan, which
includes Police Officer I and II positions. Employees will be eligible for a performance increase on
January 1, 2016, based on how well they meet the core values and competencies of the new PMP
system.
The pay‐for‐performance budget is determined on an annual basis according to what comparable
organizations are providing and what the City can afford for that fiscal year. The City conducted a
biennial market review in 2014. For 2015, the market shift in compensation was 3% for the City
plans noted above. The proposed 2016 budget includes $450,000 in the Central Charges budget to
fund performance increases for both sub plans.
The City continues to provide a competitive employee benefit package that includes medical,
dental, life and disability benefits. Throughout the year, staff works closely with the City’s benefit
broker, IMA, to ensure that the City is controlling benefit costs while still providing a competitive
benefits package to its employees, which is a vital part of the City’s total compensation approach to
pay.
The City currently provides Kaiser Permanente plans for employee medical benefits. Medical
premiums will increase by 8.3% for 2015. There are several key factors that play a role in calculating
the City’s health care premium renewal. Participation in the Wellness Program is a positive
contributing factor to the minimal premium increase. Historically, the City’s premium increases
ranged from 10 – 15%, which is the market average. The 8.3% increase for 2016 is just below that
average. The City will continue to encourage enrollment and active participation in the Wellness
Program. There is minimal increase to the dental premium, but the life and short‐term disability
premiums will remain constant.
In 2016, the City will continue to offer the High Deductible Health Plan (HDHP). This plan was added
in 2013 and is a consumer model of health care paired with a Health Savings Account (HSA). The
City will also continue to offer the traditional HMO plan. The premiums for both the employee and
the City are lower for a HDHP but the out‐of‐pocket costs to the employee are higher. The goal of
9 2016 Adopted Budget
the consumer‐driven HDHP is to encourage employees to manage costs through effective use of
health care.
The 2016 staffing level will increase by a net of 0.5 FTE’s for a total of 231.875 FTE’s in all funds.
Staffing levels continue to remain below the 233.755 FTE’s authorized in 2002 before the budget
reduction program and elimination of positions in 2003 and 2004.
New Positions:
1.0 FTE Maintenance Worker II – Public Works
‐ This position will support ongoing maintenance and repair services required to maintain City
infrastructure to include: streets, sidewalks, traffic signals, bus benches and shelters. This position
will support the maintenance of LED street and pedestrian lights within the City’s newer residential
and commercial areas. Additionally, maintenance of street banners, traffic control devices and
preparation of streets for special events. Most importantly, the position will assist with snow
removal and provide for scheduling symmetry to the 3‐8‐hour shift rotations which will increase the
safety of staff.
Previously Grant‐Funded Positions:
1.0 FTE Vice/Intelligence Detective (Police Officer II) – Police Department
‐ In 2011, the City received a COPS grant to fund this position and funding has expired. The City was
required to fund this position for one year after the completion of the grant. The City recommends
maintaining this position as demand continues to grow in the area of intelligence issues, liquor
investigations and human trafficking. The regulatory processes and monitoring of businesses such
as massage establishments, liquor, and marijuana is increasing. The IACP Study recommendations
completed in August 2015 support the funding of this position.
Position FTE Increases:
0.5 FTE Recreation Coordinator, Active Adult Center – Parks and Recreation
‐ This is a 0.5 FTE increase to an existing part‐time position at the Active Adult Center. This FTE
increase will allow for additional programming to better serve older adults through recreational
programming. The position currently programs special events, drop‐in activities and a variety of
classes. The position also supervises the Center’s volunteer activities. The FTE increase results in a
decrease in temporary hourly by $17,000 and an increase in projected revenue by $10,000.
Patrick Goff
City Manager
10 2016 Adopted Budget
Vision and Goals and Priorities
Wheat Ridge Vision 2025
Wheat Ridge is a Beautiful City and a Community for Families.
Wheat Ridge has Great Neighborhoods,
Vibrant Commercial Centers and Multi‐Modal Transportation and is
Committed to Environmental Stewardship.
Wheat Ridge Residents Enjoy an Active, Healthy Life Style,
And Hometown Feeling and Pride.
Wheat Ridge – A Great Place to Live!
11 2016 Adopted Budget
City of Wheat Ridge Five‐Year Goals
Economically Viable Commercial Areas
Financially Sound City Providing Exceptional Service
Choice of Desirable Neighborhoods
F
More Attractive Wheat Ridge
Funded priorities for 2016 are listed on pages 2 and 3 of the Budget Message.
12 2016 Adopted Budget
2015/2016
Action Agenda
High Priorities
Revenue Enhancement
Engage Development/Redevelopment Opportunities
Community/Neighborhood Building
38th Avenue Corridor Implementation
Code Enforcement
Multi‐modal Transportation
Targeted Housing Incentive Policies
The priorities in the Action Agenda above are developed in cooperation with staff
and City Council annually. Each of these items is reviewed quarterly by the City
Council to provide updates and to monitor the status of each priority.
13 2016 Adopted Budget
Budgeting for Priorities
The City of Wheat Ridge completed its second year of incorporating a priority-
based approach in the annual budget process. Priority Based Budgeting is a
resource alignment tool and prioritization methodology that the City has adopted
to measure the City’s financial health and wellness. Based on the City Council
Strategic Plan, and the priority-based budgeting work underway, each
department highlights the following information tied to the strategic vision of the
City:
2015 Budget Priorities – provides a highlight of the overall departmental
priorities for the year linked to the City Council’s Strategic Goals.
Core Businesses – provides a breakdown of the Department, Division, Unit or
program core functions and services.
2014 Strategic Accomplishments – highlights what was accomplished in the
previous budget year based on the City Council’s Strategic Goals.
2015 Strategic Priorities – highlights the goals for the year ahead based on the
City Council’s Strategic Goals.
Priority‐Based Budgeting Process
Employees throughout the organization participate in the Priority Based Budgeting
process to further align City resources with the results desired. The steps in this
process include:
Determine Results
Define Results
Identify Programs and Services
Score Programs Based on their Influence on Achieving Results
Prioritize Programs
Priority Results
Safe Community
Economic Vitality
Desirable, Diverse and Connected Neighborhoods
Healthy, Attractive and Well‐Maintained Community
Effective Transportation and Mobility Options
Good Governance
14 2016 Adopted Budget
15 2016 Adopted Budget
16 2016 Adopted Budget
Wheat Ridge 2016 Adopted
BUDGET IN BRIEF
CHOICE OF DESIRABLE
NEIGHBORHOODS
ECONOMICALLY VIABLE
COMMERICAL AREAS
FINANCIALLY SOUND CITY
PROVIDING EXCEPTIONAL
SERVICE
MORE ATTRACTIVE
WHEAT RIDGE
17 2016 Adopted Budget
2016 Total Expenditures
$42,212,869 (excluding
transfers)
General $30,997,144
Capital
Investment
Program
$5,879,821
Recreation
Center
$2,382,401
Open Space $1,629,337
Conservation
Trust
$493,150
Crime
Prevention
$408,016
Equipment
Replacement
$369,000
Municipal
Court
$29,000
Police
Investigation
$25,000
Public Art $0
2016 General Fund
Expenditures
$30,989,644 (excluding
transfers)
Police $9,909,251
Parks and
Recreation
$4,663,694
Public Works $4,613,713
Administrative
Services
$3,586,615
Central Charges $3,182,356
General
Government
$3,007,100
Community
Development
$1,149,582
Municipal Court $877,333
Ending Fund
Balance
$6,362,627
Police
32%
Public Works
15%Parks and
Recreation
15%
Administrative
Services
11%
Central
Charges
10%
General
Government
10%
Community
Development
4%
Municipal
Court
3%
ADOPTED 2016 BUDGET IN BRIEF
General
72%
CIP
16%
Recreation
Center
6%
Open Space
3%
Other Special
Funds
2%
Conservation
Trust
1%
18 2016 Adopted Budget
Sales Tax Distribution
Property Tax Distribution
2016 General Fund Revenues
$31,980,290
Beginning Fund
Balance
$8,271,981
Sales Tax $19,024,000
Use Tax $3,500,000
Other Taxes $2,661,500
Intergovernmental $1,951,500
Licenses $1,599,300
Services $1,175,240
Property Tax $760,000
Fines $685,750
Other $573,000
Interest $50,000
Total Available
Funds
$40,252,271
Most people will be surprised to know
that for every dollar Jefferson County
receives in property taxes from Wheat
Ridge residents, only 3 cents comes back
to the City.
The total sales tax rate in the City of Wheat
Ridge is 7.5%. For every dollar you spend
on retail purchases, you pay
7.5 cents in sales tax. Only 3 cents of this
comes back to the City.
GENERAL FUND REVENUES
Sales Tax
60%
Use Tax
11%
Other Taxes
8%
Intergov.
6%
Licenses
5%
Services
4%Fines
2%
Property Tax
2%Other
1.9%
Interest
0.1%
City of
Wheat
Ridge
3¢
Jefferson
County
0.5¢
RTD
1.0¢ SCFD
0.1¢
State
2.9¢
Schools
53¢
Cities
and
Towns
3¢
Special
Districts 17¢
County
27¢
19 2016 Adopted Budget
2016 CIP Revenues
$5,264,228
Beginning Fund
Balance
$643,332
Grants
$2,179,228
Sales Tax (General
Fund Transfer)
$2,800,000
Lodger’s Tax $275,000
Interest $10,000
Total Available Funds $5,907,560
2015 CIP Expenditures
$5,879,821
Preventive Street
Maintenance
$1,900,000
Wadsworth EA $1,500,000
Kipling Pedestrian
Improvements
$835,000
Gold Line Station Street
Improvements
$740,000
Minor Street
Improvements
$350,000
Drainage Improvement
Projects
$279,821
Public Improvement
Projects, Dev. Related
$100,000
Neighborhood Traffic
Management Projects
$50,000
Gateway Signage Program $50,000
ADA Transition Plan $50,000
Bike/Pedestrian Master
Plan
$25,000
Ending Fund Balance $27,739
Street
Improvement
Projects
61%
Preventative
Street Maint.
29%
Bike/Pedestrian
Improvements
1%
Gateway
Signage
Program
2%
Neighborhood
Traffic Mgmt.
2%
Drainage
Projects
5%
CAPITAL INVESTMENT PROGRAM (CIP) FUND
GF Transfer
41%
Grants
53%
Lodgers Tax
5%
Interest
1%
20 2016 Adopted Budget
2016 Recreation Center
Operations Revenues
$2,176,828
Beginning Fund
Balance
$796,583
Facility Operation $1,886,528
Fitness $168,300
Aquatics $114,000
Interest $8,000
Total Available Funds $2,973,411
2016 Recreation Center
Operations Expenditures
$2,382,401
Facility Operation $1,299,401
Fitness $309,535
Aquatics $688,316
Marketing $85,149
Ending Fund Balance $591,010
The Wheat Ridge Recreation Center (at left) is a
state‐of‐the‐art facility located in the heart of
Wheat Ridge. The Center was established
through a voter approved, temporary increase in
the sales and use tax rate to pay for the
construction of the Center which opened in
February 2000.
RECREATION CENTER OPERATIONS FUND
Facility
Operation
86%
Fitness
9%
Aquatics
4%
Interest
1%
Facility
Operation
54%
Aquatics
29%
Fitness
13%
Marketing
4%
21 2016 Adopted Budget
2016 Open Space Revenues
$1,058,000
Beginning Fund
Balance
$659,239
Open Space Tax $900,000
Grants $150,000
Developer
Fee/Interest/Misc.
$8,000
Total Available Funds $1,717,239
2016 Open Space Expenditures
$1,629,337
Personnel $499,337
Maintenance Projects $255,000
Development Projects $875,000
Ending Fund Balance $87,902
Parks Maint.
Staff
30%
Park
Development
54%
Park Main.
Projects
16%
Discovery Park (at left) opened in October of 2010
featuring playground equipment, shade
shelters, a skate park, and climbing wall.
The park also features the Kevin Robb
“Discovering the Stars” sculpture.
Open Space
Tax
85%Grants
14%
Devoper
Fee/Interest
/Misc.
1%
OPEN SPACE FUND
22 2016 Adopted Budget
2016 Conservation Trust Revenues
$300,500
Beginning Fund Balance $215,378
Colorado Lottery $300,000
Interest $500
Total Available Funds $515,878
2016 Conservation Trust Expenditures
$493,150
Recreation Center
Maintenance
$236,150
Discovery Park ADA
Accessibility Playground
$80,000
Facility Improvements $70,000
Active Adult Center
Parking Lot Replacement
$50,000
Resurface
Tennis/Basketball Courts
$32,000
Park Maintenance Projects $25,000
Ending Fund Balance $22,728
Recreation
Ctr. Facility
Improv.
14%
Recreation Ctr
Maint.
48%
Discovery ADA
Playground
16%
Active Adult
Ctr Parking Lot
10%
Park
Maintenance
Projects
5%
Resurface
Tennis/Basket
ball Courts
7%
The City of Wheat Ridge has received more than
$4 million in revenue from the Colorado Lottery
since 1992. These funds have been used for park
and recreation construction and maintenance
projects, such as playgrounds.
CONSERVATION TRUST FUND
Lottery
98%
Interest
2%
23 2016 Adopted Budget
2016 Crime Prevention/Code Enforcement
Revenues
$331,000
Beginning Fund Balance $285,859
Lodger’s Tax $300,000
No Proof of Insurance Fines $30,000
Interest $1,000
Total Available Funds $616,859
2016 Crime Prevention/Code Enforcement
Expenditures
$408,016
Personnel Services $369,383
Materials & Supplies $20,100
Other Services & Charges $18,533
Ending Fund Balance $208,843
CRIME PREVENTION/CODE ENFORCEMENT FUND
Lodger's
Tax
91%
NPOI
Fines
9%
Personnel
Services
90%
Materials &
Supplies
5%
Other
Services &
Charges
5%
Voters approved a 5% increase in the lodger’s tax in
November 1998. Sixty percent of this tax is used for
police and code enforcement activities in the City.
24 2016 Adopted Budget
Public Art
Special Fund 12
Beginning Balance $63,740
Revenues $32,600
Expenditures $0
Ending Fund Balance $96,340
Police Investigation
Special Fund 17
Beginning Balance $67,866
Revenues $350
Expenditures $25,000
Ending Fund Balance $43,216
Municipal Court
Special Fund 33
Beginning Balance $79,572
Revenues $28,050
Expenditures $29,000
Ending Fund Balance $78,622
Equipment Replacement
Special Fund 57
Beginning Balance $407,121
Revenues $156,000
Expenditures $369,000
Ending Fund Balance $194,121
OTHER SPECIAL REVENUE FUNDS
Discovery Park Sculpture
PD Property & Evidence Room
Police Radios & Equipment
25 2016 Adopted Budget
2013 Authorized 2014 Authorized 2015 Authorized
2016
Authorized
General 204.015 206.265 210.375 210.875
Recreation Center 12.5 11.5 11.5 11.5
Crime Prevention 4.5 4.5 4.5 4.5
Open Space 5555
0
50
100
150
200
250
2013 ‐ 2016
STAFFING
4
21.5
12
107
30
47.125
10.25
General Government
Administrative Services
Community Development
Police
Public Works
Parks & Recreation
Municipal Court
2016 Staffing By Department
231.875231.375227.265226.015
26 2016 Adopted Budget
Vital Statistics
Date of Incorporation August 20, 1969
Form of Government Council ‐ Manager
Total Land Area 9.5 Square Miles
Wheat Ridge Metro
Denver
Population 30,365 2,763,317
Employment 14,925 1,433,095
Median Age 42 38
Percent of Housing
Built Prior to 1980 86% 48%
Average Annual Wage $62,336 $82,986
Median Household
Income $48,777 $52,360
Poverty Rate 9% 19%
Population with Post‐
Secondary Degrees 28% 41%
Percent of Population
with High School
Diploma Only
27% 21%
Wheat Ridge Community Profile
Data provided by DRCOG
Data Disclaimer: The data in this report are
compiled from multiple sources and are intended
for informational purposes only. DRCOG and
Wheat Ridge assumes no responsibility or legal
liability for the accuracy, completeness or
usefulness of any information in this report
Population by Age of Residents
27 2016 Adopted Budget
City Government Statistics
Resources
Number of Employees
Full‐time/Part‐time Benefited
Part‐time
Seasonal
231.875
289
121
Police Protection
Number of Uniformed Officers
Full‐time 75
Number of Patrol Units 24
Facilities
Public Works Shop 1
Recreation Centers 2
Active Adult Center 1
Pools 2
Parks 24
Lakes 5
Open Space 274 acres
Multi‐use Trails 7+ miles
Sports Fields 46
Historic Properties 3
Housing Statistics
Wheat Ridge Metro
Denver
Households 13,847 1,093,193
Avg. Household Size 2.15 2.47
Percent of
Multifamily 44% 31%
Home Ownership 57% 69%
Rented Vacancy
Rate 6% 6%
Housing Types
Single Family Married with Children
Married no Children Single Parent
Other Non Family 65+ Living Along
Wheat Ridge Community Profile
28 2016 Adopted Budget
Community Statistics
Fire Districts 4
Water Districts 6
Sanitation Districts 7
Cable Television
Providers
Comcast
Direct TV
Dish Network
3
Public Schools
Elementary Schools
Secondary Schools
High Schools
7
3
1
Major Employers Exempla Lutheran Health Care
Rocky Mountain Bottling Company
Lifeloc Technologies
Reglera
Applejack Liquor
Qdoba Restaurants
Source Office Products
Metro Community Provider
Network
Jefferson County Forecasted
Population Growth by Age
Occupation by Industry
Wheat Ridge Community Profile
29 2016 Adopted Budget
The annual budget process includes considerable staff
participation from all departments and City Council
direction concerning key policy areas. The public has the
opportunity to participate with comments, concerns or budget
requests during two public meetings and a public hearing prior
to adoption of the budget. The budget process spans a great
portion of the year. The following summarizes the 2016 budget
schedule:
May
Distribute budget instructions to staff
July
Deadline for submittal of 2016 department
budget requests and 2015 budget estimates
First opportunity for public input
Second opportunity for public input
August
Submit 2015 revenue estimates and 2016
revenue projections
City manager/budget officer review budget
September
Distribute proposed budget to Council
Proposed Budget Presented to Council
October
Public Hearing on the 2016 Budget
2016 budget appropriation resolution adoption
Property tax mill certification
November
Finalize budget document and make available
online
December
Distribute budget to Council et al
The City Council and staff adheres to the following legal
requirements pursuant to the City Charter (Chapter 10).
Section 10.1: The fiscal year of the City and all its agencies
shall begin on the first day of January and end on the thirty‐
first day of December of each year.
Section 10.2: Prior to the beginning of each fiscal year, the City
administration shall prepare and submit to the Council a
recommended budget for the next fiscal year and an
accompanying message.
Section 10.3: The City administration message shall explain
programs.
Section 10.4: The budget shall provide a complete financial plan
of all municipal funds and activities for the next fiscal year and
except as required by ordinance or this charter, shall be in
such form as the City administration deems desirable or the
Council may require.
Section 10.5: The total of the proposed expenditures shall not
exceed the total of estimated revenue.
Section 10.6: The City administration, with such assistance as
the Council may direct, shall prepare and submit to the
Council a long‐range capital program, simultaneously with the
recommended budget.
Section 10.7: A public hearing on the proposed budget and
proposed capital program shall be held before its final
adoption at such time and place as the Council may direct.
Section 10.8: After the public hearing, the Council may
adopt the budget with or without amendment.
Section 10.9: The Council shall adopt the budget by resolution
on or before the final day established by the statute for the
certification of the next year’s tax levy to the county.
Section 10.10: Adoption of the budget by Council shall
constitute appropriations of the amounts specified therein as
expenditures from the funds indicated and shall constitute a
levy of the property tax therein proposed.
Section 10.11: During the month of July, and as often as the
Council may require, the administration shall present a budget
status and forecast report to the Council with any
recommendations for any remedial action.
Section 10.12: Amendments after adoption
Section 10.13: Every appropriation, except an appropriation
for a capital expenditure fund or special fund, shall lapse at
the close of the fiscal year to the extent that it has not been
expended or encumbered.
Section 10.14: Copies of the budget and capital program as
adopted shall be public records and shall be made available to
the public in the City Clerk’s office.
Section 10.15: An independent certified audit shall be
made of all City accounts annually, and more frequently if
deemed necessary by the Council.
2016 Budget Process
30 2016 Adopted Budget
Beginning
Balance
(1/1/16)
+ Revenues =
Funds
Available - Expenses =
Fund
Balance
(12/31/16)
Operating Funds
General $8,271,981
+$31,980,290 = $40,252,271 - $33,889,644 = $6,362,627
Total Operating Funds $8,271,981 +$31,980,290 = $40,252,271 - $33,889,644 = $6,362,627
Unrestricted Fund Balance $5,268,239
17%
Capital Funds
Capital Investment Program $643,332
+$5,264,228 = $5,907,560 - $5,879,821 = $27,739
Total Capital Funds $643,332 +$5,264,228 = $5,907,560 - $5,879,821 = $27,739
Special Revenue Funds
Public Art Fund $63,740 +$32,600 = $96,340 - $0 = $96,340
Police Investigation $67,866 +$350 = $68,216 - $25,000 = $43,216
Open Space $659,239 +$1,058,000 = $1,717,239 - $1,629,337 = $87,902
Municipal Court $79,572 +$28,050 = $107,622 - $29,000 = $78,622
Conservation Trust $215,378 +$300,500 = $515,878 - $493,150 = $22,728
Equipment Replacement $407,121 +$156,000 = $563,121 - $369,000 = $194,121
Crime Prevention/Code
Enforcement Fund $285,859 +$331,000 = $616,859 - $408,016 = $208,843
Recreation Center $796,583 +$2,176,828 = $2,973,411 - $2,382,401 = $591,010
Total Special Revenue Funds $2,575,358 +$4,083,328 = $6,658,686 - $5,335,904 = $1,322,782
Total Operating Funds $8,271,981 +$31,980,290 = $40,252,271 - $33,889,644 = $6,362,627
Total Capital Funds $643,332 +$5,264,228 = $5,907,560 - $5,879,821 = $27,739
Total Special Revenue Funds $2,575,358 +$4,083,328 = $6,658,686 - $5,335,904 = $1,322,782
(Less Transfers)+($2,900,000) = ($2,900,000) - ($2,900,000) =
GRAND TOTAL $11,490,671 +$38,427,846 = $49,918,517 - $42,205,369 = $7,713,148
Budget Summary by Fund
31 2016 Adopted Budget
2014 2015 2015 2016
Actual Adjusted Estimated Adopted
SALES TAXES
Sales Tax $15,937,236 $16,200,000 $16,900,000 $17,745,000
Sales Tax Audit Revenue $1,827,740 $350,000 $350,000 $477,000
TIF - Wheat Ridge Cyclery $45,768 $40,000 $40,000 $40,000
TIF - Town Center (Safeway) $477,650 $475,000 $0 $0
ESTIP - Dillion Co. (King Soopers) $178,831 $110,964 $104,962 $0
ESTIP - Liquid Art Works (Colorado Plus) $22,637 $25,000 $20,000 $25,000
ESTIP - Muscle Masster $6,630 $5,000 $6,500 $7,000
ESTIP - Taste of Home Cooking $2,058 $0 $0 $0
ESTIP - Walrus (West 29th Ave Rest) $5,663 $10,000 $6,000 $10,000
TIF - Kipling Ridge $0 $250,000 $300,000 $520,000
TIF WR Corners $0 $0 $0 $200,000
TOTAL SALES TAXES $18,504,213 $17,465,964 $17,727,462 $19,024,000
OTHER TAXES
Real Property Tax $735,230 $758,000 $750,000 $760,000
Liquor Occupational Tax $59,995 $62,500 $58,000 $58,000
Auto Ownership Tax $58,750 $58,000 $60,000 $60,000
Xcel Franchise Tax $1,348,248 $1,300,000 $1,300,000 $1,350,000
Telephone Occupation Tax $385,671 $390,000 $400,000 $400,000
Lodgers Tax $688,973 $550,000 $750,000 $750,000
Admissions Amusement Tax $40,421 $38,000 $43,500 $43,500
TOTAL OTHER TAXES $3,317,288 $3,156,500 $3,361,500 $3,421,500
USE TAXES
Use Tax - Retail/Professional $898,627 $700,000 $700,000 $700,000
Use Tax - Building $1,110,437 $805,000 $1,300,000 $1,100,000
Use Tax - Auto $1,526,031 $1,300,000 $1,700,000 $1,700,000
TOTAL USE TAXES $3,535,096 $2,805,000 $3,700,000 $3,500,000
LICENSE
Amusement Machine License $6,600 $6,500 $6,600 $6,600
Arborist License $1,665 $1,700 $1,700 $1,700
Contractors License $127,428 $120,000 $125,000 $125,000
Liquor License Fee $16,195 $12,500 $17,500 $18,000
Building Permits $602,858 $607,000 $800,000 $800,000
Street Cut Permits $161,983 $125,000 $180,000 $160,000
Cable TV Permits $370,585 $365,000 $365,000 $365,000
Elevator Inspection Fees $25,200 $26,000 $28,040 $28,000
Pawn Shop License Fees $10,000 $10,000 $10,000 $10,000
Business License Fees $87,685 $88,000 $82,400 $85,000
TOTAL LICENSE $1,410,199 $1,361,700 $1,616,240 $1,599,300
General Fund Revenues
32 2016 Adopted Budget
2014 2015 2015 2016
Actual Adjusted Estimated Adopted
General Fund Revenues
Cigarette Tax $84,888 $85,000 $84,000 $84,000
County Road and Bridge $279,436 $280,000 $280,000 $280,000
Arvada Ridge Redevelopment $100,000 $100,000 $100,000 $100,000
Highway Users Tax $1,019,703 $1,000,000 $1,050,000 $1,050,000
Motor Vehicle Registration $117,402 $119,000 $118,000 $119,000
Wheat Ridge Fire Radio $27,800 $29,200 $30,000 $31,500
E911 Reimbursements $43,741 $53,000 $72,000 $59,500
EPA Brownfields Grant $93,376 $168,357 $97,623 $79,000
Police - CATPA Auto Theft Grant $80,444 $81,225 $82,500 $84,500
Police - Seat Belt Safety Grant $2,463 $2,500 $2,500 $2,500
Police - Drug Overtime Grant $17,219 $7,500 $20,000 $20,000
Police - COPS Grant $109,725 $0 $0 $0
Police - Bryne Grant $23,399 $15,300 $15,300 $0
Police - Child Safety Grant $4,850 $5,000 $4,850 $5,000
Police - Ballistic Vest Grant $3,624 $10,000 $6,000 $7,500
Police - LEAF Grant $14,772 $5,000 $10,000 $17,500
Police-HVIDE $14,684 $12,000 $10,000 $11,500
TOTAL INTERGOVERNMENTAL $2,037,528 $1,973,082 $1,982,773 $1,951,500
SERVICES
Zoning Applications $47,549 $45,000 $39,616 $42,400
Planning Reimbursement Fees $6,670 $6,000 $2,875 $3,000
Engineering Fees $22,564 $7,500 $15,000 $14,000
Misc. Zoning Fees $3,313 $3,000 $1,696 $1,000
Plan Review Fees $279,999 $205,000 $250,000 $225,000
Pavilion/Park Rental Revenue $26,958 $28,000 $25,000 $25,500
Athletics Revenue $119,896 $131,036 $106,920 $119,430
Active Adult Center Revenue $191,796 $191,100 $189,800 $202,600
Parks Historic Facilities $16,138 $22,000 $20,918 $21,500
Gen. Prog. Revenue $160,663 $160,000 $159,500 $166,510
Anderson Building Revenue $10,935 $12,000 $9,000 $11,000
Outdoor Swimming Fees $143,397 $156,600 $140,000 $146,100
Retail Marijuana Fees $77,450 $33,000 $126,000 $130,000
Police Report Fees $12,015 $13,000 $15,000 $15,000
Pawn Shop Ticket Fees $24,598 $28,000 $22,400 $20,000
Sex Offender Registration $6,896 $6,500 $7,200 $7,000
Police Drug Destruction Fees $210 $400 $200 $200
Police Fees $5,778 $3,500 $5,000 $5,000
Police Duty Reimbursement $14,337 $20,000 $20,000 $20,000
TOTAL SERVICES $1,171,161 $1,071,636 $1,156,125 $1,175,240
FINES & FORFEITURES
Municipal Court Fines $103,607 $110,000 $100,000 $110,000
Nuisance Violations Fees $49,324 $60,000 $50,000 $50,000
Handicap Parking Fees $675 $500 $500 $750
Traffic $431,314 $425,000 $400,000 $425,000
General $54,091 $70,000 $50,000 $60,000
Other $15,403 $20,000 $15,000 $18,000
Parking $8,802 $8,000 $6,750 $7,000
No Proof of Insurance $13,749 $20,000 $15,000 $15,000
TOTAL FINE & FORFEITURES $676,965 $713,500 $637,250 $685,750
33 2016 Adopted Budget
2014 2015 2015 2016
Actual Adjusted Estimated Adopted
General Fund Revenues
INTEREST
Interest Earnings $193,254 $50,000 $50,000 $50,000
TOTAL INTEREST $193,254 $50,000 $50,000 $50,000
OTHER
Cable Peg Fees $39,625 $38,000 $38,400 $38,000
Passport Processing Fee $4,000 $5,000 $0 $0
Zoppe Family Circus $64,500 $0 $0 $0
Xcel Solar Garden Credits $0 $0 $28,000 $50,000
Other Financing Sources $0 $0 $800,000 $0
Miscellaneous Income $557,343 $350,000 $489,000 $485,000
TOTAL OTHER $665,468 $393,000 $1,355,400 $573,000
Total General Fund $31,511,171 $28,990,382 $31,586,750 $31,980,290
Transfers In $0 $0 $0 $0
Fund Balance Carryover $10,988,588 $9,356,304 $9,356,304 $8,271,981
Total Funds Available $42,499,759 $38,346,686 $40,943,054 $40,252,271
34 2016 Adopted Budget
General Fund Revenues
2016 Revenue Summary By Fund Types
The City diligently works to maintain a strong, diverse revenue base recognizing that a dependence upon any
individual revenue source would make revenue yields more vulnerable to economic cycles. All revenues are
conservatively projected and are monitored and updated as necessary.
Sales Tax
93%
Sales Tax Audit
Revenue
2%
TIF ‐ Kipling Ridge
3%
TIF‐ WR Corners
1%
TIF ‐ Wheat Ridge
Cyclery
.5%
ESTIP
.5%
Sales Tax
Real Property
Tax
22%
Liquor
Occupational
Tax
2%
Auto
Ownership
Tax
2%
Xcel Franchise
Tax
39%
Telephone
Occupation
Tax
12%
Lodgers Tax
22%
Admissions
Amusement
Tax
1%
Other Taxes
35 2016 Adopted Budget
General Fund Revenues
2016 Revenue Summary By Fund Types
Retail/
Professional
20%
Building
31%
Auto
49%
Use Taxes
Amusement
Machine License
.5%
Arborist License
.5%
Contractors License
8%
Liquor License Fee
1%Building Permits
49%
Street Cut Permits
10%
Cable TV Permits
23%
Elevator Inspection
Fees
2%
Pawn Shop License
Fees
1%
Business License
Fees
5%
License Revenue
36 2016 Adopted Budget
General Fund Revenues
2016 Revenue Summary By Fund Types
Cigarette Tax
4%
County Road and Bridge
15%
Arvada Ridge
Redevelopment
5%
Highway Users Tax
54%
Motor Vehicle
Registration
6%
Wheat Ridge Fire Radio
2%
E911 Reimbursements
3%
EPA Brownfields Grant
4%
Police Grants
7%
Intergovernmental Revenue
37 2016 Adopted Budget
General Fund Revenues
Property Tax Revenue
Distribution: General Fund 100%
Source: Wheat Ridge property owners
Collection:
The collection process begins with the Jefferson County Assessor's Office. Two types of property are valued
by the Assessor's Office: 1) "real property" (land & buildings) and 2) “personal property” (business machines
& equipment). Once market values are established, the Assessor's Office computes the assessed valuation of
property based on state‐legislated assessment percentages. Property is assessed at the end of one year, for
collection in the following year. An eight‐year history of these assessment percentages is provided in the
table below:
Assessment Percentages
Property Class
2008
2009
2010
2011
2012
2013
2014
2015
Real Property:
Commercial 29.0029.00 29.00 29.00 29.00 29.00 29.00
29.00
Residential 7.96 7.96 7.96 7.96 7.96 7.96 7.96 7.96
Personal Property: 29.0029.00 29.00 29.00 29.00 29.00 29.00 29.00
City of Wheat Ridge Assessed Valuations
Total assessed valuation (in millions) for the City of Wheat Ridge for the past eight years is
demonstrated by the following table:
2008 2009 2010 2011 2012 2013 2014 2015
Assessed Valuation $429 $424 $421 $411.6 $405 $410.9 $404.5 $468
Mill Levies for Residents:
Assessments are furnished to the Jefferson County Treasurer's Office. The Treasurer's Office issues property
tax bills to every property owner based on the property's assessed valuation and the total mill levy which
local governments have certified for the year. Within Wheat Ridge, mill levies are 1.83 and are certified by
the City of Wheat Ridge.
Payment:
Property owners pay property taxes to Jefferson County in either two installments due February 28 and June
15 or in one installment due April 30. Jefferson County wire transfers the City’s property taxes directly to the
City’s main bank account on the 10th of the month following the month that the collection is processed by
Jefferson County.
38 2016 Adopted Budget
General Fund Revenues
Property Tax Revenue
Legal Restrictions:
The Gallagher Amendment to the Colorado Constitution restricts property tax growth in requiring the
legislature to annually adjust the residential assessed valuation percentage to ensure that the proportion of
residential to total state assessed valuation remains constant – residential properties pay 45% of the total
property taxes, while commercial and industrial properties pay 55%. The decreasing residential assessment
ratio noted in the table is a result of residential growth and market values rising relative to commercial
market values. In order to maintain this proportional allocation, the residential property assessment
percentage has declined from 21% in 1982 to the current level of 7.96%, while the non‐residential property
percentage has remained at 29%.
Finally, there is a statutory limitation which prohibits property tax revenue growth from exceeding 5.5% each
year, adjusted for new construction, although it is generally held that home rule cities like Wheat Ridge are
exempt from this provision.
Forecast: 2015 $750,000 2016 $760,000
Rationale:
Forecast for 2015 is based on preliminary valuation information from the County Assessor. The City is
seeing steady increase in property tax revenues from the downward trend in 2011 and 2012. In 2015, the
City saw a significant increase in total assessed valuation as a result of new residential developments. The
City expects to see a greater increase in property tax revenues as a result of these projects in 2016 and
beyond.
$710,000
$720,000
$730,000
$740,000
$750,000
$760,000
$770,000
2011 2012 2013 2014 2015
Five Year Trend
Year Revenue
2011 $767,180
2012 $765,892
2013 $731,234
2014 $744,111
2015 $750,000
39 2016 Adopted Budget
General Fund Revenues
Sales Tax Revenue
Distribution: General Fund 100%
*CIP and Capital Equipment Replacement Funds are funded in part by General Fund transfers.
Source: Visitors, residents and employers in Wheat Ridge
Collection:
The City of Wheat ridge collects a 3% tax on sales of tangible personal property and specific services. Sales
Taxes are collected by the retailer and are reported directly to the City on either a monthly, quarterly, or
annual basis.
Item Tax Breakdown
General Merchandise 7.5% 2.9% State, 1.1% District, 0.5% Jefferson County Open Space, 3.0% City
All Food 3.5% 0.5% Jefferson County Open Space, 3.0% City
Accommodations 14.5% 2.9% State, 1.1% District, 0.5% Jefferson County Open Space, 10.0% City
Admission to Events 4.0% 4.0% City
Sales tax revenues have slowly rebounded from the economic recession that started late in 2008
and impacted the City more significantly in 2009. The City has seen steady growth beginning in
2013.
Forecast: 2015 $16,900,000 2016 $17,745,000
Rationale:
The City continues to project a steady increase in sales tax revenues in 2016. Growth was seen in 2015 and a
steady increase is projected in 2016. Forecast anticipates a 2% growth in Sales Tax for 2015, which is a
conservative growth estimate. The City projects a 5% increase in 2016 over 2015 estimated revenue.
$13,500,000
$14,000,000
$14,500,000
$15,000,000
$15,500,000
$16,000,000
$16,500,000
$17,000,000
$17,500,000
2011 2012 2013 2014 2015
Five Year Trend
Year Revenue
2011 $14,643,189
2012 $14,865,412
2013 $15,466,512
2014 $15,837,708
2015 $16,900,000
40 2016 Adopted Budget
General Fund Revenues
Use Tax Revenue
Distribution: General Fund 100%
Source:
Citizens and businesses in Wheat Ridge, including automobile use tax collected and remitted by
Jefferson County and use tax on business purchases remitted by businesses.
Collection:
Use tax is a compensating tax equal to the City sales tax of 3%, due on all items used in business on which no
local sales tax was paid or on which a lesser local sales tax was paid. Use tax may also be due on purchases
made for operating supplies, furnishings, equipment and fixtures. What is taxable at the City level differs
from what is taxable at the State level. Suppliers often rely on State rules in preparing invoices, which creates
potential for unpaid City Use Tax that would be assessed with penalty and interest were your company to be
audited. Jefferson County collects automobile use tax and remits monthly to the City of Wheat Ridge.
Businesses remit tax to the City on a monthly, quarterly or annual basis. Taxes are due to the City by the 20th
of the month following purchase of the item. The City has established a lockbox for the efficient and secure
deposit of sales and use tax monies. Returns are mailed directly to the bank, eliminating processing float. The
City utilizes a number of enforcement procedures to collect from delinquent accounts including taxpayer
education, delinquency notices, personal phone contact and visits, audits, summons to municipal court and
seizures.
$‐
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2011 2012 2013 2014 2015
Five Year Trend
Retail/ Professional Use
Tax
Building Use Tax
Auto Use Tax
Total Use Tax
Year Retail Use Building Use Auto Use Total Use Tax
2011 $945,747 $561,566 $1,006,334 $2,513,647
2012 $877,020 $515,750 $1,204,859 $2,597,629
2013 $595,715 $749,707 $1,307,513 $2,652,936
2014 $826,000 $770,000 $1,400,000 $2,996,000
2015 $700,000 $1,300,000 $1,700,000 $3,700,000
41 2016 Adopted Budget
General Fund Revenues
Use Tax Revenue
Use tax has fluctuated based on business investment, build out and new commercial development. The
decline starting in 2010 is a reflection of the changing economy and continued uncertainty in the business
community. The slight increase in 2012 is a result of gradually improving economy.
Forecast: 2015 $3,700,000 2016 $3,500,000
Rationale:
The forecast anticipates that overall use tax will continue to increase in 2015, specifically building use tax
as compared to 2010 and 2011. As a result of three new residential projects breaking ground, the City saw
steady growth in use tax in 2014 with an increase in revenue compared to original budget projections. The
City projects continued steady growth in 2015 along with increases as a result of new commercial activity.
The City also projects an increase in auto use tax as comsumer spending continues to improve.
42 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Legislative
Legislative Services $445,540 $417,301 $413,311 $435,315
Total $445,540 $417,301 $413,311 $435,315
City Manager's Office
City Manager $270,328 $330,588 $255,358 $313,930
Economic Development $3,775,667 $1,737,332 $1,485,722 $1,760,378
Total $4,045,995 $2,067,920 $1,741,080 $2,074,308
City Attorney
City Attorney $288,612 $262,000 $262,000 $298,000
Total $288,612 $262,000 $262,000 $298,000
City Clerk's Office
City Clerk $145,035 $147,993 $144,693 $156,199
Total $145,035 $147,993 $144,693 $156,199
City Treasurer
City Treasurer $33,785 $43,438 $43,438 $43,278
Total $33,785 $43,438 $43,438 $43,278
Central Charges
Central Charges $2,487,947 $3,777,728 $3,558,597 $3,182,356
Total $2,487,947 $3,777,728 $3,558,597 $3,182,356
Municipal Court
Municipal Court $726,611 $854,642 $834,599 $877,333
Total $726,611 $854,642 $834,599 $877,333
Administrative Services
Administration $509,914 $404,466 $383,394 $366,636
Public Information $0 $153,217 $147,158 $309,656
Finance $237,677 $250,385 $248,078 $293,249
Human Resources $529,139 $449,473 $449,333 $546,058
Sales Tax $221,288 $233,673 $233,817 $317,416
Purchasing and Contracting $106,557 $120,052 $119,427 $123,176
Information Technology $1,643,270 $1,625,140 $1,572,947 $1,630,424
Total $3,247,846 $3,236,406 $3,154,154 $3,586,615
Community Development
Administration $209,664 $213,110 $211,737 $216,267
Planning $194,655 $212,282 $196,569 $246,895
Building $407,330 $507,182 $507,182 $521,605
Long Range Planning $197,741 $444,421 $285,693 $164,815
Total $1,009,390 $1,376,995 $1,201,181 $1,149,582
Police
Administration $803,924 $905,153 $897,895 $861,206
Grants $307,370 $143,448 $142,218 $117,618
General Fund Expenditures
43 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
General Fund Expenditures
Community Services Team $264,640 $523,645 $490,694 $407,860
Communications Center $755,403 $899,617 $784,390 $924,709
Crime Prevention Team $319,502 $314,448 $314,348 $237,644
Records Team $333,960 $351,737 $351,627 $358,915
Training and Accreditation $257,801 $261,338 $254,674 $288,193
Patrol $3,782,908 $3,863,323 $3,860,039 $4,051,046
Investigations Bureau $1,952,408 $1,996,625 $1,994,125 $2,221,775
Crime & Traffic Team $366,439 $437,697 $418,789 $440,285
Total $9,144,356 $9,697,031 $9,508,799 $9,909,251
Public Works
Administration $140,870 $146,420 $145,670 $146,869
Engineering $998,446 $1,043,614 $1,043,014 $1,092,226
Operations $2,971,471 $3,303,458 $3,226,487 $3,374,618
Total $4,110,787 $4,493,492 $4,415,171 $4,613,713
Parks and Recreation
Administration $222,390 $230,671 $218,837 $246,969
Recreation $188,415 $193,535 $185,701 $213,364
Parks Maintenance $1,220,946 $1,404,167 $1,300,553 $1,478,003
Forestry $332,775 $485,272 $441,674 $430,190
Natural Resources $244,669 $301,543 $275,992 $307,021
Anderson Building $35,768 $58,141 $40,933 $42,900
Athletics $191,722 $210,452 $191,195 $192,379
General Programs $242,085 $303,885 $278,606 $290,617
Outdoor Pool $182,456 $228,593 $198,247 $389,928
Active Adult Center $475,632 $534,116 $512,454 $580,758
Historic Buildings $33,568 $74,368 $74,368 $85,776
Facility Maintenance $411,134 $467,801 $425,520 $405,789
Total $3,781,561 $4,492,544 $4,144,080 $4,663,694
Total General Fund $29,467,466 $30,867,490 $29,421,103 $30,989,644
Transfers $3,676,075 $3,249,970 $3,249,970 $2,900,000
Total With Transfers $33,143,541 $34,117,460 $32,671,073 $33,889,644
44 2016 Adopted Budget
2014 2015 2015 2016 2017 2018 2019 2020 2021 Projected
Actual Adjusted Estimated Adopted Projected Projected Projected Projected Projected Change %
BEGINNING FUND BALANCE $10,988,588 $9,356,304 $9,356,304 $8,271,981 $6,362,627 $6,591,838 $6,625,954 $6,880,125 $7,115,506
GENERAL FUND REVENUE:
Sales Taxes $18,504,213 $17,465,964 $17,727,462 $19,024,000 $19,689,840.00 $20,378,984.40 $20,990,354 $21,620,065 $22,268,666 3%
Other Taxes $3,317,288 $3,156,500 $3,361,500 $3,421,500 $3,524,145 $3,629,869 $3,738,765 $3,850,928 $3,966,456 3%
Use Taxes $3,535,096 $2,805,000 $3,700,000 $3,500,000 $3,605,000 $3,713,150 $3,824,545 $3,939,281 $4,057,459 3%
Licenses $1,410,199 $1,361,700 $1,616,240 $1,599,300 $1,615,293 $1,631,446 $1,647,760 $1,664,238 $1,680,880 1%
Intergovernmental $2,037,528 $1,973,082 $1,982,773 $1,951,500 $1,971,015 $1,990,725 $2,010,632 $2,030,739 $2,051,046 1%
Services $1,171,161 $1,071,636 $1,156,125 $1,175,240 $1,186,992 $1,198,862 $1,210,851 $1,222,959 $1,235,189 1%
Fines & Forfeitures $676,965 $713,500 $637,250 $685,750 $692,608 $699,534 $706,529 $713,594 $720,730 1%
Interest $193,254 $50,000 $50,000 $50,000 $50,500 $51,005 $51,515 $52,030 $52,551 1%
Other $665,468 $393,000 $1,355,400 $573,000 $578,730 $584,517 $590,362 $596,266 $602,229 1%
TOTAL REVENUE $31,511,171 $28,990,382 $31,586,750 $31,980,290 $32,914,123 $33,878,093 $34,771,314 $35,690,100 $36,635,207
TOTAL REVENUE $42,499,759 $38,346,686 $40,943,054 $40,252,271 $39,276,750 $40,469,931 $41,397,268 $42,570,226 $43,750,713
GENERAL FUND EXPENDITURES:
Legislative $445,540 $417,301 $413,311 $435,315 $439,668.15 $444,065 $448,505 $452,991 $457,520 1%
City Manager's Office $4,045,995 $2,067,920 $1,741,080 $2,074,308 $2,115,794.16 $2,158,110 $2,201,272 $2,245,298 $2,290,203.64 2%
City Attorney $288,612 $262,000 $262,000 $298,000 $303,960 $310,039 $316,240 $322,565 $329,016 2%
City Clerk's Office $145,035 $147,993 $144,693 $156,199 $157,761 $159,339 $160,932 $162,541 $164,167 1%
City Treasurer $33,785 $43,438 $43,438 $43,278 $43,711 $44,148 $44,589 $45,035 $45,486 1%
Central Charges $2,487,947 $3,777,728 $3,558,597 $3,182,356 $3,277,827 $3,376,161 $3,477,446 $3,581,770 $3,689,223 3%
Munipcal Court $726,611 $854,642 $834,599 $877,333 $894,880 $912,777 $931,033 $949,653 $968,647 2%
Administrative Services $3,247,846 $3,236,406 $3,154,154 $3,586,615 $3,658,347 $3,731,514 $3,806,145 $3,882,267 $3,959,913 2%
Community Development $1,009,390 $1,376,995 $1,201,181 $1,149,582 $1,172,573.64 $1,196,025 $1,219,946 $1,244,345 $1,269,231 2%
Police $9,144,356 $9,697,031 $9,508,799 $9,909,251 $10,107,436 $10,309,585 $10,515,776 $10,726,092 $10,940,614 2%
Public Works $4,110,787 $4,493,492 $4,415,171 $4,613,713 $4,705,987 $4,800,107 $4,896,109 $4,994,031 $5,093,911 2%
Parks and Recreation $3,781,561 $4,492,544 $4,144,080 $4,663,694 $4,756,968 $4,852,107 $4,949,149 $5,048,132 $5,149,095 2%
TOTAL EXPENDITURES $29,467,466 $30,867,490 $29,421,103 $30,989,644 $31,634,912 $32,293,977 $32,967,143 $33,654,720 $34,357,026
SURPLUS/(DEFICIT) $2,043,705 -$1,877,108 $2,165,647 $990,646 $1,279,211 $1,584,116 $1,804,171 $2,035,381 $2,278,181
Transfer Payments Out
Equipment Replacement Fund $100,000 $0 $0 $100,000 $50,000 $50,000 $50,000 $100,000 $100,000
CIP $3,576,075 $3,249,970 $3,249,970 $2,800,000 $1,000,000 $1,500,000 $1,500,000 $1,700,000 $2,000,000
TOTAL $3,676,075 $3,249,970 $3,249,970 $2,900,000 $1,050,000 $1,550,000 $1,550,000 $1,800,000 $2,100,000
ENDING FUND BALANCE $9,356,218 $4,229,226 $8,271,981 $6,362,627 $6,591,838 $6,625,954 $6,880,125 $7,115,506 $7,293,686
State Madated Reserve for Emergencies $884,024 $926,025 $882,633 $929,689 $949,047 $968,819 $989,014 $1,009,642 $1,030,711
Reserved for Channel 8 $202,496 $202,496 $202,496 $150,000 $100,000 $150,000 $195,000 $245,000 $295,000
Reserved for URA $0 $0 $0 $0 $0 $0 $0 $0 $0
Unrestricted Fund Balance $8,269,698 $3,100,705 $7,186,852 $5,282,938 $5,542,791 $5,507,135 $5,696,111 $5,860,864 $5,967,976
Mininum Reserve Policy 17%$5,009,469 $5,247,473 $5,001,588 $5,268,239 $5,377,935 $5,489,976 $5,604,414 $5,721,302 $5,840,694
Long-Range Financial Plan 2017 - 2021
Long-Range Financial Plan 2017 - 2021
PROJECTION NOTES:
General Fund revenue projections for sales tax, other taxes and use tax assumes a 3% growth. This projection is based on current and planned economic development activity for 2017 and beyond. This projection
includes planned commercial and
residential development.
Sales Tax revenue in years 2017 and 2018 assumes 3.5% growth, a higher rate of growth based on new commercial development planned.
All other general fund revenue projections are assumed at 1% based
on historical trends.
General Fund expenditure projections
assume a 2% growth in each operational area in 2017 and beyond.
Current and future projections for CIP include a transfer from the General Fund. These projections will not fill the gap that exists with the CIP discussed
in the Budget Message.
Equipment Replacement Fund will be
funded by a transfer from the General Fund when funds are available.
Projections for the Channel 8 reserve include capital improvements in 2015 which will decrease the total reserve. This reserve will be built back up between 2017-2021 averaging $50,000 annually in PEG fee payments.
Disclaimer - this long-range financial plan is
intended for illustrative purposes only and is
subject to change during the annual budget
development.
45 2016 Adopted Budget
46 2016 Adopted Budget
Financial Obligations
All of the City of Wheat Ridge’s debt service and financial obligations are appropriated for each
budget year, whether or not they are legally classified as debt. In Colorado, Certificates of
Participation (COP) and lease purchase agreements are not considered debt. The City has no
outstanding bonds as of December 31, 2015.
Community Solar Garden
The City has a lease purchase agreement to purchase electric generating capacity in a solar garden
in partnership with Xcel Energy. The payments are made as part of the Central Charges program
budget. As of December 31, 2015, the City has a capital lease outstanding amount of
$1,155,742.07. The following table is a list of lease purchases as of December 31, 2015:
Long‐Term Debt Lease Payments Balance
Community Solar Garden Note $800,000
Total $800,000
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. The
solar power capacity is recorded as capital assets in the amount of $776,628. A portion of the loan
proceeds was used to pay issuance costs of $23,372. Annual payments of $80,167.08, including
principal and interest accruing at 5.75%, are due on June 1, 2015 to May 1, 2030. For its participation,
the City receives energy credits to be used against energy consumption at various facilities.
Financial Obligations Year Interest Principal Total
Community Solar Garden Note 2015 27,322.90 19,441.23 46,764.13
2016 44,561.34 35,605.74 80,167.08
2017 42,429.22 37,737.86 80,167.08
2018 40,169.41 39,997.67 80,167.08
2019 37,774.27 42,392.81 80,167.08
2020 35,235.71 44,931.37 80,167.08
2021 32,545.14 47,621.94 80,167.08
2022 29,693.46 50,473.62 80,167.08
2023 26,671.01 53,496.07 80,167.08
2024 23,467.57 56,699.51 80,167.08
2025 20,072.31 60,094.77 80,167.08
2026 16,473.73 63,693.35 80,167.08
2027 12,659.65 67,507.43 80,167.08
2028 8,617.19 71,549.89 80,167.08
2029 4,332.67 75,834.41 80,167.08
2030 480.62 32.922.33 33,402.95
Community Solar Garden Note Total $402,506.20 $800,000.00 $1,202,506.20
47 2016 Adopted Budget
48 2016 Adopted Budget
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.
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, elected 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
About General Government
2016
Budget Priorities
To focus on the Mayor and City
Council’s key strategic
prioritized goals of:
Economically Viable
Commercial Areas
Financially Sound City
Providing Quality Service
Choice of Desirable
Neighborhoods
More Attractive Wheat
Ridge
Mayor Joyce Jay opens the ceremonies for the ground breaking of Sprouts Farmers Market at
Kipling Ridge, and chats with citizens at the grand opening only seven months later.
49 2016 Adopted Budget
General Government
Legislative Services
01‐102
Core Business
The Legislative Services division of the City is comprised of the Mayor and eight Council
members; each geographic Council District is represented by two Council members. The
duties of the elected Council include:
Serve as the legislative and policy‐making body of the City in a Council‐Manager form
of government
Adopt laws, ordinances and resolutions
Appoint City Manager, City Attorney and Municipal Court Judge
Appoint members of the community to City boards and commissions and encourage
community involvement
Conduct regular public Council meetings, study sessions and special meetings
Sign official documents and agreements on behalf of the City
2015 Strategic Accomplishments
Enhanced the City’s revenue base by providing a welcoming environment for new
businesses
Engaged in development and redevelopment opportunities
Expanded the City’s neighborhood improvement programs
Developed a code enforcement strategy for all sectors of the community
2016 Strategic Priorities
Encourage redevelopment of the Transit Orientated Development (TOD) Gold Line site
Support TLC program (traffic safety, life quality and crime prevention) in building
strong neighborhoods and a sense of community
Engage in storm water review analysis
Revisit 38th Avenue Corridor Plan
Continue to expand pedestrian paths and bike ways in the City
Continue proactive economic development efforts
50 2016 Adopted Budget
01-102 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Mayor - 1 position Elected Elected Elected Elected
Council Member - 8 positions Elected Elected Elected Elected
Administrative Assistant 1 1 1 1
1 1 1 1
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $160,604 $160,261 $160,261 $160,275
Materials and Supplies $565 $1,550 $1,550 $1,550
Other Services and Charges $284,372 $255,490 $251,500 $273,490
Capital Outlay $0 $0 $0 $0
$445,540 $417,301 $413,311 $435,315
Staffing and Financial Summary
Total 2016 Budget by Object
Legislative Services
Personnel Services
36%
Materials and
Supplies
.5%
Other Services &
Charges 63.5%
51 2016 Adopted Budget
General Government
City Attorney
01‐107
Core Business
Counsel and advise the City Council, City Manager, boards and commissions and
department directors on the legal implications of contemplated policy and administrative
decisions
Prepare and review City ordinances, contracts, and intergovernmental agreements
Provide legal advice to all City departments on contracting issues, to Human Resources
on personnel matters, and to the Police Department on intergovernmental agreements
and new legislation
Represent the City in litigation in state and federal courts and before local and state
administrative agencies
Conduct legal training and other educational programs related to compliance with the
City Charter and Code of Laws
Prosecute City Code violations in Municipal Court
Prosecute enforcement of sales tax and Liquor Authority cases
Assisted City Council in achieving its policy goals for the City
2015 Strategic Accomplishments
Conducted Council training on key legal issues affecting Council actions, including quasi‐
judicial actions, ex‐parte contacts, and conflicts of interest
Facilitated annual review of the City Manager
Supervised the work of the Municipal Court prosecutor
Minimized City exposure to liability claims
2016 Strategic Priorities
Revise standard forms of City contracts to conform to current law and streamline
contract administration
Minimize City exposure to liability claims
52 2016 Adopted Budget
01‐107 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
City Attorney Contracted Contracted Contracted Contracted
Contracted Contracted Contracted Contracted
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $0$0$0$0
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $288,612 $262,000 $262,000 $298,000
Capital Outlay $0 $0 $0 $0
$288,612 $262,000 $262,000 $298,000
Staffing and Financial Summary
Total 2016 Budget by Object
City Attorney
Other Services
and Charges
100%
53 2016 Adopted Budget
01‐610 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
No Staff Authorized 0000
0000
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $2,161,111 $2,274,073 $2,253,073 $2,318,485
Materials and Supplies $34,397 $49,500 $45,000 $47,250
Other Services and Charges $292,439 $607,391 $413,760 $736,454
Capital Outlay $0 $0 $0 $0
Debt Service $0 $846,764 $846,764 $80,167
$2,487,947 $3,777,728 $3,558,597 $3,182,356
Staffing and Financial Summary
Total 2016 Budget by Object
Central Charges
Personnel
Services
75%
Materials and
Supplies
1%
Other Services
and Charges
24%
54 2016 Adopted Budget
City Treasurer’s Office
About the Office of the City Treasurer
01‐101
2016
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
Transition newly‐elected City
Treasurer to office
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 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.
Larry Schulz, City Treasurer
55 2016 Adopted Budget
City Treasurer
01‐101
Core Business
Invest all City funds
Manage investments to maintain a stable, revenue‐enhancing portfolio
Monitor City’s available cash on a daily basis
Sign all City checks
Serve as City Internal Auditor
2015 Strategic Accomplishments
Increased investment rates due to improved economy
Furthered investment stability
Accomplished all expenditures on schedule due to cash flow management
Updated investment policy
Conducted business license hearing eliminating illegal activity
Supported state‐wide efforts to standardize sales tax line item definitions
Launched Socrata open budget transparency software
2016 Strategic Priorities
Transition newly‐elected treasurer to office
56 2016 Adopted Budget
01‐101 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
City Treasurer Elected Elected Elected Elected
Elected Elected Elected Elected
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $32,511 $32,378 $32,378 $32,378
Materials and Supplies $173 $310 $310 $200
Other Services and Charges $1,101 $3,250 $3,250 $3,200
Capital Outlay $0 $7,500 $7,500 $7,500
$33,785 $43,438 $43,438 $43,278
Staffing and Financial Summary
Total 2016 Budget by Object
City Treasurer
Personnel Services
75%
Materials and
Supplies
1%
Other Services and
Charges
7%
Capital Outlay
17%
57 2016 Adopted Budget
58 2016 Adopted Budget
City Clerk’s Office
About the City Clerk’s Office
01‐108
The City Clerk’s Office maintains and certifies
records of all City business, including resolutions,
ordinances, meeting minutes, official deeds, leases,
contracts and agreements. In addition, it is the
duty of the City Clerk to administer all municipal
elections, to act as chairperson of the election
commission, and to provide and manage all
petition forms for any purpose under the
provisions of the City’s Charter.
The City Clerk’s Office handles the posting of all
public notices, the administration and maintenance
of liquor and amusement licenses, the fulfillment
of public record requests, and the applications for
volunteer Boards and Commissions.
2016
Budget Priorities
Improve records
management system through
continuing education
Upgrade secure storage of
permanent hardcopy records
City Clerk
Elected
City Clerk’s Office
Deputy
City Clerk
(l to r) Janice Smothers, Administrative Assistant to the Mayor
and City Council, Kelly Stevens, Deputy City Clerk, and Janelle
Shaver, City Clerk
59 2016 Adopted Budget
City Clerk’s Office
01‐108
Core Business
Maintain records of City ordinances, resolutions, deeds, easements and official
documents, including management of Municipal Code supplements
Administer fees, licenses and requirements of the City’s liquor establishments
Serve as liaison to the Wheat Ridge Liquor License Authority
Coordinate with Jefferson County for all municipal, primary, and general elections
Record and maintain permanent record of City Council proceedings
Oversee the publication of all notices, proceedings, and matters of public record
Administer the amusement license policies, procedures, and fees
Serve as Clerk to the Police Pension Board
Manage the application and appointment process for the City’s eleven boards and
commissions
Administer yearly destruction of records per the Colorado Model Municipal Records
Retention Schedule
2015 Strategic Accomplishments
Prepared a comprehensive desk reference for the Clerk’s office, outlining responsibilities,
and policies and procedures for the City Clerk and Deputy City Clerk
Completed transfer of liquor records to digital archive database
Upgraded electronic storage of essential records
2016 Strategic Priorities
Complete searchable spreadsheets with all ordinances and resolutions
Update comprehensive desk reference with new policies and procedures
Upgrade secure storage of permanent hardcopy records
Increase efficiency of Clerk’s Office staff through increased training and continuing
education
60 2016 Adopted Budget
01‐108 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
City Clerk Elected Elected Elected Elected
Deputy City Clerk 1111
1111
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $86,414 $84,243 $84,243 $83,549
Materials and Supplies $1,667 $1,800 $1,800 $1,800
Other Services and Charges $56,954 $61,950 $58,650 $70,850
Capital Outlay $0 $0 $0 $0
$145,035 $147,993 $144,693 $156,199
Staffing and Financial Summary
Total 2016 Budget by Object
City Clerk's Office
Personnel
Services
54%
Materials and
Supplies
1%
Other Services
and Charges
45%
61 2016 Adopted Budget
62 2016 Adopted Budget
City Manager’s Office
About the City Manager’s Office
01‐106
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 citizen 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 also serves as the Executive Director of
Renewal Wheat Ridge, with the Economic Development
and Urban Renewal Manager reporting to him. The City
Manager, Director of Community Development and
Economic Development Manager work collectively to
promote and market Wheat Ridge, retain and attract
retail activity, rehabilitate underutilized commercial
corridors, and increase primary job opportunities.
2016
Budget Priorities
Engage development and
redevelopment
opportunities throughout
the City
Develop a financial strategy
to fund long‐term capital
infrastructure needs
Develop final streetscape
design for Ridge at 38 based
on robust public outreach
and community consensus
City Manager Patrick Goff
Staff and Council participate in the
2015 Carnation Festival Parade
63 2016 Adopted Budget
City Manager’s Office
01‐106
Core Business
Provide overall administration for City in accordance with City Council goals and policies
Manage and supervise departments, agencies and offices to achieve goals with available
resources
Provide oversight in preparation and execution of budget
Manage and direct economic development programs within the City of Wheat Ridge
Provide effective communication with City Council, employees and citizens
Ensure organizational expectations are incorporated into daily work processes
2015 Strategic Accomplishments
Celebrated the opening of the Kipling Ridge project which will generate at least $500,000
in new revenues for the City annually
Finalized negotiations and City approvals for the redevelopment of the S.W. corner of
38th and Wadsworth which will generated over $1.0 million in revenues a year
Received the City Manager of the Year award from the Colorado City and County
Management Association
Developed code enforcement strategic plan to address code enforcement concerns
throughout all sectors of the City
Awarded a $25.0 million grant from DRCOG for reconstruction of the Wadsworth
Corridor
2016 Strategic Priorities
Negotiate development agreement with developer for the Clear Creek Crossing site
Develop final plans for streetscape design for Ridge at 38
Commence construction on the first phase of the Wheat Ridge Corners project
Attract development to the Gold Line transit oriented development site
Implement the recommendations from the Wadsworth PEL and acquire the additional
funding required to complete the project
Finalize negotiations with Wazee Partners for the WestEnd 38 project
Develop a financial strategy to fund long‐term capital infrastructure needs
64 2016 Adopted Budget
01‐106 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
City Manager 1111
1111
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $187,342 $197,677 $190,258 $199,645
Materials and Supplies $48 $600 $500 $600
Other Services and Charges $82,938 $131,311 $63,600 $113,685
Capital Outlay $0 $1,000 $1,000 $0
$270,328 $330,588 $255,358 $313,930
Staffing and Financial Summary
Total 2016 Budget by Object
City Manager's Office
Personnel
Services
63.5%
Materials and
Supplies
0.2%
Other Services
and Charges
36%
Capital Outlay
0.3%
65 2016 Adopted Budget
Economic Development
01‐105
Core Business
Retention, expansion and attraction of business
Assist in site location, development, and building requirements
Marketing of City and its economic development programs
Monitor and process accounting for ESTIP and BDZ agreements
2015 Strategic Accomplishments
Developed Kipling Ridge, Wheat Ridge Corners and the Town Center Apartments Phase II
Assured remediation compliance and negotiated a sale of the property at 38th and Yukon
Court
Developed a plan with Renewal Wheat Ridge for utilization of 38th Avenue TIF funds
Prepared for the 2016 opening of the Gold Line
2016 Strategic Priorities
Process tax increment financing (TIF) and development of Wheat Ridge Corners at the
S.W. corner of Wadsworth Boulevard and W. 38th Avenue
Process TIF for property along W. 38th Avenue between Upham Street and High Court for
development of a mixed‐use project
Process development opportunities within the transit oriented development (TOD) site
along the new Gold Line
Process and assist land development for Clear Creek Crossing, N.E. corner of Kipling
Street and 44th Avenue, the Ridge at 38, and Town Center North
Continue progression of marketing Wheat Ridge through regional cooperation with
Jefferson County Economic Development Committee (EDC) and the Metro Denver
Chamber of Commerce
66 2016 Adopted Budget
01‐105 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
1111
1111
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $112,209 $110,947 $110,947 $110,947
Materials and Supplies $3,136 $7,650 $7,650 $7,650
Other Services and Charges $3,660,323 $1,618,735 $1,367,125 $1,641,781
Capital Outlay $0 $0 $0 $0
$3,775,667 $1,737,332 $1,485,722 $1,760,378
Staffing and Financial Summary
Total 2016 Budget by Object
Economic Development
Economic Development Manager
Personnel
Services
6%
Materials and
Supplies
1%
Other Services
and Charges
93%
67 2016 Adopted Budget
68 2016 Adopted Budget
Municipal Court
About Municipal Court
01‐109
The Municipal Court is a limited jurisdiction court of
record established to hear and resolve City Charter
and ordinance violations for the City of Wheat
Ridge. The Court has jurisdiction over traffic
violations and local ordinances that include theft,
assault, damage to property, harassment, code and
animal violations, and domestic violence matters.
Most criminal matters carry up to a $1,000 fine and
up to one year in jail. The Court Clerk’s Office is
open full‐time Monday through Friday. Court is in
session three days per week, and trials to jury are in
addition to regular Court days. The Court acts as a
check and balance on the legislative and executive
branches of government. The Court’s sentencing
philosophy is to rehabilitate the defendant, to
protect the public, deter criminal conduct and
provide restitution to victims.
The majority of a court’s budget is human
resources. Wheat Ridge Municipal Court
recognizes this and understands that its team
members are its most valuable asset.
2016
Budget Priorities
Develop and expand
alternatives to
sentencing
Build teamwork and
rapport of Court team
members
Improve Courtroom
security and efficiency
69 2016 Adopted Budget
Municipal Court
01‐109
Core Business
Create, maintain, and adjudicate annual case filings for criminal, traffic, juvenile,
domestic violence, nuisance, property abatement, animal control, and sales tax
Conduct 147 Court sessions for various hearings, arraignments, pre‐trials, trials by judge,
trials by jury, probation compliance, restitution, and sentencing
Process domestic violence violations on a fast‐track basis, and monitor state‐mandated
counseling program; monitor compliance with probation and sentencing conditions
Collect and process escrow funds for restitution, jury demands, and bonds; collect and
account for revenue received for fines and fees
Process unbonded defendants by video, transport prisoners, monitor number of
prisoners and length of sentence
Issue bench warrants, default judgments, and outstanding judgment warrants
Operate diversion program for first‐time juvenile drug and alcohol offenders
Maintain a secure courtroom
Process administrative appeal hearings for code violations
Maintain sensitivity to vulnerable populations
Monitor sentencing compliance
2015 Strategic Accomplishments
Increased efficiency and ergonomics of work stations within Court Clerk’s Office
Conducted successful recruitment processes for Deputy Court Administrator, Court
Marshal, Deputy Court Clerk II, Deputy Court Clerk I
Conducted request for proposal for security guard services
2016 Strategic Priorities
Develop a proactive supportive Court process approach to juvenile cases
Improve the efficiency of the Court management software by creating additional form
letters, scanning documents directly to case files, and streamlining computer processes
Increase the collection of revenue by the implementation of a collections program
Monitor, modify payments and payment plans
70 2016 Adopted Budget
01‐109 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Municipal Judge Contracted Contracted Contracted Contracted
Court Administrator 1111
Deputy Court Administrator 0011
Deputy Court Clerk II 3333
Deputy Court Clerk I 3.875 3.875 3 3
Probation Officer 1111
Court Marshal 1.26 1.26 1.25 1.25
10.135 10.135 10.25 10.25
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $686,603 $795,927 $778,734 $813,918
Materials and Supplies $21,206 $23,300 $22,950 $23,630
Other Services and Charges $18,802 $34,415 $31,915 $38,285
Capital Outlay $0 $1,000 $1,000 $1,500
$726,611 $854,642 $834,599 $877,333
Staffing and Financial Summary
Total 2016 Budget by Object
Municipal Court
Personnel
Services
92.8%
Materials and
Supplies
3%
Other Services
and Charges
4%
Capital Outlay
0.2%
71 2016 Adopted Budget
72 2016 Adopted Budget
Administrative Services
About Administrative Services
The Administrative Services Department oversees and
directs the operations of Finance, Human Resources,
Sales Tax, Purchasing, Information Technology, Risk
Management, Budget, the Public Information Office,
Front Desk Reception, and the Safety/Wellness
Programs.
2016
Budget Priorities
Implement fourth year of
Pay‐for‐Performance Plan
Recruit and hire a Finance
Manager
Host Ward Road Gold Line
Station Grand Opening
Ceremony
Implement online
scheduling and software
Reaching out
With Quality Service and Support
Reaching Forward
With Innovative Solutions
73 2016 Adopted Budget
2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Finance 2.75 3 3 3
Public Information 0011
Administrative Services 4444
Human Resources 3333
Sales Tax 3333
Purchasing and Contracting 1.5 1.5 1.5 1.5
Information Technology 6666
20.25 20.5 21.5 21.5
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $1,596,437 $1,599,372 $1,595,576 $1,714,574
Materials and Supplies $40,039 $37,300 $34,477 $44,300
Other Services and Charges $1,257,406 $1,342,709 $1,295,156 $1,579,006
Capital Outlay $353,963 $257,025 $228,945 $248,735
$3,247,846 $3,236,406 $3,154,154 $3,586,615
Staffing and Financial Summary
Total 2016 Budget by Object
Administrative Services
Personnel
Services
48%
Materials and
Supplies
1%
Other Services
and Charges
44%
Capital Outlay
7%
74 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Finance $237,677 $250,385 $248,078 $293,249
Public Information $0 $153,217 $147,158 $309,656
Administrative Services $509,914 $404,466 $383,394 $366,636
Human Resources $529,139 $449,473 $449,333 $546,058
Sales Tax $221,288 $233,673 $233,817 $317,416
Purchasing and Contracting $106,557 $120,052 $119,427 $123,176
Information Technology $1,643,270 $1,625,140 $1,572,947 $1,630,424
$3,247,846 $3,236,406 $3,154,154 $3,586,615
Total Budget by Program
Total 2016 Budget by Program
Administrative Services
Finance
8%
Public
Information
9%Administrative
Services
10%
Human
Resources
15%
Sales Tax
9%
Purchasing and
Contracting
3%
Information
Technology
46%
75 2016 Adopted Budget
Administrative Services
Director
HR Manager
Purchasing &
Contracting
Agent
Assistant to the
City Manager
Sales Tax
Supervisor
Executive
Assistant IT Manager
Business Partner
(2)Purchasing
Tech (.5)Accounting
Tech
Payroll
Specialist
Sales Tax Auditor
GIS Analyst
IT Technician
Network
Administrator
Sr. IT Support
Tech (2)
Administrative
Support Tech
Sales Tax Tech
Administrative Services
Accounting
Supervisor
Public
Information
Officer *
*This position is accounted for under
the Administrative Services Department.
It supports the entire City, including the
Police Department.
76 2016 Adopted Budget
77 2016 Adopted 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, Sales Tax, Purchasing and
Contracting, Information Technology, and Public Information
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
2015 Strategic Accomplishments
Administered biennial citizen survey to measure resident satisfaction with City services
Researched online scheduling software systems for implementation in 2016
Implemented year three of the Pay‐for‐Performance Plan
Updated City personnel policies
Recruited and hired a City‐wide Public Information Officer
Launched a City Facebook page
Participated in Colorado Cities and Towns Week
Managed the implementation of the City Treasurer’s budget transparency project
Received two 3CMA Awards for excellence in video marketing and promotions
Hosted Freddie Steinmark Remembrance Day in partnership with Wheat Ridge High
School
2016 Strategic Priorities
Recruit and hire a Finance Manager
Implement online time and labor system to coincide with the conversation to bi‐weekly
payroll
Implement enhanced audit program to increase audit revenues in 2016
78 2016 Adopted Budget
01‐111 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Administrative Services Director 1111
Executive Assistant 1111
Assistant to the City Manager 0011
Management Analyst 1100
Operations Support Technician II 1111
4444
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $337,277 $321,480 $318,812 $323,541
Materials and Supplies $6,189 $5,330 $4,277 $1,000
Other Services and Charges $144,995 $77,396 $60,045 $42,095
Capital Outlay $21,454 $260 $260 $0
$509,914 $404,466 $383,394 $366,636
Staffing and Financial Summary
Total 2016 Budget by Object
Administrative Services
Personnel
Services
87%
Materials and
Supplies
0.5%
Other Services
and Charges
12.5%
79 2016 Adopted Budget
Administrative Services
Finance
01‐103
Core Business
Receive, process, and deposit daily revenue from all City sources
Process accounts payable functions
Respond to vendor and internal inquiries for accounts payable
Manage the general ledger accounting system
Reconcile the City’s monthly purchasing card statement
Process billing and receipts for code enforcement fines and place and release appropriate
liens with Jefferson County for same
Process, create, reconcile and deliver bi‐weekly payroll
Prepare quarterly and annual payroll reports
Track, record and prepare statements for acquisitions and dispositions of fixed assets
Prepare audit work papers and work with outside auditors on comprehensive annual
financial report
Monitor, enforce and recommend adjustments to financial accounting controls
Provide accurate and timely monthly financial information
2015 Strategic Accomplishments
Converted payroll system software to web‐enabled version
Partnered with auditors to complete 2014 single audit
Worked with Purchasing and Contracting Division to implement new grant management
system
Partnered with Human Resources to be compliant for reporting requirements for Health
Care Reform Act for 2015
2016 Strategic Priorities
Partner with Human Resource to enhance the HR and payroll functions in web version of
FMS system to meet benefits and reporting requirements
Train a new finance manager
80 2016 Adopted Budget
01‐103 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Finance Manager 0001
Accounting Supervisor 1110
Accounting Technician 1111
Payroll Specialist 0011
Payroll Technician 0.75 1 0 0
2.75333
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $183,541 $187,838 $187,838 $230,652
Materials and Supplies $2,226 $2,400 $2,400 $3,000
Other Services and Charges $51,610 $59,597 $57,290 $59,597
Capital Outlay $300 $550 $550 $0
$237,677 $250,385 $248,078 $293,249
Staffing and Financial Summary
Total 2016 Budget by Object
Finance
Personnel
Services
79%
Materials and
Supplies
1%
Other Services
and Charges
20%
81 2016 Adopted Budget
Administrative Services
Human Resources
01‐112
Core Business
Oversee personnel functions such as resource administration, job classification and
compensation, employee relations, recruitment, selection and retention
Provide personnel policy development, administration, direction, and guidance
Provide program development, administration, direction and guidance for performance
systems, employee benefits and training
Oversee retirement plans, health, wellness, safety, educational, and recognition
programs, employee assistance programs, worker’s compensation, and unemployment
Serve as strategic partner in organizational development planning, leadership and
cultural development, workforce and succession planning, training, performance and
change management
2015 Strategic Accomplishments
Realigned the Human Resources Division by implementing the Human Resources
business partner model to encourage a more strategic, proactive and collaborative
approach to service delivery
Enhanced wellness initiatives to focus on employee total well‐being – physical, financial,
personal and professional
Enhanced leadership development by expanding focus on in‐house training and
development opportunities
2016 Strategic Priorities
Research, recommend and implement an online time and labor system to coincide with a
conversion to a bi‐weekly payroll
Ensure sustainable organizational leadership by developing a strategic succession
planning program
Enhance usage of the City’s Learning Management System to support compliance and
professional development
82 2016 Adopted Budget
01‐112 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Human Resources Manager 1111
Human Resources Business Partner0022
Senior HR Analyst 1100
Human Resources Analyst 1100
3333
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $290,574 $260,709 $260,709 $293,969
Materials and Supplies $3,645 $3,400 $3,400 $4,500
Other Services and Charges $234,920 $184,764 $184,764 $247,589
Capital Outlay $0 $600 $460 $0
$529,139 $449,473 $449,333 $546,058
Staffing and Financial Summary
Total 2016 Budget by Object
Human Resources
Personnel
Services
54%
Materials and
Supplies
0.8%
Other Services
and Charges
45.2%
83 2016 Adopted Budget
Administrative Services
Public Information Officer (PIO)
01‐113
Core Business
Serve as the liaison between the City and the news media to coordinate the release
of information to the public
Promote the City in a positive manner though social, written and verbal
communications to include websites, press releases, Facebook, newsletter, video
promotions, interviews, etc.
Monitor and release information about public safety issues and criminal activity
Monitor website pages, community newsletter and social media sites for City
departments
Publicize, coordinate and promote events within the community
Publicize, coordinate and promote City promotions, recognitions and events
Manage WRTV, channel 8 equipment and content and related video projects
Manage media partnerships, contractors and franchise agreements
Monitor and update branding for the City and provide guidance on general style and
usage of logo and images
Support and advise Mayor, Council and elected officials on media communications
2015 Strategic Accomplishments
Created the Public Information division
Hired a City‐wide Public Information Officer (PIO)
2016 Strategic Priorities
Develop a formal communications plan representative of the increasing demand for
citizen engagement
Develop an internal employee newsletter
Increase the City’s social media presence
Partner with RTD FastTracks to celebrate the completion of the Gold Line and open
the Ward Road Commuter Rail station
84 2016 Adopted Budget
01‐113 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Public Information Officer 0011
0011
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $0 $24,733 $24,733 $80,388
Materials and Supplies $0 $0 $0 $500
Other Services and Charges $0 $128,484 $122,425 $228,768
Capital Outlay $0 $0 $0 $0
$0 $153,217 $147,158 $309,656
Staffing and Financial Summary
Total 2016 Budget by Object
Public Information
Personnel
Services
26.5%
Materials and
Supplies
0.5%
Other Services
and Charges
73%
85 2016 Adopted Budget
Administrative Services
Sales Tax
01‐115
Core Business
Advises on, administers and maintains licensing of all business activity, marijuana
businesses, kennels, and exempt institutions
Assists citizens with form completion and compliance methods and remedies
Educates via publications, individual assistance and a comprehensive website
Administers processes and collects sales, use, admissions, lodging, liquor and
telecommunications occupation taxes, and advises on pertinent code and regulations
Enforces requirements of the law regarding delinquent taxes and licenses
Verifies and remedies tax compliance through audits
Monitors and reports on revenues of the Enhanced Sales Tax Incentive program
2015 Strategic Accomplishments
Created and implemented a limited‐license vacancy program in accordance with
Ordinance 1563
Completed lock box service change and taxpayer notification
Developed and implemented a periodic report on significant changes in the local
marijuana industry
2016 Strategic Priorities
Update the procedure and process materials to improve service sustainability
Restructure and simplify the tax web pages for improved service
Support voluntary revenue collections by expanding and updating industry‐specific
educational materials
86 2016 Adopted Budget
01‐115 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Sales Tax Supervisor 1111
Sales Tax Auditor 1111
Sales Tax Technician 1111
3333
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $196,091 $200,248 $200,773 $195,109
Materials and Supplies $11,891 $13,150 $13,030 $24,310
Other Services and Charges $13,306 $20,275 $19,364 $97,997
Capital Outlay $0 $0 $650 $0
$221,288 $233,673 $233,817 $317,416
Staffing and Financial Summary
Total 2016 Budget by Object
Sales Tax
Personnel
Services
61%
Materials and
Supplies
8%Other Services
and Charges
31%
87 2016 Adopted Budget
Administrative Services
Purchasing and Contracting
01‐116
Core Business
Manage procurement transactions: supplier sourcing, contract and purchase order
content, purchasing card program, tele‐communication program and surplus disposal
Determine appropriate procurement method for purchase of goods, professional
services, and construction services
Work with departments to develop technical bid specifications or statement of work for
bids and proposals, 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 consultant and supplier services for on‐call and other multi‐year
agreements
Uphold the Universal Public Procurement Certification Council (UPPCC) code of ethics
2015 Strategic Accomplishments
Updated contractual language to relevant bid documents and confirming agreements
Increased flexibility, integrity and transparency of the bid process through improved
communications with vendors
Conducted over 30 formal procurements (up from 25 in 2014), representing award
savings of over $350,000
2016 Strategic Priorities
Research use of the ADG electronic requisitions
Increase visibility of the City and this division by providing leadership services to the
MAPO community (Multiple Assemble of Procurement Officers – a cooperative bid entity
representing communities across Colorado)
Continue development of grant management procedures
88 2016 Adopted Budget
01‐116 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Purchasing and Contracting Agent1111
Purchasing Technician 0.5 0.5 0.5 0.5
1.5 1.5 1.5 1.5
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $90,439 $97,857 $97,857 $99,916
Materials and Supplies $117 $870 $870 $990
Other Services and Charges $16,001 $20,325 $19,700 $22,270
Capital Outlay $0 $1,000 $1,000 $0
$106,557 $120,052 $119,427 $123,176
Staffing and Financial Summary
Total 2016 Budget by Object
Purchasing and Contracting
Personnel
Services
81%
Materials and
Supplies
1%
Other Services
and Charges
18%
89 2016 Adopted Budget
Administrative Services
Information Technology
01‐117
Core Business
Responsible for information technology to support the City’s Strategic Plan
Procure, install, and maintain City computers
Select and test software for City computers
Maintain inventory of computers and software
Negotiate technology contracts and service level agreements with providers
Assist departments with special software projects
Provide backup and disaster recovery for servers and telephone system
Insure security of the technology system
2015 Strategic Accomplishments
Upgraded the payroll and HR systems to a web‐enabled product
Participated in planning for a regional records management system and computer‐aided
dispatch
Researched an asset, fleet and service request system and prepared request for proposal
Executed a five‐year software licensing agreement with Microsoft
Upgraded site‐to‐site connectivity and internet access speeds with Century Link
Deployed new smartphones to staff
Converted eight servers from physical to virtual environments
Deployed Microsoft Surface Pro 3 devices to staff
Upgraded E911 phone system for Police Emergency Services
2016 Strategic Priorities
Install fiber to connect the City to Jefferson County fiber optic public safety network
Begin implementation of regional records management system
Plan for implementation of regional computer‐aided dispatch system
Move existing software applications to web interface system
Implement electronic time sheets and payroll automation via a web interface
Upgrade firewall and infrastructure to increase security
Upgrade video camera system to work from remote locations
Upgrade the Enterprise email system with new hardware and software
90 2016 Adopted Budget
01‐117 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
IT Manager 1111
Network Administrator 1111
Sr. IT Support Technician 2222
GIS Analyst 0011
GIS Specialist 1100
IT Technician 0011
Web & Imaging Technician 0.5 0.5 0 0
Help Desk Technician 0.5 0.5 0 0
6666
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $498,515 $506,507 $504,854 $490,999
Materials and Supplies $15,971 $12,150 $10,500 $10,000
Other Services and Charges $796,575 $851,868 $831,568 $880,690
Capital Outlay $332,209 $254,615 $226,025 $248,735
$1,643,270 $1,625,140 $1,572,947 $1,630,424
Staffing and Financial Summary
Total 2016 Budget by Object
Information Technology
Personnel
Services
30%
Materials and
Supplies
1%Other Services
and Charges
54%
Capital Outlay
15%
91 2016 Adopted Budget
92 2016 Adopted Budget
Community Development
About Community Development
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 citizens and the
business community and includes long range
planning, current planning and zoning services,
building permits/inspections and hotel/motel and
housing inspections.
2016
Budget Priorities
Support 38th Avenue
streetscape design process and
implementation of 38th
Avenue Corridor Plan
Marketing redevelopment of
Fruitdale School
Expand web‐based public
access to building permitting
and inspection information
Facilitate redevelopment of
priority sites across the City
Extend office hours
Process land use entitlements
for Clear Creek Crossing
project
Promote development
opportunities at Ward Station
New Perrin’s Row Townhomes at 38th and Depew
Sprouts Market Grand Opening in the new Kipling Ridge Center
Ken Johnstone
Community Development
Director
93 2016 Adopted Budget
2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Administration 2 2 2 2
Planning 3 3 3 3
Building 4 4 4 4
Long Range Planning 1 1 1 1
10 10 10 10
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $800,756 $848,882 $833,256 $938,775
Materials and Supplies $4,278 $5,565 $5,505 $6,093
Other Services and Charges $204,356 $521,498 $361,954 $204,214
Capital Outlay $0 $1,050 $466 $500
$1,009,390 $1,376,995 $1,201,181 $1,149,582
Staffing and Financial Summary
Total 2016 Budget by Object
Community Development
Personnel
Services
78%
Materials and
Supplies
1%
Other Services
and Charges
20.5%
Capital Outlay
.5%
94 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Administration $209,664 $213,110 $211,737 $216,267
Planning $194,655 $212,282 $196,569 $246,895
Building $407,330 $507,182 $507,182 $521,605
Long Range Planning $197,741 $444,421 $285,693 $164,815
$1,009,390 $1,376,995 $1,201,181 $1,149,582
Total Budget by Program
Total 2016 Budget by Object
Community Development
Administration
19%
Planning
22%
Building
45%
Long Range
Planning
14%
95 2016 Adopted Budget
96 2016 Adopted Budget
97 2016 Adopted Budget
Community Development
Administration
01‐120
Core Business
Provide leadership for long range planning, development review and building permitting
activities
Manage administrative activities pertaining to budget, records retention, purchasing,
public noticing and meeting minutes for four citizen appointed boards and commissions
Direct preparation of special plans and studies
Represent the City in public outreach efforts and regional events and forums
Collaborate and coordinate with other departments, outside agencies, adjacent
municipalities and regional and state agencies
Provide staff support to City Manager and City Council
2015 Strategic Accomplishments
Implemented upgrades to land use case file tracking database
Actively participated in land use entitlement process and development agreement for
major new commercial development at 38th and Wadsworth
Provided staff support to initiate new public process to determine Community’s vision for
the future of the 38th Avenue streetscape
Actively participated in the finalization of the Wadsworth PEL
Promoted development opportunities surrounding Ward Road commuter rail station,
including hosting Urban Land Institute Technical Advisory Panel
2016 Strategic Priorities
Facilitate land use entitlements for Clear Creek Crossing development
Provide support and leadership to for the new Chief Building Official to implement
technological upgrades to the building permit and plan review functions
Facilitate implementation of 38th Avenue Corridor Plan priorities, including new
streetscape concept and private sector investment
Seek out developer interest surrounding Ward Road commuter rail station
Market the reuse of the historic Fruitdale School and site
98 2016 Adopted Budget
01‐120 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Community Development Director1111
Administrative Assistant 1111
2222
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $200,089 $206,097 $205,574 $210,104
Materials and Supplies $546 $1,108 $1,108 $1,108
Other Services and Charges $9,030 $5,905 $5,055 $5,055
Capital Outlay $0 $0 $0 $0
$209,664 $213,110 $211,737 $216,267
Staffing and Financial Summary
Total 2016 Budget by Object
Administration
Personnel
Services
97%
Materials and
Supplies
1%
Other Services
and Charges
2%
99 2016 Adopted Budget
Community Development
Planning
01‐121
Core Business
Provide research, analysis and reports on various land use and development applications
to implement the Comprehensive Plan and other adopted land use policies
Provide direct assistance to citizens, businesses, developers and other departments and
agencies in all aspects of land use development
Develop zoning code amendments, subarea plans and comprehensive plan amendments
to reflect the City’s vision for the future
Serve as staff liaison to City Council, Planning Commission and Board of Adjustment
Review and approve building permits for compliance with the zoning and development
code and other guiding documents
2015 Strategic Accomplishments
Reviewed, researched and proposed modifications to the City’s billboard code
Reviewed, researched and proposed modification to the City’s sign code
Reviewed, researched and proposed adoption of accessory dwelling unit regulations
Participated in increased code enforcement activity
Managed a heavy land use case load without delayed review times
Reviewed building permits without delay in review times, including expanded over‐the‐
counter permit reviews
2016 Strategic Priorities
Participate in code enforcement efforts including the TLC program
Facilitate development through the timely review of building permits
Manage a heavy land use case load maintaining established review times
Review, research and propose modifications to various sections of the zoning and
development code, including the City’s commercial mobile radio services regulations
Process land use entitlement applications for the Clear Creek Crossing project
100 2016 Adopted Budget
01‐121 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Senior Planner 1111
Planner II 1111
Planner I 1100
Planning Technician 0011
3333
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $188,951 $199,363 $184,260 $209,086
Materials and Supplies $1,102 $1,735 $1,685 $1,685
Other Services and Charges $4,602 $10,684 $10,624 $35,624
Capital Outlay $0 $500 $0 $500
$194,655 $212,282 $196,569 $246,895
Staffing and Financial Summary
Total 2016 Budget by Object
Planning
Personnel
Services
94%
Materials and
Supplies
0.7%
Other Services
and Charges
5%
Capital Outlay
0.3%
101 2016 Adopted Budget
Community Development
Building
01‐122
Core Business
Issue building permits and license contractors for residential and commercial
construction throughout the City
Review plans and documents to ensure compliance with adopted codes
Conduct construction field inspections for conformance with approved plans and
documents
Coordinate and manage an inspection program for elevators within the City
Process and respond to property maintenance code‐related complaints
Provide property‐related information and consultation to current and proposed
businesses related to alteration, expansion and relocation throughout the City
2015 Strategic Accomplishments
Implemented the 2012 versions of the International Codes and 2014 National Electrical
Code
Increased coordination with and involvement in code enforcement efforts by other
departments and divisions, including the new Council‐directed TLC program
Maintained established plan review and inspection timeframes during a second
consecutive record breaking year for building permit and inspection volume
Increased volume of permits being issued over‐the‐counter through the Rapid Review
program
Implemented 11:59 pm cut off time for next day inspection requests
2016 Strategic Priorities
Expand public access to web‐based permitting, plan review and inspection
Continue to partner with property owners and developers on the reuse and repurposing
of existing buildings
Extend business hours to 5 pm (currently 7 am‐4 pm)
Increase maximum amount allowed for credit card charges
102 2016 Adopted Budget
01‐122 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Chief Building Official 1111
Plans Examiner/Inspector 1122
Combination Inspector 1211
Property Inspector 0000
Senior Permit Technician 0011
Permit Technician 1111
4566
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $330,417 $362,357 $362,357 $438,520
Materials and Supplies $2,630 $2,600 $2,600 $2,600
Other Services and Charges $74,283 $142,225 $142,225 $80,485
Capital Outlay $0 $0 $0 $0
$407,330 $507,182 $507,182 $521,605
Staffing and Financial Summary
Total 2016 Budget by Object
Building
Personnel
Services
84%
Materials and
Supplies
0.5%
Other Services
and Charges
15.5%
103 2016 Adopted Budget
Community Development
Long Range Planning
01‐123
Core Business
Manage the long range planning activities of the City including preparing and updating
the comprehensive plan and subarea plans
Implement recommendations of comprehensive plan and subarea plans
Oversee activities and projects of the Wheat Ridge Housing Authority (WRHA)
Oversee application and expenditure of Community Development Block Grant (CDBG)
funds and represent the City on the Community Development Advisory Board
Participate in special projects related to transportation planning and other regional
planning activities
2015 Strategic Accomplishments
Continued to implement the 38th Avenue Corridor Plan and Northwest Subarea Plan
Developed strategic plan with and for the Wheat Ridge Housing Authority
Participated on the Wadsworth PEL project team
Managed federal EPA Brownfields grant in partnership with Economic Development
Manager
Completed final phase of a multi‐year, single‐family home rehab program using CDBG
funds, resulting in two additional rehabbed and owner occupied homes
2016 Strategic Priorities
Support 38th Avenue streetscape design process and continue to support implementation
of the 38th Avenue Corridor Plan
Support implementation of Northwest Subarea Plan and ULI technical advisory panel
recommendations
Work with prospective purchaser of Fruitdale School to determine appropriate uses and
obtain necessary entitlements
Work with the project team for the Wadsworth Environmental Assessment
104 2016 Adopted Budget
01‐123 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Senior Planner 1111
1111
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $81,300 $81,065 $81,065 $81,065
Materials and Supplies $0 $122 $112 $700
Other Services and Charges $116,441 $362,684 $204,050 $83,050
Capital Outlay $0 $550 $466 $0
$197,741 $444,421 $285,693 $164,815
Staffing and Financial Summary
Total 2016 Budget by Object
Long Range Planning
Personnel
Services
49.5%
Materials and
Supplies
0.5%
Other Services
and Charges
50%
105 2016 Adopted Budget
106 2016 Adopted 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. The key
public safety services provided to citizens and visitors to
the community include emergency and non‐emergency
response, criminal investigations, traffic safety, nuisance
code, animal control, parks enforcement, crime
prevention, school resource officers, and establishment of
community partnerships to enhance problem‐solving
efforts.
2016
Budget Priorities
Maintain the priorities of
effective law enforcement
responses for emergency
and non‐emergency
assistance
Address quality of life issues
through education and
directed enforcement efforts
Utilize a data‐driven
approach to reduce crime,
make roadways safer and
address quality of life issues
Improve service delivery
and efficiency through
regional partnerships
Research and implement
innovative solutions for
delivery of public safety
services
Coordinate and implement
comprehensive emergency
preparedness responses
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.
Cops Love Lemonade Stands! – An
interactive community program Police Chief Dan Brennan
107 2016 Adopted Budget
2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Administration 4.5555
Grants 3311
Community Services Team 6666
Communications Center 11 11 13 13
Crime Prevention Team 5454
Records Team 4466
Accreditation & Public Information1111
Patrol Operations 46.5 47 45 45
Investigations Bureau 20202121
Crime & Traffic Team 5555
106 106 108 107
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $8,327,570 $8,530,869 $8,361,280 $8,972,747
Materials and Supplies $100,130 $129,458 $128,648 $107,014
Other Services and Charges $684,461 $1,010,554 $993,191 $804,700
Capital Outlay $32,194 $26,150 $25,680 $24,790
$9,144,356 $9,697,031 $9,508,799 $9,909,251
Staffing and Financial Summary
Total 2016 Budget by Object
Police Department
3.0 Community Service Officers; 1.0 Crime Prevention Officer and 0.5 Police Sergeant are funded out of
the Crime Prevention Fund. School Resource Officer and Vice/Intell Officer, moved from Grants to
Crime Prevention and Investigations for 2016.
Personnel
Services
88%
Materials and
Supplies
1%
Other
Services and
Charges
10%
Capital Outlay
1%
108 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Administration $803,924 $905,153 $897,895 $861,206
Grants $307,370 $143,448 $142,218 $117,618
Community Services Team $264,640 $523,645 $490,694 $407,860
Communication Center $755,403 $899,617 $784,390 $924,709
Crime Prevention Team $319,502 $314,448 $314,348 $237,644
Records Team $333,960 $351,737 $351,627 $358,915
Training & Public Information $257,801 $261,338 $254,674 $288,193
Patrol Operations $3,782,908 $3,863,323 $3,860,039 $4,051,046
Investigations Bureau $1,952,408 $1,996,625 $1,994,125 $2,221,775
Crime & Traffic Team $366,439 $437,697 $418,789 $440,285
$9,144,356 $9,697,031 $9,508,799 $9,909,251
Total Budget by Program
Total 2016 Budget by Program
Police Department
Administration
9%Grants
1%
Community
Services Team
4%
Communication
Center
9%
Crime
Prevention
Team
2%
Records Team
4%
Training &
Public
Information
3%
Patrol
Operations
41%
Investigations
Bureau
22%
Crime & Traffic
Team
5%
109 2016 Adopted Budget
Police Department
Chief of Police
Division Chief
Patrol
Operations
Division Chief
Support Services
Administrative
Assistants
Patrol Bureau
Commander
East Sector
Patrol Bureau
Commander
West Sector
Investigations
Bureau
Commander
Patrol
Watch I
Crime and
Traffic Team
Crime
Prevention
Team
Property Crime
Team
Patrol
Watch II
Patrol
Watch III
Patrol
Team A
Patrol
Team B
School Resource
Officers
Patrol
Team A
Patrol
Team B
Patrol
Team A
Patrol
Team B
Police Support
Technician
SWAT
Team
Public
Information *
Emergency
Management
Communications
Bureau
Training
Unit
Property and
Evidence
Unit
Professional
Standards
Unit
Sex Offender
Registration
Records /
Telephone
Reporting Team
Crime Research
Analyst
Police Support
Technician
VICE/Intelligence
Metro Auto Theft
Task Force
(MATT)
Persons Crime
Team
Community
Services Team
Special
Investigations Unit
West Metro Drug
Task Force
*This position is accounted for under
the Administrative Services Department.
It supports the entire City, including the
Police Department.
110 2016 Adopted Budget
111 2016 Adopted Budget
Police Department
Administration
01‐201
Core Business
Provide overall administration for the Police Department’s emergency and non‐
emergency service delivery
Provide direction related to policy and procedure development, professional standard
investigations, selection and training of police employees, public information and media
relations, emergency management, adherence to state and national law enforcement
accreditation standards, and community outreach efforts related to crime prevention
2015 Strategic Accomplishments
Received state reaccreditation status through the Colorado Association of Chiefs of Police
Initiated four problem‐solving efforts to address crime, traffic and quality of life issues in
targeted neighborhoods
Developed an Inter‐Government Agreement (IGA) for a regional records management
system (RMS)
Participated in four emergency preparedness exercises to test disaster preparedness
response
Conducted testing and evaluation of police body camera systems
Participated in a staffing study of the Patrol Operations Division and Investigations
Division through the International Association of Chiefs of Police
2016 Strategic Priorities
Ensure quality core public safety services
Support and maintain data‐driven problem‐solving strategies and programs that address
the prevention, deterrence and reduction of crime, and hold offenders accountable
Regionalize and consolidate public safety services including the RMS and 911 Center
Work with federal, state and local emergency preparedness entities to develop and
implement best practices for comprehensive disaster preparedness response
Evaluate technology to make the department more efficient and effective
Evaluate and implement recommendations from the staffing study conducted by the
International Association of Chiefs of Police
112 2016 Adopted Budget
01‐201 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Chief of Police 1111
Division Chief 0111
Police Commander 1000
Police Sergeant 1111
Administrative Assistant 1222
Police Support Technician 0.5 0 0 0
4.5555
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $549,503 $547,788 $544,175 $555,183
Materials and Supplies $14,743 $22,800 $22,800 $25,100
Other Services and Charges $230,748 $327,465 $323,820 $275,923
Capital Outlay $8,929 $7,100 $7,100 $5,000
$803,924 $905,153 $897,895 $861,206
Staffing and Financial Summary
Total 2016 Budget by Object
Administration
Personnel
Services
64%
Materials and
Supplies
3%
Other
Services and
Charges
32%
Capital Outlay
1%
113 2016 Adopted 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
2015 Strategic Accomplishments
Utilized funding from the 2014 Edward Byrne Justice Assistance Grant to purchase two
sets of night vision equipment for the SWAT Team
Utilized federal funding for programs to target crime and quality of life issues in specific
neighborhoods in the community
Conducted DUI and seatbelt enforcement projects throughout the City
Purchased ballistic protection vests for police officers
Participated in the Metro Auto Theft Task Force
Met the Community Oriented Policing Services (COPS) grant requirements for funding a
School Resource Officer and a Vice/Intelligence position
Submitted a COPS grant request to partially fund one Senior Liaison Officer position
2016 Strategic Priorities
Utilize funding from the 2015 Edward Byrne Assistance Grant to upgrade audio/video
recording equipment in all department interview rooms to more accurately record
interviews of suspects, victims and witnesses
Conduct DUI and seatbelt enforcement projects throughout the City
Hire a Senior Liaison Officer position pending the approval of the COPS three‐year grant
114 2016 Adopted Budget
01‐202 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Police Officer 3311
3311
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $277,042 $125,178 $123,948 $107,618
Materials and Supplies $9,747 $8,270 $8,270 $2,500
Other Services and Charges $20,581 $10,000 $10,000 $7,500
Capital Outlay $0 $0 $0 $0
$307,370 $143,448 $142,218 $117,618
Staffing and Financial Summary
Total 2016 Budget by Object
Grants
Personnel
Services
92%
Materials and
Supplies
2%
Other Services
and Charges
6%
115 2016 Adopted Budget
Police Department
Community Services Team
01‐203
Core Business
Provide proactive enforcement and response to citizen calls for service due to nuisance
code violations such as trash, weeds and abandoned vehicles
Provide proactive enforcement and response to citizens calls for exterior commercial
property maintenance code violations such as sign code violations, parking lot standards,
and dumpster enclosure issues
Provide proactive enforcement and education to citizens on ordinances and state laws
related to domestic animals, dog licensing and wildlife management
Provide proactive education and enforcement of City ordinances and state laws regarding
parks and open spaces
2015 Strategic Accomplishments
Responded to 8,132 calls for service relating to animals, parks and nuisance code
violations
Implemented the Traffic, Life Quality and Crime (TLC) program to proactively address
nuisance code violations in certain residential and commercial properties
Continued the East Wheat Ridge Community Project to address quality of life issues
Increased proactive education and enforcement of City ordinances and park rules in
parks and the greenbelt
Completed greenbelt assessments to provide resources for the homeless
Continued to provide public education and outreach on wildlife issues
Achieved compliance of public safety issues and code violations at hotels and motels
Achieved 21% in dog licensing compliance through education and enforcement
2016 Strategic Priorities
Continue the TLC neighborhood program
Report to City Council on improving Citywide nuisance code education and enforcement
Provide education and resources for the senior population
Increase percentage of dog‐licensing compliance through continued education and
enforcement
116 2016 Adopted Budget
01‐203 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Community Service Supervisor 1111
Community Service Officer 2222
3333
Three (3) Community Service Officers are funded out of the Crime Prevention Fund
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $223,670 $292,205 $264,654 $312,708
Materials and Supplies $1,368 $1,475 $1,475 $1,625
Other Services and Charges $36,226 $226,565 $221,165 $90,127
Capital Outlay $3,376 $3,400 $3,400 $3,400
$264,640 $523,645 $490,694 $407,860
Staffing and Financial Summary
Total 2016 Budget by Object
Community Services Team
Personnel
Services
53%
Materials and
Supplies
0.5%Other Services
and Charges
45.5%
Capital Outlay
1%
117 2016 Adopted Budget
Police Department
Communications Center
01‐204
Core Business
Receive and process 911 emergency and non‐emergency calls for service for police, fire
and emergency medical response
Provide public safety dispatching services and support for police and community service
officers utilizing radio channels and a computerized dispatching system to track calls for
service and status of field units
Input and process criminal justice records and DMV information in computerized
database systems
Disseminate public safety alerts to the community by voice, email, text and social media,
including severe weather, emergency preparedness, hazardous situation information,
and police activity that affect the safety of the community or threaten life and property
Produce audio/video recordings of radio and telephone traffic for municipal and county
court proceedings and provide testimony for various court proceedings
2015 Strategic Accomplishments
Dispatched all life threatening emergency calls for service within one minute of receipt
Provided direction and referrals to citizens requiring information or resources that the
City or Police Department does not provide
Worked with public safety agencies in Jefferson County towards a regionalized
communication center
Upgraded the 911 and non‐emergency telephone system in the communications center,
which will provide for future IP capability and Next Generation 911
Implemented texting 911 services
Provided dispatch training to select sworn department members to assist with staffing
2016 Strategic Priorities
Continue to work with public safety entities towards a consolidated public safety
communication center in Jefferson County
Work with Human Resources and department members to improve the quality and
efficiency of the Emergency Services Specialist hiring process
118 2016 Adopted Budget
01‐204 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Communications Manager 1111
Communications Supervisor 0011
Lead Emergency Services Specialist1100
Emergency Services Specialist 9 9 11 11
11111313
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $661,605 $798,582 $683,555 $826,709
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $90,254 $96,185 $95,985 $92,610
Capital Outlay $3,544 $4,850 $4,850 $5,390
$755,403 $899,617 $784,390 $924,709
Staffing and Financial Summary
Total 2016 Budget by Object
Communications Center
Personnel
Services
89%
Other
Services and
Charges
10%
Capital Outlay
1%
119 2016 Adopted Budget
Police Department
Crime Prevention Team
School Resource Officers (SRO)
01‐205
Core Business
Respond to calls for service in public and private schools located within the City
Provide law enforcement classes and special programs for students in local schools
Develop and maintain community partnerships and programs that deter and prevent
crime, address quality of life issues, and enhance safety in our community
2015 Strategic Accomplishments
Conducted an annual meeting with school principals to collectively discuss matters of
mutual interest
Participated in Wheat Ridge Education Alliance
Presented law‐enforcement related training to include the Arrive Alive Prom program,
drug awareness, safe dating, anti‐sexting and anti‐bullying classes
Participated in the Trunk or Treat event
Contributed staff to the Wheat Ridge Feed the Future Backpack Program
Facilitated a teen crisis intervention training program for high school peer counselors
Submitted data to the Colorado Division of Criminal Justice in compliance with HB15‐
1273
2016 Strategic Priorities
Increase officer classroom contact time to a minimum of two hours per week for informal
instruction and problem‐specific presentations
Provide drug awareness training to school staff on recreational and medical marijuana
issues
Implement specific reporting and documentation regarding calls for service and self‐
initiated activity
Problem‐solve off‐campus issues involving students that impact the quality of life for park
users, businesses and neighborhoods
Work collaboratively with school representatives on developing response protocols and
expectations prior to the opening of the Sobesky Academy in 2016
120 2016 Adopted Budget
01‐205 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Police Sergeant 0.5 0.5 0.5 0.5
Crime Prevention Officer 1000
School Resource Officer 2232
3.5 2.5 3.5 2.5
1.5 Officers Funded out of Crime Prevention Fund
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $319,502 $314,348 $314,248 $237,644
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $0 $100 $100 $0
Capital Outlay $0 $0 $0 $0
$319,502 $314,448 $314,348 $237,644
Staffing and Financial Summary
Total 2016 Budget by Object
Crime Prevention Team
Personnel
Services
100%
121 2016 Adopted Budget
Police Department
Records Team
01‐206
Core Business
Maintenance of Police Records is a public safety function required by the Colorado Revised
Statutes and City of Wheat Ridge Code of Laws. The core tasks of the Record’s Team are to:
Collect, store, preserve and disseminate official actions and criminal justice records
Record technical and statistical data from police reports into department and state
computer databases
Ensure the security and safe‐keeping of police records
Records Team members assist and document incidents for citizens who call or visit the Police
Department with criminal and non‐criminal police service requests that do not require the
dispatching of a police officer
2015 Strategic Accomplishments
Revised the job descriptions and job titles for the Telephone Reporting Unit (TRU) and
Records Management Specialist, allowing for two vacancies to be filled and training
completed under the new job description
Processed 22,560 police reports; of those reports, 3,280 were released to citizens,
businesses and insurance companies
Entered 1,200 warrants from the Municipal, County and District Courts in the Colorado
and national databases; of those warrants, 886 were cancelled due to arrest of the
wanted person by law enforcement agencies
Completed 1,425 counter and phone case reports
Fingerprinted 540 persons, including residents and non‐residents who work in Wheat
Ridge
2016 Strategic Priorities
Prepare for the configuration and implementation of a county‐wide records management
system that is shared by law enforcement agencies in Jefferson County
Work towards the implementation of electronic citations and on‐line reporting in the
county‐wide records management system
Implement the eDiscovery project that will electronically transfer case report documents
from the Police Department to the 1st Judicial District Attorney’s Office
122 2016 Adopted Budget
01‐206 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Records Supervisor 1111
Records Management
Specialist 3355
4466
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $333,051 $350,577 $350,577 $357,965
Materials and Supplies $674 $660 $550 $550
Other Services and Charges $235 $500 $500 $400
Capital Outlay $0 $0 $0 $0
$333,960 $351,737 $351,627 $358,915
Staffing and Financial Summary
Total 2016 Budget by Object
Records Team
Personnel
Services
99.7%
Materials and
Supplies
0.2%
Other Services
and Charges
0.1%
123 2016 Adopted Budget
Police Department
Accreditation and Training
01‐207
Core Business
Coordinate training for all Police Department personnel and maintain and update
training files and certifications
Develop, plan and administer the annual 40‐hour in‐service training program for
department employees
Develop, plan and administer new employee orientation training
Manage the uniform and equipment requests for department members
Manage the department PowerDMS software system policy, training and accreditation
modules
Manage the national and state accreditation processes, including preparing the
department for re‐accreditation
2015 Strategic Accomplishments
Provided annual in‐service training that surpassed Police Officer Standards and Training
(POST) requirements
Provided relevant monthly briefing training to officers and investigators
Recruited and hired an Accreditation/Training Manager
Renewed the department’s social media presence through a team approach
Established a team under the direction of the Support Services Division Chief to ensure
timely and accurate information to the public via appropriate media outlets
2016 Strategic Priorities
Update training assessment program for all team members
Implement a process to ensure compliance with time sensitive accreditation activities
Implement training that complies with mandatory POST training requirements
Prepare and present a training program concept that provides employees with relevant,
on‐going training throughout the year
Implement the new PowerDMS training module
124 2016 Adopted Budget
01‐207 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
PIO/Training Coordinator 1100
Accreditation Manager/Training
Coordinator 0011
1100
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $78,984 $38,162 $36,948 $68,839
Materials and Supplies $42,920 $65,363 $64,663 $50,204
Other Services and Charges $135,897 $157,813 $153,063 $169,150
Capital Outlay $0 $0 $0 $0
$257,801 $261,338 $254,674 $288,193
Staffing and Financial Summary
Total 2016 Budget by Object
Accreditation and Training
Personnel
Services
24%
Materials and
Supplies
17%
Other
Services and
Charges
59%
125 2016 Adopted Budget
Police Department
Patrol Operations
01‐211
Core Business
Respond to emergency and non‐emergency public safety requests in a timely manner
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 patrol and targeted enforcement utilizing available statistics to respond
efficiently to crime and traffic issues
2015 Strategic Accomplishments
Responded to all emergency calls within five minutes of the time dispatched
Conducted bicycle and greenbelt patrols and made citizen contacts in the community to
help address crime and perception of fear and crime
Worked in partnership with mental health professionals and other community resources
to serve citizens in a time of crisis
2016 Strategic Priorities
Promote an image that supports guardianship and partnering with the citizens to
improve community safety
Improve the quality of patrol investigations through a more balanced call load and Crime
Scene Investigation (CSI) training
Develop a culture of transparency and procedural justice for all elements of the
community
Facilitate discussions among officers on the use of force options and Crisis Intervention
Team (CIT) skills
Support officer wellness initiatives and make appropriate referrals for a physically and
mentally healthy workforce
Continue directed patrol activities to reduce crime and support traffic safety
126 2016 Adopted Budget
01‐211 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Division Chief 1111
Police Commander 2222
Police Sergeant 6666
Police Officer 35 36 36 36
Operations Support Tech III 0.5000
Operations Support Tech II 2200
46.5474545
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $3,689,308 $3,779,917 $3,779,863 $3,990,536
Materials and Supplies $17,960 $19,160 $19,160 $14,000
Other Services and Charges $59,296 $54,246 $51,036 $35,810
Capital Outlay $16,345 $10,000 $9,980 $10,700
$3,782,908 $3,863,323 $3,860,039 $4,051,046
Staffing and Financial Summary
Total 2016 Budget by Object
Patrol Operations
Personnel
Services
98%
Materials and
Supplies
0.6%
Other Services
and Charges
1%
Capital Outlay
0.4%
127 2016 Adopted Budget
Police Department
Investigations Bureau
01‐212
Core Business
Investigate felony persons crimes such as homicide, sexual assault, physical assault and
robbery
Investigate felony property crimes such as theft, burglary, financial crimes, and criminal
trespassing
Investigate felony drug crimes as part of the West Metro Drug Task Force
Investigate motor vehicle thefts and related crimes as part of the Metropolitan Auto
Theft Task Force
Investigate vice crimes and gather relevant criminal intelligence for dissemination
Provide crime trend information to department members and the community
Analyze crime scenes and collect relevant evidence
Store and maintain property and evidence associated with all police functions
Register and monitor sexual offenders in the community
2015 Strategic Accomplishments
Maintained an 80% or higher conviction rate on cases filed with the District Court
Initiated proactive investigations of property crimes using GPS technology
Evaluated cases for special prosecution in the DA’s new Special Victims’ Unit
Re‐evaluated DNA evidence submissions in light of the updated technology of the
regional forensic laboratory
2016 Strategic Priorities
Evaluate investigative strategies and streamline case assignments as recommended by
the International Association of Chiefs of Police staffing analysis
Increase capability to investigate cold case homicide and missing person cases through
the availability of advanced forensic technology, re‐examine case files and interview
potential witnesses
Introduce new technology to the bureau, update audio visual recording capabilities and
research databases for offender information
Enhance communication with patrol, City departments and community members through
regular meetings and correspondence concerning criminal activity and crime patterns
128 2016 Adopted Budget
01‐212 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Police Commander 1111
Police Sergeant 2222
Police Officer 12 12 13 13
Operations Support Tech III 2222
Sr. Evidence Technician 1111
Evidence Technician 1111
Crime Analyst 1111
20202121
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $1,832,606 $1,852,475 $1,849,975 $2,080,820
Materials and Supplies $12,718 $11,730 $11,730 $13,035
Other Services and Charges $107,084 $132,420 $132,420 $127,920
Capital Outlay $0 $0 $0 $0
$1,952,408 $1,996,625 $1,994,125 $2,221,775
Staffing and Financial Summary
Total 2016 Budget by Object
Investigations Bureau
Personnel
Services
93%
Materials and
Supplies
1%
Other Services
and Charges
6%
129 2016 Adopted Budget
Police Department
Crime and Traffic Team (CATT)
01‐213
Core Business
Reduce crime and increase traffic safety through directed enforcement, problem‐
oriented analysis and community partnerships
Analyze accident data and implement appropriate methods to reduce accidents
Conduct drug enforcement efforts as part of a regional Highway Interdiction Team
Participate in CDOT impaired driving, seat belt, and overweight tractor/trailer
enforcement programs
Work with Investigations Bureau to combat human trafficking and prostitution
2015 Strategic Accomplishments
Eliminated roll‐over accidents on Highway 58 through directed enforcement, problem‐
oriented analysis and community partnerships
Provided accident reconstruction for three major accidents in a three‐month period
Ensured compliance with CALEA professional accreditation standards
Worked with the crime prevention team and Public Works Department to educate
community members on traffic safety
Participated in statewide DUI and traffic safety programs
Presented Police Officer Standards and Training (P.O.S.T.) to the Jefferson County
Sheriff’s Academy
2016 Strategic Priorities
Proactively address neighborhood traffic issues and service requests
Participate in DUI grant initiatives
Participate in human trafficking investigations
Address crime and traffic safety concerns through the use of the Data Driven
Accountability Crime & Traffic (DACTS) approach
Address commercial truck safety in cooperation with the Colorado State Patrol
Explore opportunities to educate community members on traffic safety
130 2016 Adopted Budget
01‐213 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Police Sergeant 1111
Police Officer 4444
5555
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $362,299 $431,637 $413,337 $434,725
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $4,141 $5,260 $5,102 $5,260
Capital Outlay $0 $800 $350 $300
$366,439 $437,697 $418,789 $440,285
Staffing and Financial Summary
Total 2016 Budget by Object
Crime and Traffic Team
Personnel
Services
98.9%
Other
Services and
Charges
1%
Capital Outlay
0.1%
131 2016 Adopted Budget
132 2016 Adopted Budget
Public Works
About Public Works
The Public Works Department is responsible for
maintenance and improvements to the City’s
infrastructure, which includes 133 miles of streets and 36
miles of storm sewers throughout the City.
Public Works administers and monitors all construction
activities within the street rights‐of‐way. The department
also manages and delivers the Capital Improvements
Projects, and manages and maintains the City’s vehicles
and equipment.
Public Works also assists the Community Development
Department in review of commercial and residential
development projects and building permit applications as
related to engineering matters.
2016
Budget Priorities
Complete development and
implementation of the
Department’s strategic plan
Complete an asset
management plan for
improved sustainability
Pursue alternative revenue
sources for construction and
maintenance of essential
infrastructure
Improve communication and
education of stakeholders
Scott Brink
Public Works Director
133 2016 Adopted Budget
2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Administration 1111
Engineering 12121212
Operations 16161617
29292930
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $2,137,604 $2,168,679 $2,165,443 $2,218,941
Materials and Supplies $590,150 $644,696 $601,745 $632,542
Other Services and Charges $879,836 $993,125 $960,991 $1,027,230
Capital Outlay $503,197 $686,992 $686,992 $735,000
$4,110,787 $4,493,492 $4,415,171 $4,613,713
Staffing and Financial Summary
Total 2016 Budget by Object
Public Works
Personnel
Services
48%
Materials and
Supplies
14%
Other Services
and Charges
22%
Capital Outlay
16%
134 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Administration $140,870 $146,420 $145,670 $146,869
Engineering $998,446 $1,043,614 $1,043,014 $1,092,226
Operations $2,971,471 $3,303,458 $3,226,487 $3,374,618
$4,110,787 $4,493,492 $4,415,171 $4,613,713
Total Budget by Program
Total 2016 Budget by Program
Public Works
Administration
3%Engineering
24%
Operations
73%
135 2016 Adopted Budget
136 2016 Adopted Budget
137 2016 Adopted Budget
Public Works
Administration
01‐301
Core Business
Maintain and manage improvements for the City’s essential core infrastructure, including
133 miles of streets, 36 miles of storm sewers, traffic signals, and street lights
Assist the Community Development Department in review of commercial and residential
development projects and building permit applications. Assist other City Departments
such as Parks and Police, and other internal and external stakeholders as required
Administer and police construction activities in street rights‐of‐way
Manage and maintain the City’s fleet vehicles and equipment
Manage and oversee the successful delivery of all Capital Improvement Projects
2015 Strategic Accomplishments
Initiated and established the Neighborhood Traffic Management Program
Initiated development and implementation of the ADA transition plan
Completed a comprehensive overview of the Public Works Department to improve
operating efficiency and delivery of programs, projects, and services
Completed the Wadsworth Boulevard Planning and Environmental Linkage (PEL)
document, and attained federal funding for eventual construction
Completed a traffic study and environmental re‐evaluation for the Clear Creek Crossing
property per CDOT and FHWA requirements
2016 Strategic Priorities
Complete the department’s Strategic Plan, and implement recommendations of the
Public Works Department and Engineering Division overview
Continue to seek and attain alternative revenue sources to maintain the City’s critical
infrastructure and assist in the construction of high priority capital projects
Successfully implement (with IT’s assistance) an improved asset management system
Develop and implement measures to improve overall communication between the Public
Works Department and internal and external stakeholders by improving the public
process and maximizing use of the website and social media
138 2016 Adopted Budget
01‐301 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Public Works Director 1111
1111
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $139,175 $143,070 $142,470 $143,119
Materials and Supplies $62 $100 $100 $100
Other Services and Charges $1,033 $2,650 $2,500 $3,650
Capital Outlay $600 $600 $600 $0
$140,870 $146,420 $145,670 $146,869
Staffing and Financial Summary
Total 2016 Budget by Object
Administration
Personnel
Services
97%
Materials and
Supplies
0.1%
Other Services
and Charges
2.9%
139 2016 Adopted Budget
Public Works
Engineering
01‐302
Core Business
Plan and administer the design and construction of street, drainage, and traffic
improvement projects identified in the Capital Investment Program
Review proposed development and construction documents such as roadway design
plans, grading and drainage plans, and final drainage reports, for compliance with City
specifications
Process right‐of‐way construction permits and approve traffic control plans
Respond to service requests as required, internally and externally, including the activities
and projects of other agencies
Support the Community Development, Police, Parks, and Administration Departments on
all matters requiring Engineering expertise
Manage and support flood zone mapping, regulations, and other related issues
2015 Strategic Accomplishments
Completed design and property acquisition needs for the Tabor Street multi‐modal
improvement project, and initiated construction
Completed the Wadsworth Boulevard Planning and Environmental Linkage (PEL)
document, and attained federal funding for eventual construction
Substantially completed construction of the Kipling multi‐use trail
Completed annual infrastructure maintenance and improvement projects on time and
within budget, including street resurfacing, bike/ped, and public infrastructure
constructed as part of private redevelopments.
Provided support service to internal and external customers
2016 Strategic Priorities
Complete development and implementation of a strategic plan that maximizes the
efficiency of available resources and improves upon the timely delivery of Capital
Improvement Projects
Continue to improve customer service and delivery to internal and external stakeholders
Assure long‐term sustainability and safety relating to the City’s infrastructure and
resources
140 2016 Adopted Budget
01‐302 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Engineering Manager 1111
Administrative Assistant 1111
Civil Engineer II 2233
Civil Engineer I 1100
Stormwater Coordinator 0011
Engineering Technician 7766
12121212
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $962,637 $994,177 $994,177 $1,006,104
Materials and Supplies $3,918 $5,796 $5,796 $7,942
Other Services and Charges $31,891 $42,241 $41,641 $69,180
Capital Outlay $0 $1,400 $1,400 $9,000
$998,446 $1,043,614 $1,043,014 $1,092,226
Staffing and Financial Summary
Total 2016 Budget by Object
Engineering
Personnel
Services
92%
Materials and
Supplies
1%Other Services
and Charges
6%
Capital Outlay
1%
141 2016 Adopted Budget
Public Works
Operations
01‐303
Core Business
Maintain and provide preventive maintenance services for streets, alleys, storm sewers,
walkways, bus benches, bus shelters, pedestrian lights, traffic signal lights and signs
Manage the City’s automotive fleet through maintenance and scheduled replacement
Maintained more than 230 pieces of power equipment
Provide snow removal and ice control on City streets
Complete service requests for internal and external customers
Work with risk management to provide estimates and quotes for recovery of damages to
City vehicles and property
2015 Strategic Accomplishments
Installed two rotating, flashing beacons on 44th Avenue
Completed more than 200 service requests and 335 graffiti removal requests
Upgraded obsolete traffic signal components throughout the City
Provided support services for community events
2016 Strategic Priorities
Upgrade and replace traffic signal components as needed
Replace equipment and vehicles as necessary (2016 schedule includes two police sedans,
one community service vehicle, one mechanical sweeper, one jet‐vac truck and one
passenger mini‐bus for the Active Adult Center)
Implement an asset management system to help manage and maintain the infrastructure
of the City
142 2016 Adopted Budget
01‐303 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Operations Manager 1111
Operations Supervisor 1111
Technician III 1111
Equipment Operator II 3333
Equipment Operator I 2222
Maintenance Worker II 5556
Traffic Control Technician 1111
Lead Mechanic 1111
Mechanic 1111
16161617
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $1,035,792 $1,031,432 $1,028,796 $1,069,718
Materials and Supplies $586,170 $638,800 $595,849 $624,500
Other Services and Charges $846,912 $948,234 $916,850 $954,400
Capital Outlay $502,597 $684,992 $684,992 $726,000
$2,971,471 $3,303,458 $3,226,487 $3,374,618
Staffing and Financial Summary
Total 2016 Budget by Object
Operations
Personnel
Services
32%
Materials and
Supplies
18%Other Services
and Charges
28%
Capital Outlay
22%
143 2016 Adopted Budget
144 2016 Adopted Budget
Parks and Recreation
About Parks and Recreation
The Wheat Ridge Parks and Recreation Department
oversees the operations of the Parks, Forestry and
Open Space Division, the Recreation Division and
Administration. The mission of the Department is to
create and offer services, as well as to partner with
the community, to provide exceptional programs,
parks, open space and facilities that enhance
opportunities for personal growth, wellbeing and
healthy lifestyles.
The Parks and Recreation Department is committed
to promoting and supporting healthy lifestyles to
enhance quality of life by providing the following
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
• Stewardship of the urban tree canopy
2016
Budget Priorities
Prospect Park Renovation
Completion of national
accreditation
Replacement of Recreation
Center circuit equipment
Outdoor pool resurfacing
and water feature repairs
Joyce Manwaring
Director of Parks &
Recreation
New “Truth” sculpture also in Hopper Hollow Park
Hopper Hollow, the City’s newest Park
145 2016 Adopted Budget
2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Administration 2222
Recreation 1.5 1.5 1.5 1.5
Parks Maintenance 16171717
Forestry 3333
Natural Resources 3333
Athletics 2222
General Programs 1.5 1.5 1.5 1.5
Active Adult Center 4.13 4.13 4.125 4.625
Historic Buildings 0000
Facilities Maintenance 1111
34.13 35.13 35.125 35.625
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $2,241,851 $2,485,349 $2,391,088 $2,570,584
Materials and Supplies $320,184 $418,698 $351,940 $422,499
Other Services and Charges $1,136,924 $1,441,207 $1,259,143 $1,365,185
Capital Outlay $82,603 $147,290 $141,909 $305,426
$3,781,562 $4,492,544 $4,144,080 $4,663,694
Staffing and Financial Summary
Total 2016 Budget by Object
Parks and Recreation
Personnel
Services
55%
Materials and
Supplies
9%
Other
Services and
Charges
29%
Capital
Outlay
7%
146 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Administration $222,390 $230,671 $218,837 $246,969
Recreation $188,415 $193,535 $185,701 $213,364
Parks Maintenance $1,220,947 $1,404,167 $1,300,553 $1,478,003
Forestry $332,775 $485,272 $441,674 $430,190
Natural Resources $244,669 $301,543 $275,992 $307,021
Anderson Building $35,768 $58,141 $40,933 $42,900
Athletics $191,722 $210,452 $191,195 $192,379
General Programs $242,085 $303,885 $278,606 $290,617
Outdoor Pool $182,456 $228,593 $198,247 $389,928
Active Adult Center $475,632 $534,116 $512,454 $580,758
Historic Buildings $33,568 $74,368 $74,368 $85,776
Facilities Maintenance $411,134 $467,801 $425,520 $405,789
$3,781,562 $4,492,544 $4,144,080 $4,663,694
Total Budget by Program
Total 2016 Budget by Program
Parks and Recreation
Administration
5%Recreation
5%
Parks
Maintenance
32%
Forestry
9%
Natural Resources
7%
Anderson Building
1%Athletics
4%
General Programs
6%
Outdoor Pool
8%
Active Adult
Center
12%
Historic Buildings
2%
Facilities
Maintenance
9%
147 2016 Adopted Budget
Director of Parks and Recreation
Parks, Forestryand Open Space
Manager
Parks and Recreation Department
Forestry and Open Space Supervisor
Parks Project
CoordinatorOperations
Supervisor
Recreation
and Facilities
Manager
Recreation
SupervisorSenior
Programs
Recreation
SupervisorFacility &
Fitness
Recreation
Supervisor
General/TR Programs
Recreation Supervisor
Aquatics
Recreation Supervisor
Athletics
Facilities Maintenance
Supervisor
Crew Leader (2.0)
Maintenance Worker II
(6.0)
Maintenance
Worker I (5.0)
Seasonal
Employees (non‐benefitted)
Parks and Recreation
Analyst
Sr. Staff
Assistant
Social Media
Specialist(1.0)
Maintenance Worker II
Maintenance
Worker I
Horticulture
Technician
Forestry Technician
Forestry
Assistant
Recreation
Coordinator (0.5)
Recreation
Leader (0.5)
Intermittent& Seasonal
Employees(non‐
benefitted)
Recreation
Coordinator(1.0)
Recreation Coordinator
(1.625)
Operations
Support Technician II (1.0)
Operations Support Technician I
(1.0)
Intermittent
& Seasonal Employees
(non‐benefitted)
Facility Coordinator
(2)
Facility Assistant
(.5)
Operations
Support
Technician III (1.0)
Fitness Coordinator
(0.5)
Custodian
(1.0)
Pool Manager
(2.0)
Intermittent& Seasonal
Employees(non‐benefitted)
Seasonal
Employees
(non-benefitted)
Facility
Maintenance
Technician(1)
Intermittent &
Seasonal Employees (non‐
benefitted)
Intermittent
& Seasonal Employees
(non‐benefitted)
148 2016 Adopted Budget
149 2016 Adopted Budget
Parks and Recreation
Administration
01‐601
Core Business
Serve as the leisure, recreational, and informational resource for the residents of
Wheat Ridge
Strive to meet 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
Manage recreation facilities, including the Recreation Center, Active Adult Center,
Anderson Building, outdoor pool, and Richards‐Hart Estate
Develop departmental policy to ensure a positive and safe experience for all users
Supervise Parks, Forestry, Open Space and Recreation Divisions
2015 Strategic Accomplishments
Continued work on achieving department accreditation
Completed Parks and Recreation Master Plan
Completed Clear Creek Trail relocation project
2016 Strategic Priorities
Complete national accreditation certification for Parks and Recreation
Renovate Prospect Park
Resurface and repair outdoor pool water features
150 2016 Adopted Budget
01‐601 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Parks & Recreation Director 1111
Parks & Recreation Analyst 0011
Administrative Assistant 1100
2222
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $208,061 $206,606 $206,606 $227,719
Materials and Supplies $4,353 $5,000 $5,000 $5,000
Other Services and Charges $9,977 $19,065 $7,231 $14,250
Capital Outlay $0 $0 $0 $0
$222,390 $230,671 $218,837 $246,969
Staffing and Financial Summary
Total 2016 Budget by Object
Administration
Personnel
Services
92%
Materials and
Supplies
2%
Other Services
and Charges
6%
151 2016 Adopted Budget
Parks and Recreation
Recreation
01‐602
Core Business
Supervision, administration and management of the Recreation division which includes
operation and programming of the Recreation Center, Active Adult Center, outdoor pool
and aquatics, athletics and general recreation programs
Supervise facility maintenance
Supervise the marketing program and staff
Develop and monitor budget expenditures and revenues for the Recreation division
2015 Strategic Accomplishments
Participated in Department master plan and accreditation processes
Supported the transition of hiring a graphic artist and creating an updated design for the
Recreation activity guide
Initiated redesign of Parks and Recreation webpages including the reorganization of
content and layout
Increased online registration use and revenue
2016 Strategic Priorities
Participate in Department accreditation process
Continue to develop the recreation programming plan for the division
Develop and implement brand identity for the Parks and Recreation department
Develop four to six marketing campaigns for the department to provide a more proactive
and strategic approach to marketing programs and services
152 2016 Adopted Budget
01‐602 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Recreation & Facilities Manager 1111
Marketing Coordinator 0.5 0.5 0 0
Social Media Specialist 000.50.5
1.5 1.5 1.5 1.5
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $162,660 $154,400 $154,400 $177,746
Materials and Supplies $22,582 $29,874 $25,700 $26,461
Other Services and Charges $3,173 $9,261 $5,601 $9,157
Capital Outlay $0 $0 $0 $0
$188,415 $193,535 $185,701 $213,364
Staffing and Financial Summary
Total 2016 Budget by Object
Recreation
Personnel
Services
83%
Materials and
Supplies
13%
Other Services
and Charges
4%
153 2016 Adopted Budget
Parks and Recreation
Parks Maintenance
01‐603
Core Business
Provide a safe environment for users of park land and facilities
Maintain all turf at City parks and facilities
Maintain irrigation systems in parks
Implement Parks and Recreation Department Strategic Plan Initiatives
Oversee and direct maintenance work of contractors within specified right‐of‐way areas
2015 Strategic Accomplishments
Worked on Parks and Recreation accreditation and master plan processes
Continued working toward accreditation of the Wheat Ridge Park and Recreation
Department
Implemented new facilities management software in both the Parks and Recreation
divisions
Integrated Hopper Hollow Park into the existing park system management and
maintenance
Continued to implement City sustainability program goals
2016 Strategic Priorities
Complete required standards for Parks and Recreation Accreditation
Design and construct equipment storage bays at maintenance facility
Maintain facilities management software
Renovate Prospect Park
154 2016 Adopted Budget
01‐603 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Parks, Forestry, and Open Space
Manager (P&R)1111
Operations Supervisor (P&R)1111
Parks Project Coordinator (P&R)1111
Crew Leader ‐ Parks Maintenance
(P&R)2222
Parks Maintenance Worker II 4566
Parks Maintenance Worker I 6655
Sr. Staff Assistant 1111
16171717
Five (5) positions funded out of Open Space Fund
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $606,651 $673,999 $661,973 $674,641
Materials and Supplies $66,265 $85,611 $57,365 $91,311
Other Services and Charges $544,218 $621,767 $558,642 $595,625
Capital Outlay $3,813 $22,790 $22,573 $116,426
$1,220,947 $1,404,167 $1,300,553 $1,478,003
Staffing and Financial Summary
Total 2016 Budget by Object
Parks Maintenance
Personnel
Services
46%
Materials and
Supplies
6%
Other Services
and Charges
40%
Capital Outlay
8%
155 2016 Adopted Budget
Parks and Recreation
Forestry
01‐604
Core Business
Ensure a beautiful, safe, and healthy tree canopy
Provide forest and horticultural planning for management of trees, shrubs, perennials
and annual flowers within the City’s parks, open spaces and right‐of‐ways
Issue licenses for tree care companies doing business within Wheat Ridge
2015 Strategic Accomplishments
Drafted and reviewed Forestry Management Plan
Updated the tree inventory, care and health records
Integrated procedures and protocols into daily operations including Emerald Ash Borer
sub plan and response strategies
2016 Strategic Priorities
Adopt Forestry management plan
Update the tree inventory, care and health records
Integrate new procedures and response strategies into daily operations
156 2016 Adopted Budget
01‐604 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Forestry Technician 1111
Forestry Assistant 1111
Horticulture Technician 1111
3333
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $205,603 $253,736 $223,097 $253,826
Materials and Supplies $27,013 $29,195 $20,973 $31,635
Other Services and Charges $100,159 $138,841 $136,268 $144,729
Capital Outlay $0 $63,500 $61,336 $0
$332,775 $485,272 $441,674 $430,190
Staffing and Financial Summary
Total 2016 Budget by Object
Forestry
Personnel
Services
59%
Materials and
Supplies
7%
Other Services
and Charges
34%
157 2016 Adopted Budget
Parks and Recreation
Natural Resources
01‐605
Core Business
Manage the City’s natural resources, open space areas and trail‐related facilities through
effective use of resources
Provide natural resource management information and volunteer opportunities for open
space visitors
Provide a safe and well maintained trail system and related facilities
2015 Strategic Accomplishments
Expanded program for fuel load reduction
Continued successful multi‐year partnerships with Institute for Environmental Solutions,
students, and other community volunteers to help care for and monitor plants and re‐
vegetate trails and park areas
Provided an alternative route and expansion of the Clear Creek Trail
2016 Strategic Priorities
Expand multi‐partner pilot program for debris and noxious woody plant removal and fuel
load reduction within the Wheat Ridge Greenbelt
Implement a collaborative signage and mapping plan for the regional Peaks to Plains
multi‐agency partnership involving the Wheat Ridge portion of the Clear Creek Trail
fabrication (disruption pushed this project launch to 2016)
Partner with other Jefferson County providers of outdoor recreational opportunities
through Be Wild Jeffco for collaborative programming efforts
Provide additional accessible shade structures within the Wheat Ridge Greenbelt
158 2016 Adopted Budget
01‐605 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Forestry & Open Space
Supervisor 1111
Parks Maintenance Worker II 1111
Parks Maintenance Worker I 1111
3333
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $164,245 $175,686 $171,602 $177,501
Materials and Supplies $15,129 $29,262 $25,262 $38,910
Other Services and Charges $65,296 $87,595 $73,128 $90,610
Capital Outlay $0 $9,000 $6,000 $0
$244,669 $301,543 $275,992 $307,021
Staffing and Financial Summary
Total 2016 Budget by Object
Natural Resources
Personnel
Services
58%
Materials and
Supplies
13%
Other Services
and Charges
29%
159 2016 Adopted Budget
Parks and Recreation
Anderson Building
01‐620
Core Business
Provide indoor activity space for:
Parks and Recreation activities
Community programs
Special events
Local youth groups
Private rentals
League play and practices
Jazzercise
Yoga, martial arts, ballet, fitness, gymnastics and youth athletics classes
2015 Strategic Accomplishments
Installed snow bar on north side of gymnasium roof
Increased number of youth sports classes offered in gymnasium
Conducted indoor archery classes
2016 Strategic Priorities
Host one special event rental (i.e. ‐ sports competition)
Improve scheduling communication between staff by utilizing Outlook for room
scheduling
Secure one long‐term renter to increase gym rental revenues
160 2016 Adopted Budget
01‐620 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
No Staff Authorized 0000
0000
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $7,617 $14,121 $9,195 $10,498
Materials and Supplies $0 $68 $68 $68
Other Services and Charges $28,151 $43,952 $31,670 $32,334
Capital Outlay $0 $0 $0 $0
$35,768 $58,141 $40,933 $42,900
Staffing and Financial Summary
Total 2016 Budget by Object
Anderson Building
Personnel
Services
24%
Materials and
Supplies
0.2%
Other Services
and Charges
75.8%
161 2016 Adopted 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
Administer athletic leagues
Coordinate field use for local youth groups
Schedule field usage and rentals, and implement user fees
2015 Strategic Accomplishments
Worked with Parks Division to reconfigure Kullerstrand 8v8 soccer fields
Provided goal keeper clinics for U9 and U10 soccer players to promote skill development
and safe play
Participated in Department master plan and accreditation processes
2016 Strategic Priorities
Increase participation in sports party packages
Research the feasibility of offering a youth volleyball league
Increase participation in the Everitt Middle School Sports Program
Expand adult outdoor volleyball league
Participate in Department accreditation processes
162 2016 Adopted Budget
01‐621 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Recreation Supervisor 1111
Recreation Coordinator 0.5 0.5 0.5 0.5
Recreation Leader 0.5 0.5 0.5 0.5
2222
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $162,822 $170,159 $166,280 $165,036
Materials and Supplies $19,354 $24,409 $21,500 $22,428
Other Services and Charges $9,546 $15,884 $3,415 $4,915
Capital Outlay $0 $0 $0 $0
$191,722 $210,452 $191,195 $192,379
Staffing and Financial Summary
Total 2016 Budget by Object
Athletics
Personnel
Services
86%
Materials and
Supplies
12%
Other Services
and Charges
2%
163 2016 Adopted Budget
Parks and Recreation
General Programs
01‐622
Core Business
Provide state licensed preschool program and state licensed summer day camp program
Provide quality educational, arts and crafts and general interest programs for parents and
tots, preschool, youth, teens and adults
Coordinate Easter Egg Hunt, Holiday Celebration on Ridge at 38, holiday classes and
Performances in the Park
Supervise internship and practicum program for college students
Offer and implement quality recreation programs for individuals with disabilities
including sports, fitness, outdoor recreation, general interest and special events
Coordinate inclusion opportunities for individuals with and without disabilities
2015 Strategic Accomplishments
Increased partnerships in the community to offer additional new programming
Redesigned sponsorship package to provide additional information to businesses on the
benefits of sponsorships
Increased participation in therapeutic recreation programs by networking with care
providers in the community
Participated in Department master plan and accreditation processes
Created online class evaluations to increase feedback from patrons
2016 Strategic Priorities
Restructure camp registration and fees to maximize revenue
Increase the Colorado SHINE licensed preschool program rating from a level 1 to a level 2
Develop marketing strategies for outdoor recreation programs to increase awareness and
participation
Participate in Department accreditation processes
164 2016 Adopted Budget
01‐622 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Recreation Supervisor 1111
Recreation Coordinator 0.5 0.5 0.5 0.5
1.5 1.5 1.5 1.5
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $199,562 $251,882 $242,543 $246,043
Materials and Supplies $27,822 $31,747 $25,000 $31,897
Other Services and Charges $14,701 $20,256 $11,063 $12,677
Capital Outlay $0 $0 $0 $0
$242,085 $303,885 $278,606 $290,617
Staffing and Financial Summary
Total 2016 Budget by Object
General Programs
Personnel
Services
85%
Materials and
Supplies
11%
Other Services
and Charges
4%
165 2016 Adopted Budget
Parks and Recreation
Outdoor Pool
01‐623
Core Business
Provide a variety of programs and services for all ages and swimming abilities
Provide a clean, safe and fun environment for recreational swimming and quality
programs
Maintain aquatic facilities, schedule aquatic programs, and educate the public about
water safety
Offer programs for lifeguard and water safety instructor certification, CPR, first aid, AED
and community first aid
2015 Strategic Accomplishments
Revised manuals and operating procedures to meet industry standards
Installed energy‐saving pool covers
Conducted weekly trainings for lifeguards to ensure emergency preparedness
Administered American Red Cross examinations to ensure lifeguard rescue preparedness
Hosted the Foothills Swim Association league swim meet
Provided community education on pool safety through the learn‐to‐swim program
2016 Strategic Priorities
Resurface lap pool
Replace grates in all of the pools
Provide community education on water and sun safety during the summer months
Renovate existing features and amenities
Provide additional shade structures
Provide continual training for the aquatic staff to ensure a fun and safe facility
166 2016 Adopted Budget
01‐623 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
No Staff Authorized 0000
0000
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $88,517 $119,680 $104,061 $119,151
Materials and Supplies $38,680 $51,055 $46,050 $56,778
Other Services and Charges $36,204 $57,858 $48,136 $58,999
Capital Outlay $19,055 $0 $0 $155,000
$182,456 $228,593 $198,247 $389,928
Staffing and Financial Summary
Total 2016 Budget by Object
Outdoor Pool
Personnel
Services
30%
Materials and
Supplies
15%
Other Services
and Charges
15%
Capital Outlay
40%
167 2016 Adopted 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 grow socially, stay healthy and be involved in their community through
recreation programs, social events, trips and tours throughout the Denver‐metro area
Augment funding for improvements to the Active Adult Center
Enhance programs through activity sponsorships, fund raising and the Wheat Ridge
Community Foundation
Promote the Active Adult Center programs by producing and distributing quarterly
newsletter, flyers, press releases and by developing social media campaigns
Offer the SilverSneakers® program for members of Kaiser, Secure Horizon, Anthem,
Aetna, AARP, Humana and other health plans
Supervise and manage the facility and coordinate rentals for parties, social gatherings
and meetings
Oversee the Center’s volunteer program
2015 Strategic Accomplishments
Increased SilverSneakers® visits and drop‐in attendance
Created paid part‐time staff driver position for van trips and outdoor recreation program
and increased program revenue to offset staff expense
Implemented activity fees for computer classes to reflect the current market trends and
increased program revenue
Participated in Department master plan and accreditation processes
2016 Strategic Priorities
Increase class offerings to meet the needs of a changing senior population
Replace one 15‐passenger vehicle to ensure safety and reliability of transportation for
citizen trips, outings and summer camp programs
Reallocate space within the center for improved customer service and activity
programming
Update kitchen appliances utilizing Wheat Ridge Community Foundation funds
Increase participation in registered dance programs
Participate in Department accreditation processes
168 2016 Adopted Budget
01‐624 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Recreation Supervisor 1111
Recreation Coordinator 1.13 1.13 1.125 1.625
Operations Support Technician II 1111
Operations Support Technician I 1111
4.13 4.13 4.125 4.625
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $332,226 $354,487 $341,394 $407,249
Materials and Supplies $58,483 $83,185 $80,755 $68,093
Other Services and Charges $84,923 $96,444 $90,305 $96,416
Capital Outlay $0 $0 $0 $9,000
$475,632 $534,116 $512,454 $580,758
Staffing and Financial Summary
Total 2016 Budget by Object
Active Adult Center
Personnel
Services
70%
Materials and
Supplies
12%
Other Services
and Charges
17%
Capital Outlay
1%
169 2016 Adopted 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
Richards‐Hart Estate
Preserve cultural and historic assets of the City
Maintain facility and grounds of the Richards‐Hart Estate to provide a unique setting for
weddings, receptions and events
2015 Strategic Accomplishments
Completed repairs to the staircase of the Richards‐Hart Estate
Completed the maintenance plan for City‐owned historical properties
Repaired plaster at the Baugh House
Completed faux painting of Richards‐Hart Estate interior walls
2016 Strategic Priorities
Replace boiler at Richards‐Hart Estate
Repair sagging floor in main room of Richards‐Hart Estate
Complete needed repairs to wood exterior walls and gutters at the Brick House Museum
170 2016 Adopted Budget
01‐625 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
No Staff Authorized 0000
0000
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $4,769 $12,907 $12,907 $13,488
Materials and Supplies $6,088 $8,267 $8,267 $8,843
Other Services and Charges $22,711 $53,194 $53,194 $40,445
Capital Outlay $0 $0 $0 $23,000
$33,568 $74,368 $74,368 $85,776
Staffing and Financial Summary
Total 2016 Budget by Object
Historic Buildings
Personnel
Services
16%
Materials and
Supplies
10%
Other Services
and Charges
47%
Capital Outlay
27%
171 2016 Adopted Budget
Parks and Recreation
Facilities Maintenance
01‐118
Core Business
Provide maintenance services to all municipal buildings
Purchase and maintain inventory of all operating supplies
Schedule and supervise outside contractors
Supervise contractual custodial services
Coordinate maintenance and remodeling projects at various facilities
2015 Strategic Accomplishments
Reviewed engineering quotes for Courtroom/Council Chambers metal roof project
Coordinated first floor Administration/Human Resources remodel
Coordinated HVAC coils and ductwork cleaning at City Hall
2016 Strategic Priorities
Complete Courtroom/Council Chambers metal roof project
Replace Police Department second floor restroom counter tops
Coordinate various work space remodels
Continue to provide responsive internal customer service
172 2016 Adopted Budget
01‐118 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Facility Maintenance Supervisor 1111
1111
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $99,118 $97,686 $97,030 $97,686
Materials and Supplies $34,415 $41,025 $36,000 $41,075
Other Services and Charges $217,866 $277,090 $240,490 $265,028
Capital Outlay $59,735 $52,000 $52,000 $2,000
$411,134 $467,801 $425,520 $405,789
Staffing and Financial Summary
Total 2016 Budget by Object
Facilities Maintenance
Personnel
Services
24%
Materials and
Supplies
10%
Other Services
and Charges
65%
Capital Outlay
1%
173 2016 Adopted Budget
174 2016 Adopted Budget
Recreation Center Fund
About the Recreation Center Fund
The Wheat Ridge Recreation Center is a state‐of‐the‐art
facility located in the heart of Wheat Ridge that also
serves as a conference and event center. The Recreation
Center Fund was established through voter approval of a
ballot question to increase the sales and use tax rate in
November of 1997. The fund was approved for the
construction and operation of a public recreation center
with activities for all ages. Facilities at the Recreation
Center include an indoor warm water leisure pool, indoor
lap pool, indoor walk/run track, gymnasium, aerobics
room, weight training area, racquetball courts, climbing
wall, and meeting/banquet facilities. The 1/2% retail
sales and use tax rate imposed by the City was effective
January 1, 1998 and was terminated in March 2002 when
a total of $12,350,000 had been raised.
2016
Budget Priorities
Replace weight circuit
equipment
Replace elliptical machines
Replace frog slide
Replace pool grates
Facilities for all ages
and abilities…
Photos by Erin Perrin
175 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Beginning Fund Balance $1,140,275 $952,648 $952,648 $796,583
Revenues
Facility Operations $1,815,163 $1,826,880 $1,876,850 $1,886,528
Aquatics $126,359 $110,030 $114,000 $114,000
Fitness $160,411 $129,732 $166,000 $168,300
Interest $10,757 $8,000 $8,000 $8,000
Miscellaneous $193 $0 $0 $0
Total Revenues $2,112,883 $2,074,642 $2,164,850 $2,176,828
Total Available Funds $3,253,158 $3,027,290 $3,117,498 $2,973,411
EXPENDITURES
Facility Operations $1,273,128 $1,291,224 $1,247,214 $1,299,401
Aquatics $662,568 $683,146 $675,935 $688,316
Fitness $295,377 $300,248 $315,998 $309,535
Marketing $69,436 $88,483 $81,768 $85,149
Total Expenditures $2,300,509 $2,363,101 $2,320,915 $2,382,401
Ending Fund Balance $952,649 $664,189 $796,583 $591,010
Recreation Center Fund
176 2016 Adopted Budget
2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Facility Operations 7 7 7 6.5
Aquatics 4 3 3 3.5
Fitness 1111
Marketing 0.5 0.5 0.5 0.5
12.5 11.5 11.5 11.5
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $1,582,027 $1,577,825 $1,565,010 $1,597,365
Materials and Supplies $168,053 $225,108 $205,870 $201,363
Other Services and Charges $550,430 $569,933 $550,035 $583,673
Capital Outlay $0 $0 $0 $0
$2,300,509 $2,372,866 $2,320,915 $2,382,401
Staffing and Financial Summary
Total 2016 Budget by Object
Recreation Center Fund
Personnel
Services
67%
Materials and
Supplies
8%
Other Services
and Charges
25%
177 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Facility Operations $1,273,128 $1,286,944 $1,247,214 $1,299,401
Aquatics $662,568 $681,441 $675,935 $688,316
Fitness $295,377 $315,998 $315,998 $309,535
Marketing $69,436 $88,483 $81,768 $85,149
$2,300,509 $2,372,866 $2,320,915 $2,382,401
Total Budget by Program
Total 2016 Budget by Program
Recreation Center Fund
Facility
Operations
54%
Aquatics
29%
Fitness
13%
Marketing
4%
178 2016 Adopted Budget
179 2016 Adopted Budget
Recreation Center Operations Fund
Facility Operations
64‐602
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
Coordinate and schedule rental usage of center community rooms and park shelters and
pavilions
2015 Strategic Accomplishments
Cleaned entire facility during annual maintenance shutdown
Resurfaced all hard wood floors and repaired tile and grout in pool and locker room areas
Painted interior and exterior of the Recreation Center, as needed
Replaced carpet in ballroom, hallway, activity room, offices, lobby, front desk
Revamped team member training for improved internal and external customer service
Researched and increased annual membership fees to offset rising costs of operation
Participated in Department master plan and accreditation processes
2016 Strategic Priorities
Continue to implement sustainability plan for the facility
Participate in Department accreditation processes
Monitor and prioritize five‐year replacement schedule for capital equipment
Plan, coordinate and execute new web‐based program registration software upgrade
180 2016 Adopted Budget
64‐602 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Facility Operations Supervisor 1111
Facility Coordinator 0002
Facility Assistant 3330.5
Recreation Support Technician 1111
Custodian 1111
Facility Maintenance Technician 1111
7776.5
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $701,366 $690,128 $678,247 $702,888
Materials and Supplies $66,161 $86,505 $76,440 $79,030
Other Services and Charges $505,601 $510,311 $492,527 $517,483
Capital Outlay $0 $0 $0 $0
$1,273,128 $1,286,944 $1,247,214 $1,299,401
Staffing and Financial Summary
Total 2016 Budget by Object
Facility Operations
Personnel
Services
54%
Materials and
Supplies
6%
Other Services
and Charges
40%
181 2016 Adopted Budget
Recreation Center Operations Fund
Aquatics
64‐604
Core Business
Provide a variety of programs and services for all ages and swimming abilities
Provide a safe and fun environment for recreational swimming
Maintain aquatic facilities, schedule quality aquatic programming, and educate the public
Maintain safety, guest relations and Learn‐to‐Swim program
Offer programs for certification in lifeguard training, water safety instructor, CPR and first
aid, AED and community first aid
2015 Strategic Accomplishments
Investigated alternative disinfectant products for the spa and leisure pool
Participated in the American Red Cross Aquatic Examiner program to ensure rescue
preparedness
Investigated and implemented aqua Zumba classes
Educated the community on aquatic safety through the learn‐to‐swim program
Provided a safe and well‐maintained facility
Updated operational manuals and procedures to meet industry standards
Participated in Department master plan and accreditation processes
2016 Strategic Priorities
Replace grating in the leisure pool
Replace frog slide
Continue to provide aquatic education to guests on water safety
Provide a venue for competitive swim teams to practice
Continue to provide training to aquatic staff on industry standards and best practices
Participate in Department accreditation processes
182 2016 Adopted Budget
64‐604 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Recreation Supervisor 1111
Pool Manager 3222.5
4333.5
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $569,965 $566,396 $565,638 $565,034
Materials and Supplies $55,156 $68,834 $65,000 $71,300
Other Services and Charges $37,447 $46,211 $45,297 $51,982
Capital Outlay $0 $0 $0 $0
$662,568 $681,441 $675,935 $688,316
Staffing and Financial Summary
Total 2016 Budget by Object
Aquatics
Personnel
Services
82%
Materials and
Supplies
10%
Other Services
and Charges
8%
183 2016 Adopted Budget
Recreation Center Operations Fund
Fitness
64‐605
Core Business
Coordinate comprehensive fitness programs for all ages including: specialty fitness
classes, massage, reiki, personal training, CARE Fit, aerobics, cycling, SilverSneakers, and
other fitness/wellness programming
Supervise certified fitness staff including: personal trainers, fitness assistant, head weight
room attendant, weight room attendants, specialty fitness instructors, fitness Instructors,
wellness therapists, fitness coordinator
Maintain operations of the fitness facilities and equipment
Offer the SilverSneakers program for members of Kaiser, Secure Horizon, Anthem, Aetna,
AARP, Humana and other health plans
Offer Cancer Fit program for participants with cancer diagnosis
Provide fitness programming for evolving fitness trends
2015 Strategic Accomplishments
Provided new youth fitness class, Kids Yoga
Purchased and installed new dumbbells and stepmill for fitness area
Conducted a successful Tri‐Like‐a‐Do event which allowed individuals the opportunity to
participate or observe a variety of classes
Participated in Department master plan and accreditation processes
2016 Strategic Priorities
Increase participation numbers in current fitness programs by seeking more effective
marketing opportunities
Expand youth fitness opportunities
Research and replace elliptical and circuit equipment on fitness floor
Research and implement new youth fitness concept by pairing athletics and fitness into
one class
Participate in Department accreditation process
184 2016 Adopted Budget
64‐605 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Recreation Coordinator 0.5 0.5 0.5 0.5
Recreation Supervisor 0.5 0.5 0.5 0.5
1111
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $271,693 $275,185 $275,185 $282,152
Materials and Supplies $18,003 $33,350 $33,350 $19,150
Other Services and Charges $5,681 $7,463 $7,463 $8,233
Capital Outlay $0 $0 $0 $0
$295,377 $315,998 $315,998 $309,535
Staffing and Financial Summary
Total 2016 Budget by Object
Fitness
Personnel
Services
91%
Materials and
Supplies
6%
Other Services
and Charges
3%
185 2016 Adopted Budget
Recreation Center Operations Fund
Marketing
64‐607
Core Business
Oversee the bi‐annual production of the Parks and Recreation Activities Guide which is mailed to
23,000 residents and distributed to an additional 2,000 – 3,000 people
Develop strategies to market Wheat Ridge Recreation Center facilities, programs and classes
Produce printed and electronic communications to inform the public about Parks and Recreation
facilities, programs and classes
Establish contacts with the media
Write and design public service announcements, articles and ads
2015 Strategic Accomplishments
Developed a strategic marketing plan for the Department
Developed and distributed online program/class evaluations to improve customer satisfaction
and loyalty, and for marketing research purposes
Improved use of registration software functions to access and analyze data to improve customer
relationship management, including coupon tracking and redemption
Increased social media “likes” on web page
Initiated redesign and reorganization of Parks and Recreation webpages
Increased online registration use and revenue
Redesigned Parks and Recreation Activities Guide providing an updated, customer‐friendly look
and feel
Created an online interactive Activities Guide providing one‐click access to online registration,
City websites, staff emails and more
Implemented a highly successful gift card promotion campaign
Participated in Department master plan and accreditation processes
2016 Strategic Priorities
Redesign Parks and Recreation print materials including flyers, trifold brochures and mailings
Develop brand identity and implementation strategy for the Parks and Recreation Department
Develop four to six new marketing campaigns to provide a more proactive and strategic approach
to marketing programs and services
Participate in Department accreditation processes
186 2016 Adopted Budget
64‐607 2013
Authorized
2014
Authorized
2015
Authorized
2016
Authorized
Marketing Coordinator 0.5 0.5 0 0
Social Media Specialist 000.50.5
0.5 0.5 0.5 0.5
2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Personnel Services $39,002 $46,116 $45,940 $47,291
Materials and Supplies $28,733 $36,419 $31,080 $31,883
Other Services and Charges $1,701 $5,948 $4,748 $5,975
Capital Outlay $0 $0 $0 $0
$69,436 $88,483 $81,768 $85,149
Staffing and Financial Summary
Total 2016 Budget by Object
Marketing
Personnel
Services
56%
Materials and
Supplies
37%
Other
Services and
Charges
7%
187 2016 Adopted Budget
188 2016 Adopted Budget
Public Art Fund
Special Funds
Fund 12 2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Beginning Fund Balance $38,206 $52,615 $52,615 $63,740
Revenues
Building Use Tax $8,803 $6,009 $6,500 $4,500
Building Permits $3,186 $3,000 $3,000 $3,000
Plan Review Fees $2,249 $2,000 $1,500 $2,000
Interest $170 $118 $125 $100
One Percent Public Projects $0 $28,110 $0 $23,000
Total Revenues $14,409 $39,238 $11,125 $32,600
Total Available Funds $52,615 $91,852 $63,740 $96,340
Expenditures
Public Art Acquisition $0 $20,000 $0 $0
Total Expenditures $0 $20,000 $0 $0
Ending Fund Balance $52,615 $71,852 $63,740 $96,340
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 and use tax charged in connection with all private site
development having an anticipated construction cost of $100,000 or greater
Development review fees charged in connection with private site development, having
an anticipated construction cost of $100,000 or greater
189 2016 Adopted Budget
Police Investigation Fund
Special Funds
Fund 17
2014 Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Beginning Fund Balance $41,075 $91,539 $91,539 $67,866
Revenues
Interest $424 $350 $350 $350
Miscellaneous Revenue $74,700 $977 $977 $0
Total Revenues $75,124 $1,327 $1,327 $350
Total Available Funds $116,199 $92,867 $92,866 $68,216
Expenditures
Operating Supplies $2,863 $5,000 $5,000 $5,000
Other Major Equipment $8,800 $0 $0 $0
Building Improvements $13,725 $20,000 $20,000 $20,000
Total Expenditures $25,388 $25,000 $25,000 $25,000
Ending Fund Balance $90,812 $67,867 $67,866 $43,216
Police Investigation Fund
Special Fund 17
Core Business
Beginning in 1990, all proceeds from seizures and forfeitures of property pursuant
to C.R.S. 16‐13‐302 (Public Nuisance Policy) and 16‐13‐501 (Colorado Contraband
Forfeiture Act) are required to be placed in a separate fund as defined by GASB No.
54. and used by the Police Department solely for purposes other than normal
operating expenses.
190 2016 Adopted Budget
191 2016 Adopted 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 Open Space Fund generates approximately $875,000 in revenue per year
2015 Strategic Accomplishments
Constructed Parks vehicle storage building
Completed the Master Plan design for the renovation of Prospect Park
Completed construction of Clear Creek Trail realignment
2016 Strategic Priorities
Prospect Park Renovation
Bass Lake retaining wall replacement
Clear Creek Trail replacement and repairs
Clear Creek Trail
192 2016 Adopted Budget
Fund 32 2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Beginning Fund Balance $1,196,626 $1,435,023 $1,435,023 $659,239
Revenues
State Grants $0 $39,975 $39,975 $0
Open Space Tax $1,054,662 $885,000 $950,000 $900,000
Developer Fees $284,068 $54,940 $54,940 $0
County Grants $211,000 $276,121 $276,121 $150,000
Interest Earning $13,043 $4,063 $8,000 $8,000
Miscellaneous Fees $3,000 $3,000 $3,000 $0
Transfers from General Fund $0 $0 $0 $0
Total Revenues $1,565,773 $1,338,099 $1,332,036 $1,058,000
Total Available Funds $2,762,399 $2,773,122 $2,767,059 $1,717,239
Expenditures
Acquisitions $0 $0 $0 $0
Development Projects $817,383 $1,133,203 $817,203 $875,000
Maintenance Projects $35,269 $959,731 $798,000 $255,000
Salaries and Benefits $474,724 $492,379 $492,617 $499,337
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $1,327,376 $2,585,313 $2,107,820 $1,629,337
Ending Fund Balance $1,435,023 $187,809 $659,239 $87,902
Special Funds
Open Space Fund
193 2016 Adopted Budget
Municipal Court Fund
Special Fund 33
Core Business
The Municipal Court Fund was established in 1993 as a committed fund, according to
GASB No. 54. in order to provide a means to track court fees and to enable the court to
expend these amounts
The Fund receives revenue from a portion of each Court fee, victim services fee and
outstanding judgment fee
This fund provides the Court and the probation program with money for expenditures
for equipment, maintenance, office furniture, victim services and other court and
probation expenses
2015 Strategic Accomplishments
Provided financial assistance to indigent defendants for domestic violence counseling,
juvenile work programs and behavior modification courses
Supported victims of crime by collecting and distributing direct services funds with a
portion of court fees and fees imposed in domestic violence convictions
Improved safety measures to protect Judge, witnesses, and staff when Court is in session
2016 Strategic Priorities
Improve safety measures to protect Judge, witnesses, and staff while Court is in session
Provide financial assistance to indigent defendants sentenced to probation
Provide domestic violence counseling and behavior modification courses
Support victims of crime by collecting and distributing direct services funds with a
portion of court fees and fees imposed in domestic violence convictions
194 2016 Adopted Budget
Fund 33 2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Beginning Fund Balance $72,289 $77,022 $77,022 $79,572
Revenues
$1 Court Fees $1,787 $2,000 $2,000 $2,000
$4 Court Fees $7,143 $8,000 $7,500 $8,000
Direct Victim Services $10,401 $12,000 $11,000 $12,000
Warrants/Judgements $2,985 $4,000 $3,500 $4,000
Transcript Fees $450 $1,500 $1,500 $1,500
Interest $297 $550 $550 $550
Total Revenues $23,062 $28,050 $26,050 $28,050
Total Available Funds $95,351 $105,072 $103,072 $107,622
Expenditures
Outside Personnel $0 $0 $0 $0
Transcript Fees $325 $1,500 $1,500 $1,500
Equipment Maintenance $904 $1,000 $1,000 $1,000
Court $4 Expenses $0 $3,000 $3,000 $5,000
Warrants/Judgements $2,490 $4,500 $4,000 $4,500
Direct Victim Services $10,896 $14,000 $12,000 $14,000
Probation $1 Expenses $3,715 $2,000 $2,000 $3,000
Office Equipment $0 $0 $0 $0
Other Major Equipment $0 $0 $0 $0
Total Expenditures $18,329 $26,000 $23,500 $29,000
Ending Fund Balance $77,022 $79,072 $79,572 $78,622
Special Funds
Municipal Court Fund
195 2016 Adopted Budget
Conservation Trust Fund
Special Fund 54
Core Business
Established in 1974, the Conservation 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 funds are distributed on a quarterly, per capita basis to municipalities, counties
and other eligible entities for parks, recreation and open space purposes
Conservation funds are used for new projects as well as maintenance projects
2015 Strategic Accomplishments
Repaired and replaced equipment at Recreation Center
Replaced Active Adult Center parking lot
Replaced Hank Stites Park playground
2016 Strategic Priorities
Replace circuit equipment at Recreation Center
Resurface miscellaneous park basketball and tennis courts
Replace frog slide and grates in leisure pool at Recreation Center
Clear Creek Trail
196 2016 Adopted Budget
Fund 54 2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Beginning Fund Balance $573,434 $326,100 $326,099 $215,378
Revenues
Colorado Lottery $298,314 $300,000 $300,000 $300,000
Grants $0 $0 $0 $0
Interest $895 $1,000 $500 $500
Miscellaneous Income $0 $0 $0 $0
Transfers from General Fund $0 $0 $0 $0
Total Revenues $299,209 $301,000 $300,500 $300,500
Total Available Funds $872,643 $627,100 $626,599 $515,878
Expenditures
Development Projects $250,565 $100,000 $100,000 $120,000
Maintenance Projects $295,978 $317,831 $311,221 $373,150
General Fund Transfers $0 $0 $0 $0
Total Expenditures $546,543 $417,831 $411,221 $493,150
Ending fund Balance $326,100 $209,269 $215,378 $22,728
Special Funds
Conservation Trust Fund
197 2016 Adopted Budget
Equipment Replacement Fund
Special Funds
Fund 57 2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Beginning Fund Balance $368,605 $474,021 $474,021 $407,121
Revenues
E911 Reimbursements $0 $53,000 $53,000 $53,000
Transfer from General Fund $100,000 $0 $0 $100,000
Interest $5,416 $3,799 $4,100 $3,000
Total Revenues $105,416 $56,799 $57,100 $156,000
Total Available Funds $474,021 $530,820 $531,121 $563,121
Expenditures
CAD/RMS $0 $0 $0 $0
Police Radios $0 $0 $0 $0
Other Major Equipment $0 $44,000 $44,000 $0
Professional Services $0 $191,000 $80,000 $139,000
Other Major Equipment IT $0 $0 $0 $230,000
Total Expenditures $0 $235,000 $124,000 $369,000
Ending Fund Balance $474,021 $295,820 $407,121 $194,121
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.
2015 Strategic Accomplishments
Begin Phase II of a three‐year project to regionalize the Police Department’s Records
Management System (RMS)
Research new financial management software system
2016 Strategic Priority
Replace two firewalls to protect the City’s internet by preventing malicious code and hackers
from infecting the City’s system
Continue with regionalization of RMS
Develop an interface between the new RMS system, Niche and the current Logysis computer‐
aided dispatch system
198 2016 Adopted Budget
199 2016 Adopted Budget
200 2016 Adopted Budget
Police Department
Crime Prevention/Code Enforcement Fund
Special Fund 63
Core Business
Administer and fund crime prevention programs, community awareness events, and
educational classes taught by the Police Department and the Community Services Team
Develop programs to deter and prevent crime and enhance the quality of life for
residents and businesses in the community
Administer funds designated through the hotel/motel tax to programs relating to the
Crime Free Program
Help hotels and motels comply with the Crime Free Program and reduce the number of
calls for police service
2015 Strategic Accomplishments
Inspected more than 200 motel rooms for compliance with City ordinances
Completed two Crime Prevention Through Environmental Design (CPTED) surveys and
provided education to business leaders and residents on the CPTED program
Promoted the Crime Free Program to City motels and multi‐housing complexes
Implemented a police chaplain program as part of the volunteer effort to involve faith‐
based community members as partners in crime prevention
Utilized volunteers at City events and in a traffic safety role
Conducted a Citizen’s Police Academy
2016 Strategic Priorities
Provide education to business owners on the Standard Emergency Contact Update and
Response (SECURE) program for afterhours contact
Further engage the faith‐based community in helping to address crime and quality of life
issues
Collaborate with other City Department and community leaders in developing problem‐
solving strategies to address crime, traffic and quality of life
Involve volunteers in Walk and Watch program to impact crime issues involving parks and
greenbelt areas
Implement the 2016 Citizen’s Police Academy and the Volunteer Academy
201 2016 Adopted Budget
Crime Prevention/Code Enforcement Fund
Fund 63 2014
Actual
2015
Adjusted
2015
Estimated
2016
Adopted
Beginning Fund Balance $280,311 $346,170 $346,170 $285,859
Revenues
Lodger's Tax $413,384 $300,000 $300,000 $300,000
CDOT ‐ Safety fair Grant $0 $0 $0 $0
No Proof of Insurance $34,336 $30,000 $30,000 $30,000
Interest $1,072 $1,000 $1,000 $1,000
Total Revenues $448,791 $331,000 $331,000 $331,000
Total Available Funds $729,102 $677,170 $677,170 $616,859
Expenditures
Personnel Services $356,726 $359,051 $360,576 $369,383
Materials & Supplies $21,431 $14,150 $14,150 $20,100
Other Services & Charges $4,775 $25,123 $16,585 $18,533
Total Expenditures $382,932 $398,324 $391,311 $408,016
Ending Fund Balance $346,170 $278,846 $285,859 $208,843
Special Funds
202 2016 Adopted Budget
203 2016 Adopted Budget
Capital Investment Program (CIP)
About CIP
The Capital Investment Program (CIP) is a multi‐year
program aimed at upgrading and expanding City
facilities, buildings, grounds, streets, parks and roads.
The intent of the CIP is to serve as a guide in the
provision of new facilities to meet the increasing
demand for capital improvements throughout the City,
as well as in the replacement of outmoded facilities.
The City of Wheat Ridge continually faces the fact that it
has a list of many worthy and valuable projects that far
exceed the funding available at any one time. A process
has been set up to evaluate each program, its funding
needs, potential funding sources and priority with respect
to all other needs within the City.
A basis has been established with a 10‐year CIP listing,
which assigns a preliminary schedule and provides a description of the projects and future
operational costs of these projects.
2016
Budget Priorities
Complete bicycle and
pedestrian improvements as
designated
Complete next phase of the
Wadsworth Blvd. Corridor
design and the environmental
assessment
Complete Tabor Street
improvements for the Gold
Line Station Area
Complete ADA Transition Plan
New overlay along 41st Avenue
Multi‐use trail construction along
the east side of Kipling Street from
32nd to 34th
204 2016 Adopted Budget
2014
Actual
2015
Adjusted
2015
Estimated
2016
Proposed
Beginning Fund Balance $2,412,039 $1,996,568 $1,996,568 $643,332
Revenues
Lodger's Tax $275,589 $250,000 $275,000 $275,000
Grant ‐ RTD Gold Line Station $13,640 $680,228 $300,000 $380,228
Grant ‐ CDOT Wadsworth $18,736 $0 $0 $0
Grant ‐ Wadsworth PEL $275,270 $181,000 $353,496 $0
Grant‐ Wadsworth (FED)$0 $0 $20,000 $1,200,000
Grant ‐ CDOT Bus Benches $121,531 $0 $0 $0
Grant ‐ Kipling Trail $0 $2,199,000 $1,600,000 $599,000
Interest $13,723 $10,000 $25,000 $10,000
Msicellaneous Revenue $17,626 $0 $37,679 $0
Transfers from General Fund $3,576,075 $3,249,970 $3,249,970 $2,800,000
Total Revenues $4,312,190 $6,570,198 $5,861,145 $5,264,228
Total Available Funds $6,724,229 $8,566,766 $7,857,713 $5,907,560
Expenditures
Drainage $892,738 $621,021 $460,000 $279,821
Streets $3,936,678 $8,354,713 $6,646,381 $5,500,000
Traffic $53,640 $140,588 $20,000 $50,000
Facilities $0 $0 $0 $0
Parks & Recreation Projects $0 $0 $0 $0
Economic Development $0 $0 $20,000 $50,000
Municipal Projects $156,292 $68,000 $68,000 $0
Utility Undergrounding $0 $0 $0 $0
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $5,039,348 $9,184,322 $7,214,381 $5,879,821
Ending Fund Balance $1,684,881 ($617,556)$643,332 $27,739
Special Funds
Capital Investment Program (CIP)
205 2016 Adopted Budget
Capital Investment Program
Project Profile
ADA TRANSITION PLAN
Project Description:
Completion of an ADA Transition Plan (Americans with Disabilities Act) in accordance with Federal
and State requirements
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Financially Sound Yes – Required per federal/state mandate
Economically Viable
Yes – provides means for a long‐term plan to leverage resources for
needed improvements with other City projects, such as pavement
management.
Desirable Neighborhoods Yes – will provide improved mobility in neighborhoods
More Attractive
Yes – Can add with other concurrent improvements in
neighborhoods.
Benefits of Project
The plan will identify needs and improvements and upgrades needed within street public right‐of‐
ways that may include curb ramps and other types of mobility access amenities. Provides a means
for a long‐term plan to leverage resources for needed improvements with other City projects, such
as pavement management. Costs include City‐wide inventory, development of a plan including
policies for addressing needs and requirements, and subsequent construction of improvements.
Plan Estimates
2016 2017 2018
Streets/Drainage $50,000 $50,000 $50,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $50,000 $50,000 $50,000
DA Compliant
ADA Ramp Ramp Location Map
206 2016 Adopted Budget
Capital Investment Program
Project Profile
BICYCLE AND PEDESTRIAN ANNUAL IMPROVEMENTS
Project Description:
Miscellaneous projects City‐wide in accordance with priorities established in the City’s Bike/Ped
Master Plan. A variety of projects that may include re‐striping of roadways with bike lanes,
construction of missing sidewalk links, and other potential bicycle and pedestrian facilities.
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Financially Sound Yes – Generally lower cost alternatives available with exceptions
Economically Viable Yes – Addresses multi‐modal transportation needs and safety
Desirable Neighborhoods Yes – Adds to quality of life, livability, and safety
More Attractive Yes – Adds to neighborhood vitality
Benefits of Project
Provides alternative transportation and recreation options for residents, including improved and
safer access to schools, parks, businesses, and other destinations. In many cases reduces roadway
speeds and enhances livability in neighborhoods, as well as improving linkages within Wheat Ridge
and neighboring communities. In 2016 the existing master plan will be updated.
Plan/Project Estimates
2016 2017 2018
Streets/Drainage $$ $
Bike/Ped $$100,000 $100,000
Utilities $$ $
Maintenance $$ $
Plans/Studies $25,000 $ $
Equipment $$ $
Other Agency Projects $$ $
Total $25,000 $100,000 $100,000
Bicycle lanes are clearly marked for safety and convenience
207 2016 Adopted Budget
Capital Investment Program
Project Profile
CLEAR CREEK CLOMR AND LOMR
Project Description:
Review of the hydrology of Clear Creek started in 2015, in cooperation with the Urban Drainage and
Flood Control District (UDFCD) and the City of Golden. Other partners may also join in this effort at a
later date. A preliminary analysis of the stream flows that have been recorded for several decades
at a stream gauge in Golden indicate that the calculated flows being utilized to map the regulatory
floodplain of Clear Creek may be high. If this is collectively determined to be valid, a Conditional
Letter of Map Revision (CLOMR) will be submitted requesting FEMA’s permission to lower the
calculated flows to match the stream gauge data. If the CLOMR is approved in the Spring of 2016, a
subsequent Letter of Map Revision (LOMR) will be sought to remap portions of the floodplain to
reflect the lower flows. If this is the case, a significant number of properties within Wheat Ridge,
that are currently within FEMA’s 100‐year flood plain, could potentially be removed, eliminating the
need for large and expensive capital projects, and providing significant savings in insurance premiums.
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Financially Sound Yes – Will help determine the need and feasibility of future projects
Economically Viable
Yes – May potentially save the City and property owners significant
amounts of money in the future.
Desirable Neighborhoods
Yes – neighborhoods with flood risk properties may potentially be
provided significant risk reductions
More Attractive Yes – See above
Benefits of Project
Flood risk reduction, including protection of properties, could reduce flood insurance premiums.
Project Estimates
2016 2017 2018
Streets/Drainage $50,000 $ $
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $50,000 $ $
Clear Creek
208 2016 Adopted Budget
Capital Investment Program
Project Profile
CLEAR CREEK MASTER PLAN
Project Description:
Per FEMA requirements, if a Conditional Letter of Map Revision (CLOMR), and a subsequent Letter
of Map Revision (LOMR) is received in the Spring 2016, revisions to the existing master plan for
Clear Creek will also be sought to reflect the impacts of the lower flows. This plan will determine the
scope of work and address the extent of the positive impact of proposed future flood mitigation
and/or water quality projects.
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Financially Sound Yes – Will determine feasibility of future projects
Economically Viable
Yes – In addition to determining feasibility of future projects, the
plan will also identify opportunities for leveraging projects and
potential funding sources with other agencies
Desirable Neighborhoods
Yes – neighborhoods with flood risk properties may potentially be
provided significant risk reductions
More Attractive Yes – See above
Benefits of Projects
Flood risk reduction opportunities, including protection of properties, reduced flood insurance
premiums.
Project Estimates
2016 2017 2018
Streets/Drainage $50,000 $ $0
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $50,000 $ $
209 2016 Adopted Budget
Capital Investment Program
Project Profile
GATEWAY SIGNAGE PROGRAM
Project Description:
The project provides for installation of gateway or entryway signs at various locations throughout
the City. A plan has been developed that identifies specific locations where a standard entryway
sign on collector or local streets into residential neighborhoods is anticipated. Signs for entry into
the City from arterials or major collectors, such as commercial areas, would likely have a larger or
custom‐designed signs, depending on the need or context of the location. Sign installations may
require additional rights‐of‐way or easement acquisitions and/or will need to address potential
utility conflicts prior to construction.
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Financially Sound
If there are no utility, property, or easement needs, projects are
very feasible.
Economically Viable
Yes – May be combined or leveraged with other improvements,
such as redevelopments.
Desirable Neighborhoods Yes – Can improve overall sense of community
More Attractive
Yes – Can provide aesthetic enhancement for neighborhoods and
entries into the City.
Benefits of Projects
Projects may improve overall attractiveness and sense of community
Project Estimates
2016 2017 2018
Streets/Drainage $50,000 $ $
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $50,000 $ $
Residential sign rendering and location map
210 2016 Adopted Budget
Capital Investment Program
Project Profile
GOLD LINE STATION STREET PROJECT (TABOR STREET)
Project Description:
The project provides for the reconstruction of Tabor Street between the I‐70 North Frontage Road
and Ridge Road (Gold Line Station). The street will be reconstructed with concrete curb and gutter,
new asphalt pavement with on‐road bike lanes, sidewalks, and lighting.
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Financially Sound
Yes – Upgrades an existing street that is in poor condition and does not
currently accommodate future transportation and land use needs
Economically Viable Yes – Addresses multi‐modal transportation needs and safety
Desirable Neighborhoods Yes – Adds to quality of life, livability, and safety
More Attractive Yes – Adds to overall attractiveness of the street and area in general
Benefits of Project
Provides a reconstruction and upgrade to an existing street that is in poor condition, does not meet
future traffic and transportation needs, and has poor drainage. The completed street will
accommodate multi‐modal transportation options (bicycle, pedestrian, and auto), access the new
Gold Line Station (opening in 2016), and enhance redevelopment options in the area in accordance with
the Northwest Sub‐Area Plan. Funding is provided through a federal grant administered through RTD.
Construction Estimates
2016 2017 2018
Streets/Drainage $740,000 $0 $0
Bike/Ped $$ $
Maintenance $$ $
Plans/Studies $$ $
Other Agency Projects $$ $
Total $740,000 $ $
Anticipated Funding Source
Federal (RTD) and City
(General Funds) 80/20*
$740,000 $0 $0
*Cost split may vary depending on right‐of‐way and/or other costs
Project Location: Tabor Street between I‐70 and Ridge Road
211 2016 Adopted Budget
Capital Investment Program
Project Profile
KIPLING BICYCLE AND PEDESTRIAN IMPROVEMENTS
Project Description:
The completion (final construction and administration) of the Kipling multi‐use trail between 32nd
Avenue and 44th Avenue.
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Financially Sound Yes – Reduces long term maintenance costs and enhances safety
Economically Viable Yes – Addresses multi‐modal transportation needs
Desirable Neighborhoods Yes – Adds to quality of life, livability and connectivity
More Attractive Yes – Adds to aesthetics and viability of the Kipling corridor
Benefits of Project
Completion of the Kipling multi‐use trail between 32nd Avenue and 44th Avenue will connect
bicyclists and pedestrians between Crown Hill Park, the Clear Creek Regional Trail, the Wheat Ridge
Recreation Center, Discovery Park, and Everett School. The trail will also provide a vital north/south
transportation link to eventually connect destinations in neighboring communities (Lakewood and
Arvada), including the West Line and Gold Line rail stations. The project includes a new bridge over
Clear Creek, which was installed in December of 2015.
Construction Estimates
2016 2017 2018
Streets/Drainage $$ $
Bike/Ped $835,000 $ $
Maintenance $$ $
Plans/Studies $$ $
Other Agency Projects $$ $
Total $835,000 $ $
Anticipated Funding Source
Federal and City
(General) Funds (80/20)*
$835,000 $ $
*Cost share may vary according to rights‐of‐way and/or other costs
Project Location: East side of Kipling Street between 32nd Avenue and 44th Avenue
212 2016 Adopted Budget
Capital Investment Program
Project Profile
MAPLE GROVE RESERVOIR EMERGENCY PLANNING
Project Description:
Joint study effort with Consolidated Water, Urban Drainage and Flood Control District, and the City
of Lakewood to study release rates, establish mapping, and refine communications in the event of
excessive rainfall and potential flooding of downstream properties in the event of a 100‐year or
greater flood event.
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Financially Sound Yes ‐ Relatively low cost
Economically Viable Yes ‐ Very large benefit‐to‐cost ratio
Desirable Neighborhoods Yes ‐ Protects properties and enhances public safety
More Attractive Yes ‐ Reduces flooding and maintenance needs
Benefits of Project
The project/study will provide added protection of properties (public and private) downstream from
Maple Grove Reservoir dam (via Lena Gulch) in the event of a major event, as well as assist Police
and Public Works in identifying trigger points to issue warnings to residents, impose traffic
restrictions, and help provide as much notice and protection as possible.
Estimated Contribution
2016 2017 2018
Streets/Drainage $10,000 $ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $10,000 $ $
Study Area Location: Lena Gulch between Maple Grove Reservoir and Clear Creek
213 2016 Adopted Budget
Capital Investment Program
Project Profile
MINOR STREET IMPROVEMENT PROJECT – 29th Avenue at Fenton St.
Project Description:
Street reconstruction and re‐alignment of 29th Avenue as a result of completion of Ashland
Reservoir, the Denver Water Reservoir Construction at 29th Avenue and Fenton Street. City
contribution is the result of an Inter Government Agreement (IGA) with Denver Water.
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Financially Sound Yes – reduces long term maintenance costs and improves traffic
Economically Viable Yes – Inter‐agency partnership
Desirable Neighborhoods Yes – Street Improvement adds to quality of life by improving safety
More Attractive
Yes – Street alignment and improvement adds to neighborhood
vitality
Benefits of Project
With the completion of the Ashland Reservoir project by Denver Water, the intersection of 29th
Avenue and Fenton Street will be re‐aligned and improved. This improvement has been desired and
planned by the City, even before the reservoir project. With Denver Water and the City’s joint
participation, this project will complete a long‐awaited goal of the City.
Construction Estimate
2016 2017 2018
Streets/Drainage $350,000 $ $0
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $350,000 $ $
*City’s contribution per terms of the IGA with Denver Water
29th and Fenton Street
214 2016 Adopted Budget
Capital Investment Program
Project Profile
PREVENTIVE MAINTENANCE PROJECTS
Project Description:
Each year, the City performs a variety of preventive maintenance projects to maintain the City’s
roadway infrastructure of over 100 miles of streets. The City utilizes a pavement management
system that provides a systematic ranking of street conditions and rehabilitation strategies that
includes crack sealing, slurry sealing, and mill and overlay projects. The intent is to provide the best
maintenance practices at the appropriate time to effectively maintain and prolong the life of the
City’s critical street infrastructure investment.
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Financially Sound
Yes – The pavement management program and associated annual
maintenance projects provide the means for the most effective and
economic maintaining of the City’s streets.
Economically Viable
Yes – Protects and maintains the City’s investments, which
contribute to the economic vitality and livability of the City. The
projects also reduce overall maintenance costs.
Desirable Neighborhoods Yes – Adequately maintained streets supports property values.
More Attractive Yes – Good streets enhance appearance, safety and transportation options.
Benefits of Project
The preventive maintenance projects provide a means for the most effective and economic
maintenance of the City’s streets for the long term, as well as maintaining property values and
reducing long‐term maintenance costs. These projects also leverage bicycle and pedestrian, and
utility and drainage improvements where feasible.
Cost Estimates
2016 2017 2018
Streets/Drainage $1,900,000 $2,000,000 $2,000,000
Bike/Ped $$ $
Maintenance $$ $
Total $1,900,000 $2,000,000 $2,000,000
*Federal funding attained with local commitment. Complete funding details, including sources and amounts are
currently being refined.
215 2016 Adopted Budget
Capital Investment Program
Project Profile
MISCELLANEOUS DRAINAGE PROJECTS
Project Description:
Rehabilitation and Replacement of two major storm sewer outfalls to Clear Creek.
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Financially Sound
Yes ‐ Provides long‐term sustainability of public infrastructure
investment and reduces maintenance costs
Economically Viable
Yes ‐ Feasible to construct: reduces maintenance costs and
property damage
Desirable Neighborhoods Yes ‐ Protects public and private property and enhances safety
More Attractive
Yes ‐ Protects properties: reduces flooding, erosion, and
downstream sedimentation
Benefits of Project
Two major storm sewer outfalls that empty into Clear Creek (near Balsam Street and Ingalls Street),
have deteriorated and eroded to a stage where severe property damage and public safety issues
will eventually result. Completion of the projects will protect public and private property, reduce
erosion and maintenance costs, protect water quality to Clear Creek and help restore parkland.
Construction Estimates
2016 2017 2018
Streets/Drainage $152,821 $ $0
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $152,821 $ $
South of Clear Creek near Balsam and Ingalls StreetsStorm sewer outfall
216 2016 Adopted Budget
Capital Investment Program
Project Profile
NEIGHBORHOOD TRAFFIC MANAGEMENT PROJECTS
Project Description:
Neighborhood driven projects that essentially provide for traffic calming improvements to address
traffic issues that may include speeding and/or traffic volumes. Projects may include speed humps,
curb extensions, improved signing and striping, increased enforcement, and/or other measures as
requested or petitioned by residents.
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Financially Sound
Yes – Project costs may vary, but generally have been feasible
within existing budgets since the program commenced in 2014.
Economically Viable Yes – No direct cost to residents
Desirable Neighborhoods
Yes – Can improve overall livability in neighborhoods by addressing
traffic issues.
More Attractive
Yes – Traffic calming measures may enhance attractiveness,
depending on type of improvement and value judgement by
residents and roadway users alike.
Benefits of Projects
Projects may improve overall livability of neighborhood by addressing traffic issues and sense of
overall public safety.
Project Estimates
2016 2017 2018
Streets/Drainage $50,000 $0 $0
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $50,000 $0 $
City‐wide project
Example of neighborhood
speed bump
217 2016 Adopted Budget
Capital Investment Program
Project Profile
PUPLIC IMPROVEMENT PROJECTS – DEVELOPMENT RELATED
Project Description:
Additional public infrastructure investment related to development/redevelopment projects,
providing additional public benefit beyond the development itself. Projects may include City
contributions to complete sidewalk gaps adjacent or outside of the development itself, assist in the
construction of traffic signals, bicycle/pedestrian enhancements, and/or other constructions that
may provide long‐term benefits to the City and general public.
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Financially Sound Yes – Opportunities for public/private partnerships
Economically Viable Yes – Addresses long term City needs/sustainability
Desirable Neighborhoods Yes – Adds to quality of life, livability, and safety
More Attractive Yes – Assists redevelopment/property improvements
Benefits of Project
Provides overall public benefit in tandem with private redevelopment. Provides opportunities
leverage strategically with partners to complete public improvements that may or may not be the
attributable to the development itself. Projects can take advantage of construction timing and
resources where normally would not be available.
Construction Contribution Estimates
2016 2017 2018
Streets/Drainage $100,000 $ $
Bike/Ped $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $100,000 $ $
Public infrastructure improvements include sidewalks and lighting
City‐wide project on an as needed basis
218 2016 Adopted Budget
Capital Investment Program
Project Profile
SLOANS LAKE MDP & FHAD UPDATE
The Sloans Lake Master Drainage Plan (MDP) and Flood Hazard Area Delineation (FHAD) were last
updated in 1977. The MDP provides guidance on drainage system improvements that can be
implemented to reduce flooding potential; in this case, in the southeast portion of the City. The
FHAD determines floodplain limits; in this case, that are not regulated by FEMA. The City can use
these floodplain limits to alert property owners of the potential for flooding and can also decide to
regulate them to help reduce the risk of flooding. This work is being done in partnership with
Denver, Lakewood, and Urban Drainage and Flood Control District (UDFCD)
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Financially Sound Yes – Will determine the need and feasibility of future projects
Economically Viable
Yes – In addition to determining feasibility of future projects, the
plan will also identify opportunities for leveraging projects and
potential funding sources with other projects and agencies
Desirable Neighborhoods
Yes – Drainage improvements and reduced flooding risks may be
identified.
More Attractive Yes – Prevention of flooding and protection of property
Benefits of Study/Project
Drainage improvement projects and flood risk reduction opportunities, including protection of
properties may be identified.
Project Estimates
2016 2017 2018
Streets/Drainage $17,000 $ $
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $17,000 $ $
2015
Map of Sloans Lake Basin MDP & FHAD
219 2016 Adopted Budget
Capital Investment Program
Project Profile
WADSWORTH BOULEVARD ENVIRONMENTAL ASSESSMENT, DESIGN, AND CONSTRUCTION
Project Description:
The project provides for the planning, design, and eventual reconstruction of Wadsworth Boulevard
between 34th Avenue and I‐70. Efforts in 2016 and 2017 will consist primarily of completion of an
environmental assessment and identification of right‐of‐way acquisition needs.
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Financially Sound
Yes – The combination and leveraging of federal, city, state, and
other funds will address traffic congestion, safety, capacity, and
multi‐modal transportation needs well into the future.
Economically Viable
Yes – In addition to rehabilitating deteriorating roadway, it will
improve economic opportunities within the corridor
Desirable Neighborhoods Yes – Adds to value and future redevelopment opportunities
More A ttractive Yes – Plan includes streetscape and other amenities
Benefits of Project
Provides much of the up‐front design and environmental work needed for the eventual
reconstruction of Wadsworth Boulevard, including improvements that address future needs for
capacity and safety, drainage and utilities, pedestrian and bicycle mobility, and overall public safety.
The eventual improvements will provide opportunities for future redevelopment and economic
growth in the corridor.
Wadsworth Boulevard Cost Estimates
2016 2017 2018
Streets/Drainage $1,500,000 $2,000,000 $2,000,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Other Agency Projects $$ $
Total $1,500,000 $2,000,000 $2,000,000
*Federal funding attained with local commitment. Complete funding details, including sources and amounts are
currently being refined.
Between 34th Avenue and I‐70 Wadsworth Rendering
220 2016 Adopted Budget
221 2016 Adopted Budget
2015 10-yr CIP budget
REVENUES
2014 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
30-580-00-589 Beginning Fund Balance $2,412,039 $1,996,568 $1,996,568 $643,332 $27,739 $662,739 $247,739 $32,739 $797,739 $632,739 $467,739 $302,739
30-500-00-508 Lodger's Tax $275,589 $250,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000
30-520-11-539 Grant - RTD Gold Line Station $13,640 $680,228 $300,000 $380,228 $0 $0 $0 $0 $0 $0 $0 $0
30-520-03-539 Grant-CDOT-Wadsworth $18,736 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-09-539 Grant - Wadsworth PEL $275,270 $181,000 $353,496 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-12-539 Grant - Wadsworth Widening (FED)$0 $0 $20,000 $1,200,000 $1,600,000 $6,200,000 $12,000,000 $4,280,000 $0 $0 $0 $0
30-520-13-539 Grant - Wadsworth Widening (CDOT & Other)$0 $0 $0 $0 $0 $3,500,000 $0 $10,400,000 $0 $0 $0 $0
30-520-10-539 CDOT Grant-Bus Benches $121,531 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-08-539 Grant - Kipling Trail $0 $2,199,000 $1,600,000 $599,000 $0 $0 $0 $0 $0 $0 $0 $0
30-580-00-581 Interest $13,723 $10,000 $25,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000
30-580-00-588 Misc. Revenue $17,626 $0 $37,679 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-590-00-591 Transfer from General Fund $3,576,075 $3,249,970 $3,249,970 $2,800,000 $3,000,000 $3,000,000 $5,500,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000
TOTAL REVENUE $4,312,190 $6,570,198 $5,861,145 $5,264,228 $4,885,000 $12,985,000 $17,785,000 $17,965,000 $3,285,000 $3,285,000 $3,285,000 $3,285,000
TOTAL AVAILABLE FUNDS $6,724,229 $8,566,766 $7,857,713 $5,907,560 $4,912,739 $13,647,739 $18,032,739 $17,997,739 $4,082,739 $3,917,739 $3,752,739 $3,587,739
EXPENDITURES
2014 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
DPW DRAINAGE
30-302-800-831 Maple Grove Reservoir $0 $10,000 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-833 Misc. Drainage Improvements Projects $17,626 $252,821 $100,000 $152,821 $0 $0 $0 $200,000 $200,000 $200,000 $200,000 $200,000
30-302-800-834 Arvada Channel Improvements $0 $350,000 $350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-835 29th Ave Drainage Improvements $875,112 $8,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-836 Sloans Lake MDP & FHAD Update $0 $0 $0 $17,000 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-837 Clear Creek Master Plan Update $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-838 Clear Creek CLOMR and LOMR $0 $0 $10,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DRAINAGE $892,738 $621,021 $460,000 $279,821 $0 $0 $0 $200,000 $200,000 $200,000 $200,000 $200,000
DPW STREETS
30-303-800-840 Minor Street Improvements Projects $7,535 $0 $0 $350,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-841 32nd & Youngfield improvements $1,398,777 $22,590 $91,590 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-842 Kipling pedestrian improvements $440,633 $2,874,344 $2,000,000 $835,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-851 Public Improvement Projects, Dev. Related $25,000 $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
30-303-800-852 Bike/Pedestrian Improvements $82,979 $197,094 $197,094 $0 $100,000 $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000
30-303-800-853 Bike/Pedestrian Master Plan $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-854 Wadsworth PEL $656,692 $852,924 $470,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-860 Gold Line station street project $21,477 $780,064 $300,000 $740,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-861 ADA Transition Plan $0 $50,000 $10,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
30-303-800-864 Street Lights, Installation of Approved Lights $0 $10,000 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-865 Wadsworth EA Design and Construction $0 $0 $0 $1,500,000 $2,000,000 $11,250,000 $16,000,000 $14,750,000 $0 $0 $0 $0
30-303-800-884 Preventive Maintenance Projects $1,230,351 $3,562,699 $3,562,699 $1,900,000 $2,000,000 $2,000,000 $1,850,000 $2,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000
30-303-800-892 38th Ave Revitalization $73,234 $4,998 $4,998 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL STREETS $3,936,678 $8,354,713 $6,646,381 $5,500,000 $4,250,000 $13,400,000 $18,000,000 $17,000,000 $3,250,000 $3,250,000 $3,250,000 $3,250,000
DPW TRAFFIC
30-304-800-843 Traffic Signal Improvement Project $53,640 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-304-800-844 Neighborhood Traffic Management Projects $0 $140,588 $20,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL TRAFFIC $53,640 $140,588 $20,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0
DPW FACILITIES
30-305-800-811 New Shop Funding $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DPW FACILITIES $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
PARKS & RECREATION CAPITAL PROJECTS
30-603-800-864 Parking Lots and Drives Improvements $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
30-610-700-725 Conditions Surveys - URA $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-700-724 Gateway Signage Program $0 $0 $20,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL ECONOMIC DEVELOPMENT $0 $0 $20,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0
MUNICIPAL CAPITAL PROJECTS
30-610-800-801 Land Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-811 City Hall Improvements/Maintenance $156,292 $68,000 $68,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-814 Emergency Warning System $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-872 Aerial Photography/GIS Updates $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-873 PD Evidence Climate Control $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL MUNICIPAL $156,292 $68,000 $68,000 $0 $0 $0 $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 $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 $5,039,348 $9,184,322 $7,214,381 $5,879,821 $4,250,000 $13,400,000 $18,000,000 $17,200,000 $3,450,000 $3,450,000 $3,450,000 $3,450,000
ENDING FUND BALANCE $1,684,881 -$617,556 $643,332 $27,739 $662,739 $247,739 $32,739 $797,739 $632,739 $467,739 $302,739 $137,739
222 2016 Adopted Budget
Pay‐for‐Performance Compensation Plan
In 2013, the City launched a new compensation plan for full‐time/part‐time benefitted employees
that is financially sustainable and is a plan that will help staff recruit and retain top talent.
Additionally, the compensation plan is market‐based and fully aligned with the City’s efforts with
the performance management project (PMP) that has culminated in the full implementation of a
pay‐for‐performance system. The City’s pay‐for‐performance model is consistent with the culture
and commitment to A.C.T.I.O.N! ‐ The City’s core values. It is important for the City to reward
employees who exemplify these core values and who help achieve the City’s strategic results.
The City’s new compensation philosophy is as follows:
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 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 to 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 total compensation package consists of base pay, comprehensive benefits,
recognition and wellness programs as well as development opportunities based on
financial conditions and strategic objectives, as compared to other governmental and
private employers in the community.
The new Compensation Plan consists of two sub plans: 1) a Pay‐for‐Performance open range plan
(which includes civilian and police sergeants and higher ranks) and 2) a Sworn Step Plan which
includes Police Officer I and II.
Market Survey Update ‐ The City conducted a biennial market analysis update in 2014 to see how
the City’s pay practices relate to the employer comparison group. For 2015, the market shift in
compensation is 3% for the City plans (this does not include the part‐time pay plan). This market
shift is reflected in the 2015 pay plan. The current economic situation also must be factored into
decisions related to the compensation system. Any appropriate adjustments to salary grades will be
considered in the next fiscal year budget and will not be considered mid‐year as done in the past
with the City’s former practice known as mid‐year market adjustments. Additionally, staff
implemented the new Part‐Time Employee Pay Plan in 2014 and adjusted minimum pay rates to
223 2016 Adopted Budget
reflect the increase in minimum wage. The next market survey update for both pay plans will be
conducted in 2016.
Employees will be eligible for a performance increase effective January 3, 2016. Following the
performance evaluation due dates scheduled in the fall of 2015, employees may receive an increase
based on how they met the core values and competencies of the new PMP system. 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.
Unforeseen factors that could impact the local, state or national economy cannot always be
predicted. Performance increases are awarded based on an employee’s performance review. They
are not guaranteed. The City does not grant cost‐of‐living increases. Pay increases are allocated
based on the employee’s performance and achievement of organizational core values and
performance competencies. Cost‐of‐living increases are no longer a best practice and very few local
government entities use this method. Overall, cost‐of‐living increases do not reward performance
and do not support the culture of the City.
The City’s new compensation system considers job content and qualification only. Demonstrated
achievement of performance goals and objectives, core values and competencies result in
determining the pay increase employees are eligible for on an annual basis. Increases are
contingent upon available funding.
224 2016 Adopted Budget
Police Officer I
Steps Entry Post Certified POI
Annual $48,000 $52,000 $56,000
Hourly $23.08 $25.00 $26.92
8.3% 7.7%
Police Officer II
Steps 1 2 3 4 5 6 7
Annual $60,600 $63,872 $66,747 $69,650 $72,645 $75,623 $78,700
Hourly $29.13 $30.71 $32.09 $33.49 $34.93 $36.36 $37.84
5.4% 4.5% 4.3% 4.3% 4.1% 4.1%
Sworn Officer Step Plan
Police Department
% spread between steps
% spread between steps
225 2016 Adopted Budget
Range Range
Minimum Maximum
Salary Grade 10 $27,000 $36,400
Parks & Rec /Recreation Custodian $12.98 $17.50
Parks & Rec /Parks Maintenance Worker I ‐ Parks
Salary Grade 20 $29,600 $41,400
Parks & Rec /Recreation Operations Support Technician I‐P&R $14.23 $19.90
Public Works Maintenance Worker I
Salary Grade 30 $32,300 $45,200
Administrative Services Accounting Technician $15.53 $21.73
Parks & Rec /Parks Forestry Assistant
Administrative Services IT Technician
Parks & Rec /Parks Maintenance Worker II ‐ Parks
Administrative Services Operations Support Technician II‐Admin
Parks & Rec /Recreation Operations Support Technician II‐P&R
Salary Grade 40 $35,000 $49,000
Municipal Court Deputy Court Clerk I $16.83 $23.56
Police Department Records Management Specialist
Parks & Rec /Recreation Recreation Leader
Administrative Services Sales Tax Technician
Salary Grade 50 $37,100 $53,900
Municipal Court Deputy Court Clerk II $17.84 $25.91
Parks & Rec /Recreation Facility Assistant
Parks & Rec /Parks Forestry Technician
Parks & Rec /Parks Horticulture Technician
Public Works Maintenance Worker II ‐ Public Works
Parks & Rec /Recreation Operations Support Tech III‐P&R
Police Department Operations Support Tech III‐Police
Public Works Operations Support Tech III‐PW
Community Development Permit Technician
Parks & Rec /Recreation Pool Manager
Parks & Rec /Parks Senior Staff Assistant
Administrative Services Purchasing Technician
Salary Grade Job Title
Non‐Exempt Summary Report
Job Titles Listed by Salary Grade
226 2016 Adopted Budget
Salary Grade 60 $40,100 $58,100
Mayor's Office Admin. Assistant‐Mayor/Council $19.28 $27.93
Community Development Administrative Assistant‐CD
Police Department Administrative Assistant‐Police
Public Works Administrative Assistant‐PW
Police Department Community Service Officer
Police Department Emergency Services Specialist
Public Works Equipment Operator I
Police Department Evidence Technician I
Parks & Rec /Recreation Social Media Specialist
Public Works Mechanic
Administrative Services Payroll Specialist
Parks & Rec /Recreation Facility Coordinator
Parks & Rec /Recreation Facilities Maintenance Technician
Parks & Rec /Recreation Recreation Coordinator
Salary Grade 70 $44,200 $64,200
Police Department Community Service Officer ‐ Lead $21.25 $30.87
Municipal Court Court Marshal
City Clerk's Office Deputy City Clerk
Community Development Senior Permit Technician
Public Works Engineering Technician
Police Department Evidence Technician II
Parks & Rec /Recreation Facilities Maintenance Supervisor
Parks & Rec /Parks Crew Leader‐Parks
Public Works Mechanic ‐ Lead
Municipal Court Probation Officer
Public Works Traffic Control Technician
Public Works Equipment Operator II
Salary Grade 80 $48,400 $72,600
No positions $23.27 $34.90
Salary Grade 90 $53,200 $79,700
Community Development Combination Inspector $25.58 $38.32
Police Department Communications Supervisor
Police Department Community Service Team Supervisor
Administrative Services Executive Assistant
Police Department Records Supervisor
Community Development Sr. Comb. Insp./Plans Examiner
Administrative Services Senior IT Technician
Salary Grade 100 $59,200 $88,800
No positions $28.46 $42.69
Salary Grade 110 $70,000 $105,000
Police Department Sergeant $33.65 $50.48
227 2016 Adopted Budget
Range Range
Minimum Maximum
Salary Grade 200 $43,400 $65,000
Community Development Planner Technician $20.87 $31.25
Salary Grade 210 $49,600 $74,400
Community Development Planner II $23.85 $35.77
Administrative Services Sales Tax Auditor
Parks & Rec/Recreation Parks & Recreation Analyst
Public Works Stormwater Coordinator
Salary Grade 220 $54,400 $81,600
Administrative Services Accounting Supervisor $26.15 $39.23
Municipal Court Deputy Court Administrator
Public Works Civil Engineer I
Police Department Crime/Research/Analyst
Administrative Services GIS Analyst
Administrative Services Human Resources Business Partner
Police Department Training & Accreditation Manager
Parks & Rec /Recreation Recreation Supervisor‐Facilities
Parks & Rec /Parks Recreation Supervisor
Parks & Rec /Parks Forestry & Open Space Supervisor
Parks & Rec /Parks Operations Supervisor ‐ Parks
Parks & Rec /Recreation Project Coordinator
Salary Grade 230 $62,700 $94,100
Municipal Court Court Administrator $30.14 $45.24
City Manager's Office Economic Development Manager
Public Works Operations Supervisor
Administrative Services Purchasing & Contract Agent
Administrative Services Sales Tax Supervisor
Administrative Services Public Information Officer
Administrative Services Assistant to the City Manager
Salary Grade 240 $69,200 $103,800
Public Works Civil Engineer II $33.27 $49.90
Administrative Services Network Administrator
Community Development Senior Planner
Salary Grade 250 $77,000 $115,600
Community Development Chief Building Official $37.02 $55.58
Police Department Communications Manager
Administrative Services Human Resources Manager
Public Works Operations Manager
Parks & Rec /Parks Parks,Open Space,Forestry Manager
Parks & Rec /Recreation Recreation & Facilities Manager
Salary Grade Job Title
Exempt Summary Report
Job Titles Listed by Salary Grade
228 2016 Adopted Budget
Salary Grade 260 $82,400 $127,600
Public Works Engineering Manager $39.62 $61.35
Administrative Services IT Manager
Police Department Police Commander
Salary Grade 270 $88,600 $137,400
Police Department Police Division Chief $42.60 $66.06
Salary Grade 280 $97,300 $150,700
Administrative Services Director‐Administrative Services $46.78 $72.45
Community Development Director‐Community Development
Parks & Rec /Recreation Director of Parks & Recreation
Public Works Director of Public Works
Salary Grade 290 $107,500 $166,500
Police Department Chief of Police $51.68 $80.05
Salary Grade 300 $126,900 $203,100
City Manager's Office City Manager $61.01 $97.64
229 2016 Adopted Budget
Range Range
Minimum Maximum
Salary Grade PT1 $8.03 $10.82
Parks & Recreation Assistant Coach
Building Supervisor
Childcare Attendant
Climbing Wall Attendant
Concession Worker
Gym Attendant
Recreation Aide
Weight Room Attendant
Salary Grade PT2 $8.65 $12.12
Parks & Recreation Coach
Guest Service Attendant
Head Childcare Attendant
Head Weight Room Attendant
Instructor ‐ Sports
Lifeguard
Maintenance Worker ‐ Seasonal
Scorekeeper
Salary Grade PT3 $9.52 $13.37
Parks & Recreation Head Coach
Head Lifeguard
Lead Maintenance Worker ‐ Seasonal
Preschool Group Leader ‐ Licensed
Summer Camp Specialist
Water Safety Instructor
Salary Grade PT4 $10.87 $15.77
Parks & Recreation Custodian
Salary Grade PT5 $12.36 $17.93
Parks & Recreation Concession Manager
Driver
Instructor ‐ Dance
Instructor ‐ Recreation
Recreation Leader
Sports Official
Job Titles Listed by Salary Grade
Part‐Time Summary Report
Salary Grade Job Title
230 2016 Adopted Budget
Salary Grade PT6 $13.56 $19.62
Parks & Recreation Summer Camp Specialist
Parks & Recreation Preschool Specialist ‐ Licensed
Parks & Recreation Wellness Instructor I and II
Salary Grade PT7 $15.29 $22.88
Parks & Recreation Instructor ‐ Aqua Aerobics
Instructor ‐ Fitness
Instructor ‐ Martial Arts
Police Department Community Service Officer
Salary Grade PT8 $17.31 $25.96
Parks & Recreation Facility Assistant
GIS Technician ‐ Parks
Instructor ‐ Nutritionist
Personal Trainer
Pool Manager
Salary Grade PT9 $19.47 $29.18
Parks & Recreation Graphic Designer
Instructor ‐ Special Fitness
Wellness Therapist
231 2016 Adopted Budget
2013 2014 2015 2016
Authorized Authorized Authorized Authorized
GENERAL FUND
LEGISLATIVE
Legislative Services
Mayor - 1 position Elected Elected Elected Elected
Council Member - 8 positions Elected Elected Elected Elected
Administrative Assistant 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
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
Economic Development Manager 1.000 1.000 1.000 1.000
Total 2.000 2.000 2.000 2.000
CITY ATTORNEY
Legal Services
City Attorney Contracted Contracted Contracted Contracted
CITY CLERK
City Clerk
City Clerk Elected Elected Elected Elected
Deputy City Clerk 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
MUNICIPAL COURT
Municipal Court
Municipal Judge Contracted Contracted Contracted Contracted
Court Administrator 1.000 1.000 1.000 1.000
Deputy Court Administrator 0.000 0.000 1.000 1.000
Deputy Court Clerk II 3.000 3.000 3.000 3.000
Deputy Court Clerk I 3.875 3.875 3.000 3.000
Probation Officer 1.000 1.000 1.000 1.000
Court Marshal 1.260 1.260 1.250 1.250
Total 10.135 10.135 10.250 10.250
Staffing Table
232 2016 Adopted Budget
2013 2014 2015 2016
Authorized Authorized Authorized Authorized
Staffing Table
ADMINISTRATIVE SERVICES
Administration
Administrative Services Director 1.000 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000 1.000
Assistant to the City Manager 0.000 0.000 1.000 1.000
Management Analyst 1.000 1.000 0.000 0.000
Operations Support Technician II 1.000 1.000 1.000 1.000
Subtotal 4.000 4.000 4.000 4.000
Public Information Office
Public Information Officer 0.000 0.000 1.000 1.000
Subtotal 0.000 0.000 1.000 1.000
Finance
Finance Manager 0.000 0.000 0.000 1.000
Accounting Supervisor 1.000 1.000 1.000 0.000
Accounting Technician 1.000 1.000 1.000 1.000
Payroll Specialist 0.000 0.000 1.000 1.000
Payroll Technician 0.750 1.000 0.000 0.000
Subtotal 2.750 3.000 3.000 3.000
Sales Tax
Sales Tax Supervisor 1.000 1.000 1.000 1.000
Sales Tax Auditor 1.000 1.000 1.000 1.000
Sales Tax Technician 1.000 1.000 1.000 1.000
Subtotal 3.000 3.000 3.000 3.000
Human Resources
Human Resources Manager 1.000 1.000 1.000 1.000
Human Resources Business Partner 0.000 0.000 2.000 2.000
Senior HR Analyst 1.000 1.000 0.000 0.000
Human Resources Analyst 1.000 1.000 0.000 0.000
Subtotal 3.000 3.000 3.000 3.000
Purchasing and Contracting
Purchasing and Contracting Agent 1.000 1.000 1.000 1.000
Purchasing Technician 0.500 0.500 0.500 0.500
Subtotal 1.500 1.500 1.500 1.500
Information Systems
IT Manager 1.000 1.000 1.000 1.000
Network Administrator 1.000 1.000 1.000 1.000
Sr. IT Support Technician 2.000 2.000 2.000 2.000
GIS Analyst 0.000 0.000 1.000 1.000
GIS Specialist 1.000 1.000 0.000 0.000
IT Technician 0.000 0.000 1.000 1.000
Web & Imaging Technician 0.500 0.500 0.000 0.000
Help Desk Technician 0.500 0.500 0.000 0.000
Subtotal 6.000 6.000 6.000 6.000
Total 20.250 20.500 21.500 21.500
233 2016 Adopted Budget
2013 2014 2015 2016
Authorized Authorized Authorized Authorized
Staffing Table
COMMUNITY DEVELOPMENT
Administration
Community Development Director 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
Senior Planner 1.000 1.000 1.000 1.000
Planner II 1.000 1.000 1.000 1.000
Planner I 1.000 1.000 0.000 0.000
Planning Technician 0.000 0.000 1.000 1.000
Subtotal 3.000 3.000 3.000 3.000
Building
Chief Building Official 1.000 1.000 1.000 1.000
Plans Examiner/Inspector 1.000 1.000 2.000 2.000
Combination Inspector 1.000 2.000 1.000 1.000
Property Inspector 0.000 0.000 0.000 0.000
Senior Permit Technician 0.000 0.000 1.000 1.000
Permit Technician 1.000 1.000 1.000 1.000
Subtotal 4.000 5.000 6.000 6.000
Long Range Planning
Senior Planner 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Total 10.000 11.000 12.000 12.000
POLICE DEPARTMENT
Administration
Chief of Police 1.000 1.000 1.000 1.000
Division Chief 0.000 1.000 1.000 1.000
Police Commander 1.000 0.000 0.000 0.000
Police Sergeant 1.000 1.000 1.000 1.000
Administrative Assistant 1.000 2.000 2.000 2.000
Police Support Technician 0.500 0.000 0.000 0.000
Subtotal 4.500 5.000 5.000 5.000
Community Services Team
Community Service Supervisor 1.000 1.000 1.000 1.000
Community Service Officer 2.000 2.000 2.000 2.000
Subtotal 3.000 3.000 3.000 3.000
Communications Center
Communications Manager 1.000 1.000 1.000 1.000
Communications Supervisor 0.000 0.000 1.000 1.000
Lead Emergency Services Specialist 1.000 1.000 0.000 0.000
Emergency Services Specialist 9.000 9.000 11.000 11.000
Subtotal 11.000 11.000 13.000 13.000
234 2016 Adopted Budget
2013 2014 2015 2016
Authorized Authorized Authorized Authorized
Staffing Table
Crime Prevention Team
Police Sergeant 0.500 0.500 0.500 0.500
Crime Prevention Officer 1.000 0.000 0.000 0.000
School Resource Officer 2.000 2.000 3.000 2.000
Subtotal 3.500 2.500 3.500 2.500
Grants
Police Officer 3.000 3.000 1.000 1.000
Subtotal 3.000 3.000 1.000 1.000
Records Team
Records Supervisor 1.000 1.000 1.000 1.000
Records Management Specialist 3.000 3.000 5.000 5.000
Subtotal 4.000 4.000 6.000 6.000
Accreditation & Training
PIO/Training Coordinator 1.000 1.000 0.000 0.000
Accreditation Manager/Training Coordinator 0.000 0.000 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 Lieutenant 0.000 0.000 0.000 0.000
Police Sergeant 6.000 6.000 6.000 6.000
Police Officer 35.000 36.000 36.000 36.000
Operations Support Tech III 0.500 0.000 0.000 0.000
Operations Support Tech II 2.000 2.000 0.000 0.000
Subtotal 46.500 47.000 45.000 45.000
Investigations Bureau
Police Commander 1.000 1.000 1.000 1.000
Police Lieutenant 0.000 0.000 0.000 0.000
Police Sergeant 2.000 2.000 2.000 2.000
Police Officer 12.000 12.000 13.000 13.000
Operations Support Tech III 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
Subtotal 20.000 20.000 21.000 21.000
Crime & 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 101.500 101.500 103.500 102.500
235 2016 Adopted Budget
2013 2014 2015 2016
Authorized Authorized Authorized Authorized
Staffing Table
PUBLIC WORKS DEPARTMENT
Administration
Public Works Director 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Engineering
Engineering Manager 1.000 1.000 1.000 1.000
Administrative Assistant 1.000 1.000 1.000 1.000
Civil Engineer II 2.000 2.000 3.000 3.000
Civil Engineer I 1.000 1.000 0.000 0.000
Stormwater Coordinator 0.000 0.000 1.000 1.000
Engineering Technician 7.000 7.000 6.000 6.000
Subtotal 12.000 12.000 12.000 12.000
Operations
Operations Manager 1.000 1.000 1.000 1.000
Operations Supervisor 1.000 1.000 1.000 1.000
Operations Support Technician III 1.000 1.000 1.000 1.000
Equipment Operator II 3.000 3.000 3.000 3.000
Equipment Operator I 2.000 2.000 2.000 2.000
Maintenance Worker II 5.000 5.000 5.000 6.000
Traffic Control Technician 1.000 1.000 1.000 1.000
Lead Mechanic 1.000 1.000 1.000 1.000
Mechanic 1.000 1.000 1.000 1.000
Subtotal 16.000 16.000 16.000 17.000
Total 29.000 29.000 29.000 30.000
PARKS AND RECREATION
Administration
Parks & Recreation Director 1.000 1.000 1.000 1.000
Parks & Recreation Analyst 0.000 0.000 1.000 1.000
Administrative Assistant 1.000 1.000 0.000 0.000
Subtotal 2.000 2.000 2.000 2.000
Recreation
Recreation & Facilities Manager 1.000 1.000 1.000 1.000
Marketing Coordinator 0.500 0.500 0.000 0.000
Social Media Specialist 0.000 0.000 0.500 0.500
Subtotal 1.500 1.500 1.500 1.500
Parks Maintenance
Parks Maintenance Worker II 4.000 5.000 6.000 6.000
Parks Maintenance Worker I 6.000 6.000 5.000 5.000
Sr. Staff Assistant 1.000 1.000 1.000 1.000
Subtotal 11.000 12.000 12.000 12.000
Forestry
Forestry Technician 1.000 1.000 1.000 1.000
Forestry Assistant 1.000 1.000 1.000 1.000
Horticulture Technician 1.000 1.000 1.000 1.000
Subtotal 3.000 3.000 3.000 3.000
236 2016 Adopted Budget
2013 2014 2015 2016
Authorized Authorized Authorized Authorized
Staffing Table
Natural Resoures
Forestry & Open Space Supervisor 1.000 1.000 1.000 1.000
Parks Maintenance Worker II 1.000 1.000 1.000 1.000
Parks Maintenance Worker I 1.000 1.000 1.000 1.000
Subtotal 3.000 3.000 3.000 3.000
Athletics
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 0.500 0.500 0.500 0.500
Recreation Leader 0.500 0.500 0.500 0.500
Subtotal 2.000 2.000 2.000 2.000
General Fitness Programs
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 0.500 0.500 0.500 0.500
Subtotal 1.500 1.500 1.500 1.500
Active Adult Center
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 1.130 1.130 1.125 1.625
Operations Support Technician II 1.000 1.000 1.000 1.000
Operations Support Technician I 1.000 1.000 1.000 1.000
Subtotal 4.130 4.130 4.125 4.625
Facilities Maintenance
Facility Maintenance Supervisor 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Total 29.130 30.130 30.125 30.625
General Fund Total 204.015 206.265 210.375 210.875
OPEN SPACE FUND
Parks, Forestry, and Open Space Manager (P&R)1.000 1.000 1.000 1.000
Operations Supervisor (P&R) 1.000 1.000 1.000 1.000
Parks Project Coordinator (P&R) 1.000 1.000 1.000 1.000
Crew Leader - Parks Maintenance (P&R) 2.000 2.000 2.000 2.000
Open Space Fund Total 5.000 5.000 5.000 5.000
CRIME PREVENTION
Police Sergeant (PD)0.500 0.500 0.500 0.500
Crime Prevention Officer (PD)1.000 1.000 1.000 1.000
Community Service Officer - Lead - Comm. Services (PD) 0.000 0.000 1.000 1.000
Community Service Officer - Comm. Services (PD) 3.000 3.000 2.000 2.000
Crime Prevention Fund Total 4.500 4.500 4.500 4.500
237 2016 Adopted Budget
2013 2014 2015 2016
Authorized Authorized Authorized Authorized
Staffing Table
RECREATION CENTER OPERATIONS FUND
Facility Operation
Facility Operations Supervisor 1.000 1.000 1.000 1.000
Facility Coordinator 0.000 0.000 0.000 2.000
Facility Assistant 3.000 3.000 3.000 0.500
Recreation Support Technician 1.000 1.000 1.000 1.000
Custodian 1.000 1.000 1.000 1.000
Facility Maintenance Technician 1.000 1.000 1.000 1.000
Subtotal 7.000 7.000 7.000 6.500
Aquatics
Recreation Supervisor 1.000 1.000 1.000 1.000
Pool Manager 3.000 2.000 2.000 2.500
Subtotal 4.000 3.000 3.000 3.500
Fitness
Recreation Coordinator 0.500 0.500 0.500 0.500
Recreation Supervisor 0.500 0.500 0.500 0.500
Subtotal 1.000 1.000 1.000 1.000
Marketing
Marketing Coordinator 0.500 0.500 0.000 0.000
Social Media Specialist 0.000 0.000 0.500 0.500
Subtotal 0.500 0.500 0.500 0.500
Recreation Center Operations Fund Total 12.500 11.500 11.500 11.500
Grand Total 226.015 227.265 231.375 231.875
238 2016 Adopted Budget
Copies N/C first 10 pages
$0.25 additional pages
Copies/Microfilm $0.25 per page/no research
Certified copies $2.00 per page
Research fees $0.00 no charge for first hour
$30.00 each additional hour; rounded to 1/4 hour
Code of Laws $125.00 per copy
Code of Laws binder $25.00 each
Liquor/beer code $20.00 per copy
NEC Codes $15.00 per copy
Printed documents actual cost
Code supplements actual cost plus shipping
City Charter $15.00 per copy
not provided by the City
Returned check fee $26.00 per check
FAX copies N/C
City flags $105.00 3 x 5 feet
$125.00 4 x 6 feet
2016 Fee Schedule
Administrative and Clerk Fees:
Transcripts of City Council meetings
239 2016 Adopted Budget
2016 Fee Schedule
Contractor License
Class A $200.00
Class B $150.00
Class C $125.00
Development Review Fees
Processing fee $100.00
Single‐family/duplex residential review $50.00
$600.00 incl. 2 submittals of technical civil
docs
$200.00
Initial review of technical civil documents $600.00 includes first two submittals
Stormwater Management Plan (SWMP) review $100.00
O & M Schedule and SMA recording $100.00
Trip generation study review $200.00
Traffic impact study review $600.00 includes first two submittals/
subsequent reviews subject to
resubmittal fees
Resubmittal Fees
Third submittal $300.00 (half of initial review fee)
Fourth submittal $600.00 (full initial review fee)
All subsequent submittals $600.00
Processing fee $75.00
Inspection fees
Structures $40.00 each
Surface work $0.15 per sq. ft ($50 minimum)
Sub‐surface work $0.40 per sq. ft ($60 minimum)
$0.20 per sq. ft ($60 minimum)
Traffic control plan $25.00 each
Stormwater compliance $100.00
Reinspection $65.00 per day
Double fee ($250 minimum)
Inspector wage x 1.5
Boring
Surcharge for working without a permit
Permits for work in excess of two million
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 reestimated and collected. Over‐estimated fees shall be refunded.
Public Works & Building Fees
Commercial/multi‐family review
Review of existing technical documents
Right‐of‐Way Construction Permit Fees
240 2016 Adopted Budget
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
Reproductions & plots $2.00 8 1/2" 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 $5.00 each plus research time
DVD‐Rom $10.00 each plus research time
Liquor Occupation License
Class D $650.00
Class F $600.00
Class G $900.00
Class J $700.00
Class T $1,300.00
Class D
News rack license fee $10.00 per rack
List of licensed businesses
Labels $25.00
Computer printout $10.00
Public Works & Building Fees
Black & white plots/drawings/aerial photos
Color plots/drawings/aerial photos
City Treasurer Fees
241 2016 Adopted Budget
2016 Fee Schedule
Address Check $15.00 first 30 minutes
$6.25 each additional 15 minutes
Records Check $5.00 per 15 minute increment
Registered Sex Offender List N/C
Sex Offender Initial Registration $75.00
Annual Renewal $25.00
$5.00 per 15 minute increment
Dispatch Audio or Video Recording $17.50 first 30 minutes
$8.50 each additional 15 minutes
Dog Licensing Fees $20.00 for each animal, regardess of whether
it has been spayed or neutered
Evidence Photos $4.00 minimum, depending on format
Evidence Audio Recordings $4.00 minimum, depending on format
Evidence Video Recordings $8.00 minimum, depending on format
Pawn Shops $5,000.00 per year
$1.00 per transaction
Fingerprints $5.00 per fingerprint card
must reside or work in Wheat Ridge
Administration Citation Fees
First Citation $150.00
Second Citation $250.00
Third Citation $500.00
Administrative Hearing $100‐200 no fee if citation is dismissed
Administrative Citation Late Fees $50.00 plus 20% of outstanding fine for collection
costs; plus interest of 10% per annum on
unpaid accounts
Police Department Fees:
Report Fees
242 2016 Adopted Budget
Anderson Community Building Gymnasium $30.00 per hour
Richards Hart Estate $300/$500 damage deposit ($500 if alcohol is served)
Available Monday ‐Sunday 8 am to 11 pm
Friday evenings & weekend events (Oct.‐Apr.) $100.00 per hr. /six‐hour minimum
Friday evenings & weekend events (May‐Sept.) $150.00 per hr./ six‐hour minimum
All‐day rental $1,200.00
Weekday events (Oct. ‐ Apr.)$75.00 per hour/three‐hour min.
Weekday events (May‐Sept.)$100.00 per hour/three‐hour min.
Alcohol liability insurance fee $100.00 fewer than 50 persons
(required by City insurance ‐ cost may vary) $125.00 50 or more persons
Outdoor Pool in Anderson Park
Daily Drop‐in Fees Resident Jeffco Non Resident
Child 2 & under free free free
Child 3‐5 years $3.50 $4.00 $4.50
Youth 6‐17 years $4.00 $5.00 $6.00
Adult 18 and over $4.50 $5.50 $6.50
Senior 65 and over $4.00 $5.00 $6.00
Punch Card Fees (20 visits) Resident Jeffco Non Resident
Child 3‐5 years $52.50 $60.00 $82.50
Youth 6‐17 years $60.00 $75.00 $90.00
Adult 18 and over $67.50 $82.52 $97.50
Senior 65 and over $60.00 $75.00 $90.00
Season Pass ‐ Outdoor Pool Resident Jeffco Non Resident
Child 3‐5 years $80.00 $95.00 $110.00
Youth 6‐17 years $100.00 $130.00 $160.00
Adult 18 and over $120.00 $150.00 $180.00
Senior 65 and over $100.00 $130.00 $160.00
Outdoor Pool Pavillion Rental
$100.00 residents
$130.00 non residents
After hours pool rental (7‐8:30 pm)$380.00 fewer than 50 guests
$420.00 50 to 150 guests
call for quote on more than 150 guests
2016 Fee Schedule
Parks and Recreation
Available in two hour time slots: 11:30 am ‐ 1:30 pm; 2‐4 pm; or 4:30‐6:30 pm
Includes admittance for up to 14 youth and 4 adults. Additional guests will be charged a drop‐in fee,
based on age and residency
243 2016 Adopted Budget
Wheat Ridge Recreation Center
Daily Drop‐in Fees Resident Jeffco Non Resident
Child 2 & under free free free
Child 3‐5 years $3.50 $4.00 $4.50
Youth 6‐17 years $4.50 $5.50 $6.00
Adult 18 and over $5.00 $6.00 $6.50
Senior 65 and over $4.50 $5.50 $6.00
Family $14.00 $17.00
Punch Card Fees (20 visits) Resident Jeffco Non Resident
Child 3‐5 years $52.50 $60.00 $67.50
Youth 6‐17 years $67.50 $82.50 $90.00
Adult 18 and over $75.00 $90.00 $97.50
Senior 65 and over $67.50 $82.50 $90.00
Annual Pass Fees Resident Jeffco Non Resident
Child 3‐5 years $215.00 $250.00 $290.00
Youth 6‐17 years $300.00 $375.00 $400.00
Adult 18 and over $400.00 $450.00 $490.00
Senior 65 and over $300.00 $375.00 $400.00
Area Cost Days Available Hours Available
Lap pool (per hour/per lane)$12.00 varies varies
Gymnasium (per hour/shared use) $25.00 varies varies
Gymnasium (per hour/excl. use) $40.00 varies varies
Aerobics room (per hour)$45.00 varies varies
Activity rooms 1 & 2 (per hour) $20.00 Mon ‐ Thurs 7 am ‐ 10 pm
Friday 7 am ‐ 6 pm
Saturday 8 am ‐ 8 pm
Sunday 11 am ‐ 8 pm
Per hour/per section $45.00 Mon ‐ Fri varies
Per hour/per section $75.00 eve, Sat, Sun Sat 11 am ‐midnight/Sun noon ‐ 8 pm
Three sections/kitchen (Oct‐Apr) $1,800.00 Sat‐Sun Sat 11 am ‐midnight/Sun noon ‐ 8 pm
Three sections/kitchen (May‐Sept $2,000.00 Sat‐Sun Sat 11 am ‐midnight/Sun noon ‐ 8 pm
Damage deposit/ per section $100.00 Sun‐Sat No alcohol
$300.00 All sections/no alcohol
$500.00 Fri ‐ Sun All sections/serving alcohol
Kitchen Fee $75.00
Alcohol liability insurance fee $100.00 fewer than 50 persons
(required by City insurance ‐ cost may vary) $125.00 50 or more persons
Parks and Recreation
NOTE: Household rates for Seasonal and Annual Passes: The first adult pays 100%. For each additional person
through the first four household members, the rate is 50%.
Recreation Center Ballroom (Packages may be available)
244 2016 Adopted Budget
Active Adult Center
Available Monday ‐ Friday from 4:30 ‐ 10 pm; Saturday & Sunday from 8 ‐ 10 am
Prospect Hall $45.00 per hour
$100.00 security/damage deposit ‐ no alcohol
$200.00 security/damage deposit ‐ with alcohol *
Arts/Craft room $20.00 per hour
$100.00 security/damage depost
Ketner room $20.00 per hour
$100.00 security/damage depost
Field Rental Fees
All field rentals $30.00 without lights/ includes one field prep
All field rentals $40.00 with lights/ includes one field prep
Additional field prep $25.00 each
Tournaments:
$15.00 per player; this covers the cost of
facility/field use, maintenance & staff costs
for regular league play
Tennis Courts
Per court $15.00 per hour
Greenbelt & Clear Creek Trail
Approved special interest groups $50.00
*Each group is limited to two tournaments per season
*The hourly field use fee (as listed above) is waived in lieu of a $25 fee for each field prep and a field
reservation fee of $8 per hour
*alcohol is allowed only for weddings & anniversaries & requires liability insurance
Parks and Recreation
The following policy and fee structure applies to local youth groups using fields for fund‐raising tournaments.
*There will be a $10 per hour charge for use of field lights
*Your group is expected to provide assistance for routine field work throughout the tournament
Wheat Ridge Youth Sports Organizations
Includes the following Wheat Ridge organizations: Wheat Ridge area Baseball Association, Midget
Football, Girl's Softball Association, boy's and girl's basketball, Avalanche Soccer, Piranhas Swim Team, Sts.
Peter & Paul Atheletic Associaton and Beth Eden School
245 2016 Adopted Budget
Parks Pavilions & Shelters
Park Pavilions
Anderson Park 100 maximum occupancy
Discovery Park 75 maximum occupancy
Prospect Park 150 maximum occupancy
Mon ‐ Thurs $100.00
Fri ‐ Sun $150.00 if reservation made before March 1
Fri ‐ Sun $200.00 if reservation made after March 1
Park Shelters
Panorama Park $50.00 50 maximum occupancy
Randall Park $50.00 50 maximum occupancy
Paramount Park $50.00 50 maximum occupancy
Fruitdale Park $50.00 50 maximum occupancy
Hayward Park N/C permit required IF over 25 persons
Johnson Park N/C permit required IF over 25 persons
Apel Bacher Park N/C permit required IF over 25 persons
Damage Deposits ‐ All Parks $100.00 groups of 75 or more persons; refundable
Weekly Group Rentals Mon ‐ Friday $100.00 per day plus $100 refundable deposit
(applies to camps, schools, etc.)
Rental Exceptions
Carnation Festival N/C
WR/Arvada Kiwanis N/C
one‐time weekday use of Anderson Pavilion
Parks and Recreation
Residents may reserve pavilions and shelters beginning January 2; non‐residents may reserve
pavilions/shelters beginning March 1
246 2016 Adopted Budget
Audio recordings of Court
proceedings to CD $25.00
$5.00 each additional 15 minutes of prep
Copy of animal, civil, general
codes, and sales tax files
$10.00 Includes up to 30 minutes to search, retreive, redact and
copy
$5.00 each additional 15 minutes of prep
Copy of traffic or parking file
$5.00 Includes up to 15 minutes to search, retrieve, redact, and
copy
Copies with no preparation
required $0.25 per page
Name search
$10.00 Includes up to 30 minutes to search, retreive, redact and
copy
$5.00 each additional 15 minutes of prep
Research fee, extensive varies Salary of staff person
$5.00 Minimum for 15 each minutes
Transcripts $2.35 Per page
$150.00 Minimum deposit required
Associated Case Fees
Non‐injury accident surcharge $30.00
$60.00
Court‐appointed counsel
application $10.00 Judge may waive
Court costs $25.00
Deferred judgement $75.00
Deferred prosecution $75.00
$50.00 Municipal Code of Laws : 16‐110 &16‐111
Municipal Court Fees:
Injury accident
2016 Fee Schedule
Direct services (domestic violence)
247 2016 Adopted Budget
Drug/drug paraphernalia
destruction $10.00 Municipal Code of Laws: 16‐131, 132 & 133
Filing for bonds $25.00
Payment plan $25.00 per request
Probation fee $75.00 Up to six month probation
$150.00 Over six month probation
Stay of execution (SOE)$25.00
Witness fee $5.00 Per civilian witness if defendant found guilty at trial
$5.00 Per civilian witness if defendant fails to appear and trial and
witness served
Bench warrant $50.00
DMV default $30.00 Lien‐juvinile general warrant
DMV default $30.00 Lien on traffic warrants
Failure to appear $25.00
Insufficient funds or returned
check $26.00
Late fee for parking summons $15.00
Officer appearance fee assessed $30.00 If defendant fails to appear for trial
Order to show cause $15.00
Jury Trial Fees
Appearance $3.00 paid to jurors
Service fee $6.00 including appearance fee, paid to jurors
Jury depost $25.00
Jury trial cost varies by cost of jury
Failure to Appear or Comply with
Municipal Court Fees:
248 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 29,111 29,000 29,000 29,000
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 1,811 1,798 1,798 1,798
625 Medicare Portion FICA 424 420 420 420
630 ICMA Retirement 1,165 1,160 1,160 1,160
640 Outside Personnel Services 0000
PERSONNEL SERVICES $32,511 $32,378 $32,378 $32,378
651 Office Supplies 173 310 310 200
654 Photocopy/Printing 0000
655 Postage 0000
MATERIALS & SUPPLIES $173 $310 $310 $200
702 Conference/Meeting 1,101 2,000 2,000 2,000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0 250 250 200
716 Legislative Membership 0000
723 Tuition Reimbursement 0000
726 Recruitment & Advertisement 0000
728 Training 0000
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
741 Uniform Allowance 0000
750 Professional Service 0 1,000 1,000 1,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $1,101 $3,250 $3,250 $3,200
800 Office Furniture & Equipment 0000
802 Office Equipment 0000
806 Software 0 7,500 7,500 7,500
CAPITAL OUTLAY $0 $7,500 $7,500 $7,500
DEPARTMENT ACCOUNT TOTALS: $33,785 $43,438 $43,438 $43,278
City Treasurer
01-101
249 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 58,482 58,100 58,100 58,100
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 21,846 22,500 22,500 22,500
617 Temporary Personnel - Hourly 668 0 0 0
619 Temporary Personnel - Non Hourly 67,680 67,680 67,680 67,680
620 FICA Expenses Employer 7,664 7,840 7,840 7,840
625 Medicare Portion FICA 1,969 1,817 1,817 1,831
630 ICMA Retirement 2,294 2,324 2,324 2,324
640 Outside Personnel Services 0000
PERSONNEL SERVICES $160,604 $160,261 $160,261 $160,275
651 Office Supplies 215 600 600 600
654 Photocopy/Printing 0 500 500 500
655 Postage 0000
660 Operating Supplies 350 450 450 450
MATERIALS & SUPPLIES $565 $1,550 $1,550 $1,550
702 Conference/Meeting 29,907 33,250 30,000 33,950
704 Contractual Services 0000
706 Dues/Books/Subscriptions 2,391 2,500 2,400 2,500
712 Annual Appreciation Dinner 5,713 6,000 6,000 6,000
716 Legislative Membership 33,948 35,000 35,000 35,500
723 Tuition Reimbursement 0000
728 Training 0 400 0 400
740 Auto Mileage Reimbursement 394 600 400 500
750 Professional Service 98,226 50,000 50,000 60,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 89,906 123,150 123,150 130,090
798 Management Contingency 0000
799 Miscellaneous Services and Charges 23,888 4,590 4,550 4,550
OTHER SERVICES & CHARGES $284,372 $255,490 $251,500 $273,490
800 Office Furniture & Equipment 0000
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $445,540 $417,301 $413,311 $435,315
01-102
General Government ‐ Legislative Services
250 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 164,920 162,856 162,856 201,580
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0 6,010 6,010 5,732
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 10,057 10,097 10,097 12,422
625 Medicare Portion FICA 2,352 2,361 2,361 2,904
630 ICMA Retirement 6,212 6,514 6,514 8,014
640 Outside Personnel Services 0000
PERSONNEL SERVICES $183,541 $187,838 $187,838 $230,652
651 Office Supplies 427 600 600 600
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 1,800 1,800 1,800 2,400
MATERIALS & SUPPLIES $2,226 $2,400 $2,400 $3,000
702 Conference/Meeting 831 1,690 1,690 5,190
704 Contractual Services 0000
706 Dues/Books/Subscriptions 1,654 1,957 1,000 1,957
712 Annual Appreciation Dinner 0000
716 Legislative Membership 0000
723 Tuition Reimbursement 0000
728 Training 170 1,750 600 1,750
740 Auto Mileage Reimbursement 520 700 500 700
750 Professional Service 26,500 26,500 26,500 26,500
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
784 Jeffco Treas Collection Fees 7,352 8,000 8,000 8,000
799 Miscellaneous Services and Charges 14,582 19,000 19,000 15,500
OTHER SERVICES & CHARGES $51,610 $59,597 $57,290 $59,597
800 Office Furniture & Equipment 300 550 550 0
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $300 $550 $550 $0
DEPARTMENT ACCOUNT TOTALS: $237,677 $250,385 $248,078 $293,249
Administrative Services ‐ Finance
01-103
251 2016 Adopted Budget
Account Name/Detailed Explanation
2014 Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 101,042 99,370 99,370 99,370
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 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 5,817 6,161 6,161 6,161
625 Medicare Portion FICA 1,360 1,441 1,441 1,441
630 ICMA Retirement 3,990 3,975 3,975 3,975
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $112,209 $110,947 $110,947 $110,9471
651 Office Supplies 217 100 100 100
654 Photocopy/Printing 107 1,700 1,700 1,700
655 Postage 11 1,000 1,000 1,000
660 Operating Supplies 2,801 4,850 4,850 4,850
MATERIALS & SUPPLIES $3,136 $7,650 $7,650 $7,650
702 Conference/Meeting 1,625 3,280 3,000 3,280
704 Contractual Services 33,877 88,550 88,550 6,850
706 Dues/Books/Subscriptions 10,600 5,755 5,000 6,151
710 Marketing and Sponsorships 156,994 169,050 169,050 194,950
714 Legals & Publishing 0 0 0 0
718 TIF- Wheat Ridge Urban Renewal Authority 0 300,000 300,000 760,000
719 Economic Development Incentive 2,691,638 500,000 250,000 42,000
720 Economic Development - WRURA 523,418 300,000 300,000 300,000
721 NRS Implementation 227,000 225,000 225,000 301,000
728 Training 882 2,000 1,565 2,000
740 Auto Mileage Reimbursement 488 1,000 860 1,000
750 Professional Service 13,802 24,100 24,100 24,550
798 Management Contingent 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $3,660,323 $1,618,735 $1,367,125 $1,641,781
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: $3,775,667 $1,737,332 $1,485,722 $1,760,378
01-105
City Manager's Office ‐ Economic Development
252 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 157,573 166,551 160,145 168,152
604 Deferred Compensation 15,189 16,655 16,014 16,815
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 1,320 830 830 1,200
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 7,301 7,626 7,347 7,440
625 Medicare Portion FICA 2,358 2,415 2,322 2,438
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $187,342 $197,677 $190,258 $199,645
651 Office Supplies 48 500 500 500
654 Photocopy/Printing 0 100 0 100
660 Operating Supplies 0000
MATERIALS & SUPPLIES $48 $600 $500 $600
702 Conference/Meeting 7,376 9,050 8,000 9,050
704 Contractual Services 0000
706 Dues/Books/Subscriptions 4,457 4,635 4,500 4,635
714 Legals & Publishing 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 65,889 40,000 40,000 25,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
798 Management Contingency 5,216 77,626 11,100 75,000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $82,938 $131,311 $63,600 $113,685
802 Office Furniture & Equipment 0 1,000 1,000 0
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $1,000 $1,000 $0
DEPARTMENT ACCOUNT TOTALS: $270,328 $330,588 $255,358 $313,930
01-106
City Manager's Office ‐ City Manager
253 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
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
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 82,300 84,000 84,000 84,000
706 Dues/Books/Subscriptions 0000
714 Legals & Publishing 0000
721 NRS Implementation 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 206,313 178,000 178,000 214,000
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 $288,612 $262,000 $262,000 $298,000
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $288,612 $262,000 $262,000 $298,000
01-107
General Government ‐ City Attorney
254 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 67,795 75,453 75,453 74,831
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 3,891 4,678 4,678 4,640
625 Medicare Portion FICA 910 1,094 1,094 1,085
630 ICMA Retirement 2,704 3,018 3,018 2,993
640 Outside Personnel Services 11,114 0 0 0
PERSONNEL SERVICES $86,414 $84,243 $84,243 $83,549
651 Office Supplies 1,667 1,800 1,800 1,800
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $1,667 $1,800 $1,800 $1,800
702 Conference/Meeting 3,570 4,200 4,200 4,700
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 590 550 550 700
708 Election Expense 27,528 26,000 26,000 26,000
714 Legals & Publishing 14,617 15,000 15,000 15,000
715 Recording Fees 161 3,500 1,000 2,000
721 NRS Implementation 0 0 0 0
728 Training 2,022 3,900 3,900 3,900
740 Auto Mileage Reimbursement 460 500 500 500
750 Professional Service 8,006 8,300 7,500 18,050
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 $56,954 $61,950 $58,650 $70,850
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: $145,035 $147,993 $144,693 $156,199
01-108
City Clerk's Office
255 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 560,435 638,000 638,000 683,317
604 Deferred Compensation 5,971 7,254 7,254 7,495
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 1,200 780 780 600
610 Overtime and Premium Pay 4,505 6,800 5,800 6,300
617 Temporary Personnel - Hourly 21,042 24,040 24,000 6,000
619 Temporary Personnel - Non Hourly 11,559 13,520 11,500 11,700
620 FICA Expenses Employer 34,960 34,937 33,500 41,906
625 Medicare Portion FICA 8,367 9,895 8,900 10,263
630 ICMA Retirement 16,388 26,201 24,000 21,337
640 Outside Personnel Services 22,176 34,500 25,000 25,000
PERSONNEL SERVICES $686,603 $795,927 $778,734 $813,918
651 Office Supplies 3,706 2,950 2,950 3,000
654 Photocopy/Printing 497 1,500 1,500 1,500
655 Postage 0 0 0 0
660 Operating Supplies 17,004 18,850 18,500 19,130
MATERIALS & SUPPLIES $21,206 $23,300 $22,950 $23,630
702 Conference/Meeting 2,665 9,000 8,500 11,500
704 Contractual Services 150 6,000 5,250 7,250
706 Dues/Books/Subscriptions 635 815 815 935
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 0 500 500 500
732 Witness & Juror Fees 818 1,800 1,500 1,800
740 Auto Mileage Reimbursement 40 400 350 400
750 Professional Service 14,494 15,900 15,000 15,900
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 $18,802 $34,415 $31,915 $38,285
802 Office Furniture & Equipment 0 1,000 1,000 1,500
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $1,000 $1,000 $1,500
DEPARTMENT ACCOUNT TOTALS: $726,611 $854,642 $834,599 $877,333
01-109
Municipal Court
256 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 297,474 281,307 281,307 285,550
604 Deferred Compensation 6,149 6,125 6,125 6,560
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 900 600 600 600
610 Overtime and Premium Pay 0 276 276 0
617 Temporary Personnel - Hourly 672 168 168 0
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 17,459 18,129 16,654 16,917
625 Medicare Portion FICA 4,189 4,239 4,078 4,140
630 ICMA Retirement 6,833 7,036 6,004 6,174
640 Outside Personnel Services 0000
PERSONNEL SERVICES $337,277 $321,480 $318,812 $323,541
651 Office Supplies 1,094 1,000 1,000 1,000
654 Photocopy/Printing 5,094 4,330 3,277 0
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $6,189 $5,330 $4,277 $1,000
702 Conference/Meeting 17,356 8,590 7,000 14,400
704 Contractual Services 45,383 0 0 0
706 Dues/Books/Subscriptions 6,790 3,025 2,545 3,695
714 Legals & Publishing 0000
715 Recording Fees 0000
728 Training 8,884 8,500 7,000 6,500
732 Witness & Juror Fees 0000
740 Auto Mileage Reimbursement 340 1,000 500 1,000
750 Professional Service 66,242 56,281 43,000 16,500
755 Computer Software 0000
759 Telephone Expense 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $144,995 $77,396 $60,045 $42,095
802 Office Furniture & Equipment 0 260 260 0
809 Other Major Equipment 21,454 0 0 0
CAPITAL OUTLAY $21,454 $260 $260 $0
DEPARTMENT ACCOUNT TOTALS: $509,914 $404,466 $383,394 $366,636
01-111
Administrative Services ‐ Administration
257 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 252,650 231,266 231,266 244,493
604 Deferred Compensation 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0 2,500 2,500 19,500
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 14,849 14,338 14,338 16,368
623 Unemployment Insurance 8,029 0 0 0
625 Medicare Portion FICA 3,473 3,354 3,354 3,828
630 ICMA Retirement 11,572 9,251 9,251 9,780
640 Outside Personnel Services 0000
PERSONNEL SERVICES $290,574 $260,709 $260,709 $293,969
651 Office Supplies 3,645 3,400 3,400 4,500
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $3,645 $3,400 $3,400 $4,500
702 Conference/Meeting 6,883 9,880 9,880 6,780
704 Contractual Services 23 0 0 0
706 Dues/Books/Subscriptions 6,864 8,309 8,309 9,404
712 Employee Functions 16,678 21,700 21,700 21,700
724 Pre-Employment Physicals 26,733 25,000 25,000 25,500
726 Recruitment & Advertising 27,895 40,725 40,725 44,725
728 Training 15,035 18,700 18,700 33,050
729 Safety 6,809 7,300 7,300 9,980
731 Wellness Program 24,669 14,650 14,650 19,700
740 Auto Mileage Reimbursement 296 500 500 250
750 Professional Service 66,196 38,000 38,000 76,500
776 Other Equip Maintenance 1,200 0 0 0
797 Vacation Accrual Cash-Out 35,638 0 0 0
OTHER SERVICES & CHARGES $234,920 $184,764 $184,764 $247,589
802 Office Furniture & Equipment 0 600 460 0
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $600 $460 $0
DEPARTMENT ACCOUNT TOTALS: $529,139 $449,473 $449,333 $546,058
01-112
Administrative Services ‐ Human Resources
258 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 0 22,153 22,153 72,000
604 Deferred Compensation 0000
606 Auto Allowance 0000
607 Cell Phone Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 0 1,373 1,373 4,464
625 Medicare Portion FICA 0 321 321 1,044
630 ICMA Retirement 0 886 886 2,880
640 Outside Personnel Services 0000
PERSONNEL SERVICES $0 $24,733 $24,733 $80,388
651 Office Supplies 0 0 0 500
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $500
702 Conference/Meeting 0 90 90 3,590
704 Contractual Services 0 51,098 51,098 86,223
706 Dues/Books/Subscriptions 0 3,285 3,225 3,455
714 Legals & Publishing 0000
715 Recording Fees 0000
728 Training 0 0 0 500
732 Witness & Juror Fees 0000
740 Auto Mileage Reimbursement 0 0 0 500
750 Professional Service 0 34,022 34,022 99,500
755 Computer Software 0 39,989 33,989 35,000
759 Telephone Expense 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $0 $128,484 $122,425 $228,768
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $0 $153,217 $147,158 $309,656
01-113
Administrative Services ‐ Public Information
259 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 176,078 171,204 171,204 174,750
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 10,530 10,840 10,835 10,835
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,463 2,535 2,534 2,534
630 ICMA Retirement 7,020 6,993 6,990 6,990
640 Outside Personnel Services 0 8,676 9,210 0
PERSONNEL SERVICES $196,091 $200,248 $200,773 $195,109
651 Office Supplies 768 720 600 480
654 Photocopy/Printing 36 840 840 840
655 Postage 11,087 11,590 11,590 22,990
660 Operating Supplies 0000
MATERIALS & SUPPLIES $11,891 $13,150 $13,030 $24,310
702 Conference/Meeting 594 750 750 2,250
704 Contractual Services 9,793 15,060 14,149 91,282
706 Dues/Books/Subscriptions 1,000 1,515 1,515 1,515
712 Employee Functions 0000
723 Tuition Reimbursement 0000
728 Training 1,307 1,750 1,750 1,750
740 Auto Mileage Reimbursement 612 1,200 1,200 1,200
750 Professional Service 0000
758 Rentals and Leases 0000
759 Telephone Expense 0000
797 Vacation Accrual Cash-Out 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $13,306 $20,275 $19,364 $97,997
800 Office Furniture & Equipment 0 0 650 0
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $650 $0
DEPARTMENT ACCOUNT TOTALS: $221,288 $233,673 $233,817 $317,416
01-115
Administrative Services ‐ Sales Tax
260 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 81,292 87,637 87,637 89,490
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 4,804 5,434 5,434 5,549
623 Unemployment Insurance 0000
625 Medicare Portion FICA 1,124 1,270 1,270 1,297
630 ICMA Retirement 3,219 3,516 3,516 3,580
640 Outside Personnel Services 0000
PERSONNEL SERVICES $90,439 $97,857 $97,857 $99,916
651 Office Supplies 99 500 500 500
654 Photocopy/Printing 18 370 370 390
655 Postage 0000
660 Operating Supplies 0 0 0 100
MATERIALS & SUPPLIES $117 $870 $870 $990
702 Conference/Meeting 269 1,400 1,200 4,015
704 Contractual Services 0000
706 Dues/Books/Subscriptions 900 1,100 1,100 1,100
712 Employee Functions 0000
723 Tuition Reimbursement 0000
728 Training 2,229 1,925 1,500 1,255
740 Auto Mileage Reimbursement 327 500 500 500
750 Professional Service 12,000 15,000 15,000 15,000
759 Telephone Expense 0 200 200 200
776 Other Equipment Maintenance/Repair 276 200 200 200
797 Vacation Accrual Cash-Out 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $16,001 $20,325 $19,700 $22,270
800 Office Furniture & Equipment 0 1,000 1,000 0
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $1,000 $1,000 $0
DEPARTMENT ACCOUNT TOTALS: $106,557 $120,052 $119,427 $123,176
01-116
Administrative Services ‐ Purchasing and Contracting
261 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 433,516 433,516 433,516 420,261
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 599 6,500 5,500 5,000
614 Standby Pay 14,615 16,000 15,600 15,500
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 26,618 26,871 26,736 26,736
625 Medicare Portion FICA 6,225 6,284 6,253 6,253
630 ICMA Retirement 16,942 17,336 17,249 17,249
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $498,515 $506,507 $504,854 $490,999
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 15,971 12,150 10,500 10,000
MATERIALS & SUPPLIES $15,971 $12,150 $10,500 $10,000
702 Conference/Meeting 7,476 5,100 4,500 16,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 4,052 5,800 4,500 5,300
728 Training 4,880 11,500 11,500 4,000
740 Auto Mileage Reimbursement 586 1,200 800 800
750 Professional Service 19,598 9,500 6,500 27,215
755 Computer Software 0 0 0 0
759 Telephone Expense 243,221 266,768 256,768 249,800
774 Facility Repair & Maint 0 0 0 0
776 Other Equipment Maintenance 516,762 552,000 547,000 577,575
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $796,575 $851,868 $831,568 $880,690
802 Office Furniture & Equipment 28,814 18,975 18,975 19,875
803 Tools and Work Equipment 0 0 0 0
806 Computer Software 9,432 8,590 5,000 40,400
808 Capital Leases 42,832 65,000 65,000 65,000
809 Other Major Equipment 251,131 162,050 137,050 123,460
CAPITAL OUTLAY $332,209 $254,615 $226,025 $248,735
DEPARTMENT ACCOUNT TOTALS: $1,643,270 $1,625,140 $1,572,947 $1,630,424
01-117
Administrative Services ‐ Information Technology
262 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 68,612 67,353 67,353 67,353
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 12,108 11,656 11,000 11,656
614 Standby Pay 9,110 9,232 9,232 9,232
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 5,335 5,471 5,471 5,471
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 1,248 1,280 1,280 1,280
630 ICMA Retirement 2,704 2,694 2,694 2,694
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $99,118 $97,686 $97,030 $97,686
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 34,415 41,025 36,000 41,075
MATERIALS & SUPPLIES $34,415 $41,025 $36,000 $41,075
702 Conference/Meeting 0 0 0 0
704 Contractual Services 57,637 76,200 63,000 65,038
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 1,000 0 0
730 Uniforms & Protective Clothing 530 690 690 690
750 Professional Services 0 9,700 9,000 0
758 Rentals & Leases 3,808 3,500 3,500 3,500
759 Telephone Expense 0 0 0 0
760 Utilities 108,406 113,000 111,000 114,000
774 Facility Repair & Maintenance 41,083 62,700 43,000 69,300
776 Other Equipment Maintenance 6,402 10,300 10,300 12,500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $217,866 $277,090 $240,490 $265,028
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 1,771 2,000 2,000 2,000
806 Computer Software 0 0 0 0
808 Capital Leases 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 57,964 50,000 50,000 0
CAPITAL OUTLAY $59,735 $52,000 $52,000 $2,000
DEPARTMENT ACCOUNT TOTALS: $411,134 $467,801 $425,520 $405,789
01-118
Parks and Recreation ‐ Facilities
263 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 171,765 172,276 172,276 179,629
604 Deferred Compensation 6,369 6,730 6,730 6,730
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 720 180 180 0
610 Overtime and Premium Pay 1,221 3,600 3,600 3,600
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 10,021 9,964 9,683 10,139
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,521 2,498 2,498 2,605
630 ICMA Retirement 1,755 1,749 1,507 1,801
640 Outside Personnel Services 2,115 5,500 5,500 2,000
PERSONNEL SERVICES $200,089 $206,097 $205,574 $210,104
651 Office Supplies 513 1,000 1,000 1,000
654 Photocopy/Printing 0 108 108 108
655 Postage 0000
660 Operating Supplies 33 0 0 0
MATERIALS & SUPPLIES $546 $1,108 $1,108 $1,108
702 Conference/Meeting 936 4,505 3,655 3,655
704 Contractual Services 0000
706 Dues/Books/Subscriptions 690 900 900 900
712 Employee Functions 0000
718 Ordinance Enforcement 0000
728 Training 0 500 500 500
730 Uniforms & Protective Clothing 0000
750 Professional Service 7,404 0 0 0
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $9,030 $5,905 $5,055 $5,055
802 Office Furniture & Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $209,664 $213,110 $211,737 $216,267
01-120
Community Development ‐ Administration
264 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 169,719 178,561 165,033 187,790
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
620 FICA Expenses Employer 10,199 11,071 10,232 11,333
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,385 2,589 2,393 2,651
630 ICMA Retirement 6,648 7,142 6,602 7,312
640 Outside Personnel Services 0000
PERSONNEL SERVICES $188,951 $199,363 $184,260 $209,086
651 Office Supplies 0000
654 Photocopy/Printing 494 420 420 420
655 Postage 0000
660 Operating Supplies 608 1,315 1,265 1,265
MATERIALS & SUPPLIES $1,102 $1,735 $1,685 $1,685
702 Conference/Meeting 2,023 5,700 5,700 5,700
704 Contractual Services 0000
706 Dues/Books/Subscriptions 2,122 2,939 2,879 2,879
712 Employee Functions 0000
728 Training 245 1,645 1,645 1,645
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 213 400 400 400
750 Professional Service 0 0 0 25,000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $4,602 $10,684 $10,624 $35,624
802 Office Furniture & Equipment 0 500 0 500
803 Tools and Work Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $500 $0 $500
DEPARTMENT ACCOUNT TOTALS: $194,655 $212,282 $196,569 $246,895
01-121
Community Development ‐ Planning
265 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 296,999 314,116 314,116 390,076
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0 3,500 3,500 3,000
614 Standby Pay 0000
617 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 17,567 24,185 24,185 24,185
623 Unemployment Insurance 0000
625 Medicare Portion FICA 4,108 5,656 5,656 5,656
630 ICMA Retirement 11,743 14,900 14,900 15,603
640 Outside Personnel Services 0000
PERSONNEL SERVICES $330,417 $362,357 $362,357 $438,520
651 Office Supplies 0000
654 Photocopy/Printing 144 1,700 1,700 1,700
655 Postage 2,486 0 0 0
660 Operating Supplies 0 900 900 900
MATERIALS & SUPPLIES $2,630 $2,600 $2,600 $2,600
702 Conference/Meeting 913 1,575 1,575 1,575
704 Contractual Services 66,774 129,560 129,560 67,820
706 Dues/Books/Subscriptions 4,152 6,025 6,025 6,025
718 Ordinance Enforcement 0000
712 Employee Functions 0000
728 Training 1,767 3,005 3,005 3,005
730 Uniforms & Protective Clothing 593 1,560 1,560 1,560
740 Auto Mileage Reimbursement 83 500 500 500
750 Professional Service 0000
760 Utilities 0000
774 Facility Repair & Maintenance 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $74,283 $142,225 $142,225 $80,485
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $407,330 $507,182 $507,182 $521,605
01-122
Community Development ‐ Building
266 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 70,612 72,600 72,600 72,600
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 4,292 4,505 4,505 4,505
623 Unemployment Insurance 2,622 0 0 0
625 Medicare Portion FICA 1,004 1,054 1,054 1,054
630 ICMA Retirement 2,770 2,906 2,906 2,906
640 Outside Personnel Services 0000
PERSONNEL SERVICES $81,300 $81,065 $81,065 $81,065
651 Office Supplies 0000
654 Photocopy/Printing 0 22 12 300
655 Postage 0000
660 Operating Supplies 0 100 100 400
MATERIALS & SUPPLIES $0 $122 $112 $700
702 Conference/Meeting 1,124 3,300 3,300 3,300
704 Contractual Services 0000
706 Dues/Books/Subscriptions 400 650 650 650
712 Employee Functions 0000
718 Ordinance Enforcement 0000
728 Training 144 0 0 0
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 106 100 100 100
750 Professional Service 114,667 279,317 200,000 79,000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $116,441 $283,367 $204,050 $83,050
802 Office Furniture & Equipment 0 550 466 0
803 Tools and Work Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $550 $466 $0
DEPARTMENT ACCOUNT TOTALS: $197,741 $365,104 $285,693 $164,815
01-123
Community Development ‐ Long Range Planning
267 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 474,046 466,078 466,078 474,771
605 Extra Duty Pay 17,416 20,000 20,000 20,000
607 Cell Phone Allowance 1,320 780 780 600
610 Overtime and Premium Pay 326 1,500 1,000 1,200
614 Standby Pay 0000
617 Temp. Personnel Hourly 0 2,000 800 0
620 FICA Expenses Employer 7,251 7,173 7,173 7,173
625 Medicare Portion FICA 5,231 6,729 4,816 6,884
630 ICMA Retirement 4,697 4,471 4,471 4,628
633 Police Retirement 35,156 35,230 35,230 35,908
634 State Disability 4,060 3,827 3,827 4,019
PERSONNEL SERVICES $549,503 $547,788 $544,175 $555,183
651 Office Supplies 7,299 7,300 7,300 8,300
654 Photocopy/Printing 5,345 7,900 7,900 8,200
655 Postage 110 500 500 2,000
660 Operating Supplies 1,988 7,100 7,100 6,600
MATERIALS & SUPPLIES $14,743 $22,800 $22,800 $25,100
702 Conference/Meeting 11,101 13,100 13,100 13,950
704 Contractual Services 6,541 6,545 6,545 6,870
706 Dues/Books/Subscriptions 25,013 17,740 16,345 17,515
728 Training 1,695 0 0 0
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 8000
741 Uniform Allowance 25,592 33,780 33,780 29,700
750 Professional Service 159,632 252,250 252,250 206,088
755 Computer Software 0 2,250 0 0
776 Other Equipment Maintenace 1,166 1,800 1,800 1,800
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $230,748 $327,465 $323,820 $275,923
802 Office Furniture & Equipment 8,929 7,100 7,100 5,000
809 Other Major Equipment 0000
CAPITAL OUTLAY $8,929 $7,100 $7,100 $5,000
DEPARTMENT ACCOUNT TOTALS: $803,924 $905,153 $897,895 $861,206
01-201
Police ‐ Administration
268 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 196,242 76,400 76,400 56,000
605 Extra Duty Pay 0000
610 Overtime and Premium Pay 51,687 39,030 37,800 43,750
614 Standby Pay 0000
618 Court Pay 0000
620 FICA Expenses Employer (53) 0 0 0
625 Medicare Portion FICA 3,351 1,108 1,108 812
630 ICMA Retirement 11 0 0 0
633 Police Retirement 22,305 7,640 7,640 5,600
634 State Disability 3,500 1,000 1,000 1,456
PERSONNEL SERVICES $277,042 $125,178 $123,948 $107,618
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 9,747 8,270 8,270 2,500
MATERIALS & SUPPLIES $9,747 $8,270 $8,270 $2,500
702 Conference/Meeting 0000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms and Protective Clothing 11,250 10,000 10,000 7,500
740 Auto Mileage Reimbursement 0000
750 Professional Service 9,331 0 0 0
755 Computer Software 0000
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $20,581 $10,000 $10,000 $7,500
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: $307,370 $143,448 $142,218 $117,618
01-202
Police ‐ Grants
269 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 135,873 156,453 155,902 157,255
605 Extra Duty Pay 0000
610 Overtime and Premium Pay 3,344 5,000 5,000 3,000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 64,442 105,750 78,750 127,350
618 Court Pay 179 750 750 750
620 FICA Expenses Employer 12,426 14,583 14,583 14,633
625 Medicare Portion FICA 2,906 3,411 3,411 3,430
630 ICMA Retirement 4,500 6,258 6,258 6,290
633 Police Retirement 0000
634 State Disability Insurance 0000
PERSONNEL SERVICES $223,670 $292,205 $264,654 $312,708
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 1,368 1,475 1,475 1,625
MATERIALS & SUPPLIES $1,368 $1,475 $1,475 $1,625
702 Conference/Meeting 48 250 150 250
704 Contractual Services 4,975 15,000 10,000 15,000
706 Dues/Books/Subscriptions 0000
720 Veterinary Services 291 1,000 700 1,000
721 Jeffco Animal Shelter 29,581 208,915 208,915 72,477
728 Training 1,332 0 0 0
730 Uniforms and Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
755 Computer Software 0000
776 Other Equipment Maintenace 0 1,400 1,400 1,400
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $36,226 $226,565 $221,165 $90,127
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 3,376 3,400 3,400 3,400
CAPITAL OUTLAY $3,376 $3,400 $3,400 $3,400
DEPARTMENT ACCOUNT TOTALS: $264,640 $523,645 $490,694 $407,860
01-203
Police ‐ Community Services Team
270 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 515,806 640,742 540,700 671,392
605 Extra Duty Pay 0000
607 Cell Phone Allowance 0000
610 Overtime and Premium Pay 32,810 42,000 42,000 42,000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 48,463 35,000 35,000 35,000
618 Court Pay 60 100 100 100
620 FICA Expenses Employer 35,305 44,506 34,890 41,626
625 Medicare Portion FICA 8,341 10,409 8,160 9,735
630 ICMA Retirement 20,491 25,630 22,510 26,856
633 Police Retirement 329 195 195 0
634 State Disability 0000
PERSONNEL SERVICES $661,605 $798,582 $683,555 $826,709
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 600 800 600 800
704 Contractual Services 88,711 92,885 92,885 89,310
706 Dues/Books/Subscriptions 943 0 0 0
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
776 Other Equipment Maintenace 0 2,500 2,500 2,500
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $90,254 $96,185 $95,985 $92,610
802 Office Furniture & Equipment 0000
805 Communications Equipment 3,544 4,850 4,850 5,390
803 Tools and Work Equipment 0000
CAPITAL OUTLAY $3,544 $4,850 $4,850 $5,390
DEPARTMENT ACCOUNT TOTALS: $755,403 $899,617 $784,390 $924,709
01-204
Police ‐ Communications Center
271 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 271,813 266,679 266,679 198,510
605 Extra Duty Pay 0000
607 Cell Phone Allowance 0000
610 Overtime and Premium Pay 13,752 13,290 13,290 13,290
617 Temporary Personnel - Hourly 0000
618 Court Pay 299 100 0 0
620 FICA Expenses Employer 0000
623 Unemployment Insurance 0000
625 Medicare Portion FICA 3,303 3,867 3,867 2,878
630 ICMA Retirement 0000
633 Police Retirement 26,630 26,668 26,668 19,851
634 State Disability 3,706 3,744 3,744 3,115
PERSONNEL SERVICES $319,502 $314,348 $314,248 $237,644
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0 100 100 0
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 $100 $100 $0
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 0000
803 Tools and Work Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $319,502 $314,448 $314,348 $237,644
01-205
Police ‐ Crime Prevention Team (SRO)
272 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 282,281 294,868 294,868 295,778
605 Extra Duty Pay 0000
607 Cell Phone Allowance 0000
610 Overtime and Premium Pay 17,464 21,356 21,356 27,729
617 Temporary Personnel - Hourly 0000
618 Court Pay 0000
620 FICA Expenses Employer 17,892 18,282 18,282 18,338
623 Unemployment Insurance 0000
625 Medicare Portion FICA 4,184 4,276 4,276 4,289
630 ICMA Retirement 11,229 11,795 11,795 11,831
633 Police Retirement 0000
634 State Disability Insurance 0000
PERSONNEL SERVICES $333,051 $350,577 $350,577 $357,965
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 674 660 550 550
MATERIALS & SUPPLIES $674 $660 $550 $550
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 235 500 500 400
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $235 $500 $500 $400
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $333,960 $351,737 $351,627 $358,915
01-206
Police ‐ Records Team
273 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 72,062 31,187 30,000 61,655
605 Extra Duty Pay 0000
607 Cell Phone Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
618 Court Pay 0000
620 FICA Expenses Employer 3,661 3,712 3,712 3,823
623 Unemployment Insurance 0000
625 Medicare Portion FICA 856 868 841 894
630 ICMA Retirement 2,404 2,395 2,395 2,467
633 Police Retirement 0000
634 State Disability Insurance 0000
PERSONNEL SERVICES $78,984 $38,162 $36,948 $68,839
651 Office Supplies (20) 0 0 0
654 Photocopy/Printing 0000
657 Range Supplies 42,545 64,363 64,363 50,104
660 Operating Supplies 395 1,000 300 100
MATERIALS & SUPPLIES $42,920 $65,363 $64,663 $50,204
702 Conference/Meeting 17,689 19,500 15,000 19,500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 67,326 62,100 62,100 75,000
730 Uniforms and Protective Clothing 44,529 69,000 69,000 66,900
740 Auto Mileage Reimbursement 140 500 250 250
750 Professional Service 3,713 3,713 3,713 4,500
755 Computer Software 0000
758 Rentals and Leases 2,500 3,000 3,000 3,000
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $135,897 $157,813 $153,063 $169,150
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $257,801 $261,338 $254,674 $288,193
01-207
Police ‐ Accreditation & Training
274 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 3,054,486 3,109,693 3,109,639 3,290,379
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 200,510 206,955 206,955 218,915
614 Standby Pay 0 4,000 4,000 6,500
618 Court Pay 29,740 28,125 28,125 28,125
620 FICA Expenses Employer 12,777 6,581 6,581 0
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 39,855 45,148 45,148 47,710
630 ICMA Retirement 5,833 4,160 4,160 0
633 Police Retirement 288,326 311,364 311,364 329,038
634 State Disability Insurance 57,781 63,891 63,891 69,869
PERSONNEL SERVICES $3,689,308 $3,779,917 $3,779,863 $3,990,536
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
657 Range Supplies 0 0 0 0
660 Operating Supplies 17,960 19,160 19,160 14,000
MATERIALS & SUPPLIES $17,960 $19,160 $19,160 $14,000
702 Conference/Meeting 838 510 300 510
704 Contractual Services 0 0 0 0
727 Expense Reimbursement 0 1,000 500 500
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 31,494 27,486 27,486 10,300
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 10,685 9,500 7,000 9,500
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
776 Other Equipment Maintenace 16,279 15,750 15,750 15,000
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $59,296 $54,246 $51,036 $35,810
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 9,345 3,000 3,000 3,200
809 Other Major Equipment 7,000 7,000 6,980 7,500
CAPITAL OUTLAY $16,345 $10,000 $9,980 $10,700
DEPARTMENT ACCOUNT TOTALS: $3,782,908 $3,863,323 $3,860,039 $4,051,046
01-211
Police ‐ Patrol Operations
275 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 1,481,505 1,490,210 1,490,210 1,673,068
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 118,733 126,246 126,246 138,000
614 Standby Pay 38,043 34,034 34,034 42,277
617 Temp Personnel-Hourly 0 0 0 0
618 Court Pay 6,712 9,500 7,000 7,000
620 FICA Expenses Employer 14,221 14,522 14,522 20,022
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 20,253 21,608 21,608 24,260
630 ICMA Retirement 9,179 9,369 9,369 9,769
633 Police Retirement 123,036 125,598 125,598 142,884
634 State Disability Insurance 20,923 21,388 21,388 23,540
PERSONNEL SERVICES $1,832,606 $1,852,475 $1,849,975 $2,080,820
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 12,718 11,730 11,730 13,035
MATERIALS & SUPPLIES $12,718 $11,730 $11,730 $13,035
702 Conference/Meeting 242 340 340 340
704 Contractual Services 93,440 116,730 116,730 113,030
706 Dues/Books/Subscriptions 0 0 0 0
727 Expense Reimbursement 2,343 4,000 4,000 4,000
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 829 1,000 1,000 1,000
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 10,045 8,450 8,450 8,650
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 500 500 500
776 Other Equipment Maintenace 184 1,400 1,400 400
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $107,084 $132,420 $132,420 $127,920
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: $1,952,408 $1,996,625 $1,994,125 $2,221,775
01-212
Police ‐ Investigations Bureau
276 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 304,043 364,203 346,203 365,814
605 Extra Duty Pay 0000
607 Cell Phone Allowance 0000
610 Overtime and Premium Pay 20,462 19,500 19,500 19,370
618 Court Pay 1,902 3,500 3,200 2,500
620 FICA Expenses Employer 0000
623 Unemployment Insurance 0000
625 Medicare Portion FICA 4,473 5,020 5,020 5,304
630 ICMA Retirement 0000
633 Police Retirement 28,158 34,620 34,620 36,581
634 State Disability Insurance 3,260 4,794 4,794 5,156
PERSONNEL SERVICES $362,299 $431,637 $413,337 $434,725
651 Office Supplies 0000
654 Photocopy/Printing 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 113 500 442 500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms and Protective Clothing 3,995 4,410 4,410 4,610
750 Professional Service 33 350 250 150
755 Computer Software 0000
758 Rentals and Leases 0000
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $4,141 $5,260 $5,102 $5,260
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0 800 350 300
CAPITAL OUTLAY $0 $800 $350 $300
DEPARTMENT ACCOUNT TOTALS: $366,439 $437,697 $418,789 $440,285
01-213
Police ‐ Crime & Traffic Team
277 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 120,462 123,600 123,600 123,600
604 Deferred Compensation 6,023 6,180 6,180 6,180
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone 0 600 0 600
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 7,286 7,286 7,286 7,347
623 Unemployment Insurance 0000
625 Medicare Portion FICA 1,805 1,804 1,804 1,792
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $139,175 $143,070 $142,470 $143,119
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 62 100 100 100
MATERIALS & SUPPLIES $62 $100 $100 $100
702 Conference/Meeting 816 1,500 1,500 2,500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 150 500 500 500
727 Expense Reimbursement 0000
728 Training 0 500 500 500
730 Uniforms & Protective Clothing 67 150 0 150
740 Auto Mileage Reimbursement 0000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $1,033 $2,650 $2,500 $3,650
802 Office Furniture & Equipment 600 600 600 0
804 Engineering & Photo Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $600 $600 $600 $0
DEPARTMENT ACCOUNT TOTALS: $140,870 $146,420 $145,670 $146,869
01-301
Public Works ‐ Administration
278 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 858,897 868,651 868,651 875,178
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 6,804 10,000 10,000 10,000
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 12,600 12,600 18,000
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 51,078 55,257 55,257 55,257
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 11,946 12,923 12,923 12,923
630 ICMA Retirement 33,912 34,746 34,746 34,746
PERSONNEL SERVICES $962,637 $994,177 $994,177 $1,006,104
651 Office Supplies 1,144 1,546 1,546 1,546
654 Photocopy/Printing 261 500 500 500
655 Postage 13 250 250 250
660 Operating Supplies 2,500 3,500 3,500 5,646
MATERIALS & SUPPLIES $3,918 $5,796 $5,796 $7,942
702 Conference/Meeting 604 2,500 2,500 1,500
704 Contractual Services 20,450 15,600 15,000 16,350
706 Dues/Books/Subscriptions 3,459 4,390 4,390 4,290
727 Expense Reimbursement 0 0 0 0
728 Training 5,559 5,650 5,650 7,770
730 Uniforms & Protective Clothing 1,740 2,470 2,470 2,470
740 Auto Mileage Reimbursement 79 300 300 300
750 Professional Services 0 8,831 8,831 35,000
776 Other Equipment Maintenance 0 2,000 2,000 1,000
793 Title Searches 0 500 500 500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $31,891 $42,241 $41,641 $69,180
802 Office Furniture & Equipment 0 0 0 0
804 Engineering & Photo Equipment 0 0 0 0
809 Other Major Equipment 0 1,400 1,400 9,000
CAPITAL OUTLAY $0 $1,400 $1,400 $9,000
DEPARTMENT ACCOUNT TOTALS: $998,446 $1,043,614 $1,043,014 $1,092,226
01-302
Public Works ‐ Engineering
279 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 882,659 876,012 873,530 910,630
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 33,458 37,000 37,000 36,000
614 Standby Pay 16,992 16,500 16,500 17,000
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 54,706 54,313 54,159 56,459
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 12,794 12,666 12,666 13,204
630 ICMA Retirement 35,183 34,941 34,941 36,425
PERSONNEL SERVICES $1,035,792 $1,031,432 $1,028,796 $1,069,718
651 Office Supplies 313 849 849 500
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 215,694 241,151 231,500 277,000
661 Oil & Gas - Shops 264,178 320,000 290,000 269,700
662 Vehicle & Equipment Maintenance 104,678 73,500 70,500 73,500
663 Hazardous Waste Disposal 1,307 3,300 3,000 3,800
665 Special Equipment 0 0 0 0
MATERIALS & SUPPLIES $586,170 $638,800 $595,849 $624,500
702 Conference/Meeting 311 500 500 500
704 Contractual Services 155,928 217,384 195,000 232,500
706 Dues/Books/Subscriptions 613 1,200 1,200 1,200
728 Training 4,370 6,000 6,000 6,000
730 Uniforms & Protective Clothing 9,109 9,500 9,500 13,500
740 Auto Mileage Reimbursement 0 0 0 0
758 Rentals and Leases 0 0 0 0
760 Utilities 24,070 28,000 24,000 29,000
761 Street Lighting 644,756 660,000 655,000 660,000
774 Facility Repair & Maintenance 7,755 25,650 25,650 11,700
776 Other Equipment Maintenance 0 0 0 0
OTHER SERVICES & CHARGES $846,912 $948,234 $916,850 $954,400
803 Tools & Work Equipment 0 0 0 3,000
807 Fleet Replacement 412,122 545,992 545,992 564,200
809 Other Major Equipment 90,475 139,000 139,000 158,800
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $502,597 $684,992 $684,992 $726,000
DEPARTMENT ACCOUNT TOTALS: $2,971,471 $3,303,458 $3,226,487 $3,374,618
01-303
Public Works ‐ Operations
280 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 182,006 181,011 181,011 200,416
604 Deferred Compensation 7,047 7,020 7,020 7,301
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 1,320 780 780 600
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 9,761 9,865 9,865 10,720
625 Medicare Portion FICA 2,696 2,706 2,706 2,906
630 ICMA Retirement 1,631 1,624 1,624 2,176
640 Outside Personnel Services 0000
PERSONNEL SERVICES $208,061 $206,606 $206,606 $227,719
651 Office Supplies 4,012 4,000 4,000 4,000
654 Photocopy/Printing 0 400 400 400
655 Postage 0 300 300 300
660 Operating Supplies 341 300 300 300
MATERIALS & SUPPLIES $4,353 $5,000 $5,000 $5,000
702 Conference/Meeting 3,444 13,000 1,266 10,550
704 Contractual Services 0000
706 Dues/Books/Subscriptions 528 490 490 500
728 Training 25 500 500 500
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 600 700 600 700
750 Professional Service 5,380 4,375 4,375 2,000
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 $9,977 $19,065 $7,231 $14,250
800 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $222,390 $230,671 $218,837 $246,969
01-601
Parks and Recreation ‐ Administration
281 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 131,826 123,496 123,496 123,621
604 Deferred Compensation 0 0 0 0
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 0 125 125 0
617 Temporary Personnel - Hourly 11,668 15,600 15,600 36,899
620 FICA Expenses Employer 8,765 8,410 8,410 9,953
625 Medicare Portion FICA 2,050 1,967 1,967 2,328
630 ICMA Retirement 4,925 4,802 4,802 4,945
640 Outside Personnel Services 3,425 0 0 0
PERSONNEL SERVICES $162,660 $154,400 $154,400 $177,746
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 14,303 16,101 15,200 16,401
655 Postage 3,533 6,179 5,500 5,190
660 Operating Supplies 4,746 7,594 5,000 4,870
MATERIALS & SUPPLIES $22,582 $29,874 $25,700 $26,461
702 Conference/Meeting 0 4,270 1,000 4,445
704 Contractual Services 0 466 466 512
706 Dues/Books/Subscriptions 421 620 580 595
728 Training 0 200 200 400
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 325 455 455 105
750 Professional Service 2,428 3,000 2,800 2,800
755 Computer Software 0 250 100 300
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 $3,173 $9,261 $5,601 $9,157
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: $188,415 $193,535 $185,701 $213,364
01-602
Parks and Recreation ‐ Recreation
282 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 415,780 442,039 442,039 442,039
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 7,913 16,189 16,189 16,263
614 Standby Pay 3,390 7,850 7,836 8,086
617 Temporary Personnel - Hourly 121,372 143,932 134,718 143,932
620 FICA Expenses Employer 33,809 37,839 37,839 37,839
625 Medicare Portion FICA 7,907 8,703 5,905 8,800
630 ICMA Retirement 16,479 17,447 17,447 17,682
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $606,651 $673,999 $661,973 $674,641
651 Office Supplies 598 800 800 800
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 65,667 84,811 56,565 90,511
MATERIALS & SUPPLIES $66,265 $85,611 $57,365 $91,311
702 Conference/Meeting 0 1,700 1,700 1,700
704 Contractual Services 76,975 86,115 80,061 91,509
728 Training 1,535 2,917 2,547 2,045
730 Uniforms & Protective Clothing 9,344 11,230 10,880 11,855
740 Auto Mileage Reimbursement 429 780 780 780
750 Professional Service 52 9,724 8,654 8,800
755 Computer Software 0 466 466 722
758 Rentals and Leases 23,432 25,810 26,360 26,610
760 Utilities 337,602 326,624 313,833 338,198
774 Facility Repair and Maintenance 79,182 143,040 100,000 106,200
776 Other Equipment Maintenance 10,010 13,361 13,361 7,206
799 Miscellaneous Services & Charges 5,658 0 0 0
OTHER SERVICES & CHARGES $544,218 $621,767 $558,642 $595,625
800 Office Furniture & Equipment 0 4,000 4,000 0
803 Tools and Work Equipment 0 0 0 5,000
809 Other Major Equipment 0 16,790 16,704 111,426
812 Building Improvements 3,813 2,000 1,869 0
CAPITAL OUTLAY $3,813 $22,790 $22,573 $116,426
DEPARTMENT ACCOUNT TOTALS: $1,220,947 $1,404,167 $1,300,553 $1,478,003
01-603
Parks and Recreation ‐ Parks Maintenance
283 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 131,023 130,204 127,556 133,308
607 Cell Phone Allowance 0000
610 Overtime and Premium Pay 6,298 9,000 5,000 4,679
614 Standby Pay 2,154 2,310 2,004 2,365
617 Temporary Personnel - Hourly 47,128 89,352 73,677 97,944
620 FICA Expenses Employer 11,138 14,314 7,908 8,265
625 Medicare Portion FICA 2,616 3,348 1,850 1,933
630 ICMA Retirement 5,247 5,208 5,102 5,332
640 Outside Personnel Services 0000
PERSONNEL SERVICES $205,603 $253,736 $223,097 $253,826
651 Office Supplies 0000
654 Photocopy/Printing 0 500 0 0
655 Postage 0000
660 Operating Supplies 27,013 28,695 20,973 31,635
MATERIALS & SUPPLIES $27,013 $29,195 $20,973 $31,635
702 Conference/Meeting 647 587 587 505
704 Contractual Services 92,679 126,100 126,000 133,360
706 Dues/Books/Subscriptions 140 650 650 492
728 Training 785 1,640 989 869
730 Uniforms & Protective Clothing 1,393 2,864 2,442 3,143
740 Auto Mileage Reimbursement 0000
750 Professional Service 0 550 550 650
755 Computer Software 0000
758 Rentals and Leases 3,961 2,450 2,450 3,110
760 Utilities 95 2,500 1,100 1,100
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 460 1,500 1,500 1,500
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $100,159 $138,841 $136,268 $144,729
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0 3,767 3,767 0
809 Other Major Equipment 0 59,733 57,569 0
812 Building Improvements 0000
CAPITAL OUTLAY $0 $63,500 $61,336 $0
DEPARTMENT ACCOUNT TOTALS: $332,775 $485,272 $441,674 $430,190
01-604
Parks and Recreation ‐ Forestry
284 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 134,526 138,032 138,032 138,032
607 Cell Phone Allowance 0000
610 Overtime and Premium Pay 2,436 2,600 2,600 2,679
614 Standby Pay 836 2,097 2,097 2,159
617 Temporary Personnel - Hourly 10,225 15,629 12,661 18,314
620 FICA Expenses Employer 8,786 9,569 8,453 8,558
625 Medicare Portion FICA 2,055 2,238 2,238 2,238
630 ICMA Retirement 5,381 5,521 5,521 5,521
640 Outside Personnel Services 0000
PERSONNEL SERVICES $164,245 $175,686 $171,602 $177,501
651 Office Supplies 0000
654 Photocopy/Printing 0 14,000 10,000 12,000
655 Postage 0000
660 Operating Supplies 15,129 15,262 15,262 26,910
663 Hazardous Waste Disposal 0000
MATERIALS & SUPPLIES $15,129 $29,262 $25,262 $38,910
702 Conference/Meeting 269 320 320 320
704 Contractual Services 46,460 49,550 48,150 51,400
706 Dues/Books/Subscriptions 75 160 145 240
728 Training 0 610 250 340
730 Uniforms & Protective Clothing 1,861 3,027 2,402 3,395
740 Auto Mileage Reimbursement 322 650 500 600
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0 550 400 565
760 Utilities 0 5,878 3,900 4,800
774 Facility Repair and Maintenance 15,665 26,200 16,658 28,300
776 Other Equipment Maintenance 643 650 403 650
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $65,296 $87,595 $73,128 $90,610
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0 9,000 6,000 0
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $9,000 $6,000 $0
DEPARTMENT ACCOUNT TOTALS: $244,669 $301,543 $275,992 $307,021
01-605
Parks and Recreation ‐ Natural Resources
285 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
620 FICA Expenses Employer 0 0 0 0
621 Workers' Compensation 387,885 442,173 442,173 389,000
623 Unemployment Insurance 0 0 0 0
624 Work Comp Deductible 55,560 32,000 32,000 30,000
625 Medicare Portion FICA 0 0 0 0
626 Medical 1,514,680 1,605,000 1,587,000 1,691,485
627 Dental 101,599 93,000 91,000 93,000
628 LTD/STD 52,946 54,000 53,000 65,000
629 Life/ADD/DEP 48,441 47,900 47,900 50,000
PERSONNEL SERVICES $2,161,111 $2,274,073 $2,253,073 $2,318,485
651 Office Supplies 480 0 0 0
653 Postage 20,574 32,500 30,000 30,000
654 Photocopy/Printing 11,854 14,000 12,000 14,000
660 Operating Supplies 1,489 3,000 3,000 3,250
MATERIALS & SUPPLIES $34,397 $49,500 $45,000 $47,250
750 Professional Services 0 0 0 0
758 Rentals & Leases 3,746 3,760 3,760 3,760
759 Telephone Expense 0 0 0 0
774 Facility Repair/Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
781 Personal & Property Liability 226,457 205,000 205,000 222,694
782 Uninsured Losses 62,236 205,000 205,000 60,000
797 Performance Management 0 193,631 0 450,000
799 Misc. Services & Charges 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $292,439 $607,391 $413,760 $736,454
800 Office Furniture & Equipment 0 0 0 0
808 Capital Leases 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
901 Debt Service Principal 0 19,441 19,441 35,606
902 Debt Service Interest 0 27,323 27,323 44,561
903 Finance Origination Fees 0 23,372 23,372 0
904 Lease Payment 0 776,628 776,628 0
DEBT SERVICE $0 $846,764 $846,764 $80,167
DEPARTMENT ACCOUNT TOTALS: $2,487,947 $3,777,728 $3,558,597 $3,182,356
01-610
General Government ‐ Central Charges
286 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay 0 45 45 0
614 Standby Pay 0000
617 Temporary Personnel - Hourly 7,076 13,075 8,500 9,752
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 439 811 527 605
625 Medicare Portion FICA 103 190 123 141
640 Outside Personnel Services 0000
PERSONNEL SERVICES $7,617 $14,121 $9,195 $10,498
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 0 68 68 68
MATERIALS & SUPPLIES $0 $68 $68 $68
702 Conference/Meeting 0 1,170 1,170 970
704 Contractual Services 376 0 0 0
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0000
760 Utilities 23,985 30,282 25,000 25,364
774 Facility Repair and Maintenance 3,655 11,500 4,500 5,000
776 Other Equipment Maintenance 135 1,000 1,000 1,000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $28,151 $43,952 $31,670 $32,334
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0 0
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $35,768 $58,141 $40,933 $42,900
01-620
Parks and Recreation ‐ Anderson Building
287 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 114,215 117,221 117,221 117,221
610 Overtime and Premium Pay 35 0 0 0
614 Standby Pay 18 875 163 0
617 Temporary Personnel - Hourly 12,316 13,983 13,000 12,740
619 Temporary Personnel - Non-Hourly 7,527 8,273 7,500 6,381
620 FICA Expenses Employer 7,401 8,528 8,364 8,454
625 Medicare Portion FICA 1,731 1,993 1,956 1,977
630 ICMA Retirement 4,372 4,576 4,576 4,689
640 Outside Personnel Services 15,207 14,710 13,500 13,574
PERSONNEL SERVICES $162,822 $170,159 $166,280 $165,036
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 19,354 24,409 21,500 22,428
MATERIALS & SUPPLIES $19,354 $24,409 $21,500 $22,428
702 Conference/Meeting 289 1,570 645 1,570
704 Contractual Services 9,004 12,285 1,785 1,840
706 Dues/Books/Subscriptions 155 225 225 225
Training 83 1,270 470 970
730 Uniforms & Protective Clothing 0 90 90 90
740 Auto Mileage Reimbursement 16 444 200 220
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 $9,546 $15,884 $3,415 $4,915
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: $191,722 $210,452 $191,195 $192,379
01-621
Parks and Recreation ‐ Athletics
288 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 90,157 105,908 105,908 105,908
610 Overtime and Premium Pay 112 500 300 300
614 Standby Pay 0000
617 Temporary Personnel - Hourly 69,647 84,210 80,000 81,917
619 Temporary Personnel - Non-Hourly 17,563 26,289 24,500 24,643
620 FICA Employer Expenses 10,572 13,331 13,331 13,173
622 Medical/Dental Insurance 501 0 0 0
625 Medicare Portion FICA 2,472 3,118 3,118 3,081
630 ICMA Retirement 3,779 4,161 4,161 4,236
640 Outside Personnel Services 4,760 14,365 11,225 12,785
PERSONNEL SERVICES $199,562 $251,882 $242,543 $246,043
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 27,822 31,747 25,000 31,897
MATERIALS & SUPPLIES $27,822 $31,747 $25,000 $31,897
702 Conference/Meeting 708 1,520 875 1,695
704 Contractual Services 12,396 14,566 7,500 7,612
706 Dues/Books/Subscriptions 113 150 113 120
728 Training 1,032 3,140 2,000 2,570
730 Uniforms & Protective Clothing 452 780 500 580
740 Auto Mileage Reimbursement 0 100 75 100
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 $14,701 $20,256 $11,063 $12,677
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: $242,085 $303,885 $278,606 $290,617
01-622
Parks and Recreation ‐ General Programs
289 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay 2,160 2,000 2,000 1,500
614 Standby Pay 0000
617 Temporary Personnel - Hourly 79,249 109,232 95,620 109,290
617 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 5,036 6,847 5,120 6,776
622 Medical/Dental Insurance 895 0 0 0
625 Medicare Portion FICA 1,178 1,601 1,321 1,585
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $88,517 $119,680 $104,061 $119,151
651 Office Supplies 0000
655 Postage Costs 0000
660 Operating Supplies 38,680 51,055 46,050 56,778
663 Hazardous Waste Disposal 0000
MATERIALS & SUPPLIES $38,680 $51,055 $46,050 $56,778
702 Conference/Meeting 0000
704 Contractual Services 7,450 7,453 7,356 7,499
706 Dues/Books/Subscriptions 0000
728 Training 0 700 425 700
730 Uniforms & Protective Clothing 713 2,205 2,205 1,800
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
758 Rentals and Leases 0000
760 Utilities 17,618 18,300 18,300 18,000
774 Facility Repair and Maintenance 10,424 29,200 19,850 31,000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $36,204 $57,858 $48,136 $58,999
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 19,055 0 0 0
812 Building Improvements 0 0 0 155,000
CAPITAL OUTLAY $19,055 $0 $0 $155,000
DEPARTMENT ACCOUNT TOTALS: $182,456 $228,593 $198,247 $389,928
01-623
Parks and Recreation ‐ Outdoor Pool
290 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 205,888 211,912 211,912 268,412
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 63,404 73,028 65,000 64,939
617 Temporary Personnel - Non-Hourly 14,312 16,598 15,000 16,598
620 FICA Employer Expenses 16,536 18,083 16,500 20,400
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 3,867 4,229 3,900 4,771
630 ICMA Retirement 8,121 8,082 8,082 9,574
640 Outside Personnel Services 20,098 22,555 21,000 22,555
PERSONNEL SERVICES $332,226 $354,487 $341,394 $407,249
651 Office Supplies 0000
654 Photocopy/Printing 13,813 15,500 14,000 13,500
655 Postage Costs 7,358 6,755 6,755 7,155
660 Operating Supplies 37,312 60,930 60,000 47,438
MATERIALS & SUPPLIES $58,483 $83,185 $80,755 $68,093
702 Conference/Meeting 50 920 400 920
704 Contractual Services 37,349 42,416 40,000 40,378
706 Dues/Books/Subscriptions 563 955 955 955
728 Training 666 2,595 1,300 3,095
730 Uniforms & Protective Clothing 102 250 250 250
740 Auto Mileage Reimbursement 14 224 100 224
750 Professional Service 3,025 6,200 5,800 4,700
758 Rentals and Leases 0000
760 Utilities 19,523 19,800 19,000 19,750
774 Facility Repair and Maintenance 22,434 21,259 21,000 22,514
776 Other Equipment Maintenance 1,198 1,825 1,500 3,630
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $84,923 $96,444 $90,305 $96,416
800 Office Furniture & Equipment 0 0 0 2,000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0 0 0 7,000
CAPITAL OUTLAY $0 $0 $0 $9,000
DEPARTMENT ACCOUNT TOTALS: $475,632 $534,116 $512,454 $580,758
01-624
Parks and Recreation ‐ Active Adult Center
291 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 4,430 11,990 11,990 12,529
617 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 275 743 743 777
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 64 174 174 182
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $4,769 $12,907 $12,907 $13,488
651 Office Supplies 0000
654 Photocopy/Printing 0 0 0 300
655 Postage Costs 2 0 0 276
660 Operating Supplies 6,086 8,267 8,267 8,267
MATERIALS & SUPPLIES $6,088 $8,267 $8,267 $8,843
702 Conference/Meeting 0000
704 Contractual Services 3,529 4,212 4,212 4,212
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0 4,620 4,620 0
758 Rentals and Leases 1,977 2,200 2,200 2,200
760 Utilities 8,601 17,132 17,132 17,132
774 Facility Repair and Maintenance 8,604 24,830 24,830 16,701
776 Other Equipment Maintenance 0 200 200 200
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $22,711 $53,194 $53,194 $40,445
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0 0 0 23,000
CAPITAL OUTLAY $0 $0 $0 $23,000
DEPARTMENT ACCOUNT TOTALS: $33,568 $74,368 $74,368 $85,776
01-625
Parks and Recreation ‐ Historic Buildings
292 2016 Adopted Budget
Public Art Fund
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
12-580-00-589
BEGINNING FUND
BALANCE $38,206 $52,615 $52,615 $63,740
REVENUES
12-500-02-505 Building Use Tax $8,803 $6,009 $6,500 $4,500
12-510-00-516 Building Permits $3,186 $3,000 $3,000 $3,000
12-550-05-551 Plan Review Fees $2,249 $2,000 $1,500 $2,000
12-580-00-581 Interest $170 $118 $125 $100
12-580-00-582 1 percent Public Projects $0 $28,110 $0 $23,000
TOTAL REVENUES $14,409 $39,238 $11,125 $32,600
TOTAL AVAILABLE FUNDS $52,615 $91,852 $63,740 $96,340
EXPENDITURES
12-601-800-809 Public Art Acquisition $0 $20,000 $0 $0
TOTAL EXPENDITURES $0 $20,000 $0 $0
ENDING FUND
BALANCE $52,615 $71,852 $63,740 $96,340
Fund 12
293 2016 Adopted Budget
Police Investigation Fund
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
17-580-00-589
BEGINNING FUND
BALANCE $41,075 $91,539 $91,539 $67,866
REVENUES
17-580-00-581 Interest $424 $350 $350 $350
17-580-00-588 Miscellaneous Revenue $74,700 $977 $977 $0
TOTAL REVENUES $75,124 $1,327 $1,327 $350
TOTAL AVAILABLE FUNDS $116,199 $92,867 $92,866 $68,216
EXPENDITURES
17-202-650-660 Operating Supplies $2,863 $5,000 $5,000 $5,000
17-202-800-806 Compuer Software $8,800 $0 $0 $0
17-202-800-809 Other Major Equipment $13,725 $20,000 $20,000 $20,000
17-202-800-812 Building Improvements $0 $0 $0 $0
TOTAL EXPENDITURES $25,388 $25,000 $25,000 $25,000
ENDING FUND
BALANCE $90,812 $67,867 $67,866 $43,216
Fund 17
294 2016 Adopted Budget
OPEN SPACE 2014 2015 2015 2016 2017 2018 2019 2020 2021
FUND 32 ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
32-580-00-589 BEGINNING FUND BALANCE $1,196,626 $1,435,023 $1,435,023 $659,239 $87,902 $207,628 $142,220 $116,474 $130,184
REVENUES
32-520-00-539 State of Colorado Grant
State Historic Fund
$0 $0 $0 $0 $0 $0 $0 $0 $0
GOCO Grant
Trail Grant - Clear Creek Trail $0 $39,975 $39,975 $0 $0 $0 $0 $0 $0
32-520-00-540 Jefferson County Open Space Tax $1,054,662 $885,000 $950,000 $900,000 $900,000 $900,000 $900,000 $900,000 $900,000
32-550-00-555 Developer Fees $284,068 $54,940 $54,940 $0 $0 $0 $0 $0 $0
32-520-00-564 Jefferson County Joint Venture Grant
Park Development (District II Park)$211,000 $0 $0 $0 $0 $0 $0 $0 $0
Clear Creek Trail $0 $276,121 $276,121 $0 $0 $0 $0 $0 $0
2015/16 Grant Project $0 $75,000 $0 $150,000 $0 $0 $0 $0 $0
32-580-00-581 Interest Earnings $13,043 $4,063 $8,000 $8,000 $4,000 $4,000 $4,000 $4,000 $4,000
32-580-00-588 Miscellaneous Fees $3,000 $3,000 $3,000 $0 $0 $0 $0 $0 $0
32-590-00-591 Transfers from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUES $1,565,773 $1,338,099 $1,332,036 $1,058,000 $904,000 $904,000 $904,000 $904,000 $904,000
TOTAL AVAILABLE FUNDS $2,762,399 $2,773,122 $2,767,059 $1,717,239 $991,902 $1,111,628 $1,046,220 $1,020,474 $1,034,184
EXPENDITURES
Acquisitions
32-601-800-809 Park Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0
Development Projects
32-601-800-861 Happiness Gardens Improvements $6,850 $0 $0 $0 $0 $0 $0 $0 $0
32-601-800-869 Jeffco OS River Corridor Project Match $0 $16,000 $0 $25,000 $0 $0 $0 $0 $0
32-601-800-859 Anderson Park Master Plan/park Reconstruction $0 $0 $0 $0 $0 $0 $0 $0 $0
32-601-800-864 Hopper Hollow Park/District II Park $691,925 $18,429 $18,429 $0 $0 $0 $0 $0 $0
32-601-800-865 PW/Parks Operations Facility $85,577 $631,816 $631,816 $150,000 $0 $250,000 $300,000 $300,000 $400,000
32-601-800-873 Prospect Park Improvements $0 $380,000 $80,000 $700,000 $250,000 $200,000 $0 $0 $0
32-601-800-868 Kipling Pedestrian Improvements Grant Match $0 $70,000 $70,000 $0 $0 $0 $0 $0 $0
32-601-800-875 Master Plan Updates $33,031 $16,958 $16,958 $0 $0 $0 $0 $0 $0
Subtotal $817,383 $1,133,203 $817,203 $875,000 $250,000 $450,000 $300,000 $300,000 $400,000
Maintenance Projects
32-601-800-870 Open Space Improvements $0 $90,000 $90,000 $50,000 $25,000 $0 $0 $25,000 $25,000
32-601-800-871 Park Maintenance Projects $0 $100,000 $100,000 $0 $0 $0 $0 $25,000 $25,000
32-601-800-872 Trail Replacement/Repair $35,269 $589,731 $583,000 $50,000 $0 $0 $100,000 $0 $0
32-601-800-872 Outdoor Pool Maintenance $0 $180,000 $25,000 $155,000 $0 $0 $0 $0 $0
Subtotal $35,269 $959,731 $798,000 $255,000 $25,000 $0 $100,000 $50,000 $50,000
Park Maintenance Staff
32-601-600-602 Salaries $372,537 $379,919 $380,157 $391,562 $399,393 $407,381 $415,529 $423,839 $432,316
32-601-600-610 Overtime $289 $3,000 $3,000 $3,000 $3,030 $3,060 $3,091 $3,122 $3,153
32-601-600-614 Standby Pay $92 $2,000 $2,000 $2,000 $2,020 $2,040 $2,061 $2,081 $2,102
32-601-600-620 FICA $21,962 $23,865 $23,865 $24,277 $24,763 $25,258 $25,763 $26,278 $26,804
32-601-600-622 Medical/Dental $59,898 $62,617 $62,617 $57,159 $58,302 $59,468 $60,658 $61,871 $63,108
32-601-600-625 Medicare $5,136 $5,581 $5,581 $5,677 $5,791 $5,906 $6,024 $6,145 $6,268
32-601-600-630 ICMA Retirement $14,810 $15,397 $15,397 $15,662 $15,975 $16,295 $16,621 $16,953 $17,292
Subtotal $474,724 $492,379 $492,617 $499,337 $509,274 $519,409 $529,746 $540,289 $551,043
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
Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $1,327,376 $2,585,313 $2,107,820 $1,629,337 $784,274 $969,409 $929,746 $890,289 $1,001,043
ENDING FUND BALANCE $1,435,023 $187,809 $659,239 $87,902 $207,628 $142,220 $116,474 $130,184 $33,141
295 2016 Adopted Budget
296 2016 Adopted Budget
Municipal Court Fund
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
33-580-00-589
BEGINNING FUND
BALANCE $72,289 $77,022 $77,022 $79,572
REVENUES
33-560-00-562 $1 of Court Fees $1,787 $2,000 $2,000 $2,000
33-560-00-563 $4 of Court Fees $7,143 $8,000 $7,500 $8,000
33-560-00-565 Direct Victim Services $10,401 $12,000 $11,000 $12,000
33-560-00-566 Warrant/Judgments $2,985 $4,000 $3,500 $4,000
33-560-00-567 Transcript Fees $450 $1,500 $1,500 $1,500
33-580-00-581 Interest $297 $550 $550 $550
TOTAL REVENUES $23,062 $28,050 $26,050 $28,050
TOTAL AVAILABLE FUNDS $95,351 $105,072 $103,072 $107,622
EXPENDITURES
33-109-600-640 Outside Personnel $0 $0 $0 $0
33-109-700-715 Transcript Fees $325 $1,500 $1,500 $1,500
33-109-700-776 Equipment Maintenance $904 $1,000 $1,000 $1,000
33-109-700-783 Court $4 Expenses $0 $3,000 $3,000 $5,000
33-109-700-787 Warrant/Judgments $2,490 $4,500 $4,000 $4,500
33-109-700-790 Direct Victim Services $10,896 $14,000 $12,000 $14,000
33-109-700-792 Probation $1 Expense $3,715 $2,000 $2,000 $3,000
33-109-800-802 Office Equipment $0 $0 $0 $0
33-109-800-809 Other Major Equipment $0 $0 $0 $0
TOTAL EXPENDITURES $18,329 $26,000 $23,500 $29,000
ENDING FUND BALANCE $77,022 $79,072 $79,572 $78,622
Fund 33
297 2016 Adopted Budget
298 2016 Adopted Budget
CONSERVATION TRUST 2014 2015 2015 2016 2017 2018 2019 2020 2021
FUND 54 ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
54-580-00-589 BEGINNING FUND BALANCE $573,434 $326,100 $326,099 $215,378 $22,728 $62,728 $22,728 $118,728 $269,728
REVENUES
54-520-00-539 State of Colorado Lottery $298,314 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000
54-520-00-540 Jefferson County Joint Venture Grant
$0 $0 $0 $0 $0 $0 $0 $0 $0
54-520-00-541 Other Grants $0 $0 $0 $0 $0 $0 $0 $0 $0
54-580-00-581 Interest $895 $1,000 $500 $500 $1,000 $1,000 $1,000 $1,000 $1,000
54-580-00-588 Miscellaneous Income $0 $0 $0 $0 $0 $0 $0 $0 $0
54-590-00-591 Transfers from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUES $299,209 $301,000 $300,500 $300,500 $301,000 $301,000 $301,000 $301,000 $301,000
TOTAL AVAILABLE FUNDS $872,643 $627,100 $626,599 $515,878 $323,728 $363,728 $323,728 $419,728 $570,728
EXPENDITURES
Development Projects
54-601-800-860 Facility Improvements $565 $0 $0 $70,000 $0 $0 $0 $0 $0
54-601-800-861 Park Site Development (Kendall)$250,000 $0 $0 $0 $0 $0 $0 $0 $0
54-601-800-863 Anderson Building Replacement $0 $0 $0 $0 $0 $0 $0 $0 $400,000
54-601-800-864 Active Adult Center Parking Lot $0 $75,000 $75,000 $50,000 $0 $0 $0 $0 $0
54-601-800-865 Outdoor Fitness/Workout Park $0 $25,000 $25,000 $0 $0 $0 $0 $0 $0
Subtotal $250,565 $100,000 $100,000 $120,000 $0 $0 $0 $0 $400,000
Maintenance Projects
54-601-800-870 Recreation Center $84,828 $106,422 $99,812 $236,150 $100,000 $100,000 $100,000 $100,000 $100,000
54-601-800-872 Park Maintenance Projects $90,000 $96,409 $96,409 $25,000 $50,000 $40,000 $40,000 $40,000 $40,000
54-601-800-873 Resurface Tennis/Basketball Courts $22,150 $30,000 $30,000 $32,000 $21,000 $131,000 $10,000 $10,000 $10,000
54-601-800-874 Prospect Park Expansion Playground $99,000 $0 $0 $0 $0 $0 $0 $0 $0
54-601-800-875 Stites Park Playground Replacement $0 $85,000 $85,000 $0 $0 $0 $0 $0 $0
54-601-800-876 Discovery Park ADA Accessibility Playground $0 $0 $0 $80,000 $0 $0 $0 $0 $0
54-601-800-878 Playground Replacement $0 $0 $0 $0 $90,000 $70,000 $55,000 $0 $0
Subtotal $295,978 $317,831 $311,221 $373,150 $261,000 $341,000 $205,000 $150,000 $150,000
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 $546,543 $417,831 $411,221 $493,150 $261,000 $341,000 $205,000 $150,000 $550,000
ENDING FUND BALANCE $326,100 $209,269 $215,378 $22,728 $62,728 $22,728 $118,728 $269,728 $20,728
299 2016 Adopted Budget
300 2016 Adopted Budget
Equipment Replacement Fund
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
57-580-00-589
BEGINNING FUND
BALANCE $368,605 $474,021 $474,021 $407,121
REVENUES
57-520-00-548 E911 Reimbursements $0 $53,000 $53,000 $53,000
57-590-00-591 Transfer from General Fund $100,000 $0 $0 $100,000
57-580-00-581 Interest $5,416 $3,799 $4,100 $3,000
TOTAL REVENUES $105,416 $56,799 $57,100 $156,000
TOTAL AVAILABLE FUNDS $474,021 $530,820 $531,121 $563,121
EXPENDITURES
57-204-700-750 Professional Services $0 $191,000 $80,000 $139,000
57-204-800-805 CAD/RMS $0 $0 $0 $0
57-204-800-805 Police Radios $0 $0 $0 $0
57-201-800-809 Other Major Equipment Police $0 $44,000 $44,000 $0
57-610-800-809 Other Major Equipment IT $0 $0 $0 $230,000
TOTAL EXPENDITURES $0 $235,000 $124,000 $369,000
ENDING FUND
BALANCE $474,021 $295,820 $407,121 $194,121
Fund 57
301 2016 Adopted Budget
Crime Prevention/Code Enforcement Fund
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
63-580-00-589
BEGINNING FUND
BALANCE $280,311 $346,170 $346,170 $285,859
REVENUES
63-500-00-508 Lodger's Tax $413,384 $300,000 $300,000 $300,000
63-520-03-539 CDOT-Safety Fair Grant $0 $0 $0 $0
63-560-00-561 No Proof of Insurance $34,336 $30,000 $30,000 $30,000
63-580-00-581 Interest $1,072 $1,000 $1,000 $1,000
TOTAL REVENUES $448,791 $331,000 $331,000 $331,000
TOTAL AVAILABLE FUNDS $729,102 $677,170 $677,170 $616,859
EXPENDITURES
63-201-600-602 Salaries & Wages $276,569 $276,174 $276,174 $287,367
63-201-600-610 Overtime & Premium Pay $5,362 $9,675 $11,000 $5,850
63-201-600-618 Court Pay $1,013 $500 $700 $1,000
63-201-600-620 FICA $9,183 $9,517 $9,517 $10,163
63-201-600-622 Medical/Dental Insurance $44,376 $41,420 $41,420 $41,420
63-201-600-625 Medicare Portion FICA $2,184 $3,357 $3,357 $4,166
63-201-600-630 ICMA Retirement $6,042 $6,140 $6,140 $6,367
63-201-600-633 Police Retirement $11,992 $12,268 $12,268 $11,981
63-201-600-634 State Disability Insurance $3 $0 $0 $1,069
PERSONNEL SERVICES $356,726 $359,051 $360,576 $369,383
63-201-650-660 Operating Supplies $21,431 $14,150 $14,150 $20,100
MATERIALS & SUPPLIES $21,431 $14,150 $14,150 $20,100
63-201-700-702 Conference/Meeting $2,290 $6,100 $6,100 $6,100
63-201-700-706 Dues, Books, Subscriptions $75 $1,485 $1,485 $1,485
63-201-700-730 Uniforms & Protective Clothing $2,410 $12,690 $5,000 $7,000
63-201-700-750 Professional Services $0 $4,848 $4,000 $3,948
OTHER SERVICES & CHARGES $4,775 $25,123 $16,585 $18,533
TOTAL EXPENDITURES $382,932 $398,324 $391,311 $408,016
ENDING FUND
BALANCE $346,170 $278,846 $285,859 $208,843
Fund 63
302 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 331,868 320,319 311,000 325,818
610 Overtime and Premium Pay 5,141 7,730 7,200 7,020
614 Standby Pay 8,704 9,299 8,400 9,299
617 Temporary Personnel - Hourly 223,494 219,000 219,000 229,570
620 FICA Employer Expenses 33,590 34,362 33,827 35,445
622 Medical/Dental Insurance 77,684 78,569 78,569 74,413
625 Medicare Portion FICA 7,856 8,036 7,811 8,290
630 ICMA Retirement 13,029 12,813 12,440 13,033
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $701,366 $690,128 $678,247 $702,888
651 Office Supplies 470 1,200 900 1,200
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 198 1,040 1,040 580
660 Operating Supplies 65,493 84,265 74,500 77,250
663 Hazardous Waste Disposal 0 0 0 0
MATERIALS & SUPPLIES $66,161 $86,505 $76,440 $79,030
702 Conference/Meeting 0 820 450 820
704 Contractual Services 62,762 64,423 63,000 64,890
706 Dues/Books/Subscriptions 0 291 291 291
728 Training 1,397 5,475 2,250 4,500
730 Uniforms & Protective Clothing 1,842 3,236 3,236 3,760
740 Auto Mileage Reimbursement 596 1,300 700 910
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
758 Rentals and Leases 3,732 2,160 300 660
760 Utilities 375,302 368,406 360,000 375,000
774 Facility Repair and Maintenance 55,080 57,300 57,300 59,752
776 Other Equipment Maintenance 4,890 6,900 5,000 6,900
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $505,601 $510,311 $492,527 $517,483
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: $1,273,128 $1,286,944 $1,247,214 $1,299,401
64-602
Recreation Center ‐ Facilities
303 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 166,487 178,127 178,127 171,097
610 Overtime and Premium Pay 1,842 3,700 3,700 2,500
614 Standby Pay 928 2,808 2,050 2,808
617 Temporary Personnel - Hourly 333,738 314,012 314,012 315,529
620 FICA Employer Expenses 31,036 30,869 30,869 30,500
622 Medical/Dental Insurance 22,310 22,536 22,536 28,623
625 Medicare Portion FICA 7,259 7,219 7,219 7,133
630 ICMA Retirement 6,364 7,125 7,125 6,844
640 Outside Personnel Services 0000
PERSONNEL SERVICES $569,965 $566,396 $565,638 $565,034
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 55,156 68,834 65,000 71,300
663 Hazardous Waste Disposal 0000
MATERIALS & SUPPLIES $55,156 $68,834 $65,000 $71,300
702 Conference/Meeting 603 820 400 820
704 Contractual Services 2,815 4,466 4,300 4,362
706 Dues/Books/Subscriptions 0 175 97 175
728 Training 4,724 6,500 6,500 6,450
730 Uniforms & Protective Clothing 4,139 4,250 4,000 4,250
740 Auto Mileage Reimbursement 0000
755 Computer Software 0000
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 25,166 30,000 30,000 35,925
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $37,447 $46,211 $45,297 $51,982
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $662,568 $681,441 $675,935 $688,316
64-604
Recreation Center ‐ Aquatics
304 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 27,907 20,509 20,509 20,509
610 Overtime and Premium Pay 0000
614 Standby Pay 18 0 0 0
617 Temporary Personnel - Hourly 147,503 151,000 151,000 156,431
619 Temporary Personnel - Non-Hourly 70,648 78,000 78,000 79,040
620 FICA Employer Expenses 15,107 15,469 15,469 15,871
622 Medical/Dental Insurance 5,528 5,370 5,370 5,370
625 Medicare Portion FICA 3,533 3,617 3,617 3,711
630 ICMA Retirement 1,049 820 820 820
640 Outside Personnel Services 400 400 400 400
PERSONNEL SERVICES $271,693 $275,185 $275,185 $282,152
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0 50 50 50
660 Operating Supplies 18,003 33,300 33,300 19,100
MATERIALS & SUPPLIES $18,003 $33,350 $33,350 $19,150
702 Conference/Meeting 528 350 350 350
704 Contractual Services 4,117 4,500 4,500 5,268
706 Dues/Books/Subscriptions 118 38 38 40
728 Training 901 2,500 2,500 2,300
730 Uniforms & Protective Clothing 0 0 0 200
740 Auto Mileage Reimbursement 17 75 75 75
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 $5,681 $7,463 $7,463 $8,233
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $295,377 $315,998 $315,998 $309,535
64-605
Recreation Center ‐ Fitness
305 2016 Adopted Budget
Account Name/Detailed Explanation
2014
Actual
Budget
2015
Adjusted
Budget
2015
Estimated
Budget
2016
Adopted
Budget
602 Staff Salaries & Wages 30,437 35,500 35,500 36,550
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 1,872 2,201 2,201 2,266
622 Medical/Dental Insurance 2,083 2,620 2,620 2,623
625 Medicare Portion FICA 438 515 515 530
630 ICMA Retirement 869 1,420 1,420 1,462
640 Outside Personnel Services 3,304 3,860 3,684 3,860
PERSONNEL SERVICES $39,002 $46,116 $45,940 $47,291
651 Office Supplies 0000
654 Photocopy/Printing 14,386 17,821 13,780 14,480
655 Postage Costs 4,433 6,277 5,500 5,966
660 Operating Supplies 9,914 12,321 11,800 11,437
MATERIALS & SUPPLIES $28,733 $36,419 $31,080 $31,883
702 Conference/Meeting 0 350 350 350
704 Contractual Services 0000
706 Dues/Books/Subscriptions 126 1,928 1,928 2,055
728 Training 200 1,000 400 1,200
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 13 170 50 170
750 Professional Services 1,363 2,400 1,920 1,900
755 Computer Software 0 100 100 300
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 $1,701 $5,948 $4,748 $5,975
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $69,436 $88,483 $81,768 $85,149
64-607
Recreation Center ‐ Marketing
306 2016 Adopted Budget
Financial Policies
CITY OF WHEAT RIDGE
ACCOUNTING, BUDGETING AND FINANCIAL POLICIES 2016
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.
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 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
307 2016 Adopted 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 a 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 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 Recreation Center Fund.
308 2016 Adopted 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, Police Investigation Fund, Open Space Fund, Municipal Court Fund, Conservation Trust Fund,
Equipment Replacement Fund, and Crime Prevention Fund.
Capital Investment Program Fund
The Capital Investment 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 can be located in the CIP tab of this budget document.
Recreation Center Fund
The Recreation Center Fund is a governmental fund whereby the expense of providing goods and
services to the general public on a continuing basis are financed or recovered primarily through
user charges. However, the Recreation Center Fund is not completely self‐sufficient and internal
services such as information technology and human resources costs are covered under the General
Fund. In the event that these user charges are insufficient to cover the operations of the
Recreation Center Fund, transfers can be made from other fund types to provide additional
financial support.
A chart depicting the City’s Governmental Fund Types is included on the next page.
309 2016 Adopted Budget
Governmental
Fund Types
General Fund Special Revenue
Funds
Public Art Fund
Police
Investigation
Fund
Open Space
Fund
Municipal Court
Fund
Conservation
Trust Fund
Equipment
Replacement
Fund
Crime Prevention/
Code Enforcement
Fund
Recreation
Center Fund
Capital
Investment
Program (CIP)
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Budget Process & Timeline
In accordance with the City Charter, the annual budget process and timeline is 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
Statues, 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 and Administrative Services Director prepares a Comprehensive Annual Financial
Report (CAFR) 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 CAFR shows the status of the
City’s finances on the basis of GAAP. The CAFR shows 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 on page
296.
Unrestricted Fund Balance Policy
The City Council adopted an Unrestricted Fund Balance Policy in June of 2011. This policy is
included on page 299.
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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 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, a re‐
funding, 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, 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 will 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’
Director as part of the budget process.
Financial Policies
CITY OF WHEAT RIDGE
DEBT MANAGEMENT POLICY
Adopted by City Council June 2011
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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 evidences 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 govern‐
mental 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.
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
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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‐
closures 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.
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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
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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.
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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. The adjusted budget figures in this document include any adjustments
made through July 31 of the previous budget year.
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 pin setters 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.
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.
Budget ‐ The City’s operational and functional plan balancing expenditures for a fiscal year with the
expected income or revenue for the fiscal year.
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 $5 first‐time application fee is charged
for new businesses and an annual renewal fee of $20 (effective January 1, 2004) is charged January 1 of
each year and collected with the January sales tax return form.
Capital Investment Program (CIP) ‐ A comprehensive program which 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.
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.
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
GLOSSARY
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projects that benefit low and moderate income residents in the City and help eliminate blight conditions.
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 citizen and organization (e.g. Administrative Services, Police, Public
Works, Community Development, Parks & Recreation, etc.).
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.
Elevator Inspection Fees ‐ Businesses located in Wheat Ridge that have operational elevators must
have them inspected twice per year for safety. The City charges $180.00 for each annual elevator
inspection.
Enhanced Sales Tax Incentive Program (ESTIP)‐ An economic development program to encourage the
establishment and/or substantial expansion of retail sales tax generating businesses within the City
through the share back of sales tax revenues above a negotiated base amount.
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.
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.
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.
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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.
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 $500 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. 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 ‐ Includes administrative costs such as office supplies, operating supplies,
photocopy and printing expenses, postage, oil and gas, etc.
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).
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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.
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 pro‐
gram. 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 are covered.
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.
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.
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.
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.
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 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.
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
information.
RFP ‐ Request for Proposal.
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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 3.0% (effective
January 1, 2005).
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.
Swimming Pool Fees ‐ Admission and lesson fees charged for the use of the City Swimming pool.
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.
Transfer Payments ‐ The transfer of money from one fund to another.
Unassigned 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.
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 includes 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.
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.
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