HomeMy WebLinkAbout20182018 ANNUAL BUDGET
City of Wheat Ridge, Colorado
Adopted Annual Budget
January 1 – December 31
Fiscal Year 2018
City Council Members
Joyce Jay, Mayor
Monica Duran, District I
Janeece Hoppe, District I
Kristi Davis, District II
Zachary Urban, District II
Tim Fitzgerald, District III
George Pond, District III
Larry Mathews, District IV
Genevieve Wooden, District IV
Janelle Shaver, City Clerk
Jerry DiTullio, 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, Karen Van Ert and Laura McAvoy
Department Budget Contacts
City Treasurer – Jerry DiTullio
City Clerk’s Office, Legislative – Janelle Shaver, Robin Eaton, Janice Smothers
Municipal Court – Judge Randall, Kersten Armstrong
Community Development – Ken Johnstone
Police Department – Dan Brennan, Michelle Stodden
Public Works – Scott Brink, Steve Nguyen, Greg Knudson
Parks and Recreation – Joyce Manwaring, Julie Brisson
Administrative Services, City Manager, City Attorney – Patrick Goff, Heather Geyer,
Carly Lorentz and Laura McAvoy
Photo Credits: Scott Dressel‐Martin, Justin LeVett Photography, Blu Hartkopp Photography,
and Erin Perrin
City of Wheat Ridge
TABLE OF CONTENTS
Budget Message ............................................................................................................................ 10
Vision and Goals ............................................................................................................................ 22
Budget in Brief .............................................................................................................................. 28
Revenues & Expenditures Summary ............................................................................................. 43
Budget Summary by Fund ................................................................................................. 43
General Fund Revenues .................................................................................................... 44
General Fund Expenditures .............................................................................................. 54
Financial Obligations ......................................................................................................... 58
General Government .................................................................................................................... 59
Legislative .......................................................................................................................... 60
City Attorney ..................................................................................................................... 62
Central Charges ................................................................................................................. 64
City Treasurer ................................................................................................................................ 65
City Clerk ....................................................................................................................................... 68
City Manager ................................................................................................................................. 71
City Manager’s Office ........................................................................................................ 72
Economic Development .................................................................................................... 74
Municipal Court ............................................................................................................................ 76
Administrative Services ................................................................................................................. 79
Administrative Services ..................................................................................................... 83
Finance .............................................................................................................................. 85
Human Resources ............................................................................................................. 87
Public Information ............................................................................................................ 89
Sales Tax ............................................................................................................................ 91
Purchasing and Contracting .............................................................................................. 93
Information Technology.................................................................................................... 95
Community Development ............................................................................................................. 97
Administration ................................................................................................................ 101
Planning........................................................................................................................... 103
Building ........................................................................................................................... 105
Long Range Planning ....................................................................................................... 107
Police Department ...................................................................................................................... 109
Administration ................................................................................................................ 113
Grants .............................................................................................................................. 115
Community Services Team .............................................................................................. 117
Communications Center ................................................................................................. 119
Crime Prevention Team (SRO) ........................................................................................ 121
Records ........................................................................................................................... 123
Accreditation & Training ................................................................................................. 125
Patrol Operations ............................................................................................................ 127
Investigations Bureau ..................................................................................................... 129
TABLE OF CONTENTS
Crash & Traffic Team (CATT) ........................................................................................... 131
Public Works ............................................................................................................................... 133
Administration ................................................................................................................ 137
Engineering ..................................................................................................................... 139
Operations ...................................................................................................................... 141
Parks & Recreation ...................................................................................................................... 143
Administration ................................................................................................................ 147
Recreation ....................................................................................................................... 149
Parks Maintenance ......................................................................................................... 151
Forestry ........................................................................................................................... 153
Natural Resources ........................................................................................................... 155
Anderson Building ........................................................................................................... 157
Athletics .......................................................................................................................... 159
General Programs ........................................................................................................... 161
Outdoor Pool ................................................................................................................... 163
Active Adult Center ......................................................................................................... 165
Historic Buildings............................................................................................................. 167
Facilities Maintenance .................................................................................................... 169
Recreation Center Fund .............................................................................................................. 171
Facility Operations .......................................................................................................... 175
Aquatics ........................................................................................................................... 177
Fitness ............................................................................................................................. 179
Marketing ........................................................................................................................ 181
Special Revenue Funds
Public Art Fund ................................................................................................................ 183
Police Investigation Fund ................................................................................................ 184
Open Space Fund ............................................................................................................ 185
Municipal Court Fund ..................................................................................................... 187
Conservation Trust Fund ................................................................................................. 189
Equipment Replacement Fund ....................................................................................... 191
Crime Preventions/Code Enforcement Fund .................................................................. 192
Capital Improvement Program ................................................................................................... 194
CIP Project Pages............................................................................................................. 196
CIP 2018-2026 ................................................................................................................. 211
Investing 4 The Future – Projects Funded By 2E ........................................................................ 212
Clear Creek Crossing ....................................................................................................... 214
Gold Line Station ............................................................................................................. 215
Wadsworth Widening Project ......................................................................................... 216
Anderson Park ................................................................................................................ 217
2E 2018-2027 .................................................................................................................. 218
TABLE OF CONTENTS
Staffing
Pay Plan ........................................................................................................................... 219
Staffing Table .................................................................................................................. 228
5-year Staffing Plan ......................................................................................................... 235
2018 Fee Schedule ...................................................................................................................... 236
Line Item Accounts
City Treasurer (01-101) ................................................................................................... 256
Legislative (01-102) ......................................................................................................... 257
Finance (01-103) ............................................................................................................. 258
Economic Development (01-105) ................................................................................... 259
City Manager (01-106) .................................................................................................... 260
City Attorney (01-107) .................................................................................................... 261
City Clerk (01-108) .......................................................................................................... 262
Municipal Court (01-109) ................................................................................................ 263
Administrative Services-Administration (01-111) .......................................................... 264
Human Resources (01-112)............................................................................................. 265
Public Information (01-113) ............................................................................................ 266
Sales Tax (01-115) ........................................................................................................... 267
Purchasing & Contracting (01-116) ................................................................................. 268
Information Technology (01-117) ................................................................................... 269
Facilities Maintenance (01-118) ..................................................................................... 270
Community Development – Administration (01-120) .................................................... 271
Planning (01-121) ............................................................................................................ 272
Building (01-122) ............................................................................................................. 273
Long Range Planning (01-123) ........................................................................................ 274
Police – Administration (01-201) .................................................................................... 275
Grants (01-202) ............................................................................................................... 276
Community Services Team (01-203) ............................................................................... 277
Communications Center (01-204) ................................................................................... 278
Crime Prevention Team (01-205).................................................................................... 279
Records (01-206) ............................................................................................................. 280
Accreditation & Training (01-207) .................................................................................. 281
Patrol Operations (01-211) ............................................................................................. 282
Investigations Bureau (01-212) ....................................................................................... 283
Crash & Traffic Team (01-213) ........................................................................................ 284
Public Works – Administration (01-301) ......................................................................... 285
Engineering (01-302) ....................................................................................................... 286
Operations (01-303) ........................................................................................................ 287
Parks & Recreation – Administration (01-601) ............................................................... 288
Recreation (01-602) ........................................................................................................ 289
TABLE OF CONTENTS
Parks Maintenance (01-603) ........................................................................................... 290
Forestry (01-604) ............................................................................................................ 291
Natural Resources (01-605) ............................................................................................ 292
Central Charges (01-610) ................................................................................................ 293
Anderson Building (01-620) ............................................................................................ 294
Athletics (01-621) ............................................................................................................ 295
General Programs (01-622) ............................................................................................. 296
Outdoor Pool (01-623) .................................................................................................... 297
Active Adult Center (01-624) .......................................................................................... 298
Historic Building (01-625) ............................................................................................... 299
Special Revenue Funds
Public Art Fund (12) ........................................................................................................ 300
Police Investigation Fund (17) ........................................................................................ 301
Open Space Fund (32) ..................................................................................................... 302
Municipal Court Fund (33) .............................................................................................. 303
Conservation Trust Fund (54) ......................................................................................... 304
Equipment Replacement Fund (57) ................................................................................ 305
Crime Prevention/Code Enforcement Team (63) ........................................................... 306
Recreation Center Operations Fund
Facilities (64-602) ............................................................................................................ 307
Aquatics (64-604) ............................................................................................................ 308
Fitness (64-605)............................................................................................................... 309
Marketing (64-607) ......................................................................................................... 310
Financial Policies ......................................................................................................................... 311
Glossary ....................................................................................................................................... 321
Budget Message
November 28, 2017
Dear Mayor and Council Members:
I present to the Mayor and City Council the 2018 Adopted Budget. This Budget provides the framework
for providing services and programs to the citizens of Wheat Ridge for the year 2018, based on the
delivery of core services and priorities identified in the City Council Strategic Plan.
OVERALL SUMMARY
The total 2018 Adopted Budget including the General Fund, the CIP Fund, 8 special revenue funds and
the 2E Investing 4 the Future Fund is $65,618,913. The Budget is based on projected revenues of
$48,386,184. The beginning fund balance for 2018 is projected at $47,133,392, which brings the total
available funds to $95,519,576. This will provide for a projected ending fund balance of $29,900,663
General Fund (with transfers to CIP) $34,216,926
Capital Improvement Program (CIP) Fund $6,470,000
Special Revenue Funds $7,506,687
2E Investing 4 the Future Fund $17,425,300
Total $65,618,913
General Fund
General Fund revenue is projected at $34,037,540, which is a 6% decrease compared to 2017 estimated
revenues but a 2.3% increase compared to what was originally projected for 2017. The 6% decrease is
primarily due to the increased building permit fee, building use tax and auto use tax revenue received in
2017 because of the May 8 hailstorm. In addition, the beginning fund balance for 2018 is projected at
$10,795,244, which brings the total available funds for the General Fund to $44,832,784.
General Fund expenditures total $34,037,540 excluding transfers. General Fund expenditures represent
an 8% increase compared to the adjusted 2017 Budget. The 8% increase is primarily due to $1.5 million
budgeted in 2018 to repair City property damaged by the May 8 hailstorm. All $1.5 million, minus a
$10,000 deductible, has been covered by the City’s property/casualty insurance policy.
The ending fund balance for the General Fund is projected at $8,370,858, of which $6,397,075 (18.7% of
operating expenditures) is considered unrestricted. The City’s financial policies require that the City
maintain a minimum unrestricted fund balance of at least two months or approximately 17% of its
General Fund operating expenditures, as recommended by the Government Finance Officers
Association.
Capital Improvement Program (CIP) Fund
CIP Fund revenue is projected at $5,501,000 ($2,245,000 transferred from the General Fund) which is a
45% increase compared to the 2017 estimated revenue. In addition, the beginning fund balance for
2018 is projected at $978,376, which brings the total available funds for the CIP Fund to $6,479,376.
10 2018 Adopted Budget
CIP expenditures total $6,470,000, which is an 8% increase, compared to the adjusted 2017 Budget and
a 70% increase compared to the estimated 2017 Budget. This will provide for a projected ending fund
balance of $9,376.
The adopted 2018 CIP budget includes the following projects:
• $2.0 million for completion of Wadsworth Environmental Assessment, identification of right-of-
way and initiation of final design
• $2.0 million for street preventative maintenance
• $1.57 million for 29th Avenue and Fenton Street intersection improvements
• $260,000 for drainage improvements at 26th and Fenton
• $150,000 for municipal facility security upgrades
• $145,000 for a new traffic signal at 32nd and Xenon
• $100,000 for improvements to the Police Department evidence storage facility
• $50,000 for citywide ADA infrastructure improvements
• $50,000 for aerial photography and GIS updates
• $25,000 for Clear Creek Master Plan update
• $25,000 for completion of the environmental assessment re-evaluation for the Clear Creek
Crossing project
• $25,000 for gateway signage program
• $15,000 for Bike/Pedestrian Improvements
• $10,000 for Maple Grove Reservoir emergency planning
City Council added at Budget Adoption:
• $30,000 for Neighborhood Traffic Management program
• $15,000 for Bike/Pedestrian Improvements
Special Revenue Fund – Open Space
Open Space revenue is projected at $3,682,000 which is an 88% increase compared to the 2017
estimated revenue. The large increase is primarily due to a significant increase in development-related
park fees and the sale of open space property at 38th and Kipling. The beginning fund balance for 2018 is
projected at $327,547, which brings the total available funds for the Open Space Fund to $4,009,547.
Open Space projects for 2018 include:
Renovation of Prospect Park – Phase 2
Reconstruction of Anderson Park
Renovation of Stites Park
Update to Open Space Management Plan
Repairs to Clear Creek Trail
Installation of a kiosk in Lewis Meadows
Contribution to the Jefferson County Open Space River Corridor project
Funding is also appropriated for seven Parks maintenance workers and the Forestry and Open Space
Supervisor. Open Space expenditures total $3,448,758, which is a 3% decrease compared to the
adjusted 2017 Budget and a 1% increase compared to the estimated 2017 Budget. This will provide for a
11 2018 Adopted Budget
projected ending fund balance of $560,789, of which $121,260 is restricted to park improvements at the
Wheat Ridge Ward station area.
The future five-year Open Space Budget proposes the continuation of miscellaneous open space
improvements, parks maintenance projects, trail replacement and repair, Anderson Park improvements,
improvements to the new public works and parks operations facility, master plan updates and funding
for Parks employees.
Special Revenue Fund – Conservation Trust
Conservation Trust revenue is projected at $320,500, which is equal to the 2017 estimated revenue. In
addition, the beginning fund balance for 2018 is projected at $479,979, which brings the total available
funds for the Conservation Trust Fund to $800,479.
Conservation Trust projects for 2018 include:
Renovation of Anderson Building
Recreation Center maintenance projects
New playground in Boyd’s Crossing Park
Reconstruction of Apel Bacher tennis court and crack sealing of Panorama Creek tennis court
Conservation Trust expenditures total $750,000, which is a 17% increase compared to the adjusted 2017
Budget and a 163% increase compared to the estimated 2017 Budget. This will provide for a projected
ending fund balance of $50,479.
The future Five-Year Conservation Trust Budget proposes to provide funds for the completion of the
Anderson Building renovation, Recreation Center maintenance needs, parks maintenance projects,
resurfacing of tennis/basketball courts, playground replacement, and facility improvements to the Parks
Maintenance Shops.
Special Revenue Fund – Recreation Center
Recreation Center Operations revenue for 2018 is projected at $2,272,366, which is an increase of 4.5%,
compared to the 2017 estimated revenue. In addition, the beginning fund balance for 2018 is projected
at $480,002, which brings the total available funds for the Recreation Center Operations Fund to
$2,752,368.
Recreation Center expenditures total $2,535,675, which is a 5% increase compared to the adjusted 2017
Budget and a 4% increase compared to the estimated 2017 Budget. This will provide for a projected
ending fund balance of $216,693.
Special Revenue Funds – Other
Several other Special Revenue Funds are also included in this Budget to track revenues and expenditures
that are designated by law to be used for specific purposes or are used to simplify the budgeting
process. Those funds include Public Art, Police Investigation, Municipal Court, Equipment Replacement,
and Crime Prevention/Code Enforcement. Detailed revenue and expenditure information for these
funds can be found in the Special Revenue Funds and the Line Item Accounts sections of the Budget.
12 2018 Adopted Budget
2E Investing 4 the Future Fund
The 2E Investing 4 the Future Fund (Fund 31) was created in 2017 as a special fund to account for the 2E
bond and debt activity. 2018 revenues from the 0.5% sales and use tax and interest are projected at
$4,166,308. In addition, the beginning fund balance for 2018 is projected at $33,156,876, which brings
the total available funds for the 2E Fund to $37,323,184.
2E Fund expenditures total $17,425,300, of which $13,920,000 is for 2E project expenditures and
$3,505,300 is for debt service on the 2E bonds. This will provide for a projected ending fund balance of
$19,897,884.
2E Investing 4 the Future projects for 2018 include:
Final construction of the hook ramps on I-70 for the Clear Creek Crossing development
Construction plans and ROW acquisition for potential City constructed projects at the Gold Line
Station (exact projects have not yet been identified)
Completion of the Wadsworth Boulevard Environmental Assessment
Design development and construction drawings for Anderson Building, bathhouse and park
renovation
SHORT-TERM FISCAL CHALLENGES/OPPORTUNITIES
Sales Tax
Sales tax, the City’s largest revenue source, for 2018 is projected to increase by 1.8% compared to 2017
estimated revenue. Sales tax revenue is projected to decrease by 2.5% compared to what was originally
budgeted in the 2017 budget. Overall, total General Fund revenues for 2018 are projected to decrease
by 6% compared to 2017 estimated revenue and increase by 2.3% compared to what was originally
budgeted in the 2017 budget. The closure of the Walmart store is the primary reason for the minimal
increase projected for sales tax in 2018.
May 8th Hailstorm
On May 8, 2017, the City of Wheat Ridge and the surrounding area experienced an extremely damaging
hailstorm. In 2016, the Building Division processed a total of 1,597 building permits, of which 231 were
for residential re-roofs. Conservatively, staff is estimating approximately 6,000 residential re-roof
permits will be processed in 2017 and an additional 2,000 in 2018.
To respond to the increased volume of permit processing and inspections, the City augmented staff
resources through the City’s contract inspection firm, Charles Abbott and Associates (CAA). CAA is
providing an additional 4-6 inspectors and 2-4 permit technicians on a daily basis. A supplemental
budget appropriation was approved by City Council in the amount of $841,330 on August 14th to pay for
these contract services. Staff estimates an additional $200,000 will be required for building division
contract services in 2018.
The hailstorm will also increase revenues above what was originally projected for the 2017 budget.
Building use tax, auto use tax, building permit fees and contractor license fees are all projected to
generate approximately $2.4 million in revenue to the City in 2017 and approximately $800,000 in 2018.
13 2018 Adopted Budget
Walmart Closure
The 2018 Budget reflects the closure of Walmart on July 7, 2017, and the associated loss in sales tax
revenue. As a result of the closure, City Departments identified over $500,000 in discretionary spending
that was cut from the 2017 Budget. This revenue impact is reflected in the 2017 revenue estimates and
the 2018 revenue projections. Regency Centers, the owners of the Applewood Shopping Center where
Walmart was located, are actively pursuing retail tenants to backfill the Walmart space; however, the
proposed 2018 Budget does not include any revenues from potential new tenants.
Communications Center Regionalization
The City of Wheat Ridge currently operates a Communication Center to receive and process 911
emergency and non-emergency calls for service for police, fire and emergency medical response. The
adjusted 2017 Communications Center (204) budget is $847,528 plus $92,434 for medical benefits and
$82,000 for information technology expenses for a total of $1,021,962. The City currently employees
13.0 FTE to operate the Center.
Regionalization efforts are currently underway to establish the Jefferson County Communications Center
Authority (JEFFCOM) for the purposes of creating a single public safety call-taking and dispatch center
for a number of police and fire agencies in Jefferson County. The 2018 projected cost for Wheat Ridge to
receive services through JEFFCOM is $644,894, a savings of $377,068 compared to providing those
services locally in Wheat Ridge. In addition, if the Colorado Public Utilities Commission approves a
request from the Jefferson County Emergency Communications Authority to increase the monthly
emergency telephone charge from $0.70 to $1.15 per phone line, Wheat Ridge’s annual cost to receive
services through JEFFCOM will decrease to $447,337. This decision will be made in late September or
early October 2017.
For budgeting purposes, the 2018 budget assumes the Wheat Ridge Communication Center will dissolve
on June 30, 2018, and those functions will be transferred to JEFFCOM. Therefore, the 2018 budget
includes a Communications Center budget for 6-months in the amount of $393,208 plus $46,217 for
medical benefits and $56,000 for information technology expenses for a total of $495,425. In addition,
$322,447 is budgeted in the Police Department Administration (201) budget to pay JEFFCOM for the 6-
month period of July 1st to December 31st.
Redevelopment Projects
Several commercial redevelopment projects across the City are projected to increase sales and use tax
revenues in the next several years. The Corners at Wheat Ridge is currently under construction and the
anchor tenant and other retail shops are expected to open after mid-year 2018. The 2018 Budget
includes three months of revenues from this project in the amount of $215,500.
The Applewood Shopping Center is actively revitalizing its Center with new retail tenants. A new
Starbucks drive thru and a King Soopers filling station are scheduled to open at the end of 2017. The
Center is in negotiation with Hacienda Colorado to locate a restaurant in the Center which will act as an
anchor tenant and draw customers from around the Denver metro area. The Center is also actively
negotiating with tenants to back-fill the Walmart site. No specific increases to revenues have been
included in the proposed 2018 Budget because of these projects but additional revenues can be
anticipated starting in 2019.
14 2018 Adopted Budget
The Clear Creek Crossing project is currently under review and the developer is actively marketing the
site for potential tenants to include retail, residential, office, hospitality and entertainment. It is
unknown at this time what the potential revenue generation will be from this development. However, it
is expected to be lower than originally projected since Walmart pulled out of the project. No specific
increases to revenues have been included in the proposed 2018 budget for this project. If the project
continues to progress on schedule, 2019 would be the first fiscal year the City may receive new revenue
as a result of this project.
WHEAT RIDGE 2035 VISION TOPICS AND SMART GOALS
The Mayor, City Council and staff work together periodically to develop and update a strategic plan that
includes a vision, goals and priorities. City Council met in the spring of 2017 and developed an updated
Vision 2035 to include Vision Topics and Smart Goals. Staff used the most current vision topics to guide
the development and prioritize projects for the 2018 Budget.
Vision Topics:
1. Wheat Ridge is an attractive and inviting City
2. Wheat Ridge is a community for families
3. Wheat Ridge has a choice of economically viable commercial areas
4. Wheat Ridge has diverse transportation
5. Wheat Ridge is committed to environmental stewardship
6. Wheat Ridge residents enjoy an active, healthy lifestyle
7. Wheat Ridge residents are proud of their hometown
Council’s Smart Goals are outlined in the Budget in Brief section of this document. The proposed 2018
Budget includes several priority expenditures that play an important role in helping the City achieve the
strategic vision.
Strategic Priorities:
Urban renewal funding for Renewal Wheat Ridge (RWR) projects $300,000 (105 to RWR)
Enhanced Sales Tax Incentive Program (ESTIP)/Tax Increment Financing (TIF) $550,000 (105)
Ridge at 38 public events $140,000 (105 to Localworks)
Wheat Ridge Business District (WRBD) grant program $45,000 (105 to WRBD)
Live Local events $50,000 (105 to Localworks)
Building up Business Loan Program (BUBL) $25,000 (105 to Localworks)
44th Avenue Corridor marketing efforts $7,500 (105)
29th Avenue Marketplace marketing efforts $5,000 (105)
38th Avenue marketing $30,000 (105 to Localworks)
Neighborhood Revitalization Strategy update $77,500 (106 and 105 to Localworks)
Kipling/I-70 Corridor planning effort $150,000 (121)
Wadsworth reconstruction project $2.45 million (CIP)
Clear Creek Crossing hook ramps $9.75 million (2E)
Gold Line station public infrastructure $2.0 million (2E)
Preventative street maintenance $2.0 million (CIP)
Prospect Park improvements $2.4 million (OS)
15 2018 Adopted Budget
Anderson Park renovation $2.62 million (OS, CTF, 2E)
Recreation Center maintenance $115,000 (CTF)
Traffic Safety, Life Quality and Crime Reduction (TLC) Program $40,000 (105 to Localworks)
Home Investment Loan Program (HIP) $25,000 (105 to Localworks)
ADA improvements citywide $50,000 (CIP)
Large-item pickup program $5,000 (303)
New street sweeper $201,000 (303)
Historic building management and maintenance $78,699 (625)
Wheat Ridge 50th Anniversary planning $20,000 (102 and 105 to Localworks)
Carnation Festival contribution $80,000 staff overtime $25,500 (102)
Citizen Survey $35,000 (111)
Citizen Academy $5,000 (111)
In 2016 City Council appointed a Citizen Review Committee to make recommendations for contributions
to outside agencies. Following are the Committee’s recommendations for 2018:
Senior Resource Center (SRC) circulator bus $25,600 (102)
Arvada Food Bank $11,300 (102)
The Action Center $2,200 (102)
Audio Information Network $1,400 (102)
Court Appointed Special Advocates $2,900 (102)
Colorado Senior Connections $4,600 (102)
Family Tree $4,400 (102)
Friends of Paha $1,100 (102)
Institute for Environmental Solutions $1,600 (102)
Jefferson County Library Foundation $1,600 (102)
Wheat Ridge Community Foundation $7,100 (102)
Wheat Ridge Optimist Club $1,200 (102)
Wheat Ridge High School STEAM $17,200 (102)
Feed the Future Backpack Program $8,000 (102)
Regional Air Quality $2,600 (102)
Exempla Lutheran Leaves of Hope event $3,800 (102)
Jefferson Center for Mental Health $3,100 (102)
Wheat Ridge High School Farmers 5000 $2,500 (102)
Wheat Ridge Active Transportation Advisory Committee $1,100 (102)
Outdoor Lab Foundation $19,400 (102)
Priority Based Budgeting
In 2017, the City embarked on year six 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-driven
budgeting process. The Center’s mission is to “lead communities to fiscal health and wellness.” Priority
16 2018 Adopted Budget
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 2018 Budget, staff added a
contingency reduction exercise. Included in the City Manager’s Budget is a management contingency
fund in the amount of $100,000. 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.
Overall, for the 2018 Budget, departmental budget requests were reduced by approximately $657,000 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.
DEBT
At the regular general election held on November 8, 2016, the electorate of the City approved ballot
question 2E, which temporarily increased the sales and use tax levied by the City by one-half of one
percent (3% to 3.5%) for up to 12 years. It also authorized the issuance of debt to finance City
investment in public infrastructure to facilitate economic development opportunities. Sales and use tax
revenue bonds were issued on May 2, 2017 to finance four specific City investments including Anderson
Park, Wadsworth Boulevard, Wheat Ridge Ward Gold Line station development and the Clear Creek
Crossing development.
The par amount of the bond issue was $30,595,000 with a net premium of $2,687,079 for a total of
$33,282,079. Of this amount $33 million was deposited into Fund 31 for the four specific City
investments, $152,975 was allocated for the underwriter’s discount and $129,104 for costs associated
with the bond issue. The maximum repayment cost of the bonds will not exceed $38,500,000 and
maximum annual repayment cost will not exceed $3,700,000. In the budget, $3,505,300 is budgeted for
the 2018 annual debt service.
Ballot question 2E restricted the increase of taxes in the 2017 fiscal year to $3,700,000 and by whatever
additional amount is received for the 11 years thereafter. Due to an increase in use tax revenues from
the May 8 hailstorm, staff estimates 2E revenues will total $3,895,627 in 2017, which is $195,672 more
than allowed. If actual revenues are higher than the $3,700,000 restriction, staff will provide
recommendations at a later date to City Council on how to refund the excess tax revenue to Wheat
Ridge residents. Additional information about the 2E ballot question and Fund 31 can be found behind
the 2E Fund tab in this notebook.
17 2018 Adopted Budget
Additionally, the City has the following long-term financial obligations:
Renewal Wheat Ridge
The City’s Urban Renewal Authority (Renewal Wheat Ridge), is a component unit of the City. Renewal
Wheat Ridge provided a loan in the amount of $2.455 million for the Kipling Ridge commercial center
development at 38th and Kipling. The term of this loan expires in 2023 and will be paid from sales and
property tax incremental revenue from the Kipling Ridge project. The balance of the loan as of
December 31, 2017, will be $2.010 million.
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 through May 1, 2030. As of December 31, 2017, the City has a capital lease
outstanding amount of $707,215. For its participation, the City receives energy credits from Xcel to be used
to pay this lease and against energy consumption at various facilities.
Fruitdale School Lofts
In 2016, the City Council approved a loan in the amount of $2.585 million from General Fund reserves to
the Fruitdale School Partners. The loan was for the redevelopment of the Fruitdale School property into a
mix of 16 market-rate and income-restricted rental housing units. Fruitdale School Partners are scheduled
to pay back $1.9 million of the loan in 2018. The remaining $685,000 will be paid over a 40-year period and,
until that time, will remain as a restricted balance in the General Fund reserves.
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 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, 2018, based
on how well they meet the core values and competencies of the 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 will conduct the
next biennial market review in 2018. The 2018 budget includes $450,000 in the Central Charges budget
to fund performance increases for both sub plans. The updated plan is under development and will be
included in the final budget document.
18 2018 Adopted Budget
The City continues to provide a competitive benefits package to employees 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 only 2.6% for 2018. There are several key factors that play a role in calculating the City’s
health care premium renewal. The City’s Wellness Program is a positive contributing factor to the
minimal premium increase. Historically, the City’s premium increases ranged from 10 – 15%, which
continues to be the market average. The City will continue to encourage enrollment and active
participation in the Wellness Program. There will be no increases to the dental and minimal increases to
life and short-term disability premiums in 2018.
In 2018, the City will continue to offer the High Deductible Health Plan (HDHP) and the Deductible HMO
(DHMO) added in 2017. The HDHP plan was added in 2013 and is a consumer model of health care
paired with a Health Savings Account (HSA). The goal of the consumer-driven HDHP and DHMO is to
encourage employees to manage costs through effective use of health care.
The 2018 staffing level will increase by a net of 5.5 FTE’s for a total of 243.375 FTE’s in all funds.
General Fund
1.0 FTE Human Resources Technician – Administrative Services
This position is currently a 30-hour/week temporary, benefited employee and the request is to change it
to a full-time 40-hour/week permanent, benefited employee. The net impact is an increase of 1.0 FTE
but with a minimal budget increase of approximately $1,500.
The Human Resources Division is currently staffed with three human resources positions. Organizations
in the Denver metro area, similar to the size of Wheat Ridge, are staffed with four to six human
resources positions. Best practices in human resources management recommend that an organization
should dedicate 1.26 human resources employees to every 100 employees in the organization. Based on
the number of full-time, part-time and seasonal intermittent workers (approximately 400) the City
currently employees, the Human Resources Division should have at least five positions to adequately
support the organization.
1.0 FTE Buyer II – Administrative Services
This position is currently a 0.5 FTE benefited Purchasing Technician and the request is to replace it with a
1.0 FTE benefited Buyer II. The net impact is an increase of 0.5 FTE and a budget increase of
approximately $30,000.
All formal procurement work is currently the responsibility of the Purchasing and Contracting Agent,
with task assistance provided by the Purchasing Technician. Even with the recent increase to purchasing
and approval thresholds, the number of formal bids, RFP’s and RFQ’s performed by the City requires the
Purchasing and Contracting Agent to commit to an inappropriate amount of overtime hours to complete
the work. This increase in staffing will improve purchasing and contracting support to the City’s internal
and external customers, allow for more complete office coverage during the day and for vacations and
19 2018 Adopted Budget
other leave, and will allow the Purchasing Division to participate in regional purchasing organizations
more fully.
1.0 FTE Police Officer II – Police Department
On January 1, 2017, the Police Department implemented a patrol staffing plan to create a new
overlapping shift, based on call for service data. This shift puts more police officers on duty during the
peak hours of service. As a result, an additional sergeant position was created from an existing police
officer position to provide additional supervision for this new shift. This requested position will replace
the police officer position that was promoted to a sergeant. The net impact is an increase of 1.0 FTE and
a budget increase of approximately $74,616.
0.5 FTE Pool Manager – Parks and Recreation
This position is currently a 0.5 FTE benefited Pool Manager budgeted in the Recreation Center Fund. The
request is to increase it to a 1.0 FTE benefited Pool Manager with the increase budgeted in the General
Fund. The net impact is an increase of 0.5 FTE and a budget increase of approximately $32,000.
This position is being requested to support the Department’s goal to strengthen the organizational
structure in the Aquatics Division, in addition to reducing overtime and extra hour costs that are
currently necessary to operate the outdoor pool. This position will help maintain a safe aquatic facility
by providing consistent leadership, while offering exceptional customer service to patrons.
0.5 FTE Recreation Leader – Parks and Recreation
This position is currently a 0.5 FTE benefited Recreation Leader in the Athletics Division and performs
additional duties on a temporary pay basis as a Sun Camp Therapeutic Recreation Leader, Therapeutic
Recreation Leader, Sun Camp Specialist and Licensed Pre-school Specialist. The request is to increase
this position to a 1.0 FTE benefited Recreation Leader. The net impact is an increase of 0.5 FTE and a
budget increase of less than $1,000.
This request strengthens the mission of the Parks and Recreation Department in providing exceptional
programs that enhance opportunities for personal growth, well-being and healthy lifestyles. This request
also supports the Department’s goal of strengthening organizational structure and systems.
City Council Added at Budget Adoption:
1.0 FTE Records Management Specialist – Police Department
When the Wheat Ridge Police Department Communications Center is dissolved and transferred to
JEFFCOM, some duties performed by the Communications Center will still be required to be performed
by Wheat Ridge staff. Some of those duties include coordination with the Colorado Crime Information
Center (CCIC), call-handling for administrative issues and routing of non-emergency calls and CCIC and
National Crime Information Center (NCIC) data entry. This position will provide the additional staffing in
the Police Department Records Division to fulfill these duties. The net impact is an increase of 1.0 FTE
and a budget increase of approximately $57,880.
1.0 FTE Maintenance Worker II – Public Works
This position will assist in the ever-growing demand for Public Works services including citywide graffiti
removal, asphalt patching, snow and ice control, street sweeping, storm sewer cleaning, traffic sign and
signal repair and maintenance, maintenance and repair of City-owned bus benches and shelters and the
increasing number of City-owned LED street and pedestrian lights, maintenance of bicycle lane
20 2018 Adopted Budget
pavement markings, placement of speed trailers, installation of street banners and assistance at public
events and festivals. Most importantly, this position will provide an additional staff member for snow
and ice events which will provide for a safer three, 8-hour shift crew rotation. The net impact is an
increase of 1.0 FTE and a budget increase of approximately $48,390.
Eliminated Positions:
0.5 FTE Purchasing Technician – Administrative Services
This allocated FTE is requested to be replaced with a 1.0 FTE Buyer II.
13.0 FTE Communications Center positions will be eliminated when the Communications Center
dissolves and is transferred to JEFFCOM. This transfer of employees to JEFFCOM is expected to occur
sometime between January 1, 2018 and June 30, 2018. These FTEs are still included in the proposed
2018 Budget.
In the back of the Staffing section of this book you will find a Five-Year Staffing Plan for 2019 to 2023.
Over the last decade we have done our best to provide a level of service expected by City Council and
the community. The City has typically operated with a very lean staff; however, as community
expectations change we must ensure the City has adequate staffing to meet those demands. This Plan
will be evaluated annually to determine the most cost-effective way to continue providing exceptional
customer service and quality programs.
Patrick Goff
City Manager
21 2018 Adopted Budget
Vision and Priorities
Wheat Ridge Vision 2035
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!
22 2018 Adopted Budget
City of Wheat Ridge 2035 Vision Topics and Smart Goals
Vision Topic: Wheat Ridge is an attractive and inviting city
Smart Goals:
1. Develop a visual art presence in the City
2. Ensure that the City has attractive and inviting open space and parks
3. Underground utility lines in commercial corridors to improve streetscapes
4. Expand proactive code enforcement
Vision Topic: Wheat Ridge is a community for families
Smart Goals:
1. Improve the quality of Wheat Ridge’s public schools
2. Provide options for seniors to age in place
3. Support residents in taking an active role in community policing
4. Create a baseline assessment for “live, work, and play” metrics
5. Build a new library in Wheat Ridge
Vision Topic: Wheat Ridge has great neighborhoods
Smart Goals:
1. Set a clear policy to achieve diverse housing options
2. Facilitate neighbor‐to‐neighbor relations
3. Create a Complete Streets Program and assessment
Vision Topic: Wheat Ridge has a choice of economically viable commercial areas
Smart Goals:
1. Build out key development sites along I‐70 corridor by 2025
2. Provide support to existing commercial areas
3. Proactively identify emerging redevelopment areas
Vision Topic: Wheat Ridge has diverse transportation
Smart Goals:
1. Improve and identify areas of need for public transportation
2. Implement top three priorities of bike/pedestrian plan
3. Increase connectivity to surrounding communities and local gathering centers
(to ten new locations)
4. Maintain the level of existing RTD routes
5. Increase multi‐modal access to G Line stations
23 2018 Adopted Budget
Vision Topic: Wheat Ridge is committed to environmental stewardship
Smart Goals:
1. Create an Environmental Sustainability Committee to set priorities for the City
for the next five years
Vision Topic: Wheat Ridge residents enjoy an active, healthy lifestyle
Smart Goals:
1. Increase young family participation in City‐sponsored recreation programs
2. Develop an active relationship with Lutheran Medical Center (LMC) and plan
and implement three programs that promote an active, healthy lifestyle
3. Create metrics and evaluation programs for defining an active, healthy lifestyle
Vision Topic: Wheat Ridge residents are proud of their hometown
Smart Goals:
1. Create a public survey that captures the quality of resident life, specifically in
terms of “live, work, play” metrics
2. Create a City 101 course for residents
Funded priorities for 2018 are listed in the Budget Message.
The goals in the Vision Topics are developed by City Council in cooperation with
staff.
24 2018 Adopted Budget
Budgeting for Priorities
The City of Wheat Ridge completed its sixth 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:
2018 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.
2017 Strategic Accomplishments – highlights what was accomplished in the
previous budget year based on the City Council’s Strategic Goals.
2018 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
25 2018 Adopted Budget
26 2018 Adopted Budget
27 2018 Adopted Budget
Wheat Ridge 2018 Adopted
BUDGET IN BRIEF
28 2018 Adopted Budget
2018 Total Expenditures
$65,618,913
(excluding transfers)
General $34,216,926
2E Bond $17,425,300
CIP $6,470,000
Open Space $3,448,758
Recreation
Center
$2,535,675
Other Special
Funds
$1,522,254
Other Special Funds
Conservation
Trust
$750,000
Crime
Prevention
$515,147
Equipment
Replacement
$179,107
Municipal
Court
$33,000
Police
Investigation
$25,000
Public Art $20,000
2018 General Fund
Expenditures
$34,216,926
(excluding transfers)
Police $10,501,042
Parks and
Recreation
$5,147,095
Public Works $4,777,336
Central Charges $4,266,959
Administrative
Services
$3,886,834
General
Government
$3,
Community
Development
$1,623,362
Municipal Court $989,222
Ending Fund
Balance
$8,370,858
ADOPTED 2018 BUDGET IN BRIEF
2018 General Fund Expenditures
Police
31%
Public Works
14%Parks and
Recreation
15%
Administrative
Services
11%
Central
Charges
12%
General
Government
9%
Community
Development
5%
Municipal
Court
3%
2018 Total Expenditures
General
52%
2E Bond
27%
CIP
10%
Open Space
5%
Recreation
Center
4%
Other Special
Funds
2%
29 2018 Adopted Budget
Sales Tax Distribution
Property Tax Distribution
2018 General Fund Revenues
$34,037,540
Beginning Fund
Balance
$10,795,244
Sales Tax $19,659,538
Use Tax $4,014,218
Other Taxes $2,727,036
Licenses $1,855,090
Intergovernmental $1,784,853
Services $1,325,309
Other $997,000
Property Tax $904,096
Fines $719,400
Interest $51,000
Total Available
Funds
$44,832,784
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 8%. For every dollar you spend on
retail purchases, you pay
8 cents in sales tax. Only 3.5 cents of this
comes back to the City.
GENERAL FUND REVENUES
2018 General Fund Revenues
Sales Tax
58%
Use Tax
12%
Other Taxes
8%
Intergov.
5%
Licenses
5%
Services
4%Fines
2%
Property Tax
3%Other
2.9%Interest
0.1%
City of
Wheat
Ridge
3.5¢
Jefferson
County
0.5¢
RTD
1.0¢ SCFD
0.1¢
State
2.9¢
Schools
53¢
City of
Wheat Ridge
3¢
Special
Districts 17¢
County
27¢
30 2018 Adopted Budget
2018 Investing 4 the Future
Expenditures
$17,425,300
Clear Creek Crossing $9,750,000
Gold Line Station $2,000,000
Debt Payment $3,505,300
Anderson Park 1,720,000
Wadsworth Project $450,000
Ending Fund Balance $19,897,884
2018 Investing 4 the Future Revenues
$4,166,308
Beginning Fund Balance $33,156,876
Sales Tax $3,152,416
Interest Income $344,856
Auto Use Tax $283,333
Building Use Tax $233,333
Use Tax $152,370
Total Available Funds $37,323,184
2018 Investing 4 the Future Revenues
$4,166,308
Beginning Fund Balance $33,156,876
Sales Tax $3,152,416
Interest Income $344,856
Auto Use Tax $283,333
Building Use Tax $233,333
Use Tax $152,370
Total Available Funds $37,323,184
INVESTING 4 THE FUTURE-2E FUND
Sales Tax
76%
Use tax
4%
Building Tax
5%
Auto Use Tax
7%
Interest Income
8%
2018 Investing 4 the Future Revenues
Clear Creek
Crossing
56%
Gold Line Station
11%
Wadsworth
Project
3%
Anderson
Park
10%
Debt
Payment
20%
2018 Investing 4 the Future Expenditures
In November 2016, voters approved a .5% increase in sales tax.
This tax money is used for four specific capital projects; Clear Creek
Crossing, Gold Line Station, Anderson Park, and Wadsworth.
31 2018 Adopted Budget
2018 CIP Revenues
$5,501,000
Beginning Fund
Balance
$978,376
Sales Tax (General
Fund Transfer)
$2,245,000
Grants
$2,000,000
Miscellaneous $905,000
Lodger’s Tax $316,000
Interest $35,000
Total Available Funds $6,479,376
2018 CIP Expenditures
$6,470,000
Preventative Street
Maintenance
$2,000,000
Wadsworth EA
Design/Construct
$2,000,000
Minor Street
Improvements
$1,570,000
Municipal Capital Projects $300,000
Drainage Projects $295,000
Public Improvement
Projects Dev. Related
$145,000
ADA Improvement Projects $50,000
Bike/Ped. Improve $30,000
Neighborhood Traffic
Management
$30,000
Gateway Signage Program $25,000
Clear Creek Crossing Traffic
Study
$25,000
Ending Fund Balance $9,376
2018 CIP Expenditures
Wadsworth EA
Design/
Construction
31%
Preventative
Street Maint.
31%
Minor Street
Improvements
24%
Drainage
Projects
5%
Public Improve.
Dev. Related
2%
Clear Creek
Crossing
0.5%
Municipal
Capital
Projects
4%
Gateway
Signage
Program
0.5%
ADA
1%
Traffic Manage
0.5%Bike/Ped Improve
0.5%
CAPITAL IMPROVEMENT PROGRAM (CIP) FUND
2018 CIP Revenues
GF Transfer
41%
Grants
36%
Lodgers
Tax
6%
Interest
1%
Misc.
16%
32 2018 Adopted Budget
2018 Rec. Center Fund Expenditures
2018 Recreation Center
Operations Revenues
$2,272,366
Beginning Fund
Balance
$480,002
Facility Operations $1,933,500
Fitness $169,735
Aquatics $136,131
Miscellaneous $25,000
Interest $8,000
Total Available Funds $2,752,368
2018 Recreation Center
Operations Expenditures
$2,535,675
Facility Operation $1,354,793
Aquatics $745,956
Fitness $338,722
Marketing $96,204
Ending Fund Balance $216,693
RECREATION CENTER OPERATIONS FUND
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.
2018 Rec. Center Fund Revenues
Facility
Operation
85%
Fitness
8%
Aquatics
5.6%
Interest
0.4%
Misc.
1%
Facility
Operation
54%
Fitness
13%
Aquatics
29%
Marketing
4%
33 2018 Adopted Budget
2018 Open Space Revenues
$3,682,000
Beginning Fund
Balance
$327,547
Developer
Fee/Interest/Misc.
$1,608,000
Open Space Tax $1,000,000
Land Sales $600,000
Grants $474,000
Total Available Funds $4,009,547
2018 Open Space Expenditures
$3,448,758
Prospect Park $2,400,000
Personnel $438,758
Anderson Park $400,000
Maintenance Projects $135,000
Development Projects $75,000
Ending Fund Balance $560,789
2018 Open Space Fund Expenditures
Development
projects
2%
Personnel
13%
Anderson
Park
12%
Prospect Park
69%
Maintenance
Projects
4%
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.
2018 Open Space Fund Revenue
Open
Space Tax
27%
Grants
13%
Land Sales
16%
Developer
Fee/Interest
/Misc.
44%
OPEN SPACE FUND
34 2018 Adopted Budget
2018 Conservation Trust Revenues
$320,500
Beginning Fund Balance $479,979
Colorado Lottery $320,000
Interest $500
Total Available Funds $800,479
2018 Conservation Trust Expenditures
$750,000
Anderson Building
Improvements
$500,000
Recreation Center $115,000
Playground Replacement $85,000
Resurface
Tennis/Basketball Courts
$50,000
Ending Fund Balance $50,479
2018 Conservation Trust Expenditures
Anderson
Building
67%
Recreation
Center
15%
Playground
Replacement
11%
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
2018 Conservation Trust Revenues
Lottery
99.8%
Interest
0.2%
35 2018 Adopted Budget
2018 Crime Prevention/
Code Enforcement Revenues
$509,000
Beginning Fund Balance $426,736
Lodger’s Tax $474,000
No Proof of Insurance Fines $30,000
Interest $5,000
Total Available Funds $935,736
2018 Crime Prevention/Code Enforcement
Expenditures
$515,147
Personnel Services $475,064
Materials & Supplies $19,300
Other Services & Charges $20,783
Ending Fund Balance $420,589
CRIME PREVENTION/CODE ENFORCEMENT FUND
CRIME PREVENTION/CODE ENFORCEMENT FUND
2018 Crime Prevent/Code Enforce. Fund Revenues
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.
2018 Crime Prevent/ Code Enforce. Fund Expenditures
Personnel
Services
92%
Materials &
Supplies
4%
Other
Services &
Charges
4%
Lodger's Tax
93%
NPOI Fines
6%
Interest
1%
36 2018 Adopted Budget
Public Art
Special Fund 12
Beginning Balance $95,935
Revenues $111,530
Expenditures $20,000
Ending Fund Balance $187,465
Police Investigation
Special Fund 17
Beginning Balance $49,019
Revenues $50
Expenditures $25,000
Ending Fund Balance $24,069
Municipal Court
Special Fund 33
Beginning Balance $83,327
Revenues $27,590
Expenditures $33,000
Ending Fund Balance $77,917
Equipment Replacement
Special Fund 57
Beginning Balance $260,351
Revenues $3,300
Expenditures $179,107
Ending Fund Balance $84,544
OTHER SPECIAL REVENUE FUNDS
Discovery Park Sculpture
PD Property & Evidence Room
Police Radios & Equipment
37 2018 Adopted Budget
2015 Authorized 2016 Authorized 2017 Authorized 2018 Authorized
Open Space 5 5 5 8
Crime Prevention 4.5 4.5 6.5 7.5
Recreation Center 11 11 11 11
General 210.875 211.375 215.375 216.875
0
50
100
150
200
250
300
Staffing by Fund 2015 -2018
4
23
12
115
31
48.125
10.25
General Government
Administrative Services
Community Development
Police
Public Works
Parks & Recreation
Municipal Court
2018 Staffing By Department
STAFFING
237.875 231.875 243.375 231.375
38 2018 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 31,108 3,158,994
Employment 65.2% 70.9%
Unemployment 2.5% 2.1%
Median Age 42.6 36.1
Percent of Housing
Built Prior to 1980 85.5% 49.4%
Median Household
Income $47,841 $65,614
Poverty Rate 13.6% 11.6%
Population with
Bachelor’s Degree or
More
33.9% 71%
Percent of Population
with High School
Diploma or More
88.2% 90%
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
39 2018 Adopted Budget
Housing Statistics
Wheat Ridge Metro
Denver
Households 13,895 1,170,990
Avg. Household Size 2.2 2.47
Percent of
Multifamily 33.8% 32%
Home Ownership 54% 63%
Renter Occupied
Housing 46% 37%
City Government Statistics
Resources
Number of Employees
Full-time/Part-time Benefited
Part-time
Seasonal
237.875
407
50
Police Protection
Number of Uniformed Officers
Full-time
78
Number of Patrol Units 25
Facilities
Public Works Shop 1
Recreation Centers 2
Active Adult Center 1
Pools 2
Parks 24
Lakes 5
Open Space 300 acres
Multi-use Trails 7+ miles
Sports Fields 46
Historic Properties 3
WHEAT RIDGE COMMUNITY PROFILE
Housing Types
Single Family Married with Children
Married no Children Single Parent
Other Non Family 65+ Living Along
40 2018 Adopted Budget
Community Statistics
Fire Districts 3
Water Districts 6
Sanitation Districts 7
Cable Television Providers
Comcast
Direct TV
Dish Network
3
Public Schools
Elementary Schools
Middle Schools
High Schools
Alternative and Charter
Private Schools
8
1
1
4
3
Major Employers Lutheran Medical Center
Rocky Mountain Bottling Co.
Lifeloc Technologies
Applejack Liquor
Source Office Products
Metro Community Provider
Network (MCPN)
Kaiser Permanente
Jefferson County Forecasted Population Growth by Age
WHEAT RIDGE COMMUNITY PROFILE
41 2018 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 2018 budget
schedule:
June
Distribute budget instructions to staff
Submit revenue estimates for 2017 and projections
for 2018
Deadline for submittal of 2018 department
budget requests and 2017 budget estimates
July
First opportunity for public input
City manager/budget officer review budget
Outside Agency Review Committee presents
recommendations to City Council
August
Second opportunity for public input
September
Distribute proposed budget to Council
October
Proposed Budget Presented to Council
Public Hearing on the 2018 Budget
Property tax mill certification
2018 budget appropriation resolution adoption
November
Finalize budget document and make available
online
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.
2018 BUDGET PROCESS
42 2018 Adopted Budget
Beginning
Balance
(1/1/18)
+Revenues =Funds
Available -Expenses =
Fund
Balance
(12/31/18)
Operating Funds
General $10,795,244 +$34,037,540 =$44,832,784 -$36,461,926 =$8,370,858
Total Operating Funds $10,795,244 +$34,037,540 =$44,832,784 -$36,461,926 =$8,370,858
Unrestricted Fund Balance $6,397,075
18.7%
Capital Funds
Capital Improvement Program $978,376 +$5,501,000 =$6,479,376 -$6,470,000 =$9,376
Total Capital Funds $978,376 +$5,501,000 =$6,479,376 -$6,470,000 =$9,376
Special Revenue Funds
Public Art Fund $95,935 +$111,530 =$207,465 -$20,000 =$187,465
Police Investigation $49,019 +$50 =$49,069 -$25,000 =$24,069
Open Space $327,547 +$3,682,000 =$4,009,547 -$3,448,758 =$560,789
Municipal Court $83,327 +$27,590 =$110,917 -$33,000 =$77,917
Conservation Trust $479,979 +$320,500 =$800,479 -$750,000 =$50,479
Equipment Replacement $260,351 +$3,300 =$263,651 -$179,107 =$84,544
Crime Prevention/Code
Enforcement Fund $426,736 +$509,000 =$935,736 -$515,147 =$420,589
Recreation Center $480,002 +$2,272,366 =$2,752,368 -$2,535,675 =$216,693
Total Special Revenue Funds $2,202,896 +$6,926,336 =$9,129,232 -$7,506,687 =$1,622,545
2E Investing 4 the Future
2E Bond Expenditures $33,156,876 $4,166,308 $37,323,184 $13,920,000 $19,897,884
2E Debt Service $0 $0 $0 $3,505,300 $0
Total 2E Investing 4 the Future $33,156,876 +$4,166,308 =$37,323,184 -$17,425,300 =$19,897,884
Total Operating Funds $10,795,244 +$34,037,540 =$44,832,784 -$36,461,926 =$8,370,858
Total Capital Funds $978,376 +$5,501,000 =$6,479,376 -$6,470,000 =$9,376
Total Special Revenue Funds $2,202,896 +$6,926,336 =$9,129,232 -$7,506,687 =$1,622,545
Total Investing 4 the Future $33,156,876 $4,166,308 $37,323,184 $17,425,300 $19,897,884
(Less Transfers) +($2,245,000) =($2,245,000) -($2,245,000) =
GRAND TOTAL ALL FUNDS $47,133,392 +$48,386,184 =$95,519,576 -$65,618,913 =$29,900,663
GRAND TOTAL LESS BOND
AND DEBT $13,976,516 $44,219,876 $58,196,392 $48,193,613 $10,002,779
Budget Summary by Fund
43 2018 Adopted Budget
2016 2017 2017 2018
Actual Adjusted Estimated Adopted
SALES TAXES
Sales Tax $18,314,163 $19,323,200 $18,489,408 $18,619,038
Sales Tax Audit Revenue $359,356 $477,000 $100,000 $275,000
TIF - Wheat Ridge Cyclery $72,017 $40,000 $0 $0
ESTIP - Liquid Art Works (Colorado Plus)$21,568 $24,000 $5,013 $0
ESTIP - Muscle Masster $6,143 $0 $0 $0
ESTIP - Walrus (West 29th Ave Rest)$3,548 $0 $0 $0
TIF - Kipling Ridge $475,996 $500,000 $540,000 $550,000
TIF WR Corners $0 $0 $0 $215,500
TOTAL SALES TAXES $19,252,792 $20,364,200 $19,134,421 $19,659,538
OTHER TAXES
Real Property Tax $848,612 $852,198 $877,763 $904,096
Liquor Occupational Tax $30,600 $62,000 $78,596 $78,596
Auto Ownership Tax $68,550 $68,000 $76,776 $65,000
Xcel Franchise Tax $1,189,354 $1,200,000 $1,300,000 $1,300,000
Telephone Occupation Tax $462,567 $440,000 $461,052 $451,440
Lodgers Tax $726,275 $720,000 $798,902 $790,000
Admissions Amusement Tax $43,549 $41,000 $42,000 $42,000
TOTAL OTHER TAXES $3,369,507 $3,383,198 $3,635,089 $3,631,132
USE TAXES
Use Tax - Retail/Professional $845,583 $845,000 $891,051 $914,218
Use Tax - Building $757,682 $1,000,000 $2,050,000 $1,400,000
Use Tax - Auto $1,655,292 $1,700,000 $2,069,115 $1,700,000
TOTAL USE TAXES $3,258,557 $3,545,000 $5,010,166 $4,014,218
LICENSE
Amusement Machine License $6,600 $5,760 $6,200 $6,000
Arborist License $1,475 $1,700 $1,700 $1,725
Contractors License $137,909 $120,000 $160,000 $120,000
Liquor License Fee $14,923 $16,500 $13,300 $15,500
Building Permits $503,297 $607,000 $1,800,000 $1,000,000
Street Cut Permits $252,586 $200,000 $195,000 $205,000
Cable TV Permits $398,353 $365,000 $390,000 $390,000
Elevator Inspection Fees $28,290 $0 $0 $0
Pawn Shop License Fees $10,000 $10,000 $10,000 $10,000
Business License Fees $104,157 $112,000 $110,000 $106,865
TOTAL LICENSE $1,457,590 $1,437,960 $2,686,200 $1,855,090
General Fund Revenues
44 2018 Adopted Budget
2016 2017 2017 2018
Actual Adjusted Estimated Adopted
General Fund Revenues
INTERGOVERNMENTAL
Cigarette Tax $89,193 $85,000 $88,000 $85,000
County Road and Bridge $285,584 $280,000 $290,000 $280,000
Arvada Ridge Redevelopment $100,000 $100,000 $100,000 $100,000
Highway Users Tax $970,880 $1,050,000 $1,045,761 $1,050,000
Motor Vehicle Registration $122,274 $122,000 $140,000 $135,000
Wheat Ridge Fire Radio $17,725 $0 $0 $0
E911 Reimbursements $41,158 $40,000 $19,749 $0
EPA Brownfields Grant $37,511 $26,265 $31,176 $0
Police - CATPA Auto Theft Grant $77,477 $85,000 $85,000 $80,000
Police - Seat Belt Safety Grant $1,500 $2,500 $2,500 $3,000
Police - Drug Overtime Grant $25,194 $20,000 $20,000 $10,000
Police - Byrne Grant $11,454 $11,288 $11,288 $10,178
Police - Child Safety Grant $0 $3,000 $3,000 $1,675
Police - Ballistic Vest Grant $5,937 $10,000 $10,000 $0
Police - LEAF Grant $13,191 $18,000 $18,000 $10,000
Police-HVIDE $15,848 $21,000 $21,000 $15,000
Police - POST Grant $10,476 $7,000 $7,000 $0
Jeffco Public Health Grant $0 $5,000 $5,000 $0
Colorado Health Foundation Grant $0 $0 $0 $5,000
HEAL Grant $4,000 $0 $0 $0
TOTAL INTERGOVERNMENTAL $1,829,402 $1,886,053 $1,897,474 $1,784,853
SERVICES
Zoning Applications $56,148 $100,000 $50,000 $75,000
Planning Reimbursement Fees $712 $3,000 $3,000 $3,000
Engineering Fees $38,857 $17,000 $17,000 $25,000
Misc. Zoning Fees $924 $2,000 $675 $750
Plan Review Fees $215,946 $205,000 $205,000 $250,000
Pavilion/Park Rental Revenue $27,622 $26,000 $25,400 $26,000
Athletics Revenue $107,153 $100,775 $85,127 $86,480
Active Adult Center Revenue $173,130 $197,550 $194,550 $198,050
Parks Historic Facilities $30,230 $20,000 $22,000 $24,000
Gen. Prog. Revenue $155,225 $163,500 $164,725 $170,394
Anderson Building Revenue $12,018 $10,000 $12,000 $5,000
Outdoor Swimming Fees $153,876 $149,600 $140,000 $150,000
Retail Marijuana Fees $178,249 $182,500 $165,000 $180,000
Police Report Fees $13,406 $15,000 $12,000 $15,000
Pawn Shop Ticket Fees $23,014 $24,000 $20,000 $24,000
Sex Offender Registration $6,755 $7,400 $6,500 $6,800
Police Drug Destruction Fees $150 $200 $165 $175
Police Fees $4,379 $4,500 $4,000 $4,100
Police Duty Reimbursement $42,103 $81,560 $81,560 $81,560
TOTAL SERVICES $1,239,896 $1,309,585 $1,208,702 $1,325,309
45 2018 Adopted Budget
2016 2017 2017 2018
Actual Adjusted Estimated Adopted
General Fund Revenues
FINES & FORFEITURES
Municipal Court Fines $104,037 $110,000 $98,000 $100,000
Nuisance Violations Fees $32,287 $45,000 $35,000 $40,000
Handicap Parking Fees $960 $750 $750 $900
Traffic $533,928 $550,000 $460,000 $500,000
General $40,804 $50,000 $40,000 $45,000
Other $9,409 $10,000 $8,000 $10,000
Parking $3,240 $4,000 $2,500 $3,500
No Proof of Insurance $22,081 $16,500 $20,000 $20,000
TOTAL FINE & FORFEITURES $746,746 $786,250 $664,250 $719,400
INTEREST
Interest Earnings $51,251 $50,000 $47,500 $51,000
TOTAL INTEREST $51,251 $50,000 $47,500 $51,000
OTHER
Hail Storm Insurance Proceeds $0 $0 $1,500,000 $500,000
Cable Peg Fees $41,225 $38,000 $42,000 $42,000
Xcel Solar Garden Credits $71,377 $60,000 $55,000 $60,000
Other Financing Sources $0 $0 $0 $0
Miscellaneous Income $361,338 $417,155 $375,000 $395,000
TOTAL OTHER $473,940 $515,155 $1,972,000 $997,000
Total General Fund $31,679,681 $33,277,401 $36,255,802 $34,037,540
Transfers In $0 $0 $0 $0
Fund Balance Carryover $8,951,966 $8,068,070 $8,185,168 $10,795,244
Total Funds Available $40,631,647 $41,345,471 $44,440,970 $44,832,784
46 2018 Adopted Budget
General Fund Revenues
2018 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 & Use Tax70%
Other Taxes
11%
Licenses
5%
Intergovernmental
5%
Services
4%
Fines & Forfeitures2%
Other
3%
General Fund Revenues
Sales Tax, 95%
Sales Tax Audit Revenue, 1%
TIF -Kipling Ridge,
3%
TIF-WR Corners,
1%
Sales Tax
47 2018 Adopted Budget
General Fund Revenues
2018 Revenue Summary by Fund Types
Retail/
Professional
23%
Building
30%
Auto
47%
Use Taxes
Property Tax
22%
Liquor
Occupational Tax
2%
Auto Ownership
Tax2%
Xcel Franchise
Tax
39%
Telephone
Occupation Tax
12%
Lodgers Tax
22%
Admissions
Amusement Tax
1%
Other Taxes
48 2018 Adopted Budget
General Fund Revenues
2018 Revenue Summary by Fund Types
Amusement Machine
License
.5%
Arborist License
.5%
Contractors License
6%
Liquor License Fee
1%
Building Permits
54%
Street Cut Permits
11%
Cable TV Permits
20%Pawn Shop License Fees
1%Business License
Fees
6%
License Revenue
Cigarette Tax
4.5%
County Road and
Bridge
16%
Arvada Ridge
Redevelopment
6%Highway Users Tax
59%
Motor Vehicle
Registration
7%
Colorado Health
Foundation Grant.5%
Police Grants*
7%
Intergovernmental Revenue
49 2018 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
2010
2011
2012
2013
2014
2015
2016
2017
Real Property
Commercial & Personal:
29%
29%
29%
29%
29%
29%
29%
29%
Residential: 7.96% 7.96% 7.96% 7.96% 7.96% 7.96% 7.96% 7.96%
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:
2010 2011 2012 2013 2014 2015 2016 2017
Assessed Valuation $421 $412 $405
$411 $405 $468 $470 $563
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.
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%. 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%.
50 2018 Adopted Budget
General Fund Revenues
Property Tax Revenue
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: 2017 $877,763 Estimated 2018 $904,096 Adopted
Rationale: Forecast for 2017 is based on preliminary valuation information from the County Assessor. The
City is seeing an increase in property tax revenues from the flat trend in 2013 and 2014. In 2016, the City saw
a significant increase in total assessed valuation as a result of new residential developments. The City expects
to see an increase in property tax revenues as a result of projects in 2018 and beyond.
$650,000
$700,000
$750,000
$800,000
$850,000
$900,000
2013 2014 2015 2016 2017
Five Year Trend
Year Revenue
2013 $736,015
2014 $735,230
2015 $739,669 2016 $848,612
2017 $877,763 Est.
51 2018 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 3.5% tax on sales of tangible personal property and specific
services. In 2017 a .5% sales tax increase was approved by the citizens of Wheat Ridge for a period of 12
years. 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, 3.5% City
All Food 3.5% 0.5% Jefferson County Open Space, 3.5% 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 mostly steady growth since 2013.
Forecast: 2017 $18,489,408 Estimated 2018 $19,659,538 Adopted
Rationale: The closure of Walmart in 2017 significantly changed sales tax predictions with a smaller increase
than anticipated for 2017 and beyond. Forecast anticipates a little less than a 1% growth in Sales Tax for 2017
due to the closure. The City projects a steady increase in sales tax revenues, a 7% increase in 2018 as development projects open for business.
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
$15,000,000
$16,000,000
$17,000,000
$18,000,000
$19,000,000
$20,000,000
2013 2014 2015 2016 2017
Five Year Trend
Year Revenue
2013 $15,466,512
2014 $15,937,236 2015 $17,712,997 2016 $18,314,163
2017 $18,489,408 Est.
52 2018 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 equal to the City sales tax of 3.5%, 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. 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. 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.
Forecast: 2017 $5,010,166 Estimated 2018 $4,014,218 Adopted
Rationale: Use tax has fluctuated based on business investment, build out and new commercial development.
As a result of new projects breaking ground and the economy’s continued recovery, the City has seen steady
growth. The City projects an increase in 2017 due to the singificant rise in building use tax. The City projects
auto and retail use tax to remain much the same as consumer spending stays steady.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2013 2014 2015 2016 2017
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
2013 $595,715 $749,707 $1,307,513 $2,652,935
2014 $898,627 $1,110,437 $1,526,031 $3,535,095 2015 $754,656 $1,048,979 $1,645,544 $3,449,179 2016 $845,583 $757,682 $1,655,292 $3,258,557
2017 $891,051 $2,050,000 $2,069,115 $5,010,166
53 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Legislative
Legislative Services $419,611 $457,419 $455,666 $488,583
Total $419,611 $457,419 $455,666 $488,583
City Manager's Office
City Manager $313,025 $296,941 $306,829 $382,776
Economic Development $1,512,403 $1,621,912 $1,648,112 $1,649,112
Total $1,825,428 $1,918,853 $1,954,941 $2,031,888
City Attorney
City Attorney $276,659 $300,000 $300,000 $303,000
Total $276,659 $300,000 $300,000 $303,000
City Clerk's Office
City Clerk $139,950 $153,727 $152,027 $157,727
Total $139,950 $153,727 $152,027 $157,727
City Treasurer
City Treasurer $44,110 $43,878 $43,128 $43,878
Total $44,110 $43,878 $43,128 $43,878
Central Charges
Central Charges $2,836,896 $2,982,998 $3,172,375 $4,266,959
Total $2,836,896 $2,982,998 $3,172,375 $4,266,959
Municipal Court
Municipal Court $882,012 $930,745 $903,746 $989,222
Total $882,012 $930,745 $903,746 $989,222
Administrative Services
Administration $397,431 $395,572 $407,096 $501,915
Public Information $231,868 $320,406 $301,762 $280,680
Finance $290,547 $289,536 $292,540 $297,715
Human Resources $565,589 $573,703 $585,619 $611,633
Sales Tax $233,120 $290,062 $263,033 $272,695
Purchasing and Contracting $121,123 $126,342 $129,180 $151,976
Information Technology $1,655,530 $1,926,198 $1,934,939 $1,770,220
Total $3,495,208 $3,921,819 $3,914,169 $3,886,834
Community Development
Administration $215,682 $213,043 $223,330 $246,145
Planning $216,544 $231,533 $229,836 $508,784
Building $535,673 $603,458 $1,197,373 $868,433
Long Range Planning $186,666 $226,692 $118,760 $0
Total $1,154,565 $1,274,726 $1,769,299 $1,623,362
Police
Administration $826,557 $902,810 $911,770 $1,637,502
Grants $99,792 $159,117 $157,190 $133,904
General Fund Expenditures
54 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
General Fund Expenditures
Community Services Team $282,043 $297,148 $174,603 $275,198
Communications Center $791,642 $847,528 $702,673 $393,208
Crime Prevention Team $251,193 $239,036 $244,400 $244,267
Records Team $356,770 $365,609 $401,025 $419,143
Training and Accreditation $229,215 $305,329 $259,725 $277,095
Patrol $4,328,600 $4,279,414 $4,329,938 $4,439,930
Investigations Bureau $2,089,034 $2,159,610 $2,188,460 $2,204,393
Crime & Traffic Team $435,120 $456,527 $474,302 $476,402
Total $9,689,965 $10,012,128 $9,844,086 $10,501,042
Public Works
Administration $150,818 $151,977 $155,384 $192,484
Engineering $1,117,828 $1,127,799 $1,132,960 $1,161,934
Operations $3,143,898 $3,516,360 $3,316,060 $3,422,918
Total $4,412,543 $4,796,136 $4,604,404 $4,777,336
Parks and Recreation
Administration $248,571 $245,450 $252,743 $351,053
Recreation $207,953 $231,120 $243,403 $240,600
Parks Maintenance $1,386,764 $1,557,219 $1,403,821 $1,829,380
Forestry $390,180 $436,565 $421,059 $487,987
Natural Resources $232,546 $346,601 $304,549 $187,019
Anderson Building $39,558 $26,373 $24,700 $26,529
Athletics $181,102 $189,668 $191,460 $202,652
General Programs $245,553 $270,754 $273,021 $302,031
Outdoor Pool $360,074 $267,390 $257,337 $353,757
Active Adult Center $492,171 $570,544 $547,178 $587,737
Historic Buildings $84,900 $81,090 $73,603 $78,699
Facility Maintenance $407,933 $452,442 $439,011 $499,651
Total $4,277,306 $4,675,216 $4,431,885 $5,147,095
Total General Fund $29,454,254 $31,467,645 $31,545,726 $34,216,926
Transfers $3,065,785 $2,100,000 $2,100,000 $2,245,000
Total With Transfers $32,520,039 $33,567,645 $33,645,726 $36,461,926
55 2018 Adopted Budget
Long-Range Financial Plan 2018 - 2023
2016 2017 2018 2019 2020 2021 2022 2023 Projected
Actual Estimated Adopted Projected Projected Projected Projected Projected Change %
BEGINNING FUND BALANCE $8,951,966 $8,185,168 $10,795,244 $8,370,858 $7,494,363 $7,439,269 $7,439,269 $7,724,910
GENERAL FUND REVENUE:
Sales Taxes $19,252,792 $19,134,421 $19,659,538 $20,347,622 $21,059,789 $21,796,881 $22,450,788 $23,124,311 3%-3.5%
Other Taxes $3,369,507 $3,635,089 $3,631,132 $3,758,222 $3,889,759 $4,025,901 $4,146,678 $4,271,078 3%
Use Taxes $3,258,557 $5,010,166 $4,014,218 $4,154,716 $4,300,131 $4,450,635 $4,584,154.31 $4,721,679 3%
Licenses $1,457,590 $2,686,200 $1,855,090 $1,873,641 $1,892,377 $1,911,301 $1,930,414 $1,949,718 1%
Intergovernmental $1,829,402 $1,897,474 $1,784,853 $1,802,702 $1,820,729 $1,838,936 $1,857,325 $1,875,898 1%
Services $1,239,896 $1,208,702 $1,325,309 $1,338,562 $1,351,948 $1,365,467 $1,379,121.86 $1,392,913 1%
Fines & Forfeitures $746,746 $664,250 $719,400 $726,594 $733,860 $741,199 $748,611 $756,097 1%
Interest $51,251 $47,500 $51,000 $51,510 $52,025 $52,545 $53,071 $53,602 1%
Other $473,940 $1,972,000 $997,000 $1,006,970 $1,017,040 $1,027,210 $1,037,482.20 $1,047,857 1%
TOTAL REVENUE $31,679,681 $36,255,802 $34,037,540 $35,060,538 $36,117,657 $37,210,075 $38,187,645 $39,193,153
TOTAL REVENUE $40,631,647 $44,440,970 $44,832,784 $43,431,396 $43,612,020 $44,649,344 $45,626,913 $46,918,063
GENERAL FUND EXPENDITURES:
Legislative $419,611 $455,666 $488,583 $493,469 $498,404 $503,388 $508,421 $513,506 1%
City Manager's Office $1,825,428 $1,954,941 $2,031,888 $2,072,526 $2,113,976 $2,156,256 $2,199,381 $2,243,369 2%
City Attorney $276,659 $300,000 $303,000 $309,060 $315,241 $321,546 $327,977 $334,536 2%
City Clerk's Office $139,950 $152,027 $157,727 $159,304 $160,897 $162,506 $164,131 $165,773 1%
City Treasurer $44,110 $43,128 $43,878 $44,317 $44,760 $45,208 $45,660 $46,116 1%
Central Charges $2,836,896 $3,172,375 $4,266,959 $4,394,968 $4,526,817 $4,662,621 $4,802,500 $4,946,575 3%
Municipal Court $882,012 $903,746 $989,222 $1,009,006 $1,029,187 $1,049,770 $1,070,766 $1,092,181 2%
Administrative Services $3,495,208 $3,914,169 $3,886,834 $3,964,571 $4,043,862 $4,124,739 $4,207,234.12 $4,291,379 2%
Community Development $1,154,565 $1,769,299 $1,623,362 $1,655,829 $1,688,946 $1,722,725 $1,757,179.24 $1,792,323 2%
Police $9,689,965 $9,844,086 $10,501,042 $10,711,063 $10,925,284 $11,143,790 $11,366,666 $11,593,999 2%
Public Works $4,412,543 $4,604,404 $4,777,336 $4,872,883 $4,970,340 $5,069,747 $5,171,142 $5,274,564.97 2%
Parks and Recreation $4,277,306 $4,431,885 $5,147,095 $5,250,037 $5,355,038 $5,462,138 $5,571,381.16 $5,682,809 2%
TOTAL EXPENDITURES $29,454,253 $31,545,726 $34,216,926 $34,937,032 $35,672,752 $36,424,434 $37,192,438 $37,977,130
Transfer Payments Out
Equipment Replacement Fund $100,000 $100,000 $0 $0 $0 $0 $0 $0
CIP $2,965,785 $2,000,000 $2,245,000 $1,000,000 $500,000 $500,000 $500,000 $500,000
TOTAL $3,065,785 $2,100,000 $2,245,000 $1,000,000 $500,000 $500,000 $500,000 $500,000
ENDING FUND BALANCE $8,111,609 $10,795,244 $8,370,858 $7,494,363 $7,439,269 $7,724,910 $7,934,475 $8,440,934
State Madated Reserve for Emergencies $883,628 $946,372 $1,026,508 $1,048,111 $1,070,183 $1,092,733 $1,115,773 $1,139,314
Reserved for Channel 8 $211,917 $211,917 $215,917 $219,917 $223,917 $227,917 $231,917 $235,917
Reserved for URA $0 $0 $0 $0 $0 $0 $0 $0
Unrestricted Fund Balance $7,016,064 $9,636,955 $7,128,433 $6,226,335 $6,145,169 $6,404,260 $6,586,785 $7,065,703
Mininum Reserve Policy 17%$5,007,223 $5,362,773 $5,816,877 $5,939,295 $6,064,368 $6,192,154 $6,322,714 $6,456,112
PROJECTION NOTES:
General Fund revenue projections for sales tax, other taxes and use tax assumes a 3-3.5% growth. This projection is based on current and planned economic development activity for 2018 and beyond. This projection includes planned commercial and residential
development.
Sales, Use, and Other Tax revenue in
years 2019-2021 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 1%-3% growth in each operational area in 2019 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 average $38,000 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
56 2018 Adopted Budget
Department / Fund Matrix
This matrix displays expenditures from each fund and the relationship between functional units, general and special funds.
Fund
number Fund Department
General Government City Treasurer City Clerk City Manager Municipal Court
Administrative
Services
Community
Development
Police
Department Public Works
Parks and
Recreation Total
1 General Fund $ 3,855,167 $ 43,878 $ 157,727 $ 2,031,888 $ 989,222 $ 3,886,834 $ 1,623,362 $ 10,501,042 $ 4,777,336 $ 5,147,095 $ 34,216,926
30
Capital Improvement
Program (CIP) Fund* $ 6,470,000 $ 6,470,000
31
Investing 4 the Future
2E Fund $ 15,705,300 $1,720,000 $ 17,425,300
64
Recreation Center
Operations Fund $ 2,535,675 $ 2,535,675
Special Funds
12 Public Art Fund $ 20,000 $ 20,000
17 Police Investigation Fund $ 25,000 $ 25,000
32 Open Space Fund $ 3,448,758 $ 3,448,758
33 Municipal Court Fund $ 33,000 $ 33,000
54 Conservation Trust Fund $ 750,000 $ 750,000
57
Equipment Replacement
Fund $ 179,107 $ 179,107
63
Crime Prevention/ Code
Enforcement Fund $ 515,147 $ 515,147
Total $ 3,855,167 $ 43,878 $ 157,727 $ 2,031,888 $ 1,019,222 $ 3,886,834 $ 1,623,362 $ 11,220,296 $ 11,247,336 $ 11,901,528 $ 65,618,913
57 2018 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
58 2018 Adopted Budget
The City of Wheat Ridge is a home-rule City, operating
under a Council-Manager form of government. In this form
of government, the Council is the governing body of the City
elected by the public, and the Manager is hired by Council
to carry out the policies it establishes.
The Council consists of eight members, two from each
Council District, and an at-large Mayor. The Council provides
legislative direction while the Manager is responsible for
preparing the budget, directing day-to-day operations, and
personnel management. The Mayor and Council, as a
collegial body are responsible for setting policy and
approving the budget. The Manager serves as the Council’s
chief advisor, and serves at the pleasure of the Council.
General Government includes Legislative Services (Mayor
and City Council), City Attorney services and Central
Charges. Central Charges encompasses overall City expenses
including medical, dental, life and disability insurance for
General Fund employees, Property/Casualty and Workers
Compensation premiums and expenditures of Citywide
general operations.
General Government
About General Government
Mayor Joyce Jay, City Manager Patrick Goff and
Treasurer Jerry DiTullio sign the 2E Bond Document
2018
Budget Priorities
Set policy and develop initiatives to further the City’s 2035 Vision… “Wheat Ridge is an attractive and inviting city and community for families. Wheat Ridge has great neighborhoods, is a hub of commerce with a choice of economically viable commercial areas, and has diverse
transportation. Wheat Ridge is
committed to environmental
stewardship and its residents
enjoy an active, healthy lifestyle
and are proud of their hometown.”
(l to r) Deputy City Clerk Robin Eaton, Mayor Jay, and Janice
Smothers, administrative assistant to the Mayor and City
Council.
59 2018 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
2017 Strategic Accomplishments
Completed a successful strategic planning workshop to update the City’s vision statement
and create new goals and action items
Adopted a vision and brand for the Wheat Ridge Ward Gold Line TOD development
Approved an updated Bicycle and Pedestrian Master Plan
Established and appointed the Mayor’s Wheat Ridge Environmental Sustainability
Committee
Celebrated the groundbreaking of the Wheat Ridge Corners project and the grand opening
of the Fruitdale Lofts projects
2018 Strategic Priorities
Review successes of the Neighborhood Revitalization Strategy and update the plan with
community input for the next decade
Approve a redevelopment agreement for a mixed-use redevelopment project at Clear
Creek Crossing
Continue to support and encourage the build out of the Wheat Ridge Ward Gold Line
station area in line with the vision adopted by City Council
Develop a strategy to implement the council supported recommendations of the Mayor’s
Wheat Ridge Environmental Sustainability Committee
60 2018 Adopted Budget
01-102 2015
Authorized
2016
Authorized
2017
Authorized
2018
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
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $164,726 $163,219 $163,219 $167,219
Materials and Supplies $1,138 $1,550 $1,550 $1,550
Other Services and Charges $253,747 $292,650 $290,897 $319,814
Capital Outlay $0 $0 $0 $0
$419,611 $457,419 $455,666 $488,583
Staffing and Financial Summary
Total 2018 Budget by Object
Legislative Services
Personnel Services
34.2%
Materials and
Supplies
0.3%
Other Services and
Charges
65.5%
61 2018 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
Supervise prosecution of City Code violations in Municipal Court
Prosecute enforcement of sales tax and Liquor Authority cases
Assist City Council in achieving its policy goals for the City
2017 Strategic Accomplishments
Addressed changes in Municipal Court procedure according to recent legislation
Managed litigation against the City by coordinating and directing the work of defense
attorneys assigned by the City’s insurance carrier
Drafted revisions to the City’s telecommunications ordinance to comply with changes in
state and federal law
Revised the City’s sign code for compliance with U.S. Supreme Court decision
Advised City Clerk in preparation for 2017 municipal election
Facilitated bi-annual review of the Presiding Municipal Court Judge, and revised contract
Negotiated long term lease for cellular facility at Recreation Center
2018 Strategic Priorities
Conduct training for newly-elected Council members
Supervise litigation and personal injury claims against the City to assist with insurance
defense and coverage
62 2018 Adopted Budget
01-107 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
City Attorney Contracted Contracted Contracted Contracted
Contracted Contracted Contracted Contracted
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $0 $0 $0 $0
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $276,659 $300,000 $300,000 $303,000
Capital Outlay $0 $0 $0 $0
$276,659 $300,000 $300,000 $303,000
Staffing and Financial Summary
Total 2018 Budget by Object
City Attorney
Other Services
and Charges
100%
63 2018 Adopted Budget
01-610 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
No Staff Authorized 0 0 0 0
0 0 0 0
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $2,460,355 $2,250,321 $2,240,321 $2,325,086
Materials and Supplies $24,343 $44,700 $39,500 $43,300
Other Services and Charges $272,031 $607,810 $812,386 $1,818,405
Debt Service $80,167 $80,167 $80,168 $80,168
$2,836,896 $2,982,998 $3,172,375 $4,266,959
Staffing and Financial Summary
Total 2018 Budget by Object
Central Charges
Personnel
Services
54%
Materials and
Supplies
1%
Other Services
and Charges
43%
Debt Service
2%
64 2018 Adopted Budget
City Treasurer’s Office
About the Office of the City Treasurer
01‐101
Jerry DiTullio, City Treasurer
2018
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
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.
65 2018 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 and approve purchase orders
Serve as the City Internal Auditor
Perform all other duties as may be required by ordinance
Work with City Council on tax code changes and enhancements through ordinance
changes
2017 Strategic Accomplishments
Worked with City Manager and City Council to issue bonds on four voter‐approved
capital investment projects
Added new financial reporting methods for the public and City Council via the monthly
Building Report following the May 8th hailstorm
Implemented standardized definitions, in partnership with the Colorado Municipal
League (CML) and the Colorado General Assembly to simplify the level of complexity of
the City tax code
Recommended an amendment to the City Code concerning building permit fees to
clarify the cost‐of‐construction valuation definition
2018 Strategic Priorities
Identify and implement cost saving measures
Develop more effective methods for businesses to pay their sales tax online
66 2018 Adopted Budget
01‐101 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
City Treasurer Elected Elected Elected Elected
Elected Elected Elected Elected
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $34,195 $32,378 $32,378 $32,378
Materials and Supplies $592 $300 $300 $300
Other Services and Charges $1,822 $3,700 $2,950 $3,700
Capital Outlay $7,500 $7,500 $7,500 $7,500
$44,110 $43,878 $43,128 $43,878
Staffing and Financial Summary
Total 2018 Budget by Object
City Treasurer
Personnel Services
74%
Materials and
Supplies
1%
Other Services and
Charges
8%
Capital Outlay
17%
67 2018 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.
2018
Budget Priorities
Obtain certification for
Deputy Clerk
Coordinate state‐wide
election
Research electronic
agenda software
City Clerk Janelle Shaver and
Deputy City Clerk Robin Eaton
Boards and Commissions Appreciation Dinner
68 2018 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
Coordinate fulfilment of Public Information Requests
2017 Strategic Accomplishments
Continued digital archiving of City records
Saved money and improved efficiency by changing vendors for shredding services
Saved money by adjusting the location of Purchasing bid publications
Saved money with better management of public notices in the newspapers
Increased revenue through improved administration of amusement licenses
Raised certain fees for Liquor Authority approval
Deputy Clerk taught Basic Liquor Class at Clerk’s Institute and a class to the CMCA
members for the 2017 legislative update
Deputy Clerk attended International Institute of Municipal Clerks annual conference
Participated in hosting Leadership Jefferson County’s “City Day”
2018 Strategic Priorities
Improve coordination with the Police Department regarding liquor enforcement
Develop a program of continuing education for liquor and amusement licensees and
special event holders
Participate in Liquor Enforcement Division’s Rule‐Making Committee
Assist CML in drafting legislation for statutory amendments/additions to liquor laws
Research electronic agenda software
Coordinate state‐wide election
69 2018 Adopted Budget
01‐108 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
City Clerk Elected Elected Elected Elected
Deputy City Clerk 1 1 1 1
1111
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $86,963 $81,727 $81,927 $85,727
Materials and Supplies $1,608 $2,000 $1,800 $1,800
Other Services and Charges $51,380 $70,000 $68,300 $70,200
$139,951 $153,727 $152,027 $157,727
Staffing and Financial Summary
Total 2018 Budget by Object
City Clerk's Office
Personnel
Services
54%
Materials and
Supplies
1%
Other Services
and Charges
45%
70 2018 Adopted Budget
City Manager’s Office
About the City Manager’s Office
01‐106
Wellness Magazine
featured the City on the
2017 Cover
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’s Office facilitates economic
development activities to promote and market Wheat
Ridge, retain and attract retail activity, rehabilitate
underutilized commercial corridors, and increase primary
job opportunities.
2018
Budget Priorities
Engage development and
redevelopment
opportunities throughout
the City
Develop a comprehensive
strategy focused on
revitalization of the
Kipling/I‐70 corridor
Facilitate the continued
implementation of the 2E
bond projects
City Manager Patrick Goff
71 2018 Adopted Budget
City Manager’s Office
01‐106
Core Business
Provide overall administration for the 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
2017 Strategic Accomplishments
Issued bonds in the amount of $33 million for four, voter‐approved capital investment
projects including improvements to Anderson Park, public amenities and public
infrastructure for the Gold Line transit oriented development (TOD) site, widening of
Wadsworth Boulevard and transportation infrastructure improvements for the Clear
Creek Crossing development
Created a vision and the “Base Camp” brand to market the Gold Line TOD site to inform
future development and investment and to encourage redevelopment
Created and implemented a brand and marketing strategy for the 2E tax increase and
bond issuance titled “Investing 4 the Future”
2018 Strategic Priorities
Negotiate development agreement for the Clear Creek Crossing site, a mixed‐use
development project including office, residential, hospitality, retail and entertainment
Facilitate a discussion with the community and City Council regarding an update to the
Neighborhood Revitalization Strategy report to create a vision and action items for the
next decade
Develop a comprehensive strategy focused on revitalizing the Kipling/I‐70 corridor and
reducing police and code enforcement activity in the area
Continue to facilitate the implementation of all four 2E bond projects which include
Anderson Park, Clear Crossing, Wadsworth Boulevard and the Wheat Ridge Ward Gold
Line Station
72 2018 Adopted Budget
01‐106 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
City Manager 1111
1111
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $201,186 $206,649 $206,649 $216,491
Materials and Supplies $588 $500 $500 $500
Other Services and Charges $111,250 $88,792 $98,680 $165,785
Capital Outlay $0 $1,000 $1,000 $0
$313,024 $296,941 $306,829 $382,776
Staffing and Financial Summary
Total 2018 Budget by Object
City Manager's Office
Personnel
Services
56.6%Materials and
Supplies
0.1%
Other Services
and Charges
43.3%
73 2018 Adopted Budget
Economic Development
01‐105
Core Business
Retention, expansion and attraction of business
Assist in site location, development, and building requirements
Market Wheat Ridge and its economic development programs
Monitor and process accounting for Enhanced Sales Tax Incentive Program and Business
Development Zone agreements
Provide staff leadership as Executive Director to the Wheat Ridge Urban Renewal
Authority
2017 Strategic Accomplishments
Advanced the priorities of Renewal Wheat Ridge (RWR) through redevelopment at West
End 38, the Corners at Wheat Ridge, 38th Avenue, and Town Center, which are still in
development stages
Marketed and worked on the vision for the transit oriented development (TOD) at the
Wheat Ridge Ward station, and worked with developer on financing a multi‐family
residential development at that location
Served on the board of Jefferson County Business Resource Center and JeffCo Economic
Development Corporation, working to attract new, and support existing, business in
Wheat Ridge, Jefferson County and the Metro Denver Region
Worked to develop and support business districts including The Ridge at 38, 44th Avenue
Corridor and West 29th Marketplace
2018 Strategic Priorities
Work with Renewal Wheat Ridge (RWR) to implement tax increment financing (TIF)
agreements
Develop economic development strategy for the I‐70/Kipling Corridor
Lead statewide organization in communicating value of Urban Renewal in efforts to
oppose initiatives limiting TIF and continue to promote Urban Renewal
Continue marketing the vision plan for the redevelopment of the TOD station
Assist with the development of key sites within the community
Work with Jefferson County Business Resource Center and JeffCo Economic Development
Corporation and Wheat Ridge business organizations to attract new businesses and
support existing business
74 2018 Adopted Budget
01‐105 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
1111
1111
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $112,994 $110,947 $110,947 $114,947
Materials and Supplies $5,284 $11,350 $10,850 $11,850
Other Services and Charges $1,394,124 $1,499,615 $1,526,315 $1,522,315
$1,512,402 $1,621,912 $1,648,112 $1,649,112
Staffing and Financial Summary
Total 2018 Budget by Object
Economic Development
Economic Development Manager
Personnel
Services
7%
Materials and
Supplies
1%
Other Services
and Charges
92%
75 2018 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.
2018
Budget Priorities
Improve Courtroom
security
Hold bond hearing within
48 hours of placement in a
detention facility
Appoint attorneys for
prisoner per new legislation
Sealing and expunging
criminal records at the
municipal level
Municipal Court Judge Christopher Randall
76 2018 Adopted Budget
Municipal Court
01‐109
Core Business
Create, maintain, and adjudicate case filings for criminal, traffic, juvenile, domestic
violence, nuisance, property abatement, animal control, and sales tax violations
Conduct 147 full day 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, fees, and costs
Process unbonded defendants by video, transport prisoners, monitor number of
prisoners, length of sentence, and establish bonds
Appoint attorneys for indigent defendants facing potential incarceration
Issue bench warrants, default judgments, and outstanding judgment warrants
Operate diversion program for first‐time juvenile drug and alcohol offenders
Maintain a secure courtroom
Monitor sentencing compliance
Establish payment plans and other alternative forms of sentence compliance
2017 Strategic Accomplishments
Modified sentencing ideology to focus on non‐monetary and treatment‐oriented
practices
Developed Municipal Court orientation manual
Developed a process to comply with new legislation regarding sealing of records
Implemented collection agency and civil restitution process
Developed a process to comply with legislation addressing non‐payment of monetary
amounts
2018 Strategic Priorities
Implement online payments
Comply with new legislation requiring appointment of counsel for in‐custody detainees
Improve Courtroom security
77 2018 Adopted Budget
01‐109 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Municipal Judge Contracted Contracted Contracted Contracted
Court Administrator 1111
Deputy Court Administrator 1111
Deputy Court Clerk II 3333
Deputy Court Clerk I 3322
Collections Investigator 0011
Probation Officer 1111
Court Marshal 1.25 1.25 1.25 1.25
10.25 10.25 10.25 10.25
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $826,317 $852,690 $839,241 $920,827
Materials and Supplies $24,902 $23,000 $22,100 $22,540
Other Services and Charges $29,313 $52,055 $40,155 $43,605
Capital Outlay $1,480 $3,000 $2,250 $2,250
$882,012 $930,745 $903,746 $989,222
Staffing and Financial Summary
Total 2018 Budget by Object
Municipal Court
Personnel
Services
93%
Materials and
Supplies
2.3%
Other Services
and Charges
4.5%
Capital Outlay
0.2%
78 2018 Adopted Budget
Administrative Services
About Administrative Services
2018
Budget Priorities
Conduct the bi‐annual Pay
Plan market study
Create plan for City’s 50th
Anniversary in 2019
Continue year three of
Outside Agency Review
Committee
Continue support of
regional CAD/RMS and
JEFFCOM initiatives
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.
Administrative Services Director Heather Geyer
and staff members
79 2018 Adopted Budget
2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Finance 3333
Public Information 1 1.5 1.5 1.5
Administrative Services 4444
Human Resources 3334
Sales Tax 3333
Purchasing and Contracting 1.5 1.5 1.5 2
Information Technology 6 5.5 5.5 5.5
21.5 21.5 21.5 23
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $1,787,564 $1,809,083 $1,836,270 $1,927,322
Materials and Supplies $37,707 $34,936 $36,755 $35,752
Other Services and Charges $1,442,812 $1,633,117 $1,602,024 $1,636,485
Capital Outlay $227,126 $444,683 $439,120 $287,275
$3,495,209 $3,921,819 $3,914,169 $3,886,834
Staffing and Financial Summary
Total 2018 Budget by Object
Administrative Services
Personnel
Services
50%
Materials and
Supplies
1%
Other Services
and Charges
42%
Capital Outlay
7%
80 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Finance $290,547 $289,536 $292,540 $297,715
Public Information $231,868 $320,406 $301,762 $280,680
Administration $397,432 $395,572 $407,096 $501,915
Human Resources $565,588 $573,703 $585,619 $611,633
Sales Tax $233,119 $290,062 $263,033 $272,695
Purchasing and Contracting $121,123 $126,342 $129,180 $151,976
Information Technology $1,655,532 $1,926,198 $1,934,939 $1,770,220
$3,495,209 $3,921,819 $3,914,169 $3,886,834
Total Budget by Program
Total 2018 Budget by Program
Administrative Services
Finance
8%
Public
Information
7%
Administration
13%
Human
Resources
16%Sales Tax
7%
Purchasing and
Contracting
4%
Information
Technology
45%
81 2018 Adopted Budget
Administrative
Services Director
HR Manager
Purchasing &
Contracting
Agent
Assistant to
the City
Manager
Executive
Assistant
IT Manager
HR Business
Partner
(2)
Buyer II
Accounting
Tech
Payroll
Specialist
Sales Tax
Auditor
GIS Analyst
IT Technician
(.5)
Network
Administrator
Sr. IT Support
Tech (2)
Operations
Support Tech II
Sales Tax
Tech
Administrative Services
Accounting
Manager
*Public
Information
Officer *
Digital
Communications
Specialist
Sales Tax
Supervisor
HR
Technician
*This position is accounted for under
the Administrative Services Department.
It supports the entire City, including the
Police Department.
82 2018 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
2017 Strategic Accomplishments
Continued year two of Outside Agency Review Committee
Received GFOA Distinguished Budget award for the 2017 Annual Budget
Implemented online time and attendance program and process
In partnership with the City Treasurer, implemented standardized definitions, in
collaboration with the Colorado Municipal League (CML) and the Colorado General
Assembly to simplify the level of complexity of the City tax code
Assisted the City Treasurer in recommending an amendment to the City Code concerning
building permit fees clarifying the cost‐of‐construction valuation definition
Supported the issuance of bonds in the amount of $33 million for four, voter‐approved
capital investment projects including improvements with the creation of Special Revenue
Fund 31
2018 Strategic Priorities
Relaunch a Citizen’s Civic Academy
Research new financial management software options
Enhance and revise the City’s Performance Management Process
Conduct bi‐annual market study for the City Pay Plan
83 2018 Adopted Budget
01‐111 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Administrative Services Director 1111
Executive Assistant 1111
Assistant to the City Manager 1111
Operations Support Technician II 1111
4444
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $353,109 $347,237 $358,861 $395,480
Materials and Supplies $1,361 $1,500 $1,550 $1,500
Other Services and Charges $42,962 $46,835 $46,685 $104,935
$397,432 $395,572 $407,096 $501,915
Staffing and Financial Summary
Total 2018 Budget by Object
Administrative Services
Personnel
Services
78.8%
Materials and
Supplies
0.3%
Other Services
and Charges
20.9%
84 2018 Adopted Budget
Administrative Services
Finance
01‐103
Core Business
Process daily revenue from all City sources
Manage accounts payable and respond to vendor inquiries
Process bi‐weekly payroll
Manage the general ledger accounting system
Track, record and prepare statements for acquisitions and dispositions of fixed assets
Prepare audit work papers and work with outside auditors on producing the
comprehensive annual financial report
Monitor, enforce and recommend adjustments to internal controls
Prepare accurate and timely monthly financial statements and reports
Provide strategic financial analysis to the Executive Management Team
2017 Strategic Accomplishments
Automated manual processes within the accounting division and shortened monthly
closing process
Implemented new time and attendance software
Supported the issuance of bonds and the creation of the Special Revenue Fund 31.
2018 Strategic Priorities
Continue to automate manual processes
Issue request for information (RFI) for new Enterprise Resource Planning (ERP) software
85 2018 Adopted Budget
01‐103 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Accounting Manager 0111
Accounting Supervisor 1000
Accounting Technician 1111
Payroll Specialist 1111
3333
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $236,533 $205,539 $207,933 $206,971
Materials and Supplies $1,897 $1,000 $1,000 $1,000
Other Services and Charges $51,722 $82,997 $83,607 $89,744
Capital Outlay $395 $0 $0 $0
$290,547 $289,536 $292,540 $297,715
Staffing and Financial Summary
Total 2018 Budget by Object
Finance
Personnel
Services
69.5%
Materials and
Supplies
0.4%
Other Services
and Charges
30.1%
86 2018 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
2017 Strategic Accomplishments
Successfully implemented an online time and attendance system
Introduced first phase of the City’s on‐boarding process to engage and support new
employees
Recognized by the Western Region International Public Management Association for
Human Resources with the Small Agency Award for Excellence for the HR Business
Partner program
2018 Strategic Priorities
Ensure a productive and engaged workforce by conducting a city‐wide employee
engagement survey
Implement change management solutions that include educational offerings,
communication strategies and champion programs to enhance level of engagement
among employees
Enhance and revise the City’s Performance Management Process
87 2018 Adopted Budget
01‐112 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Human Resources Manager 1111
Human Resources Business Partner2222
Human Resources Technician 0001
3334
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $326,935 $337,999 $354,915 $369,779
Materials and Supplies $4,056 $5,100 $5,100 $5,100
Other Services and Charges $234,597 $230,604 $225,604 $236,754
Capital Outlay $0 $0 $0 $0
$565,588 $573,703 $585,619 $611,633
Staffing and Financial Summary
Total 2018 Budget by Object
Human Resources
Personnel
Services
60.5%
Materials and
Supplies
0.8%
Other Services
and Charges
38.7%
88 2018 Adopted Budget
Administrative Services
Public Information Officer (PIO)
01‐113
Core Business
Serve as the liaison between the City/WRPD and the news media to coordinate the
release of information to the public and responses to inquiries
Promote the City and WRPD in a positive manner though social, written and verbal
communications, to include websites, press releases, Facebook, newsletters, video
promotions, interviews, etc.
Monitor and release information about public safety issues and criminal activity
Monitor social media sites for City departments and WRPD
Create/edit newsletters to support community outreach including Mayor’s Matters,
Economic Development, Connections and 2E Investing 4 the Future
Coordinate and promote events within the community for the City and WRPD
Plan, coordinate and promote City/WRPD programs, recognitions and events
Manage WRTV, channel 8 equipment, 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
Oversee web content updates, graphics, and provide training for web administrators
Support and advise City Manager, Mayor, Council and elected officials on public
affairs/concerns and media interaction
2017 Strategic Accomplishments
Increased the City and WRPD’s social media engagement on Facebook and Twitter
Established a new social media account for City /WRPD on NextDoor
Increased overall media coverage for City, special events and WRPD
Created and implemented communications plan for 2E projects
Supported local business ribbon cuttings and URA/City groundbreaking events
Oversaw audit of department web pages and content management
2018 Strategic Priorities
Maintain and build media relationships to create more proactive articles/interviews
Create promotional plan for 50th Anniversary
Develop outreach program for Transit Orientated Development (TOD) and 2E projects
Continue to grow social media presence and increase engagement
89 2018 Adopted Budget
01‐113 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
PIO/Communications Manager 1111
Digital Communications Specialist 0000.5
Web & Imaging Technician 00.50.50
1 1.5 1.5 1.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $69,416 $133,644 $126,500 $126,500
Materials and Supplies $0 $500 $500 $500
Other Services and Charges $157,452 $186,262 $174,762 $153,680
Capital Outlay $5,000 $0 $0 $0
$231,868 $320,406 $301,762 $280,680
Staffing and Financial Summary
Total 2018 Budget by Object
Public Information
Personnel
Services
45%
Materials and
Supplies
0.2%
Other Services
and Charges
54.8%
90 2018 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
2017 Strategic Accomplishments
Updated the procedure and process materials to improve service sustainability
Supported voluntary revenue collection by expanding and updating industry‐specific
educational materials
Improved the business licensing compliance in collaboration with multiple City divisions
and departments
In partnership with the City Treasurer, implemented standardized definitions, in
collaboration with the Colorado Municipal League (CML) and the Colorado General
Assembly to simplify the level of complexity of the City tax code
Assisted the City Treasurer in recommending an amendment to the City Code concerning
building permit fees to clarify the cost‐of‐construction valuation definition
2018 Strategic Priorities
Increase marketing to grow the number of online filings and improve the efficiency of
processing returns
91 2018 Adopted Budget
01‐115 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Sales Tax Supervisor 1111
Sales Tax Auditor 1111
Sales Tax Technician 1111
3333
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $182,312 $182,619 $165,454 $181,163
Materials and Supplies $11,944 $12,711 $12,280 $12,627
Other Services and Charges $38,863 $94,732 $85,299 $78,205
Capital Outlay $0 $0 $0 $700
$233,119 $290,062 $263,033 $272,695
Staffing and Financial Summary
Total 2018 Budget by Object
Sales Tax
Personnel
Services
66%
Materials and
Supplies
5%Other Services
and Charges
29%
92 2018 Adopted Budget
Administrative Services
Purchasing and Contracting
01‐116
Core Business
Manage procurement transactions: supplier sourcing, contract and purchase order
content, purchasing card 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 statements 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
2017 Strategic Accomplishments
Completed 35 formal solicitations and generated 169 purchase orders for a total of
$10,248,180, leveraging technology and procurement resources
Prepared materials and provided purchasing training and review of document uses for
team leaders and support staff
Increased purchasing limits and approval levels for quicker and more efficient processing
Facilitated procurement and payment options for hail damage repairs
Prioritized Investing 4 The Future RFP and RFQ solicitations
2018 Strategic Priorities
Allow and encourage use of electronic bid submittals when appropriate
Contribute materials to be used by HR when on‐boarding new staff members
Update documents and provide education regarding new purchasing limits and approval
levels
Prioritize Investing 4 The Future projects and support services
93 2018 Adopted Budget
01‐116 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Purchasing and Contracting Agent1111
Buyer II 0001
Purchasing Technician 0.5 0.5 0.5 0
1.5 1.5 1.5 2
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $100,443 $103,667 $107,425 $137,246
Materials and Supplies $917 $975 $775 $975
Other Services and Charges $19,763 $21,100 $20,380 $13,755
Capital Outlay $0 $600 $600 $0
$121,123 $126,342 $129,180 $151,976
Staffing and Financial Summary
Total 2018 Budget by Object
Purchasing and Contracting
Personnel
Services
90%
Materials and
Supplies
1%
Other Services
and Charges
9%
94 2018 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 & service level agreements with providers
Assist departments with special software projects
Provide backup and disaster recovery for server and telephone system
Insure security, reliability and integrity of the technology system
Anticipate system needs and requirements
2017 Strategic Accomplishments
Assisted with the implementation of time and attendance program
Installed Windows 10 and Office 2016 throughout the City
Upgraded the asset management system
Upgraded the video surveillance system
Upgraded to the next generation firewall solution
2018 Strategic Priorities
Install a police scheduling software package
Upgrade the email system with new hardware and software
Install a regional records management system (CAD/RMS)
Implement a regional computer‐aided dispatch system (JEFFCOM)
Upgrade document imaging and archive system
Replace police department’s automated vehicle license plate reader system
Migrate to the regional computer aided dispatch TriTech System
95 2018 Adopted Budget
01‐117 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
IT Manager 1111
Network Administrator 1111
Sr. IT Support Technician 2222
GIS Analyst 1111
IT Technician 1 0.5 0.5 0.5
6 5.5 5.5 5.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $518,816 $498,378 $515,182 $510,183
Materials and Supplies $17,532 $13,150 $15,550 $14,050
Other Services and Charges $897,453 $970,587 $965,687 $959,412
Capital Outlay $221,731 $444,083 $438,520 $286,575
$1,655,532 $1,926,198 $1,934,939 $1,770,220
Staffing and Financial Summary
Total 2018 Budget by Object
Information Technology
Personnel
Services
29%
Materials and
Supplies
1%Other Services
and Charges
54%
Capital Outlay
16%
96 2018 Adopted Budget
Ken Johnstone
Community Development
Director
Fruitdale Loft Apartments
Community Development
About Community Development
2018
Budget Priorities
Implement voter‐approved 2E
infrastructure projects
Maintain customer service
standards for ongoing hailstorm
related roofing permits and
inspections
Expand web‐based public
access to building permitting
and inspection information
Facilitate redevelopment of
priority sites across the City
Process land use entitlements
and building permits for Clear
Creek Crossing project
Promote development
opportunities surrounding
Wheat Ridge‐Ward Station Area
Due to the May hailstorm, the building staff processed approximately 6,000
re‐roof permits in 2017, with an estimated 2,000 more to be completed in 2018
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.
97 2018 Adopted Budget
2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Administration 2222
Planning 3344
Building 6666
Long Range Planning 1100
12121212
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $828,842 $918,712 $778,318 $1,011,540
Materials and Supplies $4,787 $6,360 $9,234 $5,604
Other Services and Charges $320,776 $347,314 $979,535 $601,183
Capital Outlay $160 $2,340 $2,212 $5,035
$1,154,565 $1,274,726 $1,769,299 $1,623,362
Staffing and Financial Summary
Total 2018 Budget by Object
Community Development
Personnel
Services
62%Materials and
Supplies
0.5%
Other Services
and Charges
37%
Capital Outlay
0.5%
98 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Administration $215,682 $213,043 $223,330 $246,145
Planning $216,544 $231,533 $229,836 $508,784
Building $535,673 $603,458 $1,197,373 $868,433
Long Range Planning $186,666 $226,692 $118,760 $0
$1,154,565 $1,274,726 $1,769,299 $1,623,362
Total Budget by Program
Total 2018 Budget by Object
Community Development
Administration
15%
Planning
31%Building
54%
99 2018 Adopted Budget
Director of Community
Development
Community Development
Administrative
Assistant
Chief Building
Official
Planning
Manger
Senior Planner
Planner II
Planner I
Combination
Inspector (2)
Plans Examiner/
Inspector
Permit
Technician (2)
100 2018 Adopted Budget
Community Development
Administration
01‐120
Core Business
Provide leadership for long range planning, development review and building permitting
Manage administrative activities pertaining to budget, records retention, purchasing,
public noticing and meeting minutes for four City Council appointed citizen boards and
commissions
Direct preparation of special plans and studies
Represent the City in public outreach efforts and regional real estate 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
2017 Strategic Accomplishments
Managed land use entitlement process for Clear Creek Crossing mixed use project
Completed public/private rehabilitation/re‐use of historic Fruitdale building into mixed
income housing
Oversaw staff team implementing Wheat Ridge‐Ward TOD Vision and partnered with
development community to maximize economic development impact of 2E infrastructure
funds
Instituted new procedures and hired temporary staff to help process the huge increase in
permits and inspections as a result of the May 2017 hailstorm
2018 Strategic Priorities
Facilitate review and approval of first phases of development in Clear Creek Crossing
Identify opportunities to implement City Council’s vision for enhanced code enforcement
Partner with development community to realize the Wheat Ridge‐Ward TOD Vision Plan
Partner with private sector and other public sector partners to maximize the impact of
Investing for the Future funding in the Wheat Ridge‐Ward TOD area
Facilitate revitalization of and reinvestment in the Kipling Road corridor
101 2018 Adopted Budget
01‐120 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Community Development Director1111
Administrative Assistant 1111
2222
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $211,130 $206,188 $217,995 $238,795
Materials and Supplies $695 $1,350 $1,000 $1,000
Other Services and Charges $3,857 $4,705 $3,535 $5,455
Capital Outlay $0 $800 $800 $895
$215,682 $213,043 $223,330 $246,145
Staffing and Financial Summary
Total 2018 Budget by Object
Administration
Personnel
Services
97%
Materials and
Supplies
1%
Other Services
and Charges
2%
102 2018 Adopted Budget
Community Development
Planning
01‐121
Core Business
Review, analyze, process, and present various land use and zoning applications such as
rezonings, subdivisions, site plans, special use permits, and variances
Review and approve building permits for compliance with applicable zoning regulations
Serve as staff liaison to City Council, Planning Commission, Board of Adjustment, and the
Wheat Ridge Housing Authority
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 updates in
response to City Council’s land use policy direction
Implement recommendations of the comprehensive plan and subarea plans
2017 Strategic Accomplishments
Processed land use entitlements for major mixed use developments, including the
Corners at Wheat Ridge, West End 38, and Clear Creek Crossing
Prepared updates to the zoning and development code, including those related to the
sign code, small scale alcohol production, drainage design, and small cell facilities
Expanded participation in code enforcement efforts including the TLC neighborhood
program
Implemented a landscape inspection program to ensure compliance with approved plans
Supported catalytic investments by developers and the City in the Northwest Subarea
Represented Community Development interests through the design phase of the
Wadsworth Environmental Assessment
Reorganized Planning division to include a planning manager
2018 Strategic Priorities
Review, research and propose modifications to various sections of the zoning and
development code, including extended stay lodging regulations and outdoor lighting
Develop scope of work for subarea planning process along next priority corridor
Process land use entitlement applications in and around the TOD area, the Corners at
Wheat Ridge, and the Clear Creek Crossing project
Represent Community Development interests throughout implementation of the
Investing 4 the Future projects
103 2018 Adopted Budget
01‐121 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Planning Manager 0011
Senior Planner 1111
Planner II 1111
Planner I 0111
Planning Technician 1000
3344
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $208,672 $218,831 $218,831 $339,003
Materials and Supplies $1,725 $1,210 $1,210 $2,080
Other Services and Charges $5,987 $11,142 $9,445 $166,951
Capital Outlay $160 $350 $350 $750
$216,544 $231,533 $229,836 $508,784
Staffing and Financial Summary
Total 2018 Budget by Object
Planning
Personnel
Services
66.7%
Materials and
Supplies
0.4%
Other Services
and Charges
32.8%
Capital Outlay
0.1%
104 2018 Adopted Budget
Community Development
Building
01‐122
Core Business
License contractors and issue building permits for residential and commercial
construction throughout the City
Review plans and documents to ensure compliance with adopted codes and life safety
Conduct construction field inspections for conformance with approved plans and codes
Process and respond to property maintenance code‐related complaints
Provide property‐related information and consultation to current and proposed
businesses related to alteration, expansion and relocation throughout the City
Administer hotel and motel inspection program
2017 Strategic Accomplishments
Augmented staff and procedures in response to the May hailstorm and subsequent surge
in roofing permits and inspections – residential roofing permits are estimated to exceed
6,000 in 2017 (compared with 231 in 2016) and inspection requests are averaging 160
per day (compared with 25 per day before the storm)
Implemented online tools for customers, including an online roofing permit application,
inspection cancellation form, and an improved inspection request form
Cross‐trained staff in building inspections, permitting and plan review
Scanned archived plans and storm‐related permit files into digital records
2018 Strategic Priorities
Expand the public’s web‐based access to permitting, plan review and inspections
Continue to partner with property owners and developers on the reuse and repurposing
of existing buildings
Implement electronic plan review
Fill remaining staff vacancies
Review all policies, procedures and local code amendments for clarity and consistency,
and update as needed
Revise Hotel and Motel Inspection Program to fully enforce 2012 International Property
Maintenance Code
105 2018 Adopted Budget
01‐122 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Chief Building Official 1111
Plans Examiner/Inspector 2222
Combination Inspector 1111
Senior Permit Technician 1111
Permit Technician 1111
6666
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $327,138 $408,959 $256,758 $433,742
Materials and Supplies $2,297 $3,300 $6,524 $2,524
Other Services and Charges $206,238 $190,009 $933,029 $428,777
Capital Outlay $0 $1,190 $1,062 $3,390
$535,673 $603,458 $1,197,373 $868,433
Staffing and Financial Summary
Total 2018 Budget by Object
Building
Personnel
Services
50.1%
Materials and
Supplies
0.3%Other Services
and Charges
49.6%
106 2018 Adopted Budget
Community Development
Long Range Planning
01‐123
Core Business
Manage the long range planning activities of the City to include 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
2016 Strategic Accomplishments
Supported Cre8 Your 38 streetscape design process and subsequent design refinements
Supported implementation of Northwest Subarea Plan and ULI technical advisory panel
recommendations
Partnered with prospective purchaser/developer of Fruitdale School to determine
appropriate uses and obtain necessary entitlements for this mixed income historic
rehabilitation project
Contributed planning and urban design insights as part of project team to kick off the
Wadsworth Environmental Assessment – local match funded by $7 million from the 2E
temporary sales increase passed by voters in 2016
2017 Strategic Priorities
Continue supporting implementation of the 38th Avenue Corridor Plan
Support catalytic CIP investment in the Northwest Subarea and implementation of the
subarea plan
Represent Community Development interests through the design phase of the
Wadsworth Environmental Assessment
Support developer’s work to finish Fruitdale School redevelopment
Support Housing Authority through strategic planning process
Develop scope of work for subarea planning process along next priority corridor
Review and process land use entitlements for the Corners at Wheat Ridge project at the
southwest corner of 38th and Wadsworth
107 2018 Adopted Budget
01‐123 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Senior Planner 1100
1100
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $81,902 $84,734 $84,734 $0
Materials and Supplies $70 $500 $500 $0
Other Services and Charges $104,694 $141,458 $33,526 $0
Capital Outlay $0 $0 $0 $0
$186,666 $226,692 $118,760 $0
Staffing and Financial Summary
Long Range Planning
108 2018 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.
Police Chief Dan Brennan greets young
supporter at National Night Out event
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.
Future Officer in training
2018
Budget Priorities
Provide timely and effective
law enforcement responses
for emergency and non‐
emergency assistance
Manage the startup of the
Jefferson County Emergency
Communications Authority
(JEFFCOM) for 911 services
Identify additional
commercial areas and
neighborhoods to participate
in the Traffic, Life Quality
and Crime (TLC) program
Manage the completion of
the regional records
management system
Provide additional
opportunities for citizen
input on policing services
109 2018 Adopted Budget
2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Administration 5555
Community Services Team 3332
Communications Center 13 13 13 13
Crime Prevention Team 3.5 2.5 2.5 2.5
Grants 1111
Records Team 6667
Accreditation & Training 1111
Patrol Operations 45 45 48 49
Investigations Bureau 21212222
Crime & Traffic Team 5555
103.5 102.5 106.5 107.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $8,892,411 $9,069,143 $8,975,564 $9,189,933
Materials and Supplies $90,271 $105,213 $94,124 $115,194
Other Services and Charges $700,476 $802,839 $745,677 $1,175,215
Capital Outlay $6,801 $34,933 $28,721 $20,700
$9,689,959 $10,012,128 $9,844,086 $10,501,042
Staffing and Financial Summary
Total 2018 Budget by Object
Police Department
6.0 Community Service Officers; 1.0 Crime Prevention Officer and 0.5 Police Sergeant are funded out of
the Crime Prevention Fund.
Personnel
Services
88%
Materials and
Supplies
1%
Other
Services and
Charges
10.5%
Capital Outlay
0.5%
110 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Administration $826,558 $902,810 $911,770 $1,637,502
Grants $99,791 $159,117 $157,190 $133,904
Community Services Team $282,043 $297,148 $174,603 $275,198
Communication Center $791,641 $847,528 $702,673 $393,208
Crime Prevention Team $251,192 $239,036 $244,400 $244,267
Records Team $356,769 $365,609 $401,025 $419,143
Accreditation & Training $229,214 $305,329 $259,725 $277,095
Patrol Operations $4,328,599 $4,279,414 $4,329,938 $4,439,930
Investigations Bureau $2,089,034 $2,159,610 $2,188,460 $2,204,393
Crime & Traffic Team $435,118 $456,527 $474,302 $476,402
$9,689,959 $10,012,128 $9,844,086 $10,501,042
Total Budget by Program
Total 2018 Budget by Program
Police Department
Administration
16%
Grants
1%
Community
Services Team
3%
Communication
Center
4%
Crime Prevention
Team
2%
Records Team
4%
Accreditation &
Training
3%
Patrol Operations
42%
Investigations
Bureau
21%
Crime & Traffic
Team
4%
111 2018 Adopted Budget
Police Department
*This position is accounted for under
the Administrative Services Department.
It supports the entire City, including the
Police Department.
Chief of Police
Emergency
Management
Administrative
Assistants
Division Chief
Patrol Operations
Community
Services Team
*Public
Information
Officer
Professional
Standards
SWAT Team
Division Chief
Support Services
Patrol
Commander
West Sector
Patrol Watch II
Patrol
Commander
East Sector
Patrol Watch I
Crash and Traffic
Team
Crime Prevention/
School Resource
Patrol Team A
VICE / Intelligence
Patrol Watch III
Patrol Team A
Patrol Team B
Investigations
Bureau
Commander
Metro Auto Theft
Task Force (MATT)
Police Support
Technician
Property Crime
Team
Communications
Bureau
Persons Crimes
Team
Property and
Evidence
Training and
Accrediation
Crime Research
Analyst
Records Team
West Metro Drug
Task Force
(WMDTF)
Sex Offender
Registration
Police Support
Technician
P.O.S.T. Academy
Recruits
F.T.O. Program
Patrol Team B
Patrol Team B
Patrol Team A
112 2018 Adopted Budget
Police Department
Administration
01‐201
Core Business
Provide overall administration for the Police Department’s emergency and non‐
emergency delivery of services
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 education outreach efforts related to crime, traffic and
quality of life issues
Utilize department financial resources fairly, efficiently and effectively to ensure quality
core public safety services
2017 Strategic Accomplishments
Initiated four problem‐oriented policing projects in two neighborhoods and two
commercial areas to address crime, traffic and quality of life issues
Worked toward regionalizing a records management system and 911 Center in 2018
Worked with federal, state and local emergency preparedness entities on disaster
preparedness responses and recovery
Selected a new computer aided dispatch system for the regional 911 center
Submitted a federal grant for body worn cameras
Implemented recommendations from the International Association of Chiefs of Police
(IACP) Staffing Study, including the approval of four additional police officer positions and
a new deployment plan for the Patrol Operations Division
Received a third national accreditation award from the Commission on Accreditation for
Law Enforcement Agencies (CALEA), Inc.
2018 Strategic Priorities
Support and maintain data‐driven, problem‐solving strategies and programs that address
the prevention, deterrence and reduction of crime, and hold offenders accountable
Provide change management leadership to the community and agency members
throughout the consolidation of the new records management system and 911 JEFFCOM
center
Collaborate with federal, state and local emergency preparedness agencies on
maintaining best practices for effective disaster preparedness response
113 2018 Adopted Budget
01‐201 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Chief of Police 1111
Division Chief 1111
Police Sergeant 1111
Administrative Assistant 2222
5555
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $565,323 $617,699 $630,970 $903,970
Materials and Supplies $20,782 $26,325 $23,050 $26,425
Other Services and Charges $240,353 $251,786 $250,750 $703,107
Capital Outlay $100 $7,000 $7,000 $4,000
$826,558 $902,810 $911,770 $1,637,502
Staffing and Financial Summary
Total 2018 Budget by Object
Administration
Personnel
Services
55%
Materials and
Supplies
1.5%
Other
Services and
Charges
43%
Capital Outlay
0.5%
114 2018 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
2017 Strategic Accomplishments
Utilized the 2016 Edward Byrne Assistance Grant funding to purchase a pole‐mounted
surveillance camera, accident reconstruction and diagramming software, and overtime
of personnel targeting crime and quality of life issues in specific neighborhoods in the
community
Conducted DUI and seatbelt enforcement projects throughout the City
Utilized funding from the Police Officer Standards and Training (POST) board for annual
in‐service training
Utilized funding from the Colorado Department of Transportation (CDOT ) for the Child
Safety Fair
2018 Strategic Priorities
Utilize the 2017 Edward Byrne Assistance Grant funding in conjunction with asset
forfeiture funds to purchase an automatic license plate reader
Conduct DUI and seatbelt enforcement projects throughout the City
Utilize funding from the POST board for annual in‐service training
Apply for POST training scholarships
Utilize funding from the CDOT for the Child Safety Fair
115 2018 Adopted Budget
01‐202 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Police Officer 1111
1111
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $78,920 $135,393 $133,409 $101,401
Materials and Supplies $13,371 $1,289 $1,325 $1,325
Other Services and Charges $7,500 $16,914 $17,235 $31,178
Capital Outlay $0 $5,521 $5,221 $0
$99,791 $159,117 $157,190 $133,904
Staffing and Financial Summary
Total 2018 Budget by Object
Grants
Personnel
Services
76%
Materials and
Supplies
1%
Other Services
and Charges
23%
116 2018 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 citizen calls for exterior commercial
property maintenance code violations such as the sign code, 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
2017 Strategic Accomplishments
Addressed neighborhood code concerns and service requests to increase quality of life
for the community
Developed opportunities to educate community members regarding the animal control
and code enforcement processes to generate a greater sense of community pride
Continued to develop the TLC Neighborhood Program
Streamlined community reporting method by consolidating phone lines
Outfitted all CSO vehicles with updated RMS investigative and reporting applications
2018 Strategic Priorities
Implement a proactive education and enforcement plan for addressing high complaint
and CFS locations throughout the City
Continue to develop community outreach efforts through the use of the TLC
Neighborhood Program
Generate greater community awareness regarding animal control and code enforcement
topics through department and City PIO platforms
Continue to work with Parks and Recreation and Patrol to maintain public safety and
code enforcement efforts throughout the City’s Parks
117 2018 Adopted Budget
01‐203 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Community Service Supervisor 1111
Community Service Officer ‐ Lead 0001
Community Service Officer 2220
3332
Six (6) Community Service Officers are funded out of the Crime Prevention Fund
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $204,354 $218,491 $95,746 $189,920
Materials and Supplies $1,006 $1,625 $1,625 $1,445
Other Services and Charges $74,025 $77,032 $77,232 $83,833
Capital Outlay $2,658 $0 $0 $0
$282,043 $297,148 $174,603 $275,198
Staffing and Financial Summary
Total 2018 Budget by Object
Community Services Team
Personnel
Services
69%
Materials and
Supplies
0.5%
Other Services
and Charges
30.5%
118 2018 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
2017 Strategic Accomplishments
Continued to work with other public safety entities toward a regional public safety
communication center in Jefferson County
Continued to work with Human Resources and department members to improve the
quality and efficiency of the JEFFCOM Emergency Services Specialist hiring process
Replaced mobile radio units and upgraded portable radio units
2018 Strategic Priorities
Continue to work with other public safety entities towards a regional public safety
communication center in Jefferson County with an anticipated move date by mid‐2018
Work with internal divisions to establish effective work systems covering current
communications duties that will be staying with the department
119 2018 Adopted Budget
01‐204 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Communications Manager 1111
Communications Supervisor 1111
Emergency Services Specialist 11111111
13131313
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $710,428 $765,418 $623,063 $389,608
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $80,723 $78,610 $78,610 $100
Capital Outlay $490 $3,500 $1,000 $3,500
$791,641 $847,528 $702,673 $393,208
Staffing and Financial Summary
Total 2018 Budget by Object
Communications Center
Personnel
Services
98.9%
Other Services
and Charges
0.2%
Capital Outlay
.9%
120 2018 Adopted Budget
Police Department
Crime Prevention Team (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 City schools
Develop and maintain community partnerships and programs that deter and prevent
crime, address quality of life issues, and enhance safety in our community
2017 Strategic Accomplishments
Produced additional Public Service Announcement in partnership with area schools
Continued to monitor effectiveness of Sobesky School response in order to mitigate
possible impact to neighboring community regarding traffic and other issues
Developed programs for volunteer involvement in order to help mitigate traffic issues
schools
Conducted pre‐prom Aware and Alive program for junior and seniors at Wheat Ridge
High School
2018 Strategic Priorities
Educate students on harmful effects of illegal drugs, bullying and truancy
Maintain CALEA standards in regard to the mission and duties of an School Resource
Officer
Maintain partnership with school administrators, teachers and parents
121 2018 Adopted Budget
01‐205 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Police Sergeant 0.5 0.5 0.5 0.5
School Resource Officer 3222
3.5 2.5 2.5 2.5
1.5 Officers Funded out of Crime Prevention Fund
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $251,192 $239,036 $244,400 $244,267
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $0$0$0$0
Capital Outlay $0 $0 $0 $0
$251,192 $239,036 $244,400 $244,267
Staffing and Financial Summary
Total 2018 Budget by Object
Crime Prevention Team
Personnel
Services
100%
122 2018 Adopted Budget
Police Department
Records Team
01‐206
Core Business
Police Records is a public safety function required by Colorado Revised Statutes and City of
Wheat Ridge Code of Laws whose purpose is to:
Collect, store, preserve and disseminate official actions and criminal justice records
Record technical and statistical data entry from police reports into department and state
computer databases
Ensure the security and safe‐keeping of police records
Assist citizens who choose to report criminal and non‐criminal incidents by phone or in
person that do not require a police officer’s assistance
2017 Strategic Accomplishments
Implemented the Colorado District Attorneys’ Council eDiscovery project that
electronically transfers case report documents from the Police Department to the First
Judicial District Attorney’s Office
Processed approximately 6,000 traffic citations
Processed approximately 16,000 police case reports
Entered 600 warrants received from the municipal, county and district courts
Provided fingerprinting services for approximately 575 Wheat Ridge residents or persons
who work in Wheat Ridge
2018 Strategic Priorities
Complete implementation of regionalized records management system for all Jefferson
County Law Enforcement Agencies
Develop procedures and policy for the release and retention of body‐worn camera videos
in compliance with the Colorado Open Records Act
123 2018 Adopted Budget
01‐206 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Records Supervisor 1111
Records Management Specialist 5556
6667
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $356,182 $364,524 $400,140 $418,058
Materials and Supplies $587 $685 $585 $685
Other Services and Charges $0 $400 $300 $400
Capital Outlay $0 $0 $0 $0
$356,769 $365,609 $401,025 $419,143
Staffing and Financial Summary
Total 2018 Budget by Object
Records Team
Personnel
Services
99.7%
Materials and
Supplies
0.2%
Other Services
and Charges
0.1%
124 2018 Adopted Budget
Police Department
Accreditation and Training
01‐207
Core Business
Coordinate training for Police Department personnel
Maintenance and updating of employee 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 Power Data Management System (DMS) policy, training and
accreditation modules
Manage the national and state accreditation processes, including preparing the
department for re‐accreditation
2017 Strategic Accomplishments
Achieved state and national law enforcement re‐accreditation status
Updated the training assessment program for all team members
Coordinated training in compliance with new mandatory Peace Officer Standards and
Training (POST) requirements
Implemented an on‐line training program that provides employees with relevant, on‐
going training throughout the year
Coordinated new employee orientations for 16 new hires
2018 Strategic Priorities
Provide annual in‐service training that exceeds police officer standards and training
required by POST
Implement a process to comply with the new law enforcement accreditation
requirements
Maximize no‐cost training through scholarships and grants
Provide focused leadership training for police supervisors and police officers
125 2018 Adopted Budget
01‐207 2015
Authorized
2016
Authorized
2017
Authorized
2018
AuthorizedAccreditation Manager/Training
Coordinator 1111
1111
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $68,343 $66,990 $69,056 $69,056
Materials and Supplies $27,970 $50,339 $42,589 $50,339
Other Services and Charges $132,901 $188,000 $148,080 $157,700
Capital Outlay $0 $0 $0 $0
$229,214 $305,329 $259,725 $277,095
Staffing and Financial Summary
Total 2018 Budget by Object
Accreditation and Training
Personnel
Services
25%
Materials and
Supplies
18%
Other Services
and Charges
57%
126 2018 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
2017 Strategic Accomplishments
Explored scheduling and staffing alternatives to provide greater patrol coverage during
times of peak demand
Provided training and succession planning for officers to enhance career development
Aligned organizational patrol priorities to support community partnerships and proactive
problem‐solving
Implemented and improved technologies to more fully engage and educate the
community about ongoing events and situations, partnership opportunities and to
improve transparency and accountability
2018 Strategic Priorities
Develop mitigation plans for scheduling and service delivery when conditions do not
allow for all authorized positions to be filled
Provide training, set expectations and prepare patrol officers for the upcoming
regionalization changes to communications and records management services
Support community partnerships and focus patrol priorities on proactively addressing the
issues resulting from the growing number of homeless persons in the community
Continue to explore and improve technologies to engage and educate the community
about ongoing events and situations
127 2018 Adopted Budget
01‐211 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Division Chief 1111
Police Commander 2222
Police Sergeant 6677
Police Officer 36 36 38 39
45454849
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $4,270,590 $4,205,552 $4,259,377 $4,351,205
Materials and Supplies $14,977 $14,000 $14,000 $23,975
Other Services and Charges $39,936 $40,950 $41,061 $51,550
Capital Outlay $3,096 $18,912 $15,500 $13,200
$4,328,599 $4,279,414 $4,329,938 $4,439,930
Staffing and Financial Summary
Total 2018 Budget by Object
Patrol Operations
Personnel
Services
98%
Materials and
Supplies
0.5%
Other Services
and Charges
1.2%
Capital Outlay
0.3%
128 2018 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
2017 Strategic Accomplishments
Evaluated alternative evidence procedures and maintained effective dispositions in an
effort to control inventory levels
Increased enforcement efforts to address concerns of illegal drug trafficking in the area
of I‐70 and Kipling
Exercised transparency and fairness in daily operations to incorporate the concept of
procedural justice into the Investigations Bureau
Maintained positive relationships with crime victims and victims’ support groups to
ensure that their needs were met
2018 Strategic Priorities
Act as a regional partner in the development of the county‐wide Family Justice Center
Partner with state and county agencies to impact at‐risk runaways
Reduce the amount of property being held for safekeeping
Refine the identity theft reporting process to enhance evidence collection and case
prosecution
Incorporate the Niche Records Management System into the sex offender registration
and tracking process
129 2018 Adopted Budget
01‐212 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Police Commander 1111
Police Sergeant 2222
Police Officer 13 13 14 14
Operations Support Tech III 2222
Sr. Evidence Technician 1111
Evidence Technician 1111
Crime Analyst 1111
21212222
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $1,955,905 $2,006,663 $2,048,251 $2,051,296
Materials and Supplies $11,578 $10,950 $10,950 $11,000
Other Services and Charges $121,551 $141,997 $129,259 $142,097
Capital Outlay $0 $0 $0 $0
$2,089,034 $2,159,610 $2,188,460 $2,204,393
Staffing and Financial Summary
Total 2018 Budget by Object
Investigations Bureau
Personnel
Services
93.1%
Materials and
Supplies
0.5%
Other Services
and Charges
6.4%
130 2018 Adopted Budget
Police Department
Crash and Traffic Team (CATT)
01‐213
Core Business
Reduce accidents and increase traffic safety through directed enforcement, problem‐
oriented analysis and community partnerships
Analyze accident data and implement appropriate methods to reduce accidents
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 the Colorado State Patrol to conduct commercial vehicle safety inspections
2017 Strategic Accomplishments
Increased traffic safety through directed enforcement, problem‐oriented analysis and
community partnerships
Partnered with area schools to create safe pick up and drop off zones for students
Participated in commercial vehicle safety inspections in partnership with the Colorado
State Patrol
Identified and addressed traffic safety concerns
Provided police motorcycle escorts for visiting dignitaries and fallen first responder
funerals
2018 Strategic Priorities
Address neighborhood traffic safety concerns
Address commercial truck safety in cooperation with the Colorado State Patrol
Explore opportunities to educate community members on traffic safety
Increase traffic safety through directed enforcement, problem‐oriented analysis and
community partnerships
Participate in community events and provide traffic safety education to the public
Respond to and investigate major traffic events in the City
131 2018 Adopted Budget
01‐213 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Police Sergeant 1111
Police Officer 4444
5555
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $431,174 $449,377 $471,152 $471,152
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $3,487 $7,150 $3,150 $5,250
Capital Outlay $457 $0 $0 $0
$435,118 $456,527 $474,302 $476,402
Staffing and Financial Summary
Total 2018 Budget by Object
Crash and Traffic Team
Personnel
Services
99%
Other
Services and
Charges
1%
132 2018 Adopted Budget
Public Works
About Public Works
New Kipling Bridge connects north and south sides of
Clear Creek and the Clear Creek trail
2018
Budget Priorities
Continue implementation of
the City’s new asset
management system
Complete Department self‐
evaluation required for
accreditation
Complete infrastructure
projects for: Wadsworth
Boulevard, Clear Creek
Crossing and G‐Line station
Begin implementation of
Bicycle and Pedestrian
Master Plan
Begin implementation of ADA
Transition Plan
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 Investment
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 public works.
Scott Brink
Public Works Director
133 2018 Adopted Budget
2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Administration 1111
Engineering 12121212
Operations 16171718
29303031
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $2,291,179 $2,270,272 $2,258,679 $2,484,151
Materials and Supplies $410,298 $659,725 $584,010 $586,240
Other Services and Charges $902,238 $1,057,162 $971,837 $980,345
Capital Outlay $808,828 $808,978 $789,878 $726,600
$4,412,543 $4,796,137 $4,604,404 $4,777,336
Staffing and Financial Summary
Total 2018 Budget by Object
Public Works
Personnel
Services
52%Materials and
Supplies
12%
Other Services
and Charges
21%Capital Outlay
15%
134 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Administration $150,818 $151,977 $155,384 $192,484
Engineering $1,117,828 $1,127,799 $1,132,960 $1,161,934
Operations $3,143,897 $3,516,361 $3,316,060 $3,422,918
$4,412,543 $4,796,137 $4,604,404 $4,777,336
Total Budget by Program
Total 2018 Budget by Program
Public Works
Administration
4%Engineering
24%
Operations
72%
135 2018 Adopted Budget
Director of
Public Works
Engineering
Manager
Operations
Manager
Administrative
Assistant
Operations
Support Tech
III
Civil Engineer
II
Project C.I.P.
Stormwater
Coordinator
Traffic
Operations
Tech III
Operations
Supervisor
Equipment
Operator II (3)
Equipment
Operator I (3)
Maintenance
Worker II (5)
Public Works
Engineering
Tech II
Civil Engineer
II
Construction
Civil Engineer
II
Dev. Review
Civil Engineer
II
Engineering
Tech
Engineering
Tech III
(3)
Traffic
Operations
Tech I
Lead Mechanic
Mechanic
136 2018 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, including building permit applications. Assist other City
Departments such as Parks and Police, and other internal and external stakeholders as
required
Administer and oversee 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
2017 Strategic Accomplishments
Began a self‐assessment process of the department as outlined by the American Public
Works Association (APWA), to be followed by an accreditation process through APWA
Continued with implementation of the Neighborhood Traffic Management Program
Successfully implemented customer service improvements in accordance with specific
goals in the department’s Strategic Plan, utilizing technology and collaboration with
internal stakeholders to streamline permitting, inspections, and overall customer service
Successfully completed a collaborative process with Jefferson County and neighboring
municipalities to design and implement a County bicycle wayfinding system, including
two regional routes through Wheat Ridge
Began the implementation of a new asset management system
2018 Strategic Priorities
Complete installment of the asset management system
Complete the departmental self‐assessment and begin APWA accreditation process
Continue progressive implementation of the 2E Projects, including the following:
o Substantial construction of the I‐70 hook‐ramps to Clear Creek Crossing
o Commence design of targeted infrastructure improvements near the G‐Line
Station
o Complete approvals for the Wadsworth Project through CDOT and FHWA and
close remaining funding gaps
137 2018 Adopted Budget
01‐301 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Public Works Director 1111
1111
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $148,030 $148,027 $152,934 $188,534
Materials and Supplies $0 $100 $100 $100
Other Services and Charges $2,788 $3,650 $2,150 $3,650
Capital Outlay $0 $200 $200 $200
$150,818 $151,977 $155,384 $192,484
Staffing and Financial Summary
Total 2018 Budget by Object
Administration
Personnel
Services
97%
Materials and
Supplies
0.1%Other Services
and Charges
2.9%
138 2018 Adopted Budget
Engineering
01‐302
Core Business
Plan and administer the design and construction of street, drainage, traffic, and other
public improvement projects identified in the Capital Investment Program
Review and approve proposed development construction documents such as: roadway
design and grading, drainage plans, final drainage reports, surveys and plats, legal
agreements, and other documents to assure 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 general
public and other community stakeholders
Support all City departments on all matters requiring engineering expertise
Manage and support flood zone mapping, regulations, and other related issues
2017 Strategic Accomplishments
Completed the Wadsworth Corridor Environmental Assessment
Enhanced the City’s flood plain management program, improved the City’s rating under
the federal program (NFIP) to a 5, reducing flooding and flood insurance costs for citizens
Completed final design the Wadsworth Corridor improvement plan
Completed the Bicycle and Pedestrian Master and ADA Transition Plans, and began
implementing priority measures as identified in the plans
Implemented an asset management system for the City’s ADA ramp inventory
Successfully collaborated with the cities of Lakewood, Mountain View, Lakeside, and
CDOT to complete pavement rehabilitation on shared major streets
2018 Strategic Priorities
Complete the review and adoption of revised flood mapping in cooperation with the
Federal Emergency Management Agency (FEMA)
Commence easement and right‐of‐way acquisitions as required for the Wadsworth
Boulevard reconstruction project
Commence implementation of policies, processes, and improvements as identified in the
ADA Transition Plan
Commence strategic implementation of specific programs, policies, and improvements as
identified in the Bicycle and Pedestrian Master Plan
Implementation of 2E strategic priorities and improvements with the assistance of a
professional consultant
139 2018 Adopted Budget
01‐302 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Engineering Manager 1111
Administrative Assistant 1111
Civil Engineer II 3344
Stormwater Coordinator 1111
Engineering Technician 6655
12121212
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $1,077,296 $1,038,863 $1,051,363 $1,101,199
Materials and Supplies $4,112 $6,499 $4,910 $7,240
Other Services and Charges $27,542 $80,637 $75,387 $51,995
Capital Outlay $8,878 $1,800 $1,300 $1,500
$1,117,828 $1,127,799 $1,132,960 $1,161,934
Staffing and Financial Summary
Total 2018 Budget by Object
Engineering
Personnel
Services
95%
Materials and
Supplies
0.4%Other Services
and Charges
4.5%
Capital Outlay
0.1%
140 2018 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
Maintain 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
2017 Strategic Accomplishments
Continued to enhance traffic signal communications capabilities, including upgrading of
obsolete traffic signal components
Replaced ten vehicles (five Police, four Public Works and one Parks and Recreation)
Assessed damages, and facilitated repairs for more than 93 vehicles, 100 street lights and
miscellaneous buildings, caused by the May 2017 hailstorm
Completed a process through Human Resources to strategically review and restructure
Traffic Operations within the Division to streamline efficiency and guide long‐term needs
2018 Strategic Priorities
Complete implementation of the Asset Management Program in cooperation
Complete installation of new streetlights on 38th Avenue and other locations damaged by
the May 2017 hailstorm
Complete damage claims for vehicles, lighting, facilities, and other property damaged in
the May 2017 hailstorm
Work with the Engineering Division to streamline traffic operations and other cross‐
divisional responsibilities as identified in the prioritization and restructuring strategies set
in the department Strategic Plan
141 2018 Adopted Budget
01‐303 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Operations Manager 1111
Operations Supervisor 1111
Operations Support Technician III 1111
Equipment Operator II 3333
Equipment Operator I 2233
Maintenance Worker II 5645
Traffic Control Technician 1100
Lead Mechanic 1111
Mechanic 1111
Traffic Operations Tech III 0011
Traffic Operations Tech I 0011
16171718
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $1,065,853 $1,083,382 $1,054,382 $1,194,418
Materials and Supplies $406,186 $653,126 $579,000 $578,900
Other Services and Charges $871,908 $972,875 $894,300 $924,700
Capital Outlay $799,950 $806,978 $788,378 $724,900
$3,143,897 $3,516,361 $3,316,060 $3,422,918
Staffing and Financial Summary
Total 2018 Budget by Object
Operations
Personnel
Services
35%
Materials and
Supplies
17%Other Services
and Charges
27%
Capital Outlay
21%
142 2018 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
Joyce Manwaring Director of Parks & Recreation
2018
Budget Priorities
Complete Phase II of
Prospect Park Renovation
Make Facility Maintenance
and Security Improvements
Conduct Cost Recovery
Analysis
Support Historical Park
Operations
Director Joyce Manwaring and Parks and Recreation Analyst Matt
Anderson accepting the CAPRA accreditation award
143 2018 Adopted Budget
2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Administration 2222
Recreation 1.5 1.5 1.5 1.5
Parks Maintenance 12121212
Forestry 3333
Natural Resoures 3330
Athletics 2222
General Programs 2 2 2 2.5
Outdoor Pool 0 0 0 0.5
Active Adult Center 4.125 4.625 4.625 4.625
Facilities Maintenance 1111
30.625 31.125 31.125 29.125
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $2,357,837 $2,483,820 $2,498,032 $2,854,836
Materials and Supplies $311,428 $443,314 $345,119 $421,503
Other Services and Charges $1,287,187 $1,666,776 $1,507,428 $1,572,327
Capital Outlay $320,851 $81,306 $81,306 $298,429
$4,277,303 $4,675,216 $4,431,885 $5,147,095
Staffing and Financial Summary
Total 2018 Budget by Object
Parks and Recreation
Personnel
Services
55%
Materials and
Supplies
8%
Other
Services and
Charges
31%
Capital
Outlay
6%
144 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Administration $248,571 $245,450 $252,743 $351,053
Recreation $207,953 $231,120 $243,403 $240,600
Parks Maintenance $1,386,765 $1,557,219 $1,403,821 $1,829,380
Forestry $390,180 $436,565 $421,059 $487,987
Natural Resources $232,547 $346,601 $304,549 $187,019
Anderson Building $39,558 $26,373 $24,700 $26,529
Athletics $181,102 $189,668 $191,460 $202,652
General Programs $245,551 $270,754 $273,021 $302,031
Outdoor Pool $360,074 $267,390 $257,337 $353,757
Active Adult Center $492,172 $570,544 $547,178 $587,737
Historic Buildings $84,899 $81,090 $73,603 $78,699
Facilities Maintenance $407,931 $452,442 $439,011 $499,651
$4,277,303 $4,675,216 $4,431,885 $5,147,095
Total Budget by Program
Total 2018 Budget by Program
Parks and Recreation
Administration
7%Recreation
5%
Parks
Maintenance
36%
Forestry
9%Natural Resources
4%Anderson Building
0.5%
Athletics
4%
General Programs
6%
Outdoor Pool
7%
Active Adult
Center
11%
Historic Buildings
.5%
Facilities
Maintenance
10%
145 2018 Adopted Budget
Director of
Parks and Recreation
Parks, Forestry
and Open Space Manager
Parks and Recreation Department
Forestry and Open Space
Supervisor
Parks Project Coordinator
Operations Supervisor
Recreation
and Facilities Manager
Recreation
SupervisorSenior Programs
Recreation
SupervisorFacility & Fitness
Recreation
SupervisorGeneral/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
Operations Support
Technician III
Marketing Generalist
(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 (1.13)
Operations
Support Technician II
(1.0)
Operations Support
Technician II (1.0)
Intermittent& Seasonal Employees
(non‐
benefitted)
Facility
Coordinator (2)
Facility Assistant
(.5)
Operations
Support
Technician III (1.0)
Fitness
Coordinator(0.5)
Building Services
Technician
Pool
Manager (1.5)
Intermittent& Seasonal
Employees
(non‐benefitted)
Seasonal Employees
(non‐
benefitted)
Facility Maintenance Supervisor
(1)
Intermittent &
Seasonal
Employees (non‐benefitted)
Intermittent
& Seasonal
Employees (non‐benefitted)
Pool Coordinator
(1.0)
Recreation
Leader (0.5)
146 2018 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 Park 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
2017 Strategic Accomplishments
Completed development and construction drawings for Prospect Park Renovation
Completed construction (Phase I) of Prospect Park
National Gold Medal Award Finalist – National Recreation and Park Association
Developed a HEAL Advisory Committee to create and accomplish HEAL initiatives
Received national accreditation by the Committee for Accreditation of Park and
Recreation Agencies through the National Recreation and Park Association (NRPA)
Awarded the State Trails Grant for the reconstruction of the Johnson Park Trail
2018 Strategic Priorities
Complete national accreditation annual report
Complete design, construction and development drawings for Prospect Park Phase II
Complete design, construction and development drawings for Anderson Park
Renovations Project
Apply for the Great Outdoors Colorado Grant
Reconstruct Johnson Park trail and trailhead
147 2018 Adopted Budget
01‐601 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Parks & Recreation Director 1111
Parks & Recreation Analyst 1111
2222
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $231,909 $230,025 $239,543 $289,543
Materials and Supplies $4,943 $7,800 $6,000 $5,200
Other Services and Charges $11,719 $7,625 $7,200 $56,310
Capital Outlay $0 $0 $0 $0
$248,571 $245,450 $252,743 $351,053
Staffing and Financial Summary
Total 2018 Budget by Object
Administration
Personnel
Services
82%
Materials and
Supplies
2%
Other Services
and Charges
16%
148 2018 Adopted Budget
Parks and Recreation
Recreation
01‐602
Core Business
Supervise, administer and manage the Recreation division, which includes operation and
programming of the Recreation Center, Active Adult Center, 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
2017 Strategic Accomplishments
Implemented Mobile WebTrac to improve online registration for mobile users
Contracted with a consulting firm to complete a facility security assessment at the
Municipal Building, Recreation Center and Active Adult Center
Created a public art maintenance plan
Implemented and updated intermittent staff pay plan to incorporate the State voter‐
approved minimum wage increase
2018 Strategic Priorities
Incorporate new branding strategies into marketing and promotional materials
Create a Parks and Recreation sub‐site on the City’s website
Create a five‐year plan for the yearly implementation of the voter‐approved minimum
wage increases
Implement facility security assessment recommendations
149 2018 Adopted Budget
01‐602 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Recreation & Facilities Manager 1111
Marketing Generalist 0.5 0.5 0.5 0.5
1.5 1.5 1.5 1.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $181,749 $186,699 $199,818 $203,071
Materials and Supplies $20,560 $28,970 $28,455 $31,457
Other Services and Charges $5,644 $15,451 $15,130 $6,072
Capital Outlay $0 $0 $0 $0
$207,953 $231,120 $243,403 $240,600
Staffing and Financial Summary
Total 2018 Budget by Object
Recreation
Personnel
Services
84%
Materials and
Supplies
13%
Other Services
and Charges
3%
150 2018 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
2017 Strategic Accomplishments
Managed right‐of‐way contracts for Tabor Streetscape and Gold Line projects
Installed two computerized water metering devices, resulting in water savings and
measured irrigation water delivery
Mowed over three million square feet of turf more than 20 times throughout the mowing
season
2018 Strategic Priorities
Repair damaged park facilities as a result of the May 2017 hailstorm
Assist in Phase II of the Anderson Park design development and construction project
Replace Boyd’s Crossing playground and meet ADA requirements
Incorporate new renovations to Prospect Park into Park’s maintenance plan
151 2018 Adopted Budget
01‐603 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Parks, Forestry, and Open Space
Manager (P&R)0001
Operations Supervisor (P&R)0001
Parks Project Coordinator (P&R)0001
Crew Leader ‐ Parks Maintenance
(P&R)0002
Parks Maintenance Worker II 6666
Parks Maintenance Worker I 5550
Operations Support Technician III 0011
Sr. Staff Assistant 1100
12121212
Five (5) positions funded out of Open Space Fund
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $607,038 $647,708 $619,186 $971,983
Materials and Supplies $48,959 $77,263 $55,207 $70,313
Other Services and Charges $637,477 $787,942 $685,122 $715,555
Capital Outlay $93,291 $44,306 $44,306 $71,529
$1,386,765 $1,557,219 $1,403,821 $1,829,380
Staffing and Financial Summary
Total 2018 Budget by Object
Parks Maintenance
Personnel Services
53%
Materials and
Supplies
4%
Other Services and
Charges
39%
Capital Outlay
4%
152 2018 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
2017 Strategic Accomplishments
Implemented the Forestry Management Plan through integrated procedures and
protocols
Expanded Integrated Pest Management (IPM) by setting and monitoring traps for pests
Trapped and sampled for the Emerald Ash Borer
Updated tree inventory, maintenance and health records
Maintained flower beds, shrub beds, and tree rings
2018 Strategic Priorities
Use new platforms for forestry education and outreach
Monitor the Emerald Ash Borer and implement management plan
Implement VUEWorks for managing work orders and the tree inventory
Update sustainable landscaping for specified parks
Maintain flower beds, shrub beds, and tree rings
153 2018 Adopted Budget
01‐604 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Forestry Technician 1111
Forestry Assistant 1111
Horticulture Technician 1111
3333
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $205,790 $225,567 $225,567 $238,483
Materials and Supplies $25,515 $38,719 $28,305 $41,384
Other Services and Charges $158,875 $172,279 $167,187 $208,120
Capital Outlay $0 $0 $0 $0
$390,180 $436,565 $421,059 $487,987
Staffing and Financial Summary
Total 2018 Budget by Object
Forestry
Personnel
Services
49%
Materials and
Supplies
8%
Other Services
and Charges
43%
154 2018 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
2017 Strategic Accomplishments
Expanded grazing program including a grazing area analysis and an educational
component
Coordinated revegetation efforts in the Wheat Ridge Greenbelt, assisted by IES and
Summer Sun Camp volunteers who contributed over 1,000 hours
Installed three flood gates and onsite signage for rerouting trail users when trails are
underwater
2018 Strategic Priorities
Implement a collaborative signage and mapping plan for the regional Peaks to Plains
multi‐agency partnership encompassing the Wheat Ridge portion of the Clear Creek Trail
Complete trail facility‐related projects to comply with Americans with Disabilities Act
(ADA)
Add improvements to Lewis Meadows including bridge re‐decking and an onsite
informational kiosk
Expand environmental education program outreach efforts into area schools
Update Open Space Management Plan
155 2018 Adopted Budget
01‐605 2015
Authorized
2016
Authorized
2017
Authorized
2018
AuthorizedForestry & Open Space
Supervisor 1110
Parks Maintenance Worker II 1110
Parks Maintenance Worker I 1110
3330
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $156,996 $185,326 $197,544 $34,264
Materials and Supplies $11,591 $69,460 $17,860 $43,460
Other Services and Charges $63,960 $91,815 $89,145 $86,295
Capital Outlay $0 $0 $0 $23,000
$232,547 $346,601 $304,549 $187,019
Staffing and Financial Summary
Total 2018 Budget by Object
Natural Resources
Personnel
Services
19%
Materials and
Supplies
23%
Other Services
and Charges
46%
Capital Outlay
12%
156 2018 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
2017 Strategic Accomplishments
Hosted a sanctioned power lifting event
Updated internal Building Supervisors Training Manual
Added early‐morning Jazzercise sessions
Contracted with one additional multi‐date gym rental group
2018 Strategic Priorities
Begin renovation of building and pool house as part of the Anderson Park renovations
funded by 2E
157 2018 Adopted Budget
01‐620 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
No Staff Authorized 0000
0000
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $7,372 $7,855 $7,750 $7,855
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $32,186 $18,518 $16,950 $18,674
Capital Outlay $0 $0 $0 $0
$39,558 $26,373 $24,700 $26,529
Staffing and Financial Summary
Total 2018 Budget by Object
Anderson Building
Personnel
Services
30%
Other Services
and Charges
70%
158 2018 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
Coordinate athletic leagues
Coordinate local youth groups field use
Schedule field use and rentals, and implement user fees
2017 Strategic Accomplishments
Created skill‐development program for soccer players ages 5‐8
Redefined the soccer club coach position for the purpose of providing training for
coaches and skill clinics for players
Implemented a pilot program for the Youth Volleyball Camp
Increased participation in the Middle School Sports Program by adding Compass
Montessori and Mountain Phoenix schools
2018 Strategic Priorities
Explore opportunities to offer additional athletic programs for active adults
Collaborate with marketing team to increase participation in middle school sports
159 2018 Adopted Budget
01‐621 2015
Authorized
2016
Authorized
2017
Authorized
2018
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
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $156,412 $162,800 $166,820 $175,979
Materials and Supplies $21,554 $22,983 $21,000 $22,313
Other Services and Charges $3,136 $3,885 $3,640 $4,360
Capital Outlay $0 $0 $0 $0
$181,102 $189,668 $191,460 $202,652
Staffing and Financial Summary
Total 2018 Budget by Object
Athletics
Personnel
Services
87%
Materials and
Supplies
11%
Other Services
and Charges
2%
160 2018 Adopted Budget
Parks and Recreation
General Programs
01‐622
Core Business
Provide state‐licensed preschool program and summer day camp program
Provide quality educational arts and crafts and general interest programs for parents and
children, preschoolers, youth, teens and adults
Coordinate Easter Egg Hunt, Holiday Celebration on Ridge at 38, holiday classes and
Performances in the Park
Offer and implement quality recreation programs including sports, fitness, outdoor
recreation, general interest and special events
Coordinate inclusion opportunities for individuals with and without disabilities
2017 Strategic Accomplishments
Increased sponsorships for special events by adding events in the sponsorship brochure
and by researching and implementing new marketing opportunities
Provided new classes for youth and adult programs including adult Taekwondo, Mad
Science and women’s Fly Fishing
Researched opportunities to grow the Summer Sun Camp program in terms of
participation, capacity, and revenue
Conducted two new trainings for State licensed program team members including:
Standard Precautions and FEMA Emergency Evacuation of Young Children
2018 Strategic Priorities
Research opportunities to support program activities and events at the Historical Park
Add new youth dance classes to expand the dance program
Add one new special event based upon research and patron surveys
Revamp Summer Sun Camp registration process and policies
Implement new marketing strategies to maximize enrollment in licensed preschool
program
161 2018 Adopted Budget
01‐622 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Recreation Supervisor 1111
Recreation Leader 0000.5
Recreation Coordinator 1111
2222.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $211,887 $227,790 $232,452 $259,164
Materials and Supplies $25,267 $31,547 $30,000 $30,697
Other Services and Charges $8,397 $11,417 $10,569 $12,170
Capital Outlay $0 $0 $0 $0
$245,551 $270,754 $273,021 $302,031
Staffing and Financial Summary
Total 2018 Budget by Object
General Programs
Personnel
Services
86%
Materials and
Supplies
10%
Other Services
and Charges
4%
162 2018 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
2017 Strategic Accomplishments
Offered extended hours of service three days a week during the season
Tracked the results of the Clear Comfort Advanced Oxidation System which provided a
positive impact on pool clarity and disinfection
Participated in the American Red Cross Aquatic Examiner program
Developed an online program survey to receive customer input
Offered continuing education for front line team members on customer service and
guarding efficiency
Offered front line and lifeguard training instructor courses head lifeguards
Replaced slide damaged in the May hailstorm
2018 Strategic Priorities
Extend hours of service to four days a week during the summer pool season
Participate in the American Red Cross Aquatic Examiner program
Enhance guest services through additional front desk coverage
Expand continuing education to frontline team members on customer service and
guarding efficiency
Provide frontline certified pool operator and lifeguard training courses for instructors and
head lifeguards
163 2018 Adopted Budget
01‐623 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Pool Manager 0000.5
0000.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $120,292 $116,709 $115,949 $164,802
Materials and Supplies $61,008 $49,355 $48,062 $56,995
Other Services and Charges $24,977 $66,326 $58,326 $64,960
Capital Outlay $153,797 $35,000 $35,000 $67,000
$360,074 $267,390 $257,337 $353,757
Staffing and Financial Summary
Total 2018 Budget by Object
Outdoor Pool
Personnel
Services
47%
Materials and
Supplies
16%
Other Services
and Charges
18%
Capital Outlay
19%
164 2018 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
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 appropriate marketing campaigns
Offer the SilverSneakers® program for members of Kaiser Permanente, United
Healthcare, Anthem Blue Cross and Blue Shield, Aetna, AARP, Humana and other
qualifying health plans
Supervise and manage the facility and coordinate rentals for parties, social gatherings
and meetings
Oversee the Center’s volunteer program
2017 Strategic Accomplishments
Collected data that will be used in developing a strategic programming and facility plan
for the Active Adult Center
Developed a five‐year Wheat Ridge Community Foundation senior fund expenditure plan
Redesigned amplified sound and video system in Prospect Hall to meet current program
needs
Installed two new drinking fountains, with water bottle filling capability, and two ceiling
fans in Prospect Hall
2018 Strategic Priorities
Continue to implement action items to comply with 10‐year AAC strategic plan
Install a ceiling fan in the Ketner Room
Replace carpet and flooring throughout the facility
165 2018 Adopted Budget
01‐624 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Recreation Supervisor 1111
Recreation Coordinator 1.125 1.625 1.625 1.625
Operations Support Technician II 1112
Operations Support Technician I 1110
4.125 4.625 4.625 4.625
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $363,738 $382,198 $382,799 $396,383
Materials and Supplies $53,884 $70,192 $63,955 $63,759
Other Services and Charges $67,441 $118,154 $100,424 $99,195
Capital Outlay $7,109 $0 $0 $28,400
$492,172 $570,544 $547,178 $587,737
Staffing and Financial Summary
Total 2018 Budget by Object
Active Adult Center
Personnel
Services
72%
Materials and
Supplies
11%
Other Services
and Charges
17%
166 2018 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
the 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
2017 Strategic Accomplishments
Completed exterior chinking and daubing repairs to Johnson Cabin
Completed exterior repairs to south wood porch and gutter system of the Brick House
Museum in the Historical Park
Replaced carpet runner on the main stairway of the Richard's Hart Estate
Renovated south entrance door of the Richard’s Hart Estate
2018 Strategic Priorities
Research opportunities to support program activities and events at the Historic Park
Incorporate maintenance repairs to newly acquired Historic Post Office building in
Historic Park
Manage repair work to historic buildings caused by the May 2017 hailstorm
167 2018 Adopted Budget
01‐625 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
No Staff Authorized 0000
0000
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $12,638 $13,457 $12,918 $15,623
Materials and Supplies $6,387 $5,600 $4,850 $13,800
Other Services and Charges $44,099 $62,033 $55,835 $44,776
Capital Outlay $21,775 $0 $0 $4,500
$84,899 $81,090 $73,603 $78,699
Staffing and Financial Summary
Total 2018 Budget by Object
Historic Buildings
Personnel
Services
20%
Materials and
Supplies
17%
Other Services
and Charges
57%
Capital Outlay
6%
168 2018 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
2017 Strategic Accomplishments
Consulted with on‐call engineering company to design plumbing upgrades at City Hall
Coordinated various work space remodels
Provided responsive internal customer service
Coordinated the work of vendors assessing the damage to City facilities as a result of
the May 2017 hailstorm
2018 Strategic Priorities
Complete Police Department Evidence Building remodel
Oversee construction phase of City Hall plumbing upgrades
Coordinate various workspace remodels
169 2018 Adopted Budget
01‐118 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Facility Maintenance Supervisor 1111
1111
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $102,016 $97,686 $97,686 $97,686
Materials and Supplies $31,760 $41,425 $41,425 $42,125
Other Services and Charges $229,276 $311,331 $297,900 $255,840
Capital Outlay $44,879 $2,000 $2,000 $104,000
$407,931 $452,442 $439,011 $499,651
Staffing and Financial Summary
Total 2018 Budget by Object
Facilities Maintenance
Personnel
Services
20%
Materials and
Supplies
8%
Other Services
and Charges
51%
Capital Outlay
21%
170 2018 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.
2018
Budget Priorities
Complete facility energy
audit
Recertify all Team Members
in CPR/AED/First Aid
Create a Parks and
Recreation sub‐site within
the City website
Offer certified pool operator
training for aquatics staff
(l to r) Wheat Ridge Recreation
Center, Recreation and Facilities
Manager Julie Brisson and Parks
Forestry and Open Space Manager
Rick Murray, and Taekwondo
Class.
171 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $877,476 $695,970 $745,207 $480,002
Revenues
Facility Operations $1,847,176 $1,885,280 $1,850,000 $1,933,500
Aquatics $135,653 $117,020 $136,043 $136,131
Fitness $166,167 $166,723 $167,000 $169,735
Interest $16,294 $8,000 $8,000 $8,000
Miscellaneous $554 $0 $12,500 $25,000
Total Revenues $2,165,844 $2,177,023 $2,173,543 $2,272,366
Total Available Funds $3,043,320 $2,872,993 $2,918,750 $2,752,368
EXPENDITURES
Facility Operations $1,242,557 $1,287,720 $1,296,556 $1,354,793
Aquatics $712,882 $717,666 $734,350 $745,956
Fitness $282,356 $316,180 $313,853 $338,722
Marketing $60,318 $86,532 $93,989 $96,204
Total Expenditures $2,298,113 $2,408,098 $2,438,748 $2,535,675
Ending Fund Balance $745,207 $464,895 $480,002 $216,693
Recreation Center Fund
172 2018 Adopted Budget
2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Facility Operations 7 6.5 6.5 6.5
Aquatics 3 3.5 3.5 3.5
Fitness 0.5 0.5 0.5 0.5
Marketing 0.5 0.5 0.5 0.5
11111111
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $1,638,164 $1,671,214 $1,744,003 $1,797,911
Materials and Supplies $167,217 $199,610 $192,800 $200,227
Other Services and Charges $492,728 $537,274 $501,945 $537,537
Capital Outlay $0 $0 $0 $0
$2,298,109 $2,408,098 $2,438,748 $2,535,675
Staffing and Financial Summary
Total 2018 Budget by Object
Recreation Center Fund
Personnel
Services
71%Materials and
Supplies
8%
Other Services
and Charges
21%
173 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Facility Operations $1,242,555 $1,287,720 $1,296,556 $1,354,793
Aquatics $712,882 $717,666 $734,350 $745,956
Fitness $282,355 $316,180 $313,853 $338,722
Marketing $60,317 $86,532 $93,989 $96,204
$2,298,109 $2,408,098 $2,438,748 $2,535,675
Total Budget by Program
Total 2018 Budget by Program
Recreation Center Fund
Facility
Operations
54%
Aquatics
29%
Fitness
13%
Marketing
4%
174 2018 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 Recreation Center ballrooms, park shelters and
pavilions
2017 Strategic Accomplishments
Monitored and prioritized five‐year replacement schedule for capital equipment repair
and replacement
Recertified all Team Members in CPR/AED/First Aid to maintain a safe facility for patrons
Cleaned entire facility during annual maintenance shutdown including: resurfaced hard
wood floors, repaired tile and grout in pool and locker room areas, painted interior and
exterior of the Recreation Center, replaced carpet in aquatic office with tile, and cleaned
ducts in the aquatics and administration areas
Incorporated new ways to utilize registration software to improve information and
systems
2018 Strategic Priorities
Continue to implement sustainability plan for the facility
Monitor and prioritize five‐year replacement schedule for capital equipment repair and
replacement
Manage the insurance repairs from the May 2017 hailstorm
Complete facility energy audit
175 2018 Adopted Budget
64‐602 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Facility Operations Supervisor 1111
Facility Coordinator 0222
Facility Assistant 3 0.5 0.5 0.5
Operations Support Tehcnician III 0001
Recreation Support Technician 1110
Building Services Technician 0001
Custodian 1110
Facility Maintenance Supervisor 0001
Facility Maintenance Technician 1110
7 6.5 6.5 6.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $731,770 $732,166 $769,754 $795,920
Materials and Supplies $73,200 $78,770 $77,750 $80,070
Other Services and Charges $437,585 $476,784 $449,052 $478,803
Capital Outlay $0 $0 $0 $0
$1,242,555 $1,287,720 $1,296,556 $1,354,793
Staffing and Financial Summary
Facility Operations
Total 2018 Budget by Object
Personnel
Services
59%
Materials and
Supplies
6%
Other Services
and Charges
35%
176 2018 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
2017 Strategic Accomplishments
Replaced grating in the leisure pool
Replaced the frog slide
Continued to provide water safety education to guests
Provided a venue for competitive swim teams to practice
Provided training to aquatic staff on industry standards and best practices
Developed online survey for aquatic programs
Offered an instructor training academy for the American Red Cross
2018 Strategic Priorities
Offer additional private swim lessons to meet the current demand
Continue to meet community need for swim lessons
Provide a venue for competitive teams to practice and conduct swim meets
Participate in the American Red Cross Aquatic Examiner program
Offer continuing education for front line team members on customer service and
guarding efficiency
Offer certified pool operator and lifeguard training instructor courses for head lifeguards
177 2018 Adopted Budget
64‐604 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Recreation Supervisor 1111
Aquatics Coordinator 0001
Pool Manager 2 2.5 2.5 1.5
3 3.5 3.5 3.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $614,387 $601,133 $630,120 $632,093
Materials and Supplies $53,841 $72,500 $67,300 $71,830
Other Services and Charges $44,654 $44,033 $36,930 $42,033
Capital Outlay $0 $0 $0 $0
$712,882 $717,666 $734,350 $745,956
Staffing and Financial Summary
Total 2018 Budget by Object
Aquatics
Personnel
Services
85%Materials and
Supplies
9%
Other Services
and Charges
6%
178 2018 Adopted Budget
Recreation Center Operations Fund
Fitness
64‐605
Core Business
Coordinate and supervise comprehensive fitness programs for all ages including: specialty
fitness classes, massage, Reiki, personal training, aerobics, cycling, Silver Sneakers, 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 the Kaiser, Secure Horizon, Anthem,
Aetna, AARP, Humana and other health plans
Offer CancerFit program for participants with cancer diagnosis
Provide fitness programming for evolving fitness trends
2017 Strategic Accomplishments
Participated in annual shutdown and maintenance of the Recreation Center
Conducted a successful DISCOVER event with high attendance and positive response to
class and activity promotions
Researched strategies to increase revenue in the personal training and massage programs
Recertified all Team Members in CPR/AED/First Aid to maintain a safe facility for patrons
Replaced elliptical and cycle equipment
2018 Strategic Priorities
Continue to research strategies to increase revenue in the personal training and massage
programs
Recertify all Team Members in CPR/AED/First Aid to maintain a safe facility for patrons
Research and purchase new fitness equipment including Pilates Reformers, cardio
machines and weight equipment
179 2018 Adopted Budget
64‐605 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Recreation Supervisor 0000
Recreation Coordinator 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $261,734 $291,597 $289,220 $314,989
Materials and Supplies $12,951 $14,650 $14,650 $12,650
Other Services and Charges $7,670 $9,933 $9,983 $11,083
Capital Outlay $0 $0 $0 $0
$282,355 $316,180 $313,853 $338,722
Staffing and Financial Summary
Total 2018 Budget by Object
Fitness
Personnel
Services
93%
Materials and
Supplies
4%
Other Services
and Charges
3%
180 2018 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
2017 Strategic Accomplishments
Developed a brand identity and implementation strategy for the Parks and Recreation
Department
Incorporated the new brand on flyers, posters, ads, brochures, and uniforms
Updated the Recreation Center marketing displays with new and improved options
Implemented Mobile WebTrac to improve online registration for the mobile user
Expanded sponsorship opportunities to increase revenue and build relationships in the
community
2018 Strategic Priorities
Create a Parks and Recreation subsite within the City website to improve the online
experience for customers
Complete the final phase of the branding process which includes developing guidelines
and manual
Implement a new structure for the printing and distribution of the Possibilities and
Activities Guide
181 2018 Adopted Budget
64‐607 2015
Authorized
2016
Authorized
2017
Authorized
2018
Authorized
Marketing Generalist 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Personnel Services $30,273 $46,318 $54,909 $54,909
Materials and Supplies $27,225 $33,690 $33,100 $35,677
Other Services and Charges $2,819 $6,524 $5,980 $5,618
Capital Outlay $0 $0 $0 $0
$60,317 $86,532 $93,989 $96,204
Staffing and Financial Summary
Total 2018 Budget by Object
Marketing
Personnel
Services
57%
Materials and
Supplies
37%
Other
Services and
Charges
6%
182 2018 Adopted Budget
Public Art Fund
Special Funds
Fund 12 2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $65,819 $82,641 $83,610 $95,935
Revenues
Building Use Tax $5,373 $10,000 $6,185 $9,000
Building Permits $2,293 $6,070 $2,171 $2,000
Plan Review Fees $1,329 $2,050 $1,264 $1,300
Development Review Fees $0 $0 $125 $130
Interest $74 $100 $80 $100
One Percent Public Projects $8,722 $9,250 $2,500 $99,000
Total Revenues $17,791 $27,470 $12,325 $111,530
Total Available Funds $83,610 $110,111 $95,935 $207,465
Expenditures
Public Art Acquisition $0 $0 $0 $20,000
Total Expenditures $0 $0 $0 $20,000
Ending Fund Balance $0 $0 $0 $187,465
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
183 2018 Adopted Budget
Police Investigation Fund
Special Funds
Fund 17 2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $92,842 $44,456 $68,969 $49,019
Revenues
Interest $72 $150 $50 $50
Miscellaneous Revenue $0 $0 $0 $0
Total Revenues $72 $150 $50 $50
Total Available Funds $92,914 $44,606 $69,019 $49,069
Expenditures
Operating Supplies $410 $0 $0 $0
Other Major Equipment $23,535 $20,000 $20,000 $20,000
Contract Services $0 $0 $0 $5,000
Total Expenditures $23,945 $20,000 $20,000 $25,000
Ending Fund Balance $68,969 $24,606 $49,019 $24,069
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 requirement 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.
184 2018 Adopted Budget
Clear Creek Trail
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
2017 Strategic Accomplishments
Completed Prospect Park Renovations Phase I
Replaced Bass Lake retaining wall
Reconstructed Johnson Park Trail
Constructed equipment storage building
2018 Strategic Priorities
Anderson Park Renovations
Prospect Park Renovations Phase II
Clear Creek Trail Replacement and Repair
185 2018 Adopted Budget
Fund 32 2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $1,225,330 $1,246,666 $1,779,278 $327,547
Revenues
State Grants $39,975 $400,000 $0 $474,000
Open Space Tax $1,201,201 $1,000,000 $1,200,000 $1,000,000
Developer Fees $53,038 $180,000 $394,905 $1,600,000
County Grants $110,669 $200,000 $360,000 $0
Interest Earning $23,430 $8,000 $8,000 $8,000
Land Sales $0 $0 $0 $600,000
Miscellaneous Fees $3,000 $0 $0 $0
Total Revenues $1,431,313 $1,788,000 $1,962,905 $3,682,000
Total Available Funds $2,656,643 $3,034,666 $3,742,183 $4,009,547
Expenditures
Acquisitions $0 $0 $0 $0
Development Projects $88,766 $2,504,268 $2,454,268 $2,875,000
Maintenance Projects $296,611 $549,318 $449,318 $135,000
Salaries and Benefits $488,885 $511,050 $511,050 $438,758
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $874,262 $3,564,636 $3,414,636 $3,448,758
Ending Fund Balance $1,782,381 ($529,970)$327,547 $560,789
Restricted Fund Balance $0 $0 $121,260 $121,260
Unrestricted Fund Balance $1,782,381 ($529,970)$206,287 $439,529
Special Funds
Open Space Fund
186 2018 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
2017 Strategic Accomplishments
Provided financial assistance for substance abuse and mental health evaluations
Provided financial assistance to indigent defendants in support of behavior modification
and domestic violence counseling
Supported victims of crime by collecting and distributing direct service funds by
collection of court fees and fees imposed in domestic violence convictions
2018 Strategic Priorities
Provide financial assistance for substance abuse and mental health evaluations
Provide financial assistance to indigent defendants in support of behavior modification
and domestic violence counseling
Support victims of crime by collecting and distributing direct service funds by collection
of court fees and fees imposed in domestic violence convictions
187 2018 Adopted Budget
Fund 33 2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $83,731 $84,281 $89,737 $83,327
Revenues
$1 Court Fees $1,825 $2,000 $1,800 $2,000
$4 Court Fees $7,300 $8,000 $7,200 $8,000
Direct Victim Services $10,445 $12,000 $10,000 $12,000
Warrants/Judgements $2,595 $4,000 $3,500 $4,000
Transcript Fees $630 $1,500 $1,000 $1,500
Interest $87 $550 $90 $90
Total Revenues $22,882 $28,050 $23,590 $27,590
Total Available Funds $106,613 $112,331 $113,327 $110,917
Expenditures
Outside Personnel $0 $0 $0 $0
Transcript Fees $1,188 $1,500 $1,000 $1,500
Equipment Maintenance $0 $2,000 $2,000 $2,000
Court $4 Expenses $0 $10,000 $10,000 $10,000
Warrants/Judgements $2,580 $4,500 $4,000 $4,500
Direct Victim Services $10,500 $14,000 $10,000 $12,000
Probation $1 Expenses $2,608 $3,000 $3,000 $3,000
Office Equipment $0 $0 $0 $0
Other Major Equipment $0 $0 $0 $0
Total Expenditures $16,876 $35,000 $30,000 $33,000
Ending Fund Balance $89,737 $77,331 $83,327 $77,917
Special Funds
Municipal Court Fund
188 2018 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
2017 Strategic Accomplishments
Completed Phase I renovation of Prospect Park
Completed Recreation Center maintenance projects
Replaced Recreation Center fitness equipment
Implemented Discovery Park playground ADA accessibility improvements
Resurfaced tennis and basketball courts
2018 Strategic Priorities
Complete Recreation Center maintenance projects
Replace Boyd’s Crossing playground
Resurface tennis and basketball courts
Renovate Anderson Park
Clear Creek Trail
189 2018 Adopted Budget
Fund 54 2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $452,081 $360,291 $444,563 $479,979
Revenues
Colorado Lottery $346,839 $300,000 $320,000 $320,000
Grants $0 $0 $0 $0
Interest $545 $500 $500 $500
Miscellaneous Income $0 $0 $0 $0
Transfers from General Fund $0 $0 $0 $0
Total Revenues $347,384 $300,500 $320,500 $320,500
Total Available Funds $799,465 $660,791 $765,063 $800,479
Expenditures
Development Projects $60,517 $250,800 $0 $500,000
Maintenance Projects $294,385 $390,000 $285,084 $250,000
General Fund Transfers $0 $0 $0 $0
Total Expenditures $354,902 $640,800 $285,084 $750,000
Ending fund Balance $444,563 $19,991 $479,979 $50,479
Special Funds
Conservation Trust Fund
190 2018 Adopted Budget
Equipment Replacement Fund Special Funds Fund 57
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $468,527 $354,412 $355,359 $260,351
Revenues
E911 Reimbursements $0 $53,000 $0 $0
Transfer from General Fund $100,000 $100,000 $100,000 $0
Interest $5,566 $3,300 $3,200 $3,300
Total Revenues $105,566 $156,300 $103,200 $3,300
Total Available Funds $474,094 $510,712 $458,559 $263,651
Expenditures
CAD/RMS $0 $0 $0 $0
Police Radios $0 $226,750 $185,000 $0
Other Major Equipment $183,862 $0 $0 $50,505
Professional Services $34,872 $140,000 $13,208 $128,602
Total Expenditures $218,735 $366,750 $198,208 $179,107
Ending Fund Balance $355,359 $143,962 $260,351 $84,544
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.
2017 Strategic Accomplishments
Continued with the implementation of a regional Records Management System (RMS)
Continued to work toward the establishment of a regionalized communications system
Purchased mobile police radios for with updated capacity
2018 Strategic Priority
Fully implement the regional RMS system
Convert the existing RMS data to the new Niche system
Fully implement the regional communications center (JEFFCOM)
191 2018 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
2017 Strategic Accomplishments
Incorporated the Feed the Future program into the Crime Prevention Unit (CPU)
Developed and produced additional public service announcements for a broader
pedestrian safety effort involving children
Conducted the second annual Child Safety Fair in partnership with Healing Waters Church
as outreach to the Hispanic community
Expanded duties of citizen volunteers in partnership with Lakewood Police Department in
an effort to foster more community involvement
Created a Dog Walker Watch program to provide community members with basic training
in detecting and reporting suspicious activity and encouraging neighborhoods to
participate in active partnerships with the Police Department
2018 Strategic Priorities
Develop efforts to create an additional four of active Neighborhood Watch programs
Expand the Dog Walker Watch program
Create and foster additional crime prevention strategies to include providing additional
training and duties to the existing citizen volunteer program
192 2018 Adopted Budget
Crime Prevention/Code Enforcement Fund
Fund 63 2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $401,751 $443,736 $446,497 $426,736
Revenues
Lodger's Tax $413,940 $300,000 $479,431 $474,000
No Proof of Insurance $30,542 $30,000 $30,000 $30,000
Interest $4,883 $1,000 $5,000 $5,000
Total Revenues $449,364 $331,000 $514,431 $509,000
Total Available Funds $851,115 $774,736 $960,928 $935,736
Expenditures
Personnel Services $373,097 $464,342 $494,359 $475,064
Materials & Supplies $15,347 $19,300 $19,300 $19,300
Other Services & Charges $16,175 $20,533 $20,533 $20,783
Total Expenditures $404,619 $504,175 $534,192 $515,147
Ending Fund Balance $446,497 $270,561 $426,736 $420,589
Special Funds
193 2018 Adopted Budget
Capital Improvement Program (CIP)
About CIP
New bridge along the east side of Kipling Street connecting the Clear Creek trail
The Capital Improvement Program (CIP) is a multi‐year
program aimed at upgrading, maintaining and expanding
City facilities, buildings, grounds, streets, parks and roads.
The intent of the CIP is to serve as a guide in the
programming and funding of projects to meet the increasing
demand for capital improvements throughout the City, and
to maintain existing facilities.
The City of Wheat Ridge continually faces the fact that there
is 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.
2018
Budget Priorities
Complete environmental
assessment and begin final
construction plans for the
Wadsworth Blvd. Corridor
Complete 29th Avenue
drainage improvement
project with the City of
Edgewater
Complete designated
preventative maintenance
and drainage improvement
projects
194 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $781,976 $1,033,971 $989,519 $978,376
Revenues
Lodger's Tax $275,960 $290,000 $328,392 $316,000
Grant ‐ RTD Gold Line Station $499,660 $0 $0 $0
Grant‐ Wadsworth (FED) $214,527 $1,760,000 $1,016,450 $1,800,000
Grant ‐ Wadsworth Widening (CDOT & Othe $0 $0 $0 $200,000
Grant ‐ Kipling Trail $992,706 $0 $0 $0
Public Improvement Fee $5,000 $0 $58,860 $0
Interest $36,173 $20,000 $35,000 $35,000
Msicellaneous Revenue $65,081 $46,825 $336,263 $905,000
Transfers from General Fund $2,965,785 $2,000,000 $2,000,000 $2,245,000
Total Revenues $5,054,892 $4,116,825 $3,774,965 $5,501,000
Total Available Funds $5,836,868 $5,150,796 $4,764,484 $6,479,376
Expenditures
Drainage $226,335 $269,817 $82,375 $295,000
Streets $4,452,290 $5,377,705 $3,611,653 $5,820,000
Traffic $12,779 $35,489 $35,489 $30,000
Facilities $0 $25,000 $0 $0
Parks & Recreation Projects $0 $25,000 $0 $0
Economic Development $12,627 $76,300 $26,300 $25,000
Municipal Projects $0 $138,000 $30,291 $300,000
Utility Undergrounding $0 $0 $0 $0
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $4,704,031 $5,947,311 $3,786,108 $6,470,000
Ending Fund Balance $1,132,836 ($796,515)$978,376 $9,376
Special Funds
Capital Improvement Program (CIP)
195 2018 Adopted Budget
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Capital Improvement Program
Project Profile
MAPLE GROVE RESERVOIR EMERGENCY PLANNING
Project Description:
Joint 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 in Lena Gulch.
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
2017 2018 2019
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
196 2018 Adopted Budget
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Project Profile
MISCELLANEOUS DRAINAGE IMPROVEMENT PROJECTS – 26th AVENUE AND FENTON STREET
Project Description:
The City’s overall storm water drainage network lacks sufficient facilities, including a lack of needed
storm sewers. Much of the existing system is also aging and falling into disrepair. The project
allocates monies each year to address identified needs and higher priorities. In 2018, the City will
partner with the City of Edgewater to replace clogged drainage pipes and catch basins in the area of
26th Avenue and Fenton Street. The City will be reimbursed by the City of Edgewater for their share
of the work that will be completed.
Financially Sound Yes —The project costs are feasible.
Economically Viable Yes — It reduces flooding of streets, damage from erosion, and
protects properties from damage. Also reduces short term and
long term maintenance costs.
Desirable Neighborhoods Yes — Will further protect properties and property values
More Attractive Yes — Can be leveraged with other concurrent improvements, such
as street and maintenance paving projects.
Benefits of Project
The 26th Avenue and Fenton Street drainage enhancements will benefit adjacent property owners and
help mitigate ponding and flooding on public streets, and prevent runoff and water damage to both
public and private properties. The project replaces aging and clogged drainage pipes and catch basins.
Plan Estimates
2018 2019 2020
Streets/Drainage $260,000 $200,000 $200,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $260,000 $200,000 $200,000
Flooding at 29th and Fenton
197 2018 Adopted Budget
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Project Profile
CLEAR CREEK MASTER PLAN
Project Description:
Per FEMA requirements, a Conditional Letter of Map Revision (CLOMR) has been submitted and is
nearing approval. This will lead to a Letter of Map Revision (LOMR) which will revise the existing
master plan for Clear Creek and more accurately reflect flow and the establishment of flood hazard
areas. Updating the master plan will help ascertain proposed future flood mitigation and/or water
quality projects and update flood maps to accurately identify property risks and resource needs.
The City is working jointly with the cities of Golden, Denver, Adams County and the Urban Drainage
and Flood Control District on this critical endeavor.
Financially Sound Yes — Relatively low cost‐to‐benefit ratio
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, as well as reducing
insurance costs for property owners.
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
2018 2019 2020
Streets/Drainage $25,000 $ $
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $25,000 $ $
198 2018 Adopted Budget
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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.
Financially Sound Yes — Reduces long term maintenance costs and improves traffic
flow and safety
Economically Viable Yes — Inter-agency partnership enhances feasibility
Desirable Neighborhoods Yes — Street Improvement adds to quality of life by improving
safety
More Attractive Yes — Street alignment and improvements add 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. The City of Edgewater will be involved with
the project for 29th Ave. west of Fenton. With Denver Water, Edgewater and the Wheat Ridge’s joint
participation, the project will complete a long-awaited goal of the City to realign the street, correct
drainage and parking deficiencies and enhance overall bicycle and pedestrian safety.
Construction Estimate
2018 2019 2020
Streets/Drainage $1,570,000 $ $
Bike/Ped $ $ $
Utilities $ $ $
Maintenance $ $ $
Plans/Studies $ $ $
Other Agency Projects $ $ $
Total $1,570,000 $ $
*City’s contribution per terms of the IGA with Denver Water
Ashland Reservoir’s historic pump house 29th and Fenton Street
199 2018 Adopted Budget
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Project Profile
CLEAR CREEK CROSSING
Project Description:
An Environmental Assessment (EA) must be re‐evaluated and approved in accordance with a
proposed phased development, in contrast to the single larger scale development proposed in 2007,
but not constructed. The re‐evaluation requires revised traffic studies based on newly proposed
land uses, along with water quality, air, noise and other environmental element updates. This work
in cooperation with CDOT and the Federal Highway Administration (FHWA) will allow for needed
public infrastructure improvements.
Financially Sound Yes — This small investment in the EA re‐evaluation will potentially
help make improvements that will generate significant new revenues
for the City for many years
Economically Viable Yes — Completion of this redevelopment project will increase city
revenues by $2.8 million per year
Desirable
Neighborhoods
Yes — Completion of this redevelopment project will create new
retail, residential and entertainment options for Wheat Ridge
residents
More Attractive Yes — The redevelopment project will be built to the City’s
architectural and site design standards and include new landscaping
and trails
Benefits of Projects
Approval of this EA re‐evaluation by FHWA and CDOT will allow for redevelopment of a long‐vacant
site into a mixed‐use commercial center including office, residential, hospitality and entertainment.
Estimated City tax revenues from the proposed development total $2.8 million per year.
Project Estimates
2018 2019 2020
Streets/Drainage $25,000 $ $
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $25,000 $ $
Aerial view of Clear Creek
Crossing Project
200 2018 Adopted Budget
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Project Profile
PUBLIC IMPROVEMENT PROJECTS – DEVELOPMENT RELATED
Project Description:
Additional public infrastructure investment related to development/redevelopment projects,
providing additional public benefit beyond the development itself. The 2017/2018 project is a new
traffic signal at the intersection of 32nd Avenue and Xenon Street. Other projects may include City
contributions to complete sidewalk gaps adjacent or outside of the development itself, bicycle and
pedestrian enhancements, and/or other projects that may provide long‐term benefits to the City
and general public.
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. A new traffic signal will
provide safer and more efficient traffic flow on 32nd Avenue and access to the Applewood Shopping
Center. Provides opportunities to strategically leverage with private partners to complete public
improvements that may or may not be the attributable to the development itself.
Construction Contribution Estimates
2018 2019 2020
Streets/Drainage $145,000 $100,000 $100,000
Bike/Ped $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $145,000 $100,000 $100,000
X
Public infrastructure improvements include sidewalks and lighting of City‐wide project on an as needed basis. A new
traffic signal will be added at 32nd and Xenon.
201 2018 Adopted Budget
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Project Profile
ADA IMPROVEMENTS
Project Description:
Completion of an ADA Transition Plan (Americans with Disabilities Act) in accordance with Federal
and State requirements
Financially Sound Yes — Required per federal/state mandate and in accordance with
the City’s ADA Transition Plan
Economically Viable Yes — Provides means for a long‐term plan to leverage resources
for needed accessibility improvements as single projects or
combined with other City projects, such as pavement management.
Desirable Neighborhoods Yes — Will provide improved mobility and accessibility
More Attractive Yes — Enhances neighborhood livability
Benefits of Project
The City’s ADA Transition Plan identifies upgrades needed to increase mobility and meet federal
ADA requirements. These improvements include curb ramps and other types of mobility access
improvements. It provides means for a long‐term plan to leverage resources with other City
projects, such as pavement management.
Plan Estimates
2018 2019 2020
Streets/Drainage $50,000 $50,000 $50,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $50,000 $50,000 $50,000
DA Compliant
ADA Ramp Ramp Location Map
202 2018 Adopted Budget
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Project Profile
WADSWORTH BOULEVARD ENVIRONMENTAL ASSESSMENT, DESIGN, AND CONSTRUCTION
Project Description:
The project provides for the planning, design, and eventual reconstruction of Wadsworth Boulevard
between 35th Avenue and I‐70. Efforts in 2017 and 2018 will consist primarily of completion of an
environmental assessment, identification of right‐of‐way acquisition needs, and commencement of
final design.
Financially Sound Yes — The combination and leveraging of federal, city, state, and
other funds will address traffic congestion, safety, capacity, and
multi‐modal transportation needs well into the future.
Economically Viable Yes — In addition to rehabilitating deteriorating roadway, it will
improve economic opportunities within the corridor
Desirable Neighborhoods Yes — Adds to value and future redevelopment opportunities
More A ttractive Yes — Plan includes streetscape and other amenities
Benefits of Project
The reconstruction of Wadsworth Boulevard will address future needs for capacity and safety,
drainage and utilities, pedestrian and bicycle mobility, and overall public safety. The eventual
improvements will provide opportunities for future redevelopment and economic growth in the
corridor.
Wadsworth Boulevard Cost Estimates
2018 2019 2020
Streets/Drainage $2,000,000 $13,000,000 $13,380,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Other Agency Projects $$ $
Total $2,000,000 $13,000,000 $13,380,000
*Federal funding attained with local commitment. Complete funding details, including sources and amounts are
currently being refined.
Between 35th Avenue and I‐70 Wadsworth Rendering
203 2018 Adopted Budget
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Project Profile
PREVENTIVE MAINTENANCE PROJECTS
Project Description:
Each year, the City performs a variety of preventive maintenance projects to maintain the City’s
roadway infrastructure of over 100 miles of streets. The City utilizes a pavement management
system that provides a systematic ranking of street conditions and rehabilitation strategies that
include crack sealing, slurry sealing, and mill and overlay projects. The intent is to provide the best
maintenance practices at the appropriate time to effectively maintain and prolong the life of the
City’s critical street infrastructure investment.
Financially Sound Yes — The pavement management program and associated annual
maintenance projects provide the means for the most effective and
economic maintaining of the City’s streets
Economically Viable Yes — Protects and maintains the City’s investments, which
contribute to the economic vitality and livability of the City. The
projects also reduce overall maintenance costs.
Desirable Neighborhoods Yes — Adequately maintained streets support property values
More Attractive Yes — Good streets enhance appearance, safety and transportation
options
Benefits of Project
The preventive maintenance projects provide a means for the most effective and economic
maintenance of the City’s streets for the long‐term, as well as maintaining property values and
reducing long‐term maintenance costs. These projects also leverage bicycle and pedestrian, and
utility and drainage improvements where feasible.
Cost Estimates
2018 2019 2020
Streets/Drainage $2,000,000 $2,000,000 $2,700,000
Bike/Ped $$ $
Maintenance $$ $
Total $2,000,000 $2,000,000 $2,700,000
204 2018 Adopted Budget
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Project Profile
NEIGHBORHOOD TRAFFIC MANAGEMENT
Project Description:
The Neighborhood Traffic Management Program (NTMP) is a process that allows residents to
request traffic calming measures on residential streets.
Financially Sound Yes — Measures and program are relatively inexpensive
Economically Viable Yes — Physical improvements (if desired by residents) are low cost
to install and can sometimes be combined or added on to other
projects, such as pavement management
Desirable Neighborhoods Yes — Can improve safety and quality of life when traffic speeds
are reduced
More Attractive Yes — Can be designed and installed to compliment neighborhood
Benefits of Project
The NTMP is a process that allows residents to request traffic calming measures on residential
streets. This program may result in physical improvements, such as speed humps, or may involve
further enforcement and education. The goal is to calm traffic on residential streets and enhance
livability and safety
Plan Estimates
2018 2019 2020
Traffic $30,000 $35,000 $35,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $30,000 $35,000 $35,000
Neighborhood traffic calming devices
205 2018 Adopted Budget
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Capital Improvement Program
Project Profile
GATEWAY SIGNAGE PROGRAM
Project Description:
Installation of Gateway/Entryway signs at various City perimeter locations to supplement existing
signs
Financially Sound Yes — Relative low cost
Economically Viable Yes — Enhances the City’s image and branding, thus assisting with
maintaining economic viability.
Desirable Neighborhoods Yes — Provides added aesthetics and sense of community
More Attractive Yes — Enhances City’s image
Benefits of Project
Through a previously established plan with City Council guidance, smaller entryway signs have been
installed to supplement larger gateway monument signs at major roadway locations, such as the
sign at Kipling and I‐70. The $25,000 will be used toward the cost of a new gateway sign at Kipling
and 26th Avenue.
Plan Estimates
2018 2019 2020
Economic Development $25,000 $50,000 $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $25,000 $50,000 $
Gateway monument sign Entryway sign
206 2018 Adopted Budget
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Capital Improvement Program
Project Profile
CITY HALL IMPROVEMENTS/MAINTENANCE
Project Description:
In the spring of 2017, the City partnered with iParametrics, LLC to conduct a security risk assessment
that addresses the security risks for each City facility. Overall the assessment provides:
Identification of assets to be protected
Identification of threats to be protected from
Development of standards for adequate protection
Establishment of a Risk Management process to ensure adequacy
Funding in 2018 will be used to address the facility recommendations listed as the highest priority in
the assessment.
Financially Sound Yes — The investment will protect city assets and employees
Economically Viable N/A
Desirable Neighborhoods N/A
More Attractive N/A
Benefits of Project
Implementation of recommendations from the Security Risk Assessment will provide a more
consolidated and comprehensive strategy to ensure security management approaches that provide
an adequate level of protection for all facilities and personnel.
Plan Estimates
2018 2019 2020
Municipal Capital Projects $150,000 $ $
Total $150,000 $ $
Municipal Building Active Adult Center
207 2018 Adopted Budget
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Capital Improvement Program
Project Profile
AERIAL PHOTOGRAPHY/GIS UPDATES
Project Description:
Updating GIS aerial photography and GIS to provide accurate data for mapping and inventory. This
work will also update the flood plain boundaries and help to meet legal requirements.
Financially Sound Yes — The investment is necessary to maintain information
accuracy and protect the City
Economically Viable Yes — Smaller investment now will save dollars long‐term
Desirable Neighborhoods Yes — Will indirectly assist property owners and stakeholders
More Attractive Yes — Will indirectly assist properties and neighborhoods by
providing accurate information for various needs
Benefits of Project
This multi‐year effort will enable the City to maintain accurate asset records, mapping and
inventories. Up‐to‐date and accurate information is critical to the City’s ability to function and serve
customers in all areas (public and private), including providing property information, utility locations
and permitting, flood plain boundaries and elevations, and legal needs and requirements. Outdated
information can cost the City and stakeholders significant amounts of time and resources, as well as
increase liability exposure.
Plan Estimates
2018 2019 2020
Streets/Drainage $$ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Municipal Capital Projects $50,000 $35,000 $
Total $50,000 $35,000 $
Aerial View of the City and the I‐70 and I‐76 Highway Interchange
208 2018 Adopted Budget
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Capital Improvement Program
Project Profile
POLICE DEPARTMENT EVIDENCE PROJECT
Project Description:
The existing PD evidence building is at capacity and additional storage is needed for evidence that
requires a locked vault (drugs, guns and money). The second floor over the large garage in the
Public Works Shops building is not currently being used and can be converted to provide additional
secure storage for Police Department evidence.
Financially Sound Yes — Utilizing existing facility space
Economically Viable Yes — Can be converted more economically than new construction
Desirable Neighborhoods Yes — Provides a safe storage for potentially dangerous evidence
More Attractive Does not apply
Benefits of Project
The conversion of unutilized, existing space will be more economical than locating a new facility site
and doing new construction. This will provide a safe and secure addition to meet the evidence
storage needs of the Police Department.
Plan Estimates
2018 2019 2020
Streets/Drainage $$ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $100,000 $ $
Total $100,000 $ $
Evidence storage is at capacity
209 2018 Adopted Budget
Capital Improvement Program
Project Profile
BICYCLE AND PEDESTRIAN IMPROVEMENTS
Project Description:
A variety of projects that may include re‐striping of roadways with bike lanes, construction of
missing sidewalk links, and other potential bicycle and pedestrian facilities.
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Financially Sound Yes — Can often be added or combined with other projects
Economically Viable Yes — Addresses multi‐modal transportation needs and safety
Desirable Neighborhoods Yes — Adds to quality of life, livability, and safety
More Attractive Yes — Adds to neighborhood vitality
Benefits of Project
Provides alternative transportation and recreation options for residents, including improved and
safer access to schools, parks, businesses, and other destinations. In many cases reduces roadway
speeds and enhances livability in neighborhoods, as well as improving linkages within Wheat Ridge
and neighboring communities.
Plan/Project Estimates
2018 2019 2020
Streets/Drainage $$ $
Bike/Ped $30,000 $150,000 $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $30,000 $150,000 $
Bike and Pedestrian improvements can be signage or improved connections throughout the City.
210 2018 Adopted Budget
2018 10-yr CIP Budget
REVENUES
2016 2017 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
30-580-00-589 Beginning Fund Balance $781,976 $1,033,971 $989,519 $978,376 $9,376 $209,376 $794,376 $1,429,376 $1,414,376 $1,549,376 $1,534,376 $1,569,376
30-500-00-508 Lodger's Tax $275,960 $290,000 $328,392 $316,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000
30-520-11-539 Grant - RTD Gold Line Station $499,660 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-12-539 Grant - Wadsworth Widening (FED)$214,527 $1,760,000 $1,016,450 $1,800,000 $13,000,000 $9,280,000 $0 $0 $0 $0 $0 $0
30-520-13-539 Grant - Wadsworth Widening (CDOT & Other)$0 $0 $0 $200,000 $0 $4,100,000 $8,690,000 $0 $0 $0 $0 $0
30-520-08-539 Grant - Kipling Trail $992,706 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-550-00-551 Public Improvement Fee $5,000 $0 $58,860 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-580-00-581 Interest $36,173 $20,000 $35,000 $35,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000
30-580-00-588 Misc. Revenue $65,081 $46,825 $336,263 $905,000 $0 $0 $0 $0 $0 $0 $0 $0
30-590-00-591 Transfer from General Fund for CIP $2,965,785 $2,000,000 $2,000,000 $2,245,000 $2,500,000 $3,500,000 $3,500,000 $3,000,000 $3,000,000 $3,000,000 $3,100,000 $3,100,000
TOTAL REVENUE $5,054,892 $4,116,825 $3,774,965 $5,501,000 $15,830,000 $17,210,000 $12,520,000 $3,330,000 $3,330,000 $3,330,000 $3,430,000 $3,430,000
TOTAL AVAILABLE FUNDS $5,836,868 $5,150,796 $4,764,484 $6,479,376 $15,839,376 $17,419,376 $13,314,376 $4,759,376 $4,744,376 $4,879,376 $4,964,376 $4,999,376
EXPENDITURES
2016 2017 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
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 $196,335 $209,817 $82,375 $260,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
30-302-800-836 Sloans Lake MDP & FHAD Update $17,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-837 Clear Creek Master Plan Update $0 $50,000 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-838 Clear Creek CLOMR and FHAD $13,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DRAINAGE $226,335 $269,817 $82,375 $295,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
DPW STREETS
30-303-800-840 Minor Street Improvement Projects $0 $435,000 $240,756 $1,570,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-841 Clear Creek Crossing $86,662 $263,180 $200,000 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-842 Kipling pedestrian improvements $356,879 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-851 Public Improvement Projects, Dev. Related $0 $233,000 $357,084 $145,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
30-303-800-852 Bike/Pedestrian Improvements $5,830 $0 $0 $30,000 $150,000 $150,000 $0 $150,000 $0 $150,000 $0 $0
30-303-800-853 Bike/Pedestrian Master Plan $36,718 $32,702 $32,702 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-860 Gold Line station street project $981,355 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-861 ADA Improvements $18,038 $75,210 $75,210 $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 $0 $0 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000
30-303-800-865 Wadsworth EA Design and Construction $901,452 $2,178,712 $556,000 $2,000,000 $13,000,000 $13,380,000 $8,690,000 $0 $0 $0 $0 $0
30-303-800-884 Preventative Maintenance Projects $2,065,356 $2,149,901 $2,149,901 $2,000,000 $2,000,000 $2,700,000 $2,800,000 $2,800,000 $2,800,000 $2,800,000 $3,000,000 $3,000,000
TOTAL STREETS $4,452,290 $5,377,705 $3,611,653 $5,820,000 $15,310,000 $16,390,000 $11,650,000 $3,110,000 $2,960,000 $3,110,000 $3,160,000 $3,160,000
DPW TRAFFIC
30-304-800-844 Neighborhood Traffic Management Projects $12,779 $35,489 $35,489 $30,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000
TOTAL TRAFFIC $12,779 $35,489 $35,489 $30,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000
DPW FACILITIES
30-305-800-811 New Shop Funding $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DPW FACILITIES $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
PARKS & RECREATION CAPITAL PROJECTS
30-603-800-864 Municipal Parking Lots $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL PARKS & RECREATION $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
ECONOMIC DEVELOPMENT
30-610-700-724 Gateway Signage Program $12,627 $76,300 $26,300 $25,000 $50,000 $0 $0 $0 $0 $0 $0 $0
TOTAL ECONOMIC DEVELOPMENT $12,627 $76,300 $26,300 $25,000 $50,000 $0 $0 $0 $0 $0 $0 $0
MUNICIPAL CAPITAL PROJECTS
30-610-800-811 City Hall Improvements/Maintenance $0 $63,000 $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-872 Aerial Photography/GIS Updates $0 $25,000 $25,000 $50,000 $35,000 $0 $0 $0 $0 $0 $0 $0
30-610-800-873 PD Evidence $0 $50,000 $5,291 $100,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL MUNICIPAL $0 $138,000 $30,291 $300,000 $35,000 $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 $4,704,031 $5,947,311 $3,786,108 $6,470,000 $15,630,000 $16,625,000 $11,885,000 $3,345,000 $3,195,000 $3,345,000 $3,395,000 $3,395,000
ENDING FUND BALANCE $1,132,836 -$796,515 $978,376 $9,376 $209,376 $794,376 $1,429,376 $1,414,376 $1,549,376 $1,534,376 $1,569,376 $1,604,376
211 2018 Adopted Budget
Investing 4 the Future – Projects Funded by 2E
About 2E
a
In November of 2016, Wheat Ridge voters approved a 0.5%
cent increase in the City’s sales and use tax rate in order to
fund investments that will improve transportation
infrastructure, create opportunities for economic
development, and enable additional “placemaking” to
attract those wanting to live in Wheat Ridge.
The four projects that will move forward with funding from
the sales tax increase include: improvements to Anderson
Park and its facilities, installation of I‐70 on/off ramps for
the Clear Creek Crossing mixed‐use development, widening
of Wadsworth Blvd. into an attractive corridor for multi‐
modal use, and improvements to public infrastructure and
amenities to encourage economic development and transit
opportunities at the Wheat Ridge ∙ Ward Station.
In 2017, City Council adopted Resolution 02‐2017
establishing a restricted 2E fund as defined by GASB No. 54
for use for 2E projects. In the spring of 2017, the City sold
$33 million in bonds.
2018
Budget Priorities
Finalize Wadsworth Blvd.
environmental assessment
and complete final design
Complete final design and
begin construction at
Anderson Park
Begin construction of I‐70
hook ramps
Complete regional park
planning and begin design
of infrastructure at WR ∙
Ward Station
Ward Road TOD Station
212 2018 Adopted Budget
2016
Actual
2017
Adjusted
2017
Estimated
2018
Adopted
Beginning Fund Balance $0 $0 $0 $33,156,876
Revenues
2E Sales Tax $0 $3,200,000 $3,060,598 $3,152,416
2E Use Tax $0 $150,000 $148,509 $152,370
2E Building Use Tax $0 $150,000 $341,667 $233,333
2E Auto Use Tax $0 $200,000 $344,853 $283,333
2E Audit Proceeds $0 $0 $0 $0
Bond Proceeds ‐ Par $0 $31,215,000 $30,595,000 $0
Bond Proceeds ‐ Premium $0 $2,283,173 $2,687,079 $0
Interest Income $0 $0 $218,540 $344,856
Miscellaneous Income $0 $0 $0 $0
Fund Balance Carryover $0 $0 $0 $0
Transfer from General Fund $0 $0 $0 $0
Total Revenues $0 $37,198,173 $37,396,246 $4,166,308
Total Available Funds $0 $37,198,173 $37,396,246 $37,323,184
Expenditures
Clear Creek Crossing $0 $100,000 $250,000 $9,750,000
Gold Line Station $0 $100,000 $100,000 $2,000,000
Wadsworth $0 $380,000 $44,000 $450,000
Anderson Park $0 $400,000 $80,000 $1,720,000
Bond Issuance Costs $0 $498,173 $274,915 $0
Debt Payment $0 $3,583,735 $3,490,455 $3,505,300
Total Expenditures $0 $5,061,908 $4,239,370 $17,425,300
Ending Fund Balance $0 $32,136,265 $33,156,876 $19,897,884
Special Funds
Investing 4 the Future ‐ Projects Funded by 2E
213 2018 Adopted Budget
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Investing 4 the Future ‐‐ Projects Funded by 2E
Clear Creek Crossing Project Profile
CLEAR CREEK CROSSING
Project Description:
Phoenix‐based real estate firm Evergreen Development Company Inc., is developing a mixed‐use
project along I‐70, between 32nd Avenue and Highway 58, which will include multi‐family
residences, retail stores, entertainment facilities, restaurants, hotels, a large anchor store and an
office complex. A trail system will provide connections from the development to the Clear Creek
Trail. City 2E funding in the amount of $10 million will finance:
Construction of westbound I‐70 hook ramp
Removal of the off‐ramp at 32nd Avenue
Financially Sound Yes — It is required per federal/state mandate.
Economically Viable Yes — Improvements provide not only site access, but are
necessary to spur economic development and increased sales tax
revenue.
Desirable Neighborhoods Yes — improvements will assist traffic operations on 32nd Avenue,
as well as provide amenities and desirable destinations for adjacent
neighborhoods and the City as a whole.
More Attractive Yes — The development will enhance aesthetics of the existing
undeveloped property.
Benefits of Project
Economic benefits will include increased revenue through mixed‐use development on a large area
of property that is currently vacant.
Plan Estimates
2018 2019 2020
Professional Services $950,000 $0 $0
Environmental $0 $0 $0
Construction $8,800,000 $0 $0
Total $9,750,000 $0 $0
Clear Creek Crossing Project Site
214 2018 Adopted Budget
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Wheat Ridge‐Ward Gold Line Station Project Profile
WHEAT RIDGE‐WARD GOLD LINE STATION AREA
Project Description:
The City will address traffic growth and multi‐modal transportation needs to facilitate
redevelopment and economic development opportunities in the area surrounding the G Line
commuter rail station at Ridge and Ward Roads (Wheat Ridge‐Ward Station). The improvements may
include:
Reconstruction of the adjacent streets: Ridge Road, 52nd Avenue, Tabor Street
Installing a traffic signal at the Ward Road/Ridge Road intersection
Building a pedestrian bridge over the rail tracks
Pedestrian access improvements and other public parks, trail and amenities
Financially Sound Yes — Relatively low cost public infrastructure
investments that facilitate higher density private sector
development
Economically Viable Yes — Very high benefit‐to‐cost ratio and leverages
private sector investments and results in job creation
Desirable Neighborhoods Yes — Creates diverse housing options adjacent to transit
and in a walkable pedestrian street grid
More Attractive Yes — Creates attractive new public infrastructure and
associated amenities, including trees, parks and public art
Benefits of Project
Public infrastructure investments at the Wheat Ridge‐Ward Station Area facilitate private sector real
estate investments. The investments create the basis for a new mixed use, multi‐modal and
pedestrian friendly neighborhood, with a dynamic mix of jobs and housing. The project will seek to
expand the City’s housing diversity providing a mix of for rent and for sale multi‐family housing
products. The project seeks to maintain and expand the City’s employment base, with a focus on
expanding the City’s business base in the outdoor recreation industry. The project vision includes a
goal of creating a regional park and other iconic features that help brand the area as a regional
destination off of and visible from the Gold Line and I‐70 in Wheat Ridge.
Estimated Contribution
2018 2019 2020
Professional Services $500,000 $450,000 $300,000
Visioning $0 $0 $0
Planning $0 $0 $0
Design $0 $0 $0
Right of Way $1,500,000 $2,000,000 $0
Construction $0 $4,350,000 $2,800,000
Total $2,000,000 $6,800,000 $3,100,000
215 2018 Adopted Budget
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Wadsworth Boulevard Widening Project Profile
WADSWORTH BOULEVARD WIDENING PROJECT
Project Description:
In April 2016, the City of Wheat Ridge initiated an Environmental Assessment (EA) study for the
widening of Wadsworth Boulevard. The study will review environmental impacts associated with
transportation improvements planned for Wadsworth between 35th Avenue and I‐70. The EA builds
off of a Planning and Environmental Linkage (PEL) study for Wadsworth that was completed in 2015
with input from the local community. The EA is the first of several phases, with the final phase,
construction, projected to begin in late 2019. 2E funding in the amount of $7 million will be used to
provide the City’s local match for a $25.28 million federal transportation grant. The City has also
been awarded a federal safety grant with a CDOT match for a total of $2.4 million. CDOT has also
committed $4.1 million in maintenance funding towards the project. This brings the total identified
funding to just over $39 million.
Financially Sound Yes — Local match leverages significant state and federal funding
Economically Viable Yes — Increased roadway capacity supports economic
development
Desirable Neighborhoods Yes — Improved safety and sidewalks connects neighborhoods
More Attractive Yes — New streetscape improves aesthetics of a main thoroughfare
Benefits of Project
Improved travel time through the corridor with three vehicle travel lanes in each direction
Reduced congestion at 38th and 44th intersections
Detached sidewalks with tree‐planted amenity zones
Two‐way cycle track from 35th to 44th Avenue
Multi‐modal connection to the Clear Creek Trail
Raised medians along the entire corridor
Plan/Project Estimates
2018 2019 2020
Professional Services $450,000 $0 $
Environmental $0 $0 $
Design $0 $0 $
ROW $0 $4,500,000 $
Construction $0 $1,000,000 $1,006,000
Total $450,000 $5,500,000 $1,006,000
Cross‐section of proposed design south of W. 44th Avenue
216 2018 Adopted Budget
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Investing 4 The Future ‐‐ Projects Funded by 2E
Anderson Park Project Profile
ANDERSON PARK
Project Description:
The City will use 2E funds in the amount of $4 million to modernize Anderson Park with the addition
of festival‐friendly enhancements. The investments currently being considered include:
Outdoor pool locker room renovations
Anderson building — replace leaking roof, reconfigure the space to allow additional
programming for fitness and wellness classes
Sports fields — replace baseball field with multi‐purpose sports field (wide variety of uses,
including festivals), reconstruct existing soccer field to provide a higher quality game field
Pavilion area — upgrade park pavilion and small shelter
Additional needs — parking lot improvement/resurfacing, waterline replacement
Financially Sound Yes — Will determine feasibility of future projects and allow Open
Space and Conservation Trust Funds to be used for alternate
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 — Renovation of Community Parks and Recreation Facilities
provides needed and desired amenities for residents
More Attractive Yes — Renovated 40 year old park and facilities
Benefits of Projects
People who use parks and open space are 3x more likely to achieve the recommended levels of
physical activity than non‐ users.
Project Estimates
2018 2019 2020
Professional Services $600,000 $0 $0
Waterline $20,000 $0 $0
Owner’s Rep $0 $0 $0
Master Plan $0 $0 $0
Design $0 $0 $0
Construction $1,100,000 $2,200,000 $0
Total $1,720,000 $2,200,000 $0
217 2018 Adopted Budget
2018 10-yr 2E Budget
REVENUES
2016 2017 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
Beginning Fund Balance $0 $0 $0 $33,156,876 $19,897,884 $6,179,084 $2,831,956 $3,667,100 $4,602,049 $5,635,795 $6,786,742 $6,878,264 $3,446,576
31-500-00-510 2E Sales Tax $0 $3,200,000 $3,060,598 $3,152,416 $3,555,150 $3,633,000 $3,710,850 $3,788,700 $3,866,550 $3,953,050 $3,029,663 $0 $0
31-500-00-511 2E Use Tax $0 $150,000 $148,509 $152,370 $168,510 $172,200 $175,890 $179,580 $183,270 $187,370 $143,603 $0 $0
31-500-00-512 2E Building Use Tax $0 $150,000 $341,667 $233,333 $168,510 $172,200 $175,890 $179,580 $183,270 $187,370 $143,603 $0 $0
31-500-00-513 2E Auto Use Tax $0 $200,000 $344,853 $283,333 $217,830 $222,600 $227,370 $232,140 $236,910 $242,210 $185,633 $0 $0
31-500-00-514 2E Audit Proceeds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL TAXES $0 $3,700,000 $3,895,627 $3,821,452 $4,110,000 $4,200,000 $4,290,000 $4,380,000 $4,470,000 $4,570,000 $3,502,500 $0 $0
31-510-00-510 Bond Proceeds - Par $0 $31,215,000 $30,595,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-510-00-511 Bond Proceeds - Premium $0 $2,283,173 $2,687,079 $0 $0 $0$0$0$0$0$0$0$0
TOTAL BOND PROCEEDS $0 $33,498,173 $33,282,079 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-580-00-581 Interest Income $0 $0 $218,540 $344,856 $169,500 $58,572 $42,244 $53,749 $66,546 $80,746 $88,823 $67,111 $26,659
31-580-00-588 Miscellaneous Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-580-00-589 Fund Balance Carryover $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL OTHER REVENUE $0 $0 $218,540 $344,856 $169,500 $58,572 $42,244 $53,749 $66,546 $80,746 $88,823 $67,111 $26,659
31-590-00-591 Transfer from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL TRANSFER IN $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUE $0 $37,198,173 $37,396,246 $4,166,308 $4,279,500 $4,258,572 $4,332,244 $4,433,749 $4,536,546 $4,650,746 $3,591,323 $67,111 $26,659
TOTAL AVAILABLE FUNDS $0 $37,198,173 $37,396,246 $37,323,184 $24,177,384 $10,437,656 $7,164,200 $8,100,849 $9,138,595 $10,286,542 $10,378,064 $6,945,376 $3,473,235
EXPENDITURES
2016 2017 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
CLEAR CREEK CROSSING
31-101-700-750 Professional Services $0 $0 $50,000 $950,000 $0 $0 $0 $0 $0$0$0$0$0
31-101-800-801 Environmental $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-101-800-805 Construction $0 $0 $200,000 $8,800,000 $0 $0 $0 $0 $0 $0 $0 $0$0
TOTAL CLEAR CREEK CROSSING $0 $100,000 $250,000 $9,750,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
GOLD LINE STATION
31-102-700-750 Professional Services $0 $0 $100,000 $500,000 $450,000 $300,000$0$0$0$0$0$0$0
31-102-800-801 Visioning $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-804 ROW $0 $0 $0 $1,500,000 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-805 Construction $0 $0 $0 $0 $4,350,000 $2,800,000 $0 $0 $0 $0 $0$0$0
TOTAL GOLD LINE STATION $0 $100,000 $100,000 $2,000,000 $6,800,000 $3,100,000 $0 $0 $0 $0 $0 $0 $0
WADSWORTH
31-103-700-750 Professional Services $0 $0 $44,000 $450,000 $0 $0 $0 $0 $0$0$0$0$0
31-103-800-801 Environmental $0 $40,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-103-800-802 Design $0 $240,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-103-800-803 ROW $0 $100,000 $0 $0 $4,500,000 $0 $0 $0 $0 $0 $0 $0 $0
31-103-800-805 Construction $0 $0 $0 $0 $1,000,000 $1,006,000 $0 $0 $0 $0 $0$0$0
TOTAL WADSWORTH $0 $380,000 $44,000 $450,000 $5,500,000 $1,006,000 $0 $0 $0 $0 $0 $0 $0
ANDERSON PARK
31-104-700-750 Professional Services $0 $0 $0 $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-801 Waterline $0 $100,000 $80,000 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-803 Master Plan $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-804 Design $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-805 Construction $0 $0 $0 $1,100,000 $2,200,000 $0 $0 $0 $0 $0 $0$0$0
TOTAL ANDERSON PARK $0 $400,000 $80,000 $1,720,000 $2,200,000 $0 $0 $0 $0 $0 $0 $0 $0
ISSUANCE COSTS
31-600-700-750 Professional Services $0 $281,075 $274,915 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-600-700-760 Bond Insurance $0 $114,866 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-600-700-765 Surety Bond $0 $100,495 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-600-700-770 Misc Expense - General $0 $1,737 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0$0
TOTAL ISSUANCE COSTS $0 $498,173 $274,915 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
DEBT PAYMENTS
31-610-900-901 2E DEBT SERVICE - PRINCIPAL $0 $2,000,000 $2,800,000 $2,400,000 $2,465,000 $2,565,000 $2,665,000 $2,720,000 $2,860,000 $3,000,000 $3,150,000 $3,260,000 $2,710,000
31-610-900-902 2E DEBT SERVICE - INTEREST $0 $1,583,735 $690,455 $1,105,300 $1,033,300 $934,700 $832,100 $778,800 $642,800 $499,800 $349,800 $238,800 $108,400
TOTAL DEBT PAYMENTS $0 $3,583,735 $3,490,455 $3,505,300 $3,498,300 $3,499,700 $3,497,100 $3,498,800 $3,502,800 $3,499,800 $3,499,800 $3,498,800 $2,818,400
TOTAL PROJECT EXPENDITURES $0 $980,000 $474,000 $13,920,000 $14,500,000$4,106,000$0$0$0$0$0$0$0
TOTAL DEBT SERVICE EXPENDITURES $0 $4,081,908 $3,765,370 $3,505,300 $3,498,300 $3,499,700 $3,497,100 $3,498,800 $3,502,800 $3,499,800 $3,499,800 $3,498,800 $2,818,400
TOTAL EXPENDITURES $0 $5,061,908 $4,239,370 $17,425,300 $17,998,300 $7,605,700 $3,497,100 $3,498,800 $3,502,800 $3,499,800 $3,499,800 $3,498,800 $2,818,400
ENDING FUND BALANCE $0 $32,136,265 $33,156,876 $19,897,884 $6,179,084 $2,831,956 $3,667,100 $4,602,049 $5,635,795 $6,786,742 $6,878,264 $3,446,576 $654,835
218 2018 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 2016 to see how
the City’s pay practices relate to the employer comparison group. The next market survey update
for the civilian pay plans will be conducted in 2018. In response to the competitive law enforcement
field, and challenges in retaining police officers, the City updated the sworn pay plan in 2017.
Changes are effective in 2018 to ensure the City is competitive with the Denver metro market.
Additionally, to reflect the State‐mandated increase in minimum wage passed, the Part‐Time
Employee Pay Plan will be updated.
219 2018 Adopted Budget
Following the performance evaluation due dates scheduled in the fall of 2017, 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.
220 2018 Adopted Budget
Police Officer
Steps 1 2 3 4 5 6 7
Annual $56,000 $60,256 $64,173 $68,344 $72,786 $77,517 $82,550
Hourly $26.92 $28.97 $30.85 $32.86 $34.99 $37.27 $39.69
7.6% 6.5% 6.5% 6.5% 6.5% 6.5%
Sergeant
Commander
Division Chief
Police Officer Pay Plan
Police Department
% spread between steps
Range Minimum Range Maximum
$97,300 $150,700
Range Minimum Range Maximum
Range Minimum Range Maximum
$86,678 $117,000
$90,200 $139,800
221 2018 Adopted Budget
Range Range
Minimum Maximum
Salary Grade 10 $27,200 $36,800
Parks & Recreation Maintenance Worker I-P&R $13.08 $17.69
Salary Grade 20 $30,100 $42,100
Community Development Building Services Technician $14.47 $20.24
Public Works Maintenance Worker I-PW
Parks & Recreation Operations Support Technician I-P&R
Salary Grade 30 $33,200 $46,400
Administrative Services Accounting Technician $15.96 $22.31
Parks & Recreation Forestry Assistant
Administrative Services IT Technician
Parks & Recreation Maintenance Worker II-Parks
Administrative Services Operations Support Technician II-Admin
Parks & Recreation Operations Support Technician II-P&R
Salary Grade 40 $35,800 $50,200
Municipal Court Deputy Court Clerk I $17.21 $24.13
Parks & Recreation Recreation Leader
Administrative Services Sales Tax Technician
Salary Grade 50 $38,000 $55,000
Municipal Court Deputy Court Clerk II $18.27 $26.44
Parks & Recreation Facility Assistant
Parks & Recreation Forestry Technician
Parks & Recreation Horticulture Technician
Administrative Services Human Resources Technician
Public Works Maintenance Worker II - PW
Parks & 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 & Recreation Pool Manager
Police Department Records Mnagement Specialist
Salary Grade 60 $41,600 $60,400
Mayor's Office Admin. Assistant-Mayor/Council $20.00 $29.04
Community Development Administrative Assistant-CD
Police Department Administrative Assistant-Police
Public Works Administrative Assistant-PW
Municipal Court Collections Investigator
Police Department Community Service Officer
Administrative Services Digital Communications Specialist
Salary Grade Job Title
Non-Exempt Summary Report
Job Titles Listed by Salary Grade
222 2018 Adopted Budget
Salary Grade 60 - con't $41,600 $60,400
Police Department Emergency Services Specialist $20.00 $29.04
Public Works Engineering Technician I
Public Works Equipment Operator I
Police Department Evidence Technician I
Parks & Recreation Facility Coordinator
Administrative Services Human Resources Technician
Parks & Recreation Marketing Generalist
Public Works Mechanic
Parks & Recreation Recreation Coordinator
Public Works Traffic Operations Techician I
Salary Grade 70 $46,100 $66,900
Police Department Community Service Officer - Lead $22.16 $32.16
Community Development Combination Inspector-I
Municipal Court Court Marshal
Parks & Recreation Crew Leader-Parks
City Clerk's Office Deputy City Clerk
Public Works Engineering Technician II
Public Works Equipment Operator II
Police Department Evidence Technician II
Parks & Recreation Facilities Maintenance Supervisor
Public Works Mechanic - Lead
Municipal Court Probation Officer
Community Development Senior Permit Technician
Public Works Traffic Operations Technician II
Salary Grade 80 $50,400 $75,600
Community Development Combination Inspector II $24.23 $36.35
Public Works Engineering Technician III
Administrative Services Payroll Specialist
Public Works Traffic Operations Technician III
Salary Grade 90 $55,600 $83,400
Police Department Communications Supervisor $26.73 $40.10
Police Department Community Service Team Supervisor
Administrative Services Executive Assistant
Police Department Records Supervisor
Administrative Services Senior IT Technician
Salary Grade 100 $61,600 $92,400
No positions $29.62 $44.42
Salary Grade 110 $74,000 $111,000
No Positions $35.58 $53.37
223 2018 Adopted Budget
Job Titles Listed by Salary Grade
Range Range
Minimum Maximum
Salary Grade 200 $47,476 $71,214
Community Development Planner I $22.83 $34.24
Salary Grade 210 $51,200 $76,800
Parks & Recreation Parks & Rec Analyst $24.62 $36.92
Community Development Planner II
Administrative Services Sales Tax Auditor
Administrative Services Buyer II
Public Works Stormwater Coordinator
Salary Grade 220 $56,500 $84,800
Police Department Crime/Research Analyst $27.16 $40.77
Court Deputy Court Administrator
Administrative Services GIS Analyst
Administrative Services Human Resources Business Partner
Parks & Recreation Forestry and Open Space Supervisor
Parks & Recreation Operations Supervisor-Facilities
Parks & Recreation Operations Supervisor-Parks
Parks & Recreation Project Coordinator
Parks & Recreation Recreation Supervisor
Police Department Training & Accreditation Manager
Salary Grade 230 $64,800 $97,200
City Manager's Office Assistant to the City Manager $31.15 $46.73
Municipal Court Court Administrator
Public Works Operations Supervisor
Administrative Services Purchasing & Contract Agent
Administrative Services Sales Tax Supervisor
Salary Grade 240 $72,400 $108,600
Public Works Civil Engineer II $34.81 $52.21
City Manager's Office Economic Development /Urban Renewal Mgr
Administrative Services Network Administrator
Community Development Senior Planner
Salary Grade 250 $80,000 $120,000
Administrative Services Accounting Manager $38.46 $57.69
Public Works Operations Manager
Parks & Recreation Parks,Open Space,Forestry Manager
Administrative Services PIO/Communications Manager
Parks & Recreation Recreation and Facilities Manager
Salary Grade Job Title
Exempt Summary Report
224 2018 Adopted Budget
Salary Grade 260 $86,300 $133,700
Community Development Chief Building Official $41.49 $64.28
Public Works Engineering Manager
Administrative Services Human Resources Manager
Administrative Services IT Manager
Community Development Planning Manager
Salary Grade 270 $92,900 $144,100
No Positions $44.66 $69.28
Salary Grade 280 $102,000 $158,000
Administrative Services Director-Administrative Services $49.04 $75.96
Community Development Director-Community Development
Parks & Recreation Director of Parks & Recreation
Public Works Director of Public Works
Salary Grade 290 $111,400 $172,600
Police Department Chief of Police $53.56 $82.98
Salary Grade 300 $130,800 $209,200
City Manager's Office City Manager $62.88 $100.58
225 2018 Adopted Budget
Range Range
Minimum Maximum
Salary Grade PT1 $9.30 $12.57
Parks & Recreation Assistant Coach
Building Supervisor
Childcare Attendant
Climbing Wall Attendant
Concession Worker
Gym Attendant
Recreation AideWeight Room Attendant
Salary Grade PT2 $9.62 $13.46
Parks & Recreation Coach
Guest Service Attendant
Head Childcare Attendant
Head Weight Room Attendant
Instructor ‐ Sports
Lifeguard
Maintenance Worker ‐ Seasonal
Scorekeeper
Salary Grade PT3 $10.43 $14.57
Parks & Recreation Head Coach
Head Lifeguard
Lead Maintenance Worker ‐ Seasonal
Preschool Group Leader ‐ Licensed
Water Safety Instructor
Salary Grade PT4 $11.39 $16.57
Parks & Recreation Custodian
Salary Grade PT5 $12.93 $18.80
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
226 2018 Adopted Budget
Salary Grade PT6 $14.23 $20.60
Parks & Recreation Summer Camp Specialist
Parks & Recreation Preschool Specialist ‐ Licensed
Salary Grade PT7 $15.58 $23.37
Parks & Recreation Instructor ‐ Aqua Aerobics
Instructor ‐ Fitness
Instructor ‐ Martial Arts
Salary Grade PT8 $17.55 $26.30
Parks & Recreation Facility Assistant
GIS Technician ‐ Parks
Instructor ‐ Nutritionist
Personal Trainer
Pool Manager
Environmental Interpreter
Salary Grade PT9 $19.81 $29.71
Parks & Recreation Graphic Designer
Instructor ‐ Special Fitness
Wellness Therapist
227 2018 Adopted Budget
2015 2016 2017 2018
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 1.000 1.000 1.000 1.000
Deputy Court Clerk II 3.000 3.000 3.000 3.000
Deputy Court Clerk I 3.000 3.000 2.000 2.000
Collections Investigator 0.000 0.000 1.000 1.000
Probation Officer 1.000 1.000 1.000 1.000
Court Marshal 1.250 1.250 1.250 1.250
Total 10.250 10.250 10.250 10.250
Staffing Table
228 2018 Adopted Budget
2015 2016 2017 2018
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 1.000 1.000 1.000 1.000
Operations Support Technician II 1.000 1.000 1.000 1.000
Subtotal 4.000 4.000 4.000 4.000
Public Information Office
PIO/Communications Manager 1.000 1.000 1.000 1.000
Digital Communications Specialist 0.000 0.000 0.000 0.500
Web & Imaging Technician 0.000 0.500 0.500 0.000
Subtotal 1.000 1.500 1.500 1.500
Finance
Accounting Manager 0.000 1.000 1.000 1.000
Accounting Supervisor 1.000 0.000 0.000 0.000
Accounting Technician 1.000 1.000 1.000 1.000
Payroll Specialist 1.000 1.000 1.000 1.000
Subtotal 3.000 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 2.000 2.000 2.000 2.000
Human Resources Technician 0.000 0.000 0.000 1.000
Subtotal 3.000 3.000 3.000 4.000
Purchasing and Contracting
Purchasing and Contracting Agent 1.000 1.000 1.000 1.000
Buyer II 0.000 0.000 0.000 1.000
Purchasing Technician 0.500 0.500 0.500 0.000
Subtotal 1.500 1.500 1.500 2.000
Information Systems
IT Manager 1.000 1.000 1.000 1.000
Network Administrator 1.000 1.000 1.000 1.000
Sr. IT Support Technician 2.000 2.000 2.000 2.000
GIS Analyst 1.000 1.000 1.000 1.000
IT Technician 1.000 0.500 0.500 0.500
Subtotal 6.000 5.500 5.500 5.500
Total 21.500 21.500 21.500 23.000
229 2018 Adopted Budget
2015 2016 2017 2018
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
Planning Manager 0.000 0.000 1.000 1.000
Senior Planner 1.000 1.000 1.000 1.000
Planner II 1.000 1.000 1.000 1.000
Planner I 0.000 1.000 1.000 1.000
Planning Technician 1.000 0.000 0.000 0.000
Subtotal 3.000 3.000 4.000 4.000
Building
Chief Building Official 1.000 1.000 1.000 1.000
Plans Examiner/Inspector 2.000 2.000 2.000 2.000
Combination Inspector 1.000 1.000 1.000 1.000
Senior Permit Technician 1.000 1.000 1.000 1.000
Permit Technician 1.000 1.000 1.000 1.000
Subtotal 6.000 6.000 6.000 6.000
Long Range Planning
Senior Planner 1.000 1.000 0.000 0.000
Subtotal 1.000 1.000 0.000 0.000
Total 12.000 12.000 12.000 12.000
POLICE DEPARTMENT
Administration
Chief of Police 1.000 1.000 1.000 1.000
Division Chief 1.000 1.000 1.000 1.000
Police Sergeant 1.000 1.000 1.000 1.000
Administrative Assistant 2.000 2.000 2.000 2.000
Subtotal 5.000 5.000 5.000 5.000
Community Services Team
Community Service Supervisor 1.000 1.000 1.000 1.000
Community Service Officer - Lead 0.000 0.000 0.000 1.000
Community Service Officer 2.000 2.000 2.000 0.000
Subtotal 3.000 3.000 3.000 2.000
Communications Center
Communications Manager 1.000 1.000 1.000 1.000
Communications Supervisor 1.000 1.000 1.000 1.000
Emergency Services Specialist 11.000 11.000 11.000 11.000
Subtotal 13.000 13.000 13.000 13.000
Crime Prevention Team
Police Sergeant 0.500 0.500 0.500 0.500
School Resource Officer 3.000 2.000 2.000 2.000
Subtotal 3.500 2.500 2.500 2.500
Grants
Police Officer 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
230 2018 Adopted Budget
2015 2016 2017 2018
Authorized Authorized Authorized Authorized
Staffing Table
Records Team
Records Supervisor 1.000 1.000 1.000 1.000
Records Management Specialist 5.000 5.000 5.000 6.000
Subtotal 6.000 6.000 6.000 7.000
Accreditation & Training
Accreditation Manager/Training Coordinator 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Patrol Operations
Division Chief 1.000 1.000 1.000 1.000
Police Commander 2.000 2.000 2.000 2.000
Police Sergeant 6.000 6.000 7.000 7.000
Police Officer 36.000 36.000 38.000 39.000
Subtotal 45.000 45.000 48.000 49.000
Investigations Bureau
Police Commander 1.000 1.000 1.000 1.000
Police Sergeant 2.000 2.000 2.000 2.000
Police Officer 13.000 13.000 14.000 14.000
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 21.000 21.000 22.000 22.000
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 103.500 102.500 106.500 107.500
231 2018 Adopted Budget
2015 2016 2017 2018
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 3.000 3.000 4.000 4.000
Stormwater Coordinator 1.000 1.000 1.000 1.000
Engineering Technician 6.000 6.000 5.000 5.000
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 3.000 3.000
Maintenance Worker II 5.000 6.000 4.000 5.000
Traffic Control Technician 1.000 1.000 0.000 0.000
Lead Mechanic 1.000 1.000 1.000 1.000
Mechanic 1.000 1.000 1.000 1.000
Traffic Operations Tech III 0.000 0.000 1.000 1.000
Traffic Operations Tech I 0.000 0.000 1.000 1.000
Subtotal 16.000 17.000 17.000 18.000
Total 29.000 30.000 30.000 31.000
PARKS AND RECREATION
Administration
Parks & Recreation Director 1.000 1.000 1.000 1.000
Parks & Recreation Analyst 1.000 1.000 1.000 1.000
Subtotal 2.000 2.000 2.000 2.000
Recreation
Recreation & Facilities Manager 1.000 1.000 1.000 1.000
Marketing Generalist 0.500 0.500 0.500 0.500
Subtotal 1.500 1.500 1.500 1.500
Parks Maintenance
Parks, Forestry, and Open Space Manager (P&R) 0.000 0.000 0.000 1.000
Operations Supervisor (P&R) 0.000 0.000 0.000 1.000
Parks Project Coordinator (P&R) 0.000 0.000 0.000 1.000
Crew Leader - Parks Maintenance (P&R) 0.000 0.000 0.000 2.000
Parks Maintenance Worker II 6.000 6.000 6.000 6.000
Parks Maintenance Worker I 5.000 5.000 5.000 0.000
Operations Support Technician III 0.000 0.000 1.000 1.000
Sr. Staff Assistant 1.000 1.000 0.000 0.000
Subtotal 12.000 12.000 12.000 12.000
232 2018 Adopted Budget
2015 2016 2017 2018
Authorized Authorized Authorized Authorized
Staffing Table
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
Natural Resoures
Forestry & Open Space Supervisor 1.000 1.000 1.000 0.000
Parks Maintenance Worker II 1.000 1.000 1.000 0.000
Parks Maintenance Worker I 1.000 1.000 1.000 0.000
Subtotal 3.000 3.000 3.000 0.000
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 Programs
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Leader 0.000 0.000 0.000 0.500
Recreation Coordinator 1.000 1.000 1.000 1.000
Subtotal 2.000 2.000 2.000 2.500
Outdoor Pool
Pool Manager 0.000 0.000 0.000 0.500
Subtotal 0.000 0.000 0.000 0.500
Active Adult Center
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 1.125 1.625 1.625 1.625
Operations Support Technician II 1.000 1.000 1.000 2.000
Operations Support Technician I 1.000 1.000 1.000 0.000
Subtotal 4.125 4.625 4.625 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 30.625 31.125 31.125 29.125
General Fund Total 210.875 211.375 215.375 216.875
OPEN SPACE FUND
Parks, Forestry, and Open Space Manager (P&R)1.000 1.000 1.000 0.000
Forestry & Open Space Supervisor 0.000 0.000 0.000 1.000
Operations Supervisor (P&R)1.000 1.000 1.000 0.000
Parks Project Coordinator (P&R)1.000 1.000 1.000 0.000
Crew Leader - Parks Maintenance (P&R)2.000 2.000 2.000 0.000
Parks Maintenance Worker II 0.000 0.000 0.000 2.000
Parks Maintenance Worker I 0.000 0.000 0.000 5.000
Open Space Fund Total 5.000 5.000 5.000 8.000
233 2018 Adopted Budget
2015 2016 2017 2018
Authorized Authorized Authorized Authorized
Staffing Table
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) 1.000 1.000 1.000 0.000
Community Service Officer - Comm. Services (PD) 2.000 2.000 4.000 6.000
Crime Prevention Fund Total 4.500 4.500 6.500 7.500
RECREATION CENTER OPERATIONS FUND
Facility Operation
Facility Operations Supervisor 1.000 1.000 1.000 1.000
Facility Coordinator 0.000 2.000 2.000 2.000
Facility Assistant 3.000 0.500 0.500 0.500
Operations Support Tehcnician III 0.000 0.000 0.000 1.000
Recreation Support Technician 1.000 1.000 1.000 0.000
Building Services Technician 0.000 0.000 0.000 1.000
Custodian 1.000 1.000 1.000 0.000
Facility Maintenance Supervisor 0.000 0.000 0.000 1.000
Facility Maintenance Technician 1.000 1.000 1.000 0.000
Subtotal 7.000 6.500 6.500 6.500
Aquatics
Recreation Supervisor 1.000 1.000 1.000 1.000
Aquatics Coordinator 0.000 0.000 0.000 1.000
Pool Manager 2.000 2.500 2.500 1.500
Subtotal 3.000 3.500 3.500 3.500
Fitness
Recreation Supervisor 0.000 0.000 0.000 0.000
Recreation Coordinator 0.500 0.500 0.500 0.500
Subtotal 0.500 0.500 0.500 0.500
Marketing
Marketing Generalist 0.500 0.500 0.500 0.500
Subtotal 0.500 0.500 0.500 0.500
Recreation Center Operations Fund Total 11.000 11.000 11.000 11.000
Grand Total 231.375 231.875 237.875 243.375
234 2018 Adopted Budget
2019 FTE 2020 FTE 2021 FTE 2022 FTE 2023 FTE TOTAL
FTE
Digital Communications Specialist 0.50 Risk Management Coordinator 1.00 Sales Tax Auditor 1.00 Management Analyst 1.00 Event Coordinator 1.00
Human Resources Business Partner 1.00 Accountant 1.00
Total 1.50 Total 2.00 Total 1.00 Total 1.00 Total 1.00 6.50
0.00
Zoning/Landscape Inspector 0.50
Total 0.50 0.50
Deputy Court Clerk II 1.00
Total 1.00 1.00
Forestry Assistant 1.00 Active Adult Center Coordinator 0.48 Parks Maintenance Worker II (TOD site)1.00 Operations Superviosr 1.00
Facility Maintenance Technician 1.00 Sustainability/HEAL Coordinator 0.50
Crew Leader Parks 1.00 Facility Manager 1.00
Sustainability/HEAL Coordinator 0.50 Senior Staff Asst (Current Temp) 1.00
Total 3.50 Total 2.98 Total 1.00 Total 1.00 8.48
Persons Detective 1.00 School Resource Officer 1.00
Operations Support Tech 1.00
Investigations Sergeant 1.00
Total 3.00 Total 1.00 4.00
Traffic/Civil Engineer 1.00 CIP Engineer 1.00
Survey GIS Technician 1.00 CIP Technician 1.00
Traffic Technician/Senior /Supervisor 1.00
Total Total 3.00 Total 2.00 5.00
TOTAL FTE 9.00 9.48 4.00 2.00 1.00 25.48
5-Year Staffing Plan 2019-2023
ADMINISTRATIVE SERVICES
CITY CLERK'S OFFICE
COMMUNITY DEVELOPMENT
MUNICIPAL COURT
PARKS AND RECREATION
POLICE DEPARTMENT
PUBLIC WORKS
235 2018 Adopted Budget
General Fees
Business License Fee $20.00 If paid by Jan 31st of 2018
Kennel License Fee $35.00
Pawnbroker License Fee $5,000.00
Liquor Occupation Tax
Class C All alcohol club $900.00
Class D Package store $650.00
Class E Drugstore $600.00
Class F Beer or wine on premises $600.00
Class G Hotel or restaurant $900.00
Class J-1 3.2 off premises $700.00
Class J-2 3.2 on premises $700.00
Class J-3 3.2 off and on premises $2,200.00
Class T All alcohol on premises $1,300.00
Retail Marijuana Annual Operating Fees
Store/Dispensary $1,500.00
Cultivation $600.00
Infused Products $600.00
Testing Lab $600.00
Medical Marijuana Annual License Fees
Center/Dispensary $1,000.00
Cultivation $1,000.00 /$160.00*
Infused Products $1,000.00 /$200.00 *
Testing Lab $600.00
* Medical fee reduced for cultivation and infused product on initial application when applying for medical
center
2018 Fee Schedule
Administrative Services Fees
236 2018 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
Video Copies $30.00
Research fees $0.00 no charge for first hour
$25.00 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 theCcity
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
City Clerk Fees
Transcripts of City Council meetings
237 2018 Adopted Budget
Liquor Licensing Fees
New Licensing Application $750.00
Transfer Application $750.00
Renewal of License Application $75.00
Renewal of License Fees includes $75 application fee
Brewpub $150.00
Beer/Wine $123.75
Club $116.25
Hotel/Restaurant $150.00
Tavern $150.00
Retail Liquor Store $97.50
3.2 Beer (any type)$78.50
Late Renewal $500.00
Art Gallery Permit $103.75 includes application and permit fee
Change of Location $750.00
Modification of Premises $75.00
Change of Corp or Trade Name N/C
Special Event
License Permit for Liquor $50.00 per day
City Clerk (con't)
238 2018 Adopted Budget
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 includes first two submittals
$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
$600.00
Resubmittal Fees
Third submittal $300.00 (half of initial review fee)
Fourth submittal $600.00 (full initial review fee)
All subsequent submittals $600.00
Revocable Permit Fees
Short-term revocable permit $100.00
Long-term revocable permit $125.00
Processing fee $100.00
Inspection fees
Structures $80.00 each
Surface work $0.30 per sq. ft ($60 minimum)
Sub-surface work $0.40 per sq. ft ($80 minimum)
$0.40 per lin. ft ($80 minimum)
Bore Pit`$0.40 per sq. ft ($80 minimum)
Traffic Signals $80.00 each
Street and Pedestrian Light $125.00 each
Monitoring wells $80.00 per well
Potholes $25.00 per pothole
Stormwater compliance $165.00 less than one acre
$350.00 one - 29 acres
$540.00 30 acres or more
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
Public Works Fees
Commercial/multi-family review
Review of existing technical documents
Right-of-Way Construction Permit Fees
Traffic impact study review (includes two submittals;
subsequent reviews subject to resubmittal fees)
239 2018 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
Public Works Fees (con't)
Black & white plots/drawings/aerial photos
Color plots/drawings/aerial photos
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.
240 2018 Adopted Budget
LAND USE APPLICATION FEES
Pre-application Meeting $200 + $0.50 per address label sheet
Neighborhood Meeting $100 + $100/acre
Application fee $1,000 + $200/acre
Publication/public notice fee $325 (with site plan, add Site Plan fees)
Concept Plan Application fee $200
Conditional Use Permit Application fee $200 (with site plan, add Site Plan fees)
Class I Special Exemption Permit
Fence, £ 200 feet in length $100
Fence, > 200 feet in length $200
Fence with a break-away design $500
Shed or deck $100
Detached garage $200
Addition to a habitable structure $800
Earth fill, £ 500 cubic yards $800
Earth fill, > 500 cubic yards $2,000
All other structures TBD based on processing expenses
Class II Special Exemption Permit
Habitable structure $1,000
Publication/Public Notice Fee $120
Application Fee $200 + $200/acre
Non-administrative (public hearing)*
Processing fee $200
Publication/public notice fee $120
Outline Development Plan (PD
rezone)
Application fee $800 + $125/acre
Publication/public notice fee
Specific Development Plan $225
Application fee
Publication/public notice fee $500 + $500/acre
Amendment, hearing required $120 (waive if processed with ODP)
Application fee
Publication/public notice fee $600 + $250/acre
Amendment, administrative $120
Application fee
$300 + $250/acre
Application fee $600 + $125/acre
Publication/public notice fee $225
Planned Development
Rezoning (straight)
Community Development Planning, Zoning and Building Fees
Annexation w/ Rezoning
Floodplain Exemption
Planned Building Group
241 2018 Adopted Budget
Application fee $500
Publication/public notice fee $225
Application Fee $200 (with site plan, add Site Plan fees)
Non-admin. (public hearing)
Processing fee $200
Publication/public notice fee $120
Subdivision –Application fee $300
Administrative Partial right-of-way processing fee $100
Application fee $700 $100/lot SF or duplex or $200/acre
Publication/public notice fee $120
Partial right-of-way processing fee $100 $100/lot SF or duplex or $200/acre
Application fee $1,000
Publication/public notice fee $225
30-Day – Application fee $200
30-Day – Renewal (only 2 allowed)$100 per renewal
One-Year
Application fee $300
Publication/public notice fee $120
Application fee $200
Non-administrative (public hearing)
Processing fee $100
Publication/public notice fee $120
OTHER FEES
Address
Change/Notification Application and Processing Fee $25
Zoning Letters $25 per hour (1 hour minimum)
Plats & Development Plans $11 first page + $10/addl page
Boundary Surveys $20 first page + $10/ addl page
Other Documents $11 first page + $5/each addl page
Streetscape Fee-in-Lieu of
dedication
Single-family or duplex multi-family or
nonresidential $52.35 per linear foot of ROW frontage based
on exising improvements
Parkland Fee-in-Lieu of
dedication
Type of Residential Density
Factor Land Value
Single and Multi-Family 2.1 $3.64 / sf
Urban Renewal Area 1.7 $3.64 / sf
Mixed Use Development 1.7 $3.64 / sf
Within ½ mile of transit station 1.7 $3.64 / sf
Senior Housing 1.5 $3.64 / sf
Recording Fees**
Acreage = (number of proposed dwellings units) x (density factor) x (7.5 acres)/1000
people
Fee = Acreage x 43,56- sf/acre x land value
Special Use Permit
Development & Zoning Fees (con't)
Subdivision – Minor
Subdivision – Major
Temporary Permit
Variance
Right-of-Way Vacation
242 2018 Adopted Budget
Total Valuation Amount Fee
$1.00 to $500.00 $26.50
$501.00 - $2,000.00 $26.50
first $500 plus $3.40 for each additional $100, or fraction
of, to and including $2,000
$2,001.00 - $25,000.00 $77.50
first $2,000 + $15.85 for each additional $1,000, or
fraction of, to and including $25,000
$25,001.00 - $50,000.00 $442.05
first $25,000 plus $11.50 for each additional $1,000, or
fractionof, to and including $50,000
$50,001.00 - $100,000.00 $729.55
first $50,000 plus $8.05 for each additional $1,000, or
fraction of, to and including $100,000
$100,001.00 - $500,000.00 $1,132.05
first $100,000.00 plus $6.45 for each additional $1,000,
or fraction of, to and including $500,000
$500,001.00 - $1,000,000.00 $3,712.05
first $500,000 plus $5.50 for each additional $1,000, or
fraction of, to and including $1,000,000
$1,000,001.00 and up
first $6,462.05 first $1,000,000 plus $4.10 for each
additional $1,000 , or fraction of
Project Specific Fees Fee
Residential Furnace/Boiler Replacement $40.00
Residential Water Heater Replacement $40.00
Residential Evaporative Cooler $40.00
Residential Air-Conditioning $60.00
Demolition Permit $50.00
Residential Window Replacement $50.00
Residential Hot Tubs $60.00
Backflow Device for Residential Lawns $40.00
Residential Solar PV Install $500.00
Commercial Solar PV Install $1,000.00
Other Fees Fee
Plan review fee 65% of permit fee; due upon submittal
Re-inspection Fee $60.00
Inspection outside normal bus. Hours $60.00 /hr (min. 2 hours)
Additional review of plans $60.00 /hr (min. 2 hours)
Investigative fee (work without permit)Equal to the permit fee
Permit card replacement $25.00
Permit extension fee One-half the original permit fee
Use Tax 3% on 60% of the valuation
Community Development Building Fees
Building Permit Fees (fees are dependant on valuation amount)
243 2018 Adopted Budget
Contractor License Fees Fee
Class 1 - Unlimited General Contractor $150.00
Class 2 - Limited Commercial Contractor $125.00
Class 3 - Residential General Contractor $100.00
Class 4 - Non-Structural Contractor $75.00
Class 5 - Homeowner No Fee
Class 6 - Strucure Moving $75.00
Class 7 - Demolition $75.00
Class 8 - Plumbing $100.00
Class 9 - Mechanical $100.00
Class 10 - Electrical No Fee
Class 11 - Sign Contractor $75.00
Class 12 - Fire Protection $75.00
Class 13 - Lawn Sprinkler $75.00
Class 14 - Roofing $75.00
Class 15 - Electrical Signal (< than 50 volts)$75.00
Community Development Building Fees (con't)
244 2018 Adopted Budget
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, regardless 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 $10.00 must reside or work in Wheat Ridge
Bonding Fee $50.00
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
245 2018 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 Admission Resident Non-Resident
Youth (3-17) & Senior (65+)$4.00 $5.00
Adult (18-64)$5.00 $6.00
10 Visit Pass
Youth (3-17) & Senior (65+)$32.00 $42.00
Adult (18-64)$40.00 $50.00
Season Pass
Youth (3-17) & Senior (65+)$59.00 $79.00
Adult (18-64)$79.00 $99.00
Family of 4 (same household)$229.00 $269.00
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
Wheat Ridge Recreation Center
Daily Admission Resident Jeffco Non Resident
Youth 6-17 years $4.00 $5.00 $6.00
Senior 65 and over $4.00 $5.00 $6.00
Adult 18 and over $6.00 $7.00 $8.00
10 Visit Pass (15% off daily admission)
Youth 6-17 years $34.00 $42.00 $49.00
Senior 65 and over $34.00 $42.00 $49.00
Adult 18 and over $49.00 $59.00 $68.00
Parks and Recreation Fees
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
246 2018 Adopted Budget
Monthly Pass Resident Jeffco Non Resident
Youth (3-17) and Seniors (65+)$26.00 $29.00 $32.00
Adult $36.00 $39.00 $42.00
Couple $56.00 $59.00 $62.00
Familyof 4*$79.00 $89.00 $99.00
Annual Pass Resident Jeffco Non Resident
Youth (3-17) and Seniors (65+)$269.00 $299.00 $329.00
Adult $369.00 $399.00 $429.00
Couple $569.00 $599.00 $629.00
Familyof 4*$799.00 $899.00 $999.00
Area Cost Days Available Hours Available
Lap pool (nonprofit/per hour/per lane)$12.00 varies varies
Lap Pool (private)$15.00 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 $75.00Fri 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
Active Adult Center
Available Monday - Friday from 4:00 - 10 pm; Saturday & Sunday from 8 am - 10 pm
Prospect Hall $60.00 per hour for residents
$75.00 per hour non residents
$100.00 security/damage deposit - no alcohol
$200.00 security/damage deposit - with alcohol *
Arts/Craft room $30.00 per hour
$100.00 security/damage deposit
Ketner room $30.00 per hour
$100.00 security/damage deposit
Annual Pass - Various packages may be available for promotional purposes
Recreation Center Ballroom (Packages may be available)
*alcohol is allowed only for weddings & anniversaries & requires liability insurance
Parks and Recreation Fees (con't)
* $5 per month for each additional household member
* $50 per month for each additional household member
247 2018 Adopted Budget
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
Special Event Permit Application
Tier 1 $150
Tier 2 $100
Tier 3 $50
City Sponsored No Fee
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
*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
Non-Refundable Application Processing Fees
Residents may reserve pavilions and shelters beginning January 2; non-residents may reserve pavilions/shelters
beginning March 1
*There will be a $10 per hour charge for use of field lights
*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
The following policy and fee structure applies to local youth groups using fields for fund-raising tournaments.
Parks and Recreation Fees (con't)
248 2018 Adopted Budget
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 Fees (con't)
249 2018 Adopted Budget
Audio recordings of Court
proceedings to CD $30.00
includes up to one hour to search, retrieve, redact and
download audio.
$7.00 each additional 15 minutes of prep
Copy of animal, civil, general
codes, and sales tax files $15.00 Includes up to 30 minutes to search, retrieve, redact and copy
$7.00 minimum per additional each additional 15 minute increments
Copy of traffic or parking file $7.00 includes up to 15 minutes to search, retrieve, redact, and copy
Copies with no preparation
required $0.25 per page
Name search $15.00 includes up to 30 minutes to search, retrieve, redact and copy
$7.00 minimum per additional 15 minute increments
Research fee, extensive varies salary of staff person
$6.00 minimum per 15 minute increments
Transcripts $3.00 Per page
$150.00 minimum deposit required
Associated Case Fees
Non-injury accident surcharge $30.00 minimum fee with Judge discretion to increase
$60.00 minimum fee with Judge discretion to increase
Court-appointed counsel
application $10.00 Judge may waive
Court costs $30.00
Deferred judgement $75.00
Deferred prosecution $75.00
$50.00 Municipal Code of Laws : 16-110 &16-111
Dismissal fee for sealing records $65.00
Municipal Court Fees
Injury accident
Direct services (domestic violence)
250 2018 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
Default judgement on outstanding
judgment or warrant $30.00 Lien-on license with Department of Motor Vehicles
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 or is found guilty
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 deposit $25.00
Jury trial cost varies by cost of jury
Failure to Appear or Comply with
Municipal Court Fees (con't)
251 2018 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 Admission Resident Non‐Resident
Youth (3‐17) & Senior (65+)$4.00 $5.00
Adult (18‐64)$5.00 $6.00
10 Visit Pass
Youth (3‐17) & Senior (65+)$32.00 $42.00
Adult (18‐64)$40.00 $50.00
Season Pass
Youth (3‐17) & Senior (65+)$59.00 $79.00
Adult (18‐64)$79.00 $99.00
Household of 4 $229.00 $269.00
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
Wheat Ridge Recreation Center
Daily Admission Resident Jeffco Non Resident
Youth 6‐17 years $4.00 $5.00 $6.00
Senior 65 and over $4.00 $5.00 $6.00
Adult 18 and over $6.00 $7.00 $8.00
10 Visit Pass (15% off daily admission)
Youth 6‐17 years $34.00 $42.00 $49.00
Senior 65 and over $34.00 $42.00 $49.00
Adult 18 and over $49.00 $59.00 $68.00
Parks and Recreation Fees
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
252 2018 Adopted Budget
Monthly Pass Resident Jeffco Non Resident
Youth (3‐17) and Seniors (65+) $26.00 $29.00 $32.00
Adult $36.00 $39.00 $42.00
Household of 2 $56.00 $59.00 $62.00
Household of 3 $74.00 $84.00 $94.00
Household of 4 $79.00 $89.00 $99.00
Annual Pass Resident Jeffco Non Resident
Youth (3‐17) and Seniors (65+) $269.00 $299.00 $329.00
Adult $369.00 $399.00 $429.00
Household of 2 $569.00 $599.00 $629.00
Household of 3 $749.00 $849.00 $949.00
Household of 4 $799.00 $899.00 $999.00
Area Cost Days Available Hours Available
Lap pool (nonprofit/per hour/per lane)$12.00 varies varies
Lap Pool (private)$15.00 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 $75.00Fri 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
Active Adult Center
Available Monday ‐ Friday from 4:00 ‐ 10 pm; Saturday & Sunday from 8 am ‐ 10 pm
Prospect Hall $60.00 per hour for residents
$75.00 per hour non residents
$100.00 security/damage deposit ‐ no alcohol
$200.00 security/damage deposit ‐ with alcohol *
Arts/Craft room $30.00 per hour
$100.00 security/damage deposit
Ketner room $30.00 per hour
$100.00 security/damage deposit
Parks and Recreation Fees (con't)
* $5 per month for each additional household member
* $50 per month for each additional household member
Annual Pass ‐ Various packages may be available for promotional purposes
Recreation Center Ballroom (Packages may be available)
*alcohol is allowed only for weddings & anniversaries & requires liability insurance
253 2018 Adopted Budget
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
Special Event Permit Application
Tier 1 $150
Tier 2 $100
Tier 3 $50
City Sponsored No Fee
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
Non‐Refundable Application Processing Fees
Residents may reserve pavilions and shelters beginning January 2; non‐residents may reserve pavilions/shelters
beginning March 1
*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
*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
The following policy and fee structure applies to local youth groups using fields for fund‐raising tournaments.
Parks and Recreation Fees (con't)
254 2018 Adopted Budget
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 Fees (con't)
255 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 30,504 29,000 29,000 29,000
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 1,896 1,798 1,798 1,798
625 Medicare Portion FICA 443 420 420 420
630 ICMA Retirement 1,352 1,160 1,160 1,160
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $34,195 $32,378 $32,378 $32,378
651 Office Supplies 592 300 300 300
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
MATERIALS & SUPPLIES $592 $300 $300 $300
702 Conference/Meeting 289 1,000 1,000 1,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 33 200 200 200
716 Legislative Membership 0 0 0 0
723 Tuition Reimbursement 0 0 0 0
726 Recruitment & Advertisement 0 0 0 0
728 Training 0 0 0 0
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
741 Uniform Allowance 0 0 0 0
750 Professional Service 0 1,000 250 1,000
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 1,500 1,500 1,500 1,500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,822 $3,700 $2,950 $3,700
800 Office Furniture & Equipment 0 0 0 0
802 Office Equipment 0 0 0 0
806 Software 7,500 7,500 7,500 7,500
CAPITAL OUTLAY $7,500 $7,500 $7,500 $7,500
DEPARTMENT ACCOUNT TOTALS: $44,110 $43,878 $43,128 $43,878
City Treasurer
01-101
256 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 59,756 58,100 58,100 62,100
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 25,748 25,500 25,500 25,500
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 67,680 67,680 67,680 67,680
620 FICA Expenses Employer 7,466 7,795 7,795 7,795
625 Medicare Portion FICA 1,746 1,820 1,820 1,820
630 ICMA Retirement 2,330 2,324 2,324 2,324
640 Outside Personnel Services 0000
PERSONNEL SERVICES $164,726 $163,219 $163,219 $167,219
651 Office Supplies 249 600 600 600
654 Photocopy/Printing 529 500 500 .500
655 Postage 0000
660 Operating Supplies 360 450 450 450
MATERIALS & SUPPLIES $1,138 $1,550 $1,550 $1,550
702 Conference/Meeting 15,143 33,950 33,950 33,950
704 Contractual Services 0000
706 Dues/Books/Subscriptions 2,483 2,500 2,497 2,500
712 Annual Appreciation Dinner 4,894 6,000 6,000 6,000
716 Legislative Membership 33,991 35,500 35,500 36,614
723 Tuition Reimbursement 0000
728 Training 0 400 400 400
740 Auto Mileage Reimbursement 0 500 300 500
750 Professional Service 60,000 80,000 80,000 90,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 135,436 130,250 130,250 147,850
798 Management Contingency 0000
799 Miscellaneous Services and Charges 1,800 3,550 2,000 2,000
OTHER SERVICES & CHARGES $253,747 $292,650 $290,897 $319,814
800 Office Furniture & Equipment 0000
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $419,611 $457,419 $455,666 $488,583
01-102
General Government ‐ Legislative Services
257 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 196,845 175,107 178,176 185,376
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 16,559 10,032 9,000 0
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 13,078 10,857 11,047 11,493
625 Medicare Portion FICA 3,059 2,539 2,583 2,687
630 ICMA Retirement 6,992 7,004 7,127 7,415
640 Outside Personnel Services 0000
PERSONNEL SERVICES $236,533 $205,539 $207,933 $206,971
651 Office Supplies 610 600 600 600
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 1,287 400 400 400
MATERIALS & SUPPLIES $1,897 $1,000 $1,000 $1,000
702 Conference/Meeting 2,162 3,890 3,500 3,850
704 Contractual Services 0 13,000 13,000 31,200
706 Dues/Books/Subscriptions 1,592 (43)457 494
712 Annual Appreciation Dinner 0000
716 Legislative Membership 0000
723 Tuition Reimbursement 0000
728 Training 164 1,750 1,750 1,500
740 Auto Mileage Reimbursement 416 300 300 300
750 Professional Service 25,000 37,700 37,700 26,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
784 Jeffco Treas Collection Fees 8,196 8,000 8,500 8,000
799 Miscellaneous Services and Charges 14,192 18,400 18,400 18,400
OTHER SERVICES & CHARGES $51,722 $82,997 $83,607 $89,744
800 Office Furniture & Equipment 395 0 0 0
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $395 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $290,547 $289,536 $292,540 $297,715
Administrative Services ‐ Finance
01-103
258 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 101,760 99,370 99,370 103,370
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 5,875 6,161 6,161 6,161
625 Medicare Portion FICA 1,374 1,441 1,441 1,441
630 ICMA Retirement 3,985 3,975 3,975 3,975
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $112,994 $110,947 $110,947 $114,9471
651 Office Supplies 213 100 100 100
654 Photocopy/Printing 574 500 500 1,000
655 Postage 0 3,000 3,000 3,000
660 Operating Supplies 4,497 7,750 7,250 7,750
MATERIALS & SUPPLIES $5,284 $11,350 $10,850 $11,850
702 Conference/Meeting 3,376 3,080 2,880 3,580
704 Contractual Services 4,800 10,350 5,350 26,350
706 Dues/Books/Subscriptions 5,430 6,935 6,935 6,935
710 Marketing and Sponsorships 190,773 220,450 270,450 225,450
714 Legals & Publishing 0 0 0 0
718 TIF- Wheat Ridge Urban Renewal Authority 548,013 540,000 540,000 550,000
719 Economic Development Incentive 15,011 24,000 15,200 0
720 Economic Development - WRURA 300,000 300,000 300,000 300,000
721 NRS Implementation 301,000 357,000 357,000 372,000
728 Training 1,943 2,000 0 2,500
740 Auto Mileage Reimbursement 580 1,000 700 700
750 Professional Service 23,198 34,800 27,800 34,800
798 Management Contingent 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,394,124 $1,499,615 $1,526,315 $1,522,315
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: $1,512,402 $1,621,912 $1,648,112 $1,649,112
01-105
City Manager's Office ‐ Economic Development
259 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 170,174 174,641 174,641 183,373
604 Deferred Compensation 16,677 17,464 17,464 18,373
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 600 600 600 600
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 7,593 7,812 7,812 7,886
625 Medicare Portion FICA 2,542 2,532 2,532 2,659
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $201,186 $206,649 $206,649 $216,491
651 Office Supplies 588 500 500 500
654 Photocopy/Printing 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $588 $500 $500 $500
702 Conference/Meeting 13,704 11,150 11,150 11,150
704 Contractual Services 0000
706 Dues/Books/Subscriptions 4,770 4,635 4,635 4,635
726 Recruitment & Advertising 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 28,490 50,000 50,000 50,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
798 Management Contingency 64,286 23,007 32,895 100,000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $111,250 $88,792 $98,680 $165,785
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: $313,024 $296,941 $306,829 $382,776
01-106
City Manager's Office ‐ City Manager
260 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
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 84,063 84,000 84,000 87,000
706 Dues/Books/Subscriptions 0000
714 Legals & Publishing 0000
721 NRS Implementation 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 192,596 216,000 216,000 216,000
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 $276,659 $300,000 $300,000 $303,000
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $276,659 $300,000 $300,000 $303,000
01-107
General Government ‐ City Attorney
261 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 78,094 73,200 73,200 77,200
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 200 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 4,682 4,538 4,538 4,538
625 Medicare Portion FICA 1,095 1,061 1,061 1,061
630 ICMA Retirement 3,092 2,928 2,928 2,928
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $86,963 $81,727 $81,927 $85,727
651 Office Supplies 1,608 2,000 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 $1,608 $2,000 $1,800 $1,800
702 Conference/Meeting 3,580 4,600 4,600 4,600
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 506 700 700 700
708 Election Expense 25,118 26,000 26,000 26,000
714 Legals & Publishing 10,933 15,000 14,000 15,000
715 Recording Fees 1,457 1,800 2,000 2,000
721 NRS Implementation 0 0 0 0
728 Training 2,031 3,900 3,000 3,900
740 Auto Mileage Reimbursement 6 500 500 500
750 Professional Service 7,749 17,500 17,500 17,500
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 $51,380 $70,000 $68,300 $70,200
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: $139,951 $153,727 $152,027 $157,727
01-108
City Clerk's Office
262 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 699,956 715,749 704,000 773,739
604 Deferred Compensation 7,515 7,495 7,495 7,495
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 600 600 600 600
610 Overtime and Premium Pay 9,676 6,480 6,000 7,400
617 Temporary Personnel - Hourly 0 6,000 6,000 6,000
619 Temporary Personnel - Non Hourly 12,791 13,720 12,500 16,100
620 FICA Expenses Employer 40,997 44,054 44,054 46,236
625 Medicare Portion FICA 10,055 10,758 10,758 11,356
630 ICMA Retirement 20,925 22,634 22,634 24,301
640 Outside Personnel Services 23,802 25,200 25,200 27,600
PERSONNEL SERVICES $826,317 $852,690 $839,241 $920,827
651 Office Supplies 3,554 3,250 3,000 3,500
654 Photocopy/Printing 645 1,500 850 550
655 Postage 0 0 0 0
660 Operating Supplies 20,703 18,250 18,250 18,490
MATERIALS & SUPPLIES $24,902 $23,000 $22,100 $22,540
702 Conference/Meeting 6,735 12,250 10,000 11,700
704 Contractual Services 4,536 7,250 7,000 7,250
706 Dues/Books/Subscriptions 474 955 955 955
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 1,114 1,800 1,300 1,800
740 Auto Mileage Reimbursement 293 400 400 400
750 Professional Service 16,161 28,900 20,000 21,000
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 $29,313 $52,055 $40,155 $43,605
802 Office Furniture & Equipment 1,480 3,000 2,250 2,250
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $1,480 $3,000 $2,250 $2,250
DEPARTMENT ACCOUNT TOTALS: $882,012 $930,745 $903,746 $989,222
01-109
Municipal Court
263 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 312,917 307,009 317,462 353,722
604 Deferred Compensation 6,879 6,860 6,860 7,172
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 600 600 600 600
610 Overtime and Premium Pay 501 50 100 0
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 17,558 17,875 18,675 18,753
625 Medicare Portion FICA 4,410 4,452 4,604 4,622
630 ICMA Retirement 6,644 6,791 6,960 7,011
640 Outside Personnel Services 0000
PERSONNEL SERVICES $353,109 $347,237 $358,861 $395,480
651 Office Supplies 1,321 1,000 1,000 1,000
654 Photocopy/Printing 36 0 50 0
655 Postage 0000
660 Operating Supplies 4 500 500 500
MATERIALS & SUPPLIES $1,361 $1,500 $1,550 $1,500
702 Conference/Meeting 11,522 12,784 13,900 14,900
704 Contractual Services 0 0 0 35,500
706 Dues/Books/Subscriptions 3,815 3,485 3,485 3,535
714 Legals & Publishing 0000
715 Recording Fees 0000
728 Training 1,489 9,066 8,000 9,500
732 Witness & Juror Fees 0000
740 Auto Mileage Reimbursement 943 1,000 800 1,000
750 Professional Service 25,193 20,500 20,500 35,500
755 Computer Software 0 0 0 5,000
759 Telephone Expense 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $42,962 $46,835 $46,685 $104,935
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $397,432 $395,572 $407,096 $501,915
01-111
Administrative Services ‐ Administration
264 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 255,253 279,743 294,565 313,281
604 Deferred Compensation 0000
610 Overtime and Premium Pay 0 220 265 0
617 Temporary Personnel - Hourly 23,578 7,306 4,014 0
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 16,695 17,036 19,197 19,423
621 Workers' Compensation 0000
623 Unemployment Insurance 17,312 19,179 20,000 20,000
625 Medicare Portion FICA 3,904 4,304 4,489 4,544
630 ICMA Retirement 10,193 10,211 12,385 12,531
PERSONNEL SERVICES $326,935 $337,999 $354,915 $369,779
651 Office Supplies 4,056 5,100 5,100 5,100
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $4,056 $5,100 $5,100 $5,100
702 Conference/Meeting 8,262 9,095 9,095 7,245
704 Contractual Services 0 6,750 6,750 0
706 Dues/Books/Subscriptions 9,472 9,154 9,154 9,154
712 Employee Functions 26,901 31,000 31,000 31,000
724 Pre-Employment Physicals 28,319 29,000 29,000 29,000
726 Recruitment & Advertising 33,732 48,725 43,725 38,725
728 Training 32,613 21,100 21,100 20,850
729 Safety 9,073 9,980 9,980 9,980
731 Wellness Program 19,767 20,800 20,800 20,800
740 Auto Mileage Reimbursement 575 500 500 500
750 Professional Service 65,883 44,500 44,500 69,500
776 Other Equip Maintenance 0000
797 Vacation Accrual Cash-Out 0000
OTHER SERVICES & CHARGES $234,597 $230,604 $225,604 $236,754
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $565,588 $573,703 $585,619 $611,633
01-112
Administrative Services ‐ Human Resources
265 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 62,403 119,700 113,300 113,300
604 Deferred Compensation 0000
606 Auto Allowance 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 3,739 7,421 7,025 7,025
625 Medicare Portion FICA 874 1,735 1,643 1,643
630 ICMA Retirement 2,400 4,788 4,532 4,532
640 Outside Personnel Services 0000
PERSONNEL SERVICES $69,416 $133,644 $126,500 $126,500
651 Office Supplies 0 500 500 500
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $500 $500 $500
702 Conference/Meeting 813 3,590 3,590 3,800
704 Contractual Services 83,974 70,017 70,017 58,017
706 Dues/Books/Subscriptions 2,312 3,555 3,555 5,376
714 Legals & Publishing 0000
715 Recording Fees 0000
728 Training 0 500 500 500
732 Witness & Juror Fees 0000
740 Auto Mileage Reimbursement 125 500 500 500
750 Professional Service 47,148 69,500 58,000 46,887
755 Computer Software 23,080 38,600 38,600 38,600
759 Telephone Expense 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $157,452 $186,262 $174,762 $153,680
802 Office Furniture & Equipment 0000
809 Other Major Equipment 5,000 0 0 0
CAPITAL OUTLAY $5,000 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $231,868 $320,406 $301,762 $280,680
01-113
Administrative Services ‐ Public Information
266 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 157,781 141,076 135,967 162,259
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 9,297 10,141 8,430 10,060
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,174 2,372 1,972 2,353
630 ICMA Retirement 6,267 6,542 4,079 6,491
640 Outside Personnel Services 6,793 22,488 15,006 0
PERSONNEL SERVICES $182,312 $182,619 $165,454 $181,163
651 Office Supplies 457 780 780 540
654 Photocopy/Printing 2,459 1,000 1,000 1,600
655 Postage 9,028 10,931 10,500 10,487
660 Operating Supplies 0000
MATERIALS & SUPPLIES $11,944 $12,711 $12,280 $12,627
702 Conference/Meeting 2,058 3,000 1,500 3,000
704 Contractual Services 33,064 83,647 80,502 69,620
706 Dues/Books/Subscriptions 1,777 2,055 1,060 2,055
712 Employee Functions 0000
723 Tuition Reimbursement 0000
728 Training 1,623 5,250 1,500 2,750
740 Auto Mileage Reimbursement 341 780 737 780
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 $38,863 $94,732 $85,299 $78,205
800 Office Furniture & Equipment 0000
802 Office Equipment 0 0 0 700
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $700
DEPARTMENT ACCOUNT TOTALS: $233,119 $290,062 $263,033 $272,695
01-115
Administrative Services ‐ Sales Tax
267 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 90,438 92,851 96,216 122,926
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 5,218 5,756 5,965 7,621
623 Unemployment Insurance 0000
625 Medicare Portion FICA 1,220 1,346 1,395 1,782
630 ICMA Retirement 3,567 3,714 3,849 4,917
640 Outside Personnel Services 0000
PERSONNEL SERVICES $100,443 $103,667 $107,425 $137,246
651 Office Supplies 477 500 300 500
654 Photocopy/Printing 370 400 400 400
655 Postage 0 0 0
660 Operating Supplies 70 75 75 75
MATERIALS & SUPPLIES $917 $975 $775 $975
702 Conference/Meeting 4,041 940 940 3,595
704 Contractual Services 0000
706 Dues/Books/Subscriptions 740 1,100 1,000 1,100
712 Employee Functions 0000
723 Tuition Reimbursement 0000
728 Training 310 3,360 3,000 3,360
740 Auto Mileage Reimbursement 432 500 300 500
750 Professional Service 14,240 15,000 14,940 5,000
759 Telephone Expense 0 0 0
776 Other Equipment Maintenance/Repair 0 200 200 200
797 Vacation Accrual Cash-Out 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $19,763 $21,100 $20,380 $13,755
802 Office Furniture & Equipment 0 600 600 0
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $600 $600 $0
DEPARTMENT ACCOUNT TOTALS: $121,123 $126,342 $129,180 $151,976
01-116
Administrative Services ‐ Purchasing and Contracting
268 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 446,366 423,537 438,587 438,587
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 4,745 5,000 5,000 5,000
614 Standby Pay 15,757 15,500 15,500 15,500
617 Temporary Personnel - Hourly 0 5,000 5,000 0
620 FICA Expenses Employer 27,920 26,259 27,192 27,192
625 Medicare Portion FICA 6,530 6,141 6,360 6,361
630 ICMA Retirement 17,498 16,941 17,543 17,543
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $518,816 $498,378 $515,182 $510,183
651 Office Supplies 290 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 17,242 13,150 15,550 14,050
MATERIALS & SUPPLIES $17,532 $13,150 $15,550 $14,050
702 Conference/Meeting 9,863 5,000 5,000 10,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 3,864 5,300 5,300 5,300
728 Training 4,799 15,400 20,000 26,200
740 Auto Mileage Reimbursement 571 800 800 800
750 Professional Service 47,742 27,200 27,200 34,000
755 Computer Software 0 0 0 0
759 Telephone Expense 292,669 320,500 320,500 320,500
774 Facility Repair & Maint 0 0 0 0
776 Other Equipment Maintenance 537,945 596,387 586,887 562,612
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $897,453 $970,587 $965,687 $959,412
802 Office Furniture & Equipment 20,299 16,975 17,900 16,975
803 Tools and Work Equipment 0 0 0 0
806 Computer Software 29,531 172,290 170,800 63,000
808 Capital Leases 61,429 60,000 60,000 60,000
809 Other Major Equipment 110,472 194,818 189,820 146,600
CAPITAL OUTLAY $221,731 $444,083 $438,520 $286,575
DEPARTMENT ACCOUNT TOTALS: $1,655,532 $1,926,198 $1,934,939 $1,770,220
01-117
Administrative Services ‐ Information Technology
269 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 69,830 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 13,692 11,656 11,656 11,656
614 Standby Pay 9,318 9,232 9,232 9,232
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 5,248 5,471 5,471 5,471
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 1,227 1,280 1,280 1,280
630 ICMA Retirement 2,701 2,694 2,694 2,694
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $102,016 $97,686 $97,686 $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 31,760 41,425 41,425 42,125
MATERIALS & SUPPLIES $31,760 $41,425 $41,425 $42,125
702 Conference/Meeting 0 0 0 0
704 Contractual Services 66,443 70,038 69,000 73,650
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 0
730 Uniforms & Protective Clothing 640 690 650 690
750 Professional Services 3,690 55,603 54,000 10,000
758 Rentals & Leases 2,950 3,500 3,250 3,500
759 Telephone Expense 0 0 0 0
760 Utilities 93,636 106,000 98,000 107,000
774 Facility Repair & Maintenance 55,383 63,000 63,000 48,500
776 Other Equipment Maintenance 6,534 12,500 10,000 12,500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $229,276 $311,331 $297,900 $255,840
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 2,145 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 42,734 0 0 102,000
CAPITAL OUTLAY $44,879 $2,000 $2,000 $104,000
DEPARTMENT ACCOUNT TOTALS: $407,931 $452,442 $439,011 $499,651
01-118
Parks and Recreation ‐ Facilities Maintenance
270 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 185,216 180,326 190,714 210,714
604 Deferred Compensation 7,030 7,011 7,330 7,330
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone 0000
610 Overtime and Premium Pay 1,283 1,200 1,200 2,000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 9,762 9,833 10,621 10,621
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,630 2,614 2,766 2,766
630 ICMA Retirement 1,609 1,604 1,764 1,764
640 Outside Personnel Services 0000
PERSONNEL SERVICES $211,130 $206,188 $217,995 $238,795
651 Office Supplies 695 1,350 1,000 1,000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $695 $1,350 $1,000 $1,000
702 Conference/Meeting 2,921 3,655 2,135 3,955
704 Contractual Services 0000
706 Dues/Books/Subscriptions 660 900 900 1,000
712 Employee Functions 0000
718 Ordinance Enforcement 0000
728 Training 276 150 500 500
730 Uniforms & Protective Clothing 0000
750 Professional Service 0000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $3,857 $4,705 $3,535 $5,455
802 Office Furniture & Equipment 0 800 800 895
CAPITAL OUTLAY $0 $800 $800 $895
DEPARTMENT ACCOUNT TOTALS: $215,682 $213,043 $223,330 $246,145
01-120
Community Development ‐ Administration
271 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 187,528 190,507 190,507 298,137
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0 6,240 6,240 6,240
620 FICA Expenses Employer 11,147 11,888 11,888 18,561
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,607 2,776 2,776 4,340
630 ICMA Retirement 7,390 7,420 7,420 11,725
640 Outside Personnel Services 0000
PERSONNEL SERVICES $208,672 $218,831 $218,831 $339,003
651 Office Supplies 0000
654 Photocopy/Printing 772 500 500 700
655 Postage 0000
660 Operating Supplies 953 710 710 1,380
MATERIALS & SUPPLIES $1,725 $1,210 $1,210 $2,080
702 Conference/Meeting 2,702 6,400 6,400 9,700
704 Contractual Services 0000
706 Dues/Books/Subscriptions 2,315 2,692 2,045 3,956
712 Employee Functions 0000
728 Training 970 1,650 600 2,895
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0 400 400 400
750 Professional Service 0 0 0 150,000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $5,987 $11,142 $9,445 $166,951
802 Office Furniture & Equipment 160 350 350 750
803 Tools and Work Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $160 $350 $350 $750
DEPARTMENT ACCOUNT TOTALS: $216,544 $231,533 $229,836 $508,784
01-121
Community Development ‐ Planning
272 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 278,123 345,862 205,895 368,278
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 1,075 3,000 8,000 5,000
614 Standby Pay 15,116 15,205 13,000 15,205
617 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 17,825 24,239 18,400 24,086
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 4,169 5,669 3,150 5,634
630 ICMA Retirement 10,831 14,984 8,313 15,539
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $327,138 $408,959 $256,758 $433,742
651 Office Supplies 0 0 4,000 0
654 Photocopy/Printing 1,730 2,000 1,524 1,524
655 Postage 0 0 0 0
660 Operating Supplies 567 1,300 1,000 1,000
MATERIALS & SUPPLIES $2,297 $3,300 $6,524 $2,524
702 Conference/Meeting 3,529 4,725 4,725 5,425
704 Contractual Services 196,420 157,720 900,050 402,000
706 Dues/Books/Subscriptions 3,063 7,124 7,124 7,124
718 Ordinance Enforcement 0 0 0 0
712 Employee Functions 0 0 0 0
728 Training 1,716 7,240 7,240 7,240
730 Uniforms & Protective Clothing 1,476 700 1,390 1,600
740 Auto Mileage Reimbursement 36 500 500 500
750 Professional Service 0 12,000 12,000 4,888
760 Utilities 0 0 0 0
774 Facility Repair & Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $206,238 $190,009 $933,029 $428,777
802 Office Furniture & Equipment 0 1,190 1,062 3,390
803 Tools and Work Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $1,190 $1,062 $3,390
DEPARTMENT ACCOUNT TOTALS: $535,673 $603,458 $1,197,373 $868,433
01-122
Community Development ‐ Building
273 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 73,917 75,893 75,893 0
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 4,075 4,705 4,705 0
623 Unemployment Insurance 0000
625 Medicare Portion FICA 953 1,100 1,100 0
630 ICMA Retirement 2,957 3,036 3,036 0
640 Outside Personnel Services 0000
PERSONNEL SERVICES $81,902 $84,734 $84,734 $0
651 Office Supplies 0000
654 Photocopy/Printing 0 200 200 0
655 Postage 0000
660 Operating Supplies 70 300 300 0
MATERIALS & SUPPLIES $70 $500 $500 $0
702 Conference/Meeting 1,051 3,500 1,500 0
704 Contractual Services 0000
706 Dues/Books/Subscriptions 340 650 650 0
712 Employee Functions 0000
718 Ordinance Enforcement 0000
728 Training 0 200 200 0
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 103,303 137,108 31,176 0
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $104,694 $141,458 $33,526 $0
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $186,666 $226,692 $118,760 $0
01-123
Community Development ‐ Long Range Planning
274 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 467,832 475,660 487,239 760,239
605 Extra Duty Pay 40,997 81,560 81,560 81,560
607 Cell Phone Allowance 600 600 600 600
610 Overtime and Premium Pay 0 1,000 1,000 1,000
614 Standby Pay 0 0 0 0
617 Temp. Personnel Hourly 0 0 0 0
620 FICA Expenses Employer 5,271 6,578 6,721 6,721
625 Medicare Portion FICA 5,442 6,897 7,065 7,065
630 ICMA Retirement 3,562 4,244 4,336 4,336
633 Police Retirement 36,835 36,956 37,884 37,884
634 State Disability 4,784 4,204 4,565 4,565
PERSONNEL SERVICES $565,323 $617,699 $630,970 $903,970
651 Office Supplies 9,915 8,300 8,300 8,300
654 Photocopy/Printing 6,496 9,425 7,150 9,525
655 Postage 1,445 2,000 1,000 2,000
660 Operating Supplies 2,926 6,600 6,600 6,600
MATERIALS & SUPPLIES $20,782 $26,325 $23,050 $26,425
702 Conference/Meeting 11,378 14,850 14,850 24,950
704 Contractual Services 6,868 6,900 6,900 82,210
706 Dues/Books/Subscriptions 10,660 18,180 18,180 18,180
728 Training 0 0 0 0
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
741 Uniform Allowance 28,682 34,000 34,000 34,000
750 Professional Service 181,131 176,056 175,020 539,467
755 Computer Software 0 0 0 0
776 Other Equipment Maintenace 1,634 1,800 1,800 4,300
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $240,353 $251,786 $250,750 $703,107
802 Office Furniture & Equipment 100 7,000 7,000 4,000
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $100 $7,000 $7,000 $4,000
DEPARTMENT ACCOUNT TOTALS: $826,558 $902,810 $911,770 $1,637,502
01-201
Police ‐ Administration
275 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 28,197 56,000 54,000 54,000
605 Extra Duty Pay 0000
610 Overtime and Premium Pay 37,368 71,525 71,525 39,675
614 Standby Pay 0000
618 Court Pay 0000
620 FICA Expenses Employer 33 0 0 0
625 Medicare Portion FICA 1,577 812 810 792
630 ICMA Retirement 12 0 0 0
633 Police Retirement 10,624 5,600 5,600 5,460
634 State Disability 1,109 1,456 1,474 1,474
PERSONNEL SERVICES $78,920 $135,393 $133,409 $101,401
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 13,371 1,289 1,325 1,325
MATERIALS & SUPPLIES $13,371 $1,289 $1,325 $1,325
702 Conference/Meeting 0000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0 3,000 3,000 10,000
730 Uniforms and Protective Clothing 7,500 5,000 5,000 5,000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0 0 0 10,178
755 Computer Software 0 4,914 5,235 0
758 Rentals and Leases 0 4,000 4,000 6,000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $7,500 $16,914 $17,235 $31,178
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0 5,521 5,221 0
CAPITAL OUTLAY $0 $5,521 $5,221 $0
DEPARTMENT ACCOUNT TOTALS:$99,791 $159,117 $157,190 $133,904
01-202
Police ‐ Grants
276 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 80,572 168,169 63,632 142,580
605 Extra Duty Pay 0000
610 Overtime and Premium Pay 1,121 3,000 550 3,000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 105,210 23,400 23,400 23,400
618 Court Pay 411 750 750 750
620 FICA Expenses Employer 11,390 13,327 3,945 11,740
625 Medicare Portion FICA 2,664 3,118 923 2,747
630 ICMA Retirement 2,986 6,727 2,546 5,703
633 Police Retirement 0000
634 State Disability Insurance 0000
PERSONNEL SERVICES $204,354 $218,491 $95,746 $189,920
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 1,006 1,625 1,625 1,445
MATERIALS & SUPPLIES $1,006 $1,625 $1,625 $1,445
702 Conference/Meeting 57 250 250 250
704 Contractual Services 318 12,000 12,200 22,200
706 Dues/Books/Subscriptions 0000
720 Veterinary Services 0 1,000 1,000 1,000
721 Jeffco Animal Shelter 72,635 63,782 63,782 60,383
728 Training 0000
730 Uniforms and Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
755 Computer Software 0000
776 Other Equipment Maintenace 1,015 0 0 0
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $74,025 $77,032 $77,232 $83,833
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 2,658 0 0 0
CAPITAL OUTLAY $2,658 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $282,043 $297,148 $174,603 $275,198
01-203
Police ‐ Community Services Team
277 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 557,954 634,995 507,996 334,253
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 46,775 42,000 42,000 10,500
614 Standby Pay 0000
617 Temporary Personnel - Hourly 37,683 11,300 2,500 5,000
618 Court Pay 30 100 100 50
620 FICA Expenses Employer 37,942 40,070 34,261 20,723
625 Medicare Portion FICA 8,978 9,371 7,736 4,847
630 ICMA Retirement 20,506 25,852 26,740 13,370
633 Police Retirement 560 1,730 1,730 865
634 State Disability 0000
PERSONNEL SERVICES $710,428 $765,418 $623,063 $389,608
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 613 800 800 100
704 Contractual Services 79,588 75,310 75,310 0
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 522 2,500 2,500 0
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $80,723 $78,610 $78,610 $100
802 Office Furniture & Equipment 0000
805 Communications Equipment 490 3,500 1,000 3,500
803 Tools and Work Equipment 0000
CAPITAL OUTLAY $490 $3,500 $1,000 $3,500
DEPARTMENT ACCOUNT TOTALS: $791,641 $847,528 $702,673 $393,208
01-204
Police ‐ Communications Center
278 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 211,796 199,696 204,357 204,357
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 12,751 13,290 13,290 13,157
617 Temporary Personnel - Hourly 0000
618 Court Pay 341 0 0 0
620 FICA Expenses Employer 0000
623 Unemployment Insurance 0000
625 Medicare Portion FICA 3,188 2,900 2,963 2,963
630 ICMA Retirement 0000
633 Police Retirement 20,027 19,997 20,436 20,436
634 State Disability 3,089 3,153 3,354 3,354
PERSONNEL SERVICES $251,192 $239,036 $244,400 $244,267
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $0 $0 $0 $0
802 Office Furniture & Equipment 0000
805 Communications Equipment 0000
803 Tools and Work Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $251,192 $239,036 $244,400 $244,267
01-205
Police ‐ Crime Prevention Team (SRO)
279 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 291,800 270,622 279,068 350,223
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 29,324 57,729 80,000 27,729
617 Temporary Personnel - Hourly 0000
618 Court Pay 0000
620 FICA Expenses Employer 18,947 18,639 18,417 21,344
623 Unemployment Insurance 0000
625 Medicare Portion FICA 4,482 4,359 5,233 4,992
630 ICMA Retirement 11,396 12,025 10,089 13,770
633 Police Retirement 233 1,150 7,333 0
634 State Disability Insurance 0000
PERSONNEL SERVICES $356,182 $364,524 $400,140 $418,058
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 587 685 585 685
MATERIALS & SUPPLIES $587 $685 $585 $685
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 0 400 300 400
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $0 $400 $300 $400
802 Office Furniture & Equipment 0000
805 Communications Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $356,769 $365,609 $401,025 $419,143
01-206
Police ‐ Records Team
280 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 61,315 60,000 61,850 61,850
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
618 Court Pay 0000
620 FICA Expenses Employer 3,745 3,720 3,835 3,835
623 Unemployment Insurance 0000
625 Medicare Portion FICA 876 870 897 897
630 ICMA Retirement 2,407 2,400 2,474 2,474
633 Police Retirement 0000
634 State Disability Insurance 0000
PERSONNEL SERVICES $68,343 $66,990 $69,056 $69,056
651 Office Supplies 0000
654 Photocopy/Printing 0000
657 Range Supplies 27,970 49,839 42,339 49,839
660 Operating Supplies 0 500 250 500
MATERIALS & SUPPLIES $27,970 $50,339 $42,589 $50,339
702 Conference/Meeting 24,932 22,600 22,600 24,300
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 67,915 94,100 75,280 74,000
730 Uniforms and Protective Clothing 34,364 66,900 46,000 55,000
740 Auto Mileage Reimbursement 272 400 200 400
750 Professional Service 3,818 4,000 4,000 4,000
755 Computer Software 0000
758 Rentals and Leases 1,600 0 0 0
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $132,901 $188,000 $148,080 $157,700
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $229,214 $305,329 $259,725 $277,095
01-207
Police ‐ Accreditation & Training
281 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 3,545,402 3,424,209 3,463,538 3,531,101
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 231,343 254,156 254,156 271,368
614 Standby Pay 924 6,000 6,000 6,000
618 Court Pay 28,704 34,683 34,683 34,683
620 FICA Expenses Employer 4,792 13,344 16,795 16,795
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 50,429 49,730 50,221 51,114
630 ICMA Retirement 3,264 7,680 9,600 9,600
633 Police Retirement 330,689 342,966 346,354 352,514
634 State Disability Insurance 75,043 72,784 78,030 78,030
PERSONNEL SERVICES $4,270,590 $4,205,552 $4,259,377 $4,351,205
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
657 Range Supplies 0 0 0 0
660 Operating Supplies 14,977 14,000 14,000 23,975
MATERIALS & SUPPLIES $14,977 $14,000 $14,000 $23,975
702 Conference/Meeting 386 510 621 510
706 Dues, Books and Subscriptions 437 0 0 0
727 Expense Reimbursement 344 500 500 500
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 9,792 10,300 10,300 10,300
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 14,853 9,500 9,500 20,100
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
776 Other Equipment Maintenace 14,124 20,140 20,140 20,140
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $39,936 $40,950 $41,061 $51,550
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 3,096 1,000 1,000 1,000
809 Other Major Equipment 0 17,912 14,500 12,200
CAPITAL OUTLAY $3,096 $18,912 $15,500 $13,200
DEPARTMENT ACCOUNT TOTALS: $4,328,599 $4,279,414 $4,329,938 $4,439,930
01-211
Police ‐ Patrol Operations
282 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 1,593,890 1,607,476 1,644,445 1,644,445
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 120,249 140,200 128,456 128,456
614 Standby Pay 41,250 42,277 42,277 45,322
617 Temp Personnel-Hourly 0 0 0 0
618 Court Pay 6,047 7,000 7,000 7,000
620 FICA Expenses Employer 19,530 15,742 16,406 16,406
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 20,581 23,482 23,844 23,844
630 ICMA Retirement 9,968 10,156 10,584 10,584
633 Police Retirement 123,694 136,552 137,983 137,983
634 State Disability Insurance 20,696 23,778 37,256 37,256
PERSONNEL SERVICES $2,006,663 $2,048,251 $2,051,296
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 11,578 10,950 10,950 11,000
MATERIALS & SUPPLIES $11,578 $10,950 $10,950 $11,000
702 Conference/Meeting 211 340 340 340
704 Contractual Services 107,133 124,457 111,719 124,457
706 Dues/Books/Subscriptions 0 0 0 0
727 Expense Reimbursement 2,722 4,000 4,000 4,000
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 215 1,000 1,000 1,000
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 10,703 11,300 11,300 11,300
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 500 500 500
776 Other Equipment Maintenace 567 400 400 500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $121,551 $141,997 $129,259 $142,097
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:$2,159,610 $2,188,460 $2,204,393
01-212
Police ‐ Investigations Bureau
$1,955,905
$2,089,034
283 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 368,343 379,655 394,509 394,509
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 15,258 16,820 16,820 16,820
614 Standby 236 0 0 0
618 Court Pay 2,714 4,000 4,000 4,000
620 FICA Expenses Employer 0000
623 Unemployment Insurance 0000
625 Medicare Portion FICA 5,242 5,505 5,720 5,720
630 ICMA Retirement 0000
633 Police Retirement 34,669 37,966 39,451 39,451
634 State Disability Insurance 4,712 5,431 10,652 10,652
PERSONNEL SERVICES $431,174 $449,377 $471,152 $471,152
651 Office Supplies 0000
654 Photocopy/Printing 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 581 500 500 500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms and Protective Clothing 2,591 5,900 1,900 4,150
750 Professional Service 315 150 150 0
755 Computer Software 0000
758 Rentals and Leases 0000
776 Other Equipment Maintenace 0 600 600 600
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $3,487 $7,150 $3,150 $5,250
802 Office Furniture & Equipment 0000
809 Other Major Equipment 457 0 0 0
CAPITAL OUTLAY $457 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $435,118 $456,527 $474,302 $476,402
01-213
Police ‐ Crime & Traffic Team
284 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 128,556 128,210 132,877 167,877
604 Deferred Compensation 6,428 6,411 6,644 6,644
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 7,536 7,347 7,886 7,886
623 Unemployment Insurance 0000
625 Medicare Portion FICA 1,910 1,859 1,927 1,927
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $148,030 $148,027 $152,934 $188,534
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0 100 100 100
MATERIALS & SUPPLIES $0 $100 $100 $100
702 Conference/Meeting 2,079 2,500 1,000 2,500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 609 500 500 500
727 Expense Reimbursement 0000
728 Training 0 500 500 500
730 Uniforms & Protective Clothing 100 150 150 150
740 Auto Mileage Reimbursement 0000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $2,788 $3,650 $2,150 $3,650
802 Office Furniture & Equipment 0 200 200 200
804 Engineering & Photo Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $200 $200 $200
DEPARTMENT ACCOUNT TOTALS: $150,818 $151,977 $155,384 $192,484
01-301
Public Works ‐ Administration
285 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 947,475 907,974 907,974 958,429
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 4,041 5,000 5,000 10,000
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 18,343 18,000 30,500 19,000
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 57,232 58,003 58,003 61,134
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 13,385 13,567 13,567 14,298
630 ICMA Retirement 36,820 36,319 36,319 38,338
PERSONNEL SERVICES $1,077,296 $1,038,863 $1,051,363 $1,101,199
651 Office Supplies 1,019 1,464 1,200 1,630
654 Photocopy/Printing 0 500 300 500
655 Postage 23 250 125 250
660 Operating Supplies 3,070 4,285 3,285 4,860
MATERIALS & SUPPLIES $4,112 $6,499 $4,910 $7,240
702 Conference/Meeting 974 3,556 1,856 2,000
704 Contractual Services 15,029 16,350 16,100 16,350
706 Dues/Books/Subscriptions 2,804 4,180 3,580 4,120
727 Expense Reimbursement 0 0 0 0
728 Training 5,414 8,070 6,070 8,255
730 Uniforms & Protective Clothing 2,506 2,920 2,920 3,470
740 Auto Mileage Reimbursement 65 300 100 300
750 Professional Services 0 43,761 43,761 15,000
761 Street Lighting 0 0 0 1,000
776 Other Equipment Maintenance 750 1,000 1,000 1,000
793 Title Searches 0 500 0 500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $27,542 $80,637 $75,387 $51,995
802 Office Furniture & Equipment 0 1,100 600 600
804 Engineering & Photo Equipment 0 0 0 0
809 Other Major Equipment 8,878 700 700 900
CAPITAL OUTLAY $8,878 $1,800 $1,300 $1,500
DEPARTMENT ACCOUNT TOTALS:$1,117,828 $1,127,799 $1,132,960 $1,161,934
01-302
Public Works - Engineering
286 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 914,594 920,400 891,400 1,019,130
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 29,016 36,000 36,000 37,000
614 Standby Pay 17,456 17,000 17,000 17,500
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 55,533 59,297 59,297 65,047
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 12,988 13,869 13,869 15,213
630 ICMA Retirement 36,266 36,816 36,816 40,528
PERSONNEL SERVICES $1,065,853 $1,083,382 $1,054,382 $1,194,418
651 Office Supplies 301 500 500 400
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 188,665 311,000 303,000 303,000
661 Oil & Gas - Shops 149,086 264,326 200,000 200,000
662 Vehicle & Equipment Maintenance 67,832 73,500 73,500 73,500
663 Hazardous Waste Disposal 302 3,800 2,000 2,000
665 Special Equipment 0 0 0 0
MATERIALS & SUPPLIES $406,186 $653,126 $579,000 $578,900
702 Conference/Meeting 500 500 500 500
704 Contractual Services 175,685 254,000 200,000 225,000
706 Dues/Books/Subscriptions 990 1,700 1,500 1,700
728 Training 4,725 6,000 5,000 5,000
730 Uniforms & Protective Clothing 8,427 15,000 14,000 14,000
740 Auto Mileage Reimbursement 0 0 0 0
758 Rentals and Leases 0 0 0 0
760 Utilities 19,891 32,000 25,000 25,000
761 Street Lighting 655,340 630,000 620,000 640,000
774 Facility Repair & Maintenance 6,350 33,675 28,300 13,500
776 Other Equipment Maintenance 0 0 0 0
OTHER SERVICES & CHARGES $871,908 $972,875 $894,300 $924,700
802 Office Furniture and Equipment 0 0 0 0
803 Tools and Work Equipment 2,824 0 0 0
807 Fleet Replacement 725,237 693,378 693,378 607,900
809 Other Major Equipment 71,889 113,600 95,000 117,000
CAPITAL OUTLAY $799,950 $806,978 $788,378 $724,900
DEPARTMENT ACCOUNT TOTALS: $3,143,897 $3,516,361 $3,316,060 $3,422,918
01-303
Public Works ‐ Operations
287 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 204,525 202,700 211,042 261,042
604 Deferred Compensation 7,555 7,535 7,857 7,857
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 600 600 600 600
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 10,570 10,571 11,228 11,228
625 Medicare Portion FICA 2,973 2,939 3,060 3,060
630 ICMA Retirement 2,086 2,080 2,156 2,156
640 Outside Personnel Services 0000
PERSONNEL SERVICES $231,909 $230,025 $239,543 $289,543
651 Office Supplies 4,626 4,000 4,200 4,000
654 Photocopy/Printing 182 2,500 500 400
655 Postage 0 300 300 400
660 Operating Supplies 135 1,000 1,000 400
MATERIALS & SUPPLIES $4,943 $7,800 $6,000 $5,200
702 Conference/Meeting 11,005 4,750 4,750 3,435
704 Contractual Services 0000
706 Dues/Books/Subscriptions 360 1,025 800 1,025
728 Training 50 500 400 500
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 304 350 250 350
750 Professional Service 0 1,000 1,000 51,000
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 $11,719 $7,625 $7,200 $56,310
800 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $248,571 $245,450 $252,743 $351,053
01-601
Parks and Recreation ‐ Administration
288 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 129,516 128,556 134,467 134,467
604 Deferred Compensation 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 21 0
617 Temporary Personnel - Hourly 34,676 40,100 45,497 48,771
620 FICA Expenses Employer 10,046 10,456 11,714 11,714
625 Medicare Portion FICA 2,350 2,445 2,740 2,740
630 ICMA Retirement 5,161 5,142 5,379 5,379
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $181,749 $186,699 $199,818 $203,071
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 11,731 14,260 14,260 14,560
655 Postage 4,425 5,190 4,675 5,590
660 Operating Supplies 4,404 9,520 9,520 11,307
MATERIALS & SUPPLIES $20,560 $28,970 $28,455 $31,457
702 Conference/Meeting 3,460 925 1,099 1,075
704 Contractual Services 512 8,512 8,512 512
706 Dues/Books/Subscriptions 395 595 565 635
728 Training 45 400 400 400
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 482 755 755 855
750 Professional Service 750 2,000 2,000 2,000
755 Computer Software 0 2,264 1,799 595
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 $5,644 $15,451 $15,130 $6,072
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: $207,953 $231,120 $243,403 $240,600
01-602
Parks and Recreation ‐ Recreation
289 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 454,137 449,977 449,977 727,973
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 13,528 15,800 15,800 17,562
614 Standby Pay 4,623 7,493 7,493 5,096
617 Temporary Personnel - Hourly 75,306 122,016 93,494 124,413
620 FICA Expenses Employer 33,616 27,898 27,898 54,238
625 Medicare Portion FICA 7,862 6,525 6,525 12,685
630 ICMA Retirement 17,966 17,999 17,999 30,016
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $607,038 $647,708 $619,186 $971,983
651 Office Supplies 800 800 800 1,000
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 48,159 76,463 54,407 69,313
MATERIALS & SUPPLIES $48,959 $77,263 $55,207 $70,313
702 Conference/Meeting 101 0 0 0
704 Contractual Services 97,614 133,954 133,954 145,890
706 Dues, Books, Subscriptions 0 0 85 0
728 Training 1,514 1,830 475 2,570
730 Uniforms & Protective Clothing 11,603 11,285 11,285 9,960
740 Auto Mileage Reimbursement 222 300 250 300
750 Professional Service 8,690 9,700 9,700 8,000
755 Computer Software 0 722 722 768
758 Rentals and Leases 18,841 27,432 25,859 30,158
760 Utilities 383,884 351,972 351,972 388,316
774 Facility Repair and Maintenance 106,338 241,581 141,654 118,812
776 Other Equipment Maintenance 8,670 9,166 9,166 10,781
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $637,477 $787,942 $685,122 $715,555
800 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 4,929 0 0 0
809 Other Major Equipment 88,362 44,306 44,306 64,029
812 Building Improvements 0 0 0 7,500
CAPITAL OUTLAY $93,291 $44,306 $44,306 $71,529
DEPARTMENT ACCOUNT TOTALS: $1,386,765 $1,557,219 $1,403,821 $1,829,380
01-603
Parks and Recreation ‐ Parks Maintenance
290 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 122,038 125,075 125,075 132,208
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 6,698 2,646 2,646 3,418
614 Standby Pay 2,579 2,281 2,281 2,802
617 Temporary Personnel - Hourly 55,981 79,702 79,702 77,963
620 FICA Expenses Employer 11,348 8,442 8,442 13,417
625 Medicare Portion FICA 2,654 1,974 1,974 3,138
630 ICMA Retirement 4,492 5,447 5,447 5,537
640 Outside Personnel Services 0000
PERSONNEL SERVICES $205,790 $225,567 $225,567 $238,483
651 Office Supplies 0000
654 Photocopy/Printing 0000
660 Operating Supplies 25,515 38,219 27,805 41,134
663 Hazard Waste Disposal 0 500 500 250
MATERIALS & SUPPLIES $25,515 $38,719 $28,305 $41,384
702 Conference/Meeting 610 545 545 1,065
704 Contractual Services 152,093 157,325 154,887 183,500
706 Dues/Books/Subscriptions 560 1,110 445 445
728 Training 195 1,514 880 1,580
730 Uniforms & Protective Clothing 1,993 5,575 4,520 4,920
740 Auto Mileage Reimbursement 0000
750 Professional Service 550 650 550 6,400
755 Computer Software 0000
758 Rentals and Leases 1,485 3,160 3,160 4,910
760 Utilities 0000
774 Facility Repair and Maintenance 0 0 0 3,000
776 Other Equipment Maintenance 1,389 2,400 2,200 2,300
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $158,875 $172,279 $167,187 $208,120
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: $390,180 $436,565 $421,059 $487,987
01-604
Parks and Recreation ‐ Forestry
291 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 132,095 142,190 158,104 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0
610 Overtime and Premium Pay 2,384 2,774 1,514 0
614 Standby Pay 446 2,225 1,719 0
617 Temporary Personnel - Hourly 6,535 21,571 16,524 32,038
620 FICA Expenses Employer 8,419 8,816 10,826 1,986
625 Medicare Portion FICA 1,969 2,062 2,533 240
630 ICMA Retirement 5,148 5,688 6,324 0
640 Outside Personnel Services 0000
PERSONNEL SERVICES $156,996 $185,326 $197,544 $34,264
651 Office Supplies 0000
654 Photocopy/Printing 0 44,000 0 24,500
655 Postage 0000
660 Operating Supplies 11,591 25,460 17,860 18,460
663 Hazardous Waste Disposal 0 0 0 500
MATERIALS & SUPPLIES $11,591 $69,460 $17,860 $43,460
702 Conference/Meeting 0 320 320 1,020
704 Contractual Services 44,352 49,700 49,565 51,000
706 Dues/Books/Subscriptions 120 220 220 345
728 Training 645 660 660 1,160
730 Uniforms & Protective Clothing 1,871 3,295 3,195 3,550
740 Auto Mileage Reimbursement 224 600 600 600
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 657 895 660 895
760 Utilities 1,604 2,500 2,500 2,500
774 Facility Repair and Maintenance 13,778 32,700 30,500 24,300
776 Other Equipment Maintenance 709 925 925 925
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $63,960 $91,815 $89,145 $86,295
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: $232,547 $346,601 $304,549 $187,019
01-605
Parks and Recreation ‐ Natural Resources
292 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
620 FICA Expenses Employer 0 0 0 0
621 Workers' Compensation 405,060 358,096 358,096 304,536
623 Unemployment Insurance 0 0 0 0
624 Work Comp Deductible 22,322 30,000 40,000 30,000
625 Medicare Portion FICA 0 0 0 0
626 Medical 1,806,587 1,654,225 1,634,225 1,782,550
627 Dental 109,738 93,000 93,000 93,000
628 LTD/STD 54,028 65,000 65,000 65,000
629 Life/ADD/DEP 62,620 50,000 50,000 50,000
PERSONNEL SERVICES $2,460,355 $2,250,321 $2,240,321 $2,325,086
651 Office Supplies 0 0 0 0
653 Postage 11,382 24,200 23,000 25,000
654 Photocopy/Printing 10,493 17,000 15,000 16,000
660 Operating Supplies 2,468 3,500 1,500 2,300
MATERIALS & SUPPLIES $24,343 $44,700 $39,500 $43,300
750 Professional Services 0 0 0 0
758 Rentals & Leases 3,720 4,560 4,400 4,700
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 235,955 207,986 207,986 243,705
782 Uninsured Losses 32,356 60,014 100,000 70,000
783 Hail Storm Losses 0 0 500,000 1,500,000
797 Bonus Pay Incentive 0 335,250 0 0
799 Misc. Services & Charges 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $272,031 $607,810 $812,386 $1,818,405
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 34,992 35,606 37,738 39,998
902 Debt Service Interest 45,175 44,561 42,430 40,170
903 Finance Origination Fees 0 0 0 0
904 Lease Payment 0 0 0 0
DEBT SERVICE $80,167 $80,167 $80,168 $80,168
DEPARTMENT ACCOUNT TOTALS:$2,836,896 $2,982,998 $3,172,375 $4,266,959
01-610
General Government - Central Charges
293 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 6,848 7,297 7,200 7,297
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 425 452 446 452
625 Medicare Portion FICA 99 106 104 106
640 Outside Personnel Services 0000
PERSONNEL SERVICES $7,372 $7,855 $7,750 $7,855
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0000
704 Contractual Services 411 450 450 450
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms & Protective Clothing 0 68 0 224
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0000
760 Utilities 28,878 13,000 13,000 13,000
774 Facility Repair and Maintenance 2,005 4,000 3,000 4,000
776 Other Equipment Maintenance 892 1,000 500 1,000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $32,186 $18,518 $16,950 $18,674
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:$39,558 $26,373 $24,700 $26,529
01-620
Parks and Recreation ‐ Anderson Building
294 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 119,295 120,418 124,696 124,696
610 Overtime and Premium Pay 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 13,864 12,961 12,740 17,816
619 Temporary Personnel - Non-Hourly 4,227 4,000 4,000 5,051
620 FICA Expenses Employer 7,658 8,444 9,236 9,236
625 Medicare Portion FICA 1,791 1,975 2,160 2,160
630 ICMA Retirement 4,569 4,817 4,988 4,988
640 Outside Personnel Services 5,008 10,185 9,000 12,032
PERSONNEL SERVICES $156,412 $162,800 $166,820 $175,979
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 21,554 22,983 21,000 22,313
MATERIALS & SUPPLIES $21,554 $22,983 $21,000 $22,313
702 Conference/Meeting 97 650 645 825
704 Contractual Services 2,284 2,450 2,450 2,450
706 Dues/Books/Subscriptions 255 255 255 225
728 Training 500 440 200 770
730 Uniforms & Protective Clothing 0 90 90 90
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair and Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $3,136 $3,885 $3,640 $4,360
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: $181,102 $189,668 $191,460 $202,652
01-621
Parks and Recreation ‐ Athletics
295 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 95,631 96,911 102,629 123,936
610 Overtime and Premium Pay 11 300 150 300
614 Standby Pay 0000
617 Temporary Personnel - Hourly 65,496 77,731 72,500 67,676
619 Temporary Personnel - Non-Hourly 21,376 25,367 26,000 28,540
620 FICA Employer Expenses 10,930 12,400 12,775 14,096
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 2,556 2,900 2,988 3,297
630 ICMA Retirement 3,590 3,876 4,105 4,958
640 Outside Personnel Services 12,297 8,305 11,305 16,361
PERSONNEL SERVICES $211,887 $227,790 $232,452 $259,164
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 25,267 31,547 30,000 30,697
MATERIALS & SUPPLIES $25,267 $31,547 $30,000 $30,697
702 Conference/Meeting 1,091 875 875 900
704 Contractual Services 5,855 7,612 7,100 7,312
706 Dues/Books/Subscriptions 85 160 94 188
728 Training 984 2,070 1,800 2,420
730 Uniforms & Protective Clothing 382 600 600 1,250
740 Auto Mileage Reimbursement 0 100 100 100
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 $8,397 $11,417 $10,569 $12,170
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: $245,551 $270,754 $273,021 $302,031
01-622
Parks and Recreation ‐ General Programs
296 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 0 0 0 19,000
610 Overtime and Premium Pay 2,574 2,500 3,750 2,500
614 Standby Pay 0000
617 Temporary Personnel - Hourly 109,145 106,082 101,582 129,897
617 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 6,948 6,603 9,093 10,271
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 1,625 1,524 1,524 2,374
630 ICMA Retirement 0 0 0 760
640 Outside Personnel Services 0000
PERSONNEL SERVICES $120,292 $116,709 $115,949 $164,802
651 Office Supplies 0000
655 Postage Costs 0000
660 Operating Supplies 61,008 49,355 48,062 56,995
663 Hazardous Waste Disposal 0000
MATERIALS & SUPPLIES $61,008 $49,355 $48,062 $56,995
702 Conference/Meeting 0000
704 Contractual Services 7,453 11,126 8,675 11,500
706 Dues/Books/Subscriptions 0000
728 Training 612 450 400 450
730 Uniforms & Protective Clothing 1,162 1,000 986 2,460
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
758 Rentals and Leases 0000
760 Utilities 0 19,000 18,765 19,000
774 Facility Repair and Maintenance 15,750 34,750 29,500 31,550
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $24,977 $66,326 $58,326 $64,960
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0 35,000 35,000 67,000
812 Building Improvements 153,797 0 0 0
CAPITAL OUTLAY $153,797 $35,000 $35,000 $67,000
DEPARTMENT ACCOUNT TOTALS: $360,074 $267,390 $257,337 $353,757
01-623
Parks and Recreation ‐ Outdoor Pool
297 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 233,297 235,502 245,668 245,668
610 Overtime and Premium Pay 0080
614 Standby Pay 0000
617 Temporary Personnel - Hourly 59,584 68,538 64,939 70,070
619 Temporary Personnel - Non-Hourly 15,652 14,381 14,381 22,915
620 FICA Employer Expenses 18,268 19,742 20,738 20,738
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 4,272 4,617 4,850 4,850
630 ICMA Retirement 9,276 9,420 9,660 9,660
640 Outside Personnel Services 23,389 29,998 22,555 22,482
PERSONNEL SERVICES $363,738 $382,198 $382,799 $396,383
651 Office Supplies 0000
654 Photocopy/Printing 12,513 14,000 13,800 15,000
655 Postage Costs 7,188 7,155 7,155 7,405
660 Operating Supplies 34,183 49,037 43,000 41,354
MATERIALS & SUPPLIES $53,884 $70,192 $63,955 $63,759
702 Conference/Meeting 62 600 600 600
704 Contractual Services 39,516 51,416 47,200 46,428
706 Dues/Books/Subscriptions 529 995 805 990
728 Training 2,206 1,595 1,595 2,095
730 Uniforms & Protective Clothing 0 250 250 1,000
740 Auto Mileage Reimbursement 0 108 100 108
750 Professional Service 452 11,750 2,250 2,250
755 Computer Software 0 2,324 2,324 1,960
760 Utilities 18,074 19,050 18,500 18,500
774 Facility Repair and Maintenance 6,057 24,514 21,800 24,014
776 Other Equipment Maintenance 545 5,552 5,000 1,250
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $67,441 $118,154 $100,424 $99,195
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 7,109 0 0 28,400
CAPITAL OUTLAY $7,109 $0 $0 $28,400
DEPARTMENT ACCOUNT TOTALS: $492,172 $570,544 $547,178 $587,737
01-624
Parks and Recreation ‐ Active Adult Center
298 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 11,740 12,501 12,000 14,513
617 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 728 775 744 900
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 170 181 174 210
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $12,638 $13,457 $12,918 $15,623
651 Office Supplies 0 0 0 1,700
654 Photocopy/Printing 0 300 300 3,600
655 Postage Costs 0 0 0 300
660 Operating Supplies 6,387 5,300 4,550 8,200
MATERIALS & SUPPLIES $6,387 $5,600 $4,850 $13,800
702 Conference/Meeting 0000
704 Contractual Services 4,860 4,376 4,376 8,076
706 Dues/Books/Subscriptions 0000
728 Training 0 0 0 600
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 3,680 0 0 11,300
758 Rentals and Leases 1,934 2,196 2,196 2,196
760 Utilities 11,135 17,151 11,088 16,119
774 Facility Repair and Maintenance 22,425 38,110 38,110 5,450
776 Other Equipment Maintenance 65 200 65 1,035
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $44,099 $62,033 $55,835 $44,776
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 21,775 0 0 4,500
CAPITAL OUTLAY $21,775 $0 $0 $4,500
DEPARTMENT ACCOUNT TOTALS:$84,899 $81,090 $73,603 $78,699
01-625
Parks and Recreation ‐ Historic Buildings
299 2018 Adopted Budget
Public Art Fund Long‐term Financial Plan
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
2019
Proposed
Budget
2020
Proposed
Budget
2021
Proposed
Budget
2022
Proposed
Budget
2023
Proposed
Budget
12-580-00-589
BEGINNING FUND
BALANCE $65,819 $82,641 $83,610 $95,935 $187,465 $188,286 $248,358 $306,836 $320,475
REVENUES
12-500-02-505 Building Use Tax $5,373 $10,000 $6,185 $9,000 $9,180 $9,364 $9,551 $9,742 $9,937
12-510-00-516 Building Permits $2,293 $6,070 $2,171 $2,000 $2,040 $2,081 $2,122 $2,165 $2,208
12-550-05-551 Plan Review Fees $1,329 $2,050 $1,264 $1,300 $1,326 $1,353 $1,380 $1,407 $1,435
12-550-06-551 Development Review Fees $0 $0 $125 $130 $125 $125 $125 $125 $125
12-580-00-581 Interest $74 $100 $80 $100 $150 $150 $200 $200 $300
12-580-00-582 1% Public Projects
Tabor Sreet Reconstruction $8,722 $0 $0 $0 $0 $0 $0 $0 $0
32nd & Xenon Traffic Signal $0 $2,500 $2,500 $0 $0 $0 $0 $0 $0
44th Ave Paving $0 $6,750 $0 $0 $0 $0 $0 $0 $0
Clear Creek Crossing $0 $0 $0 $99,000 $0 $0 $0 $0 $0
Ward TOD 0 $0 $0 $0 $48,000 $31,000 $0 $0 $0
Wadsworth Widening 0 $0 $0 $0 $0 $16,000 $45,100 $0 $0
TOTAL REVENUES $17,791 $27,470 $12,325 $111,530 $60,821 $60,072 $58,478 $13,639 $14,005
TOTAL AVAILABLE FUNDS $83,610 $110,111 $95,935 $207,465 $248,286 $248,358 $306,836 $320,475 $334,480
EXPENDITURES
Public Art Acquisition
12-601-800-809 Anderson Park $0 $0 $0 $20,000 $60,000 $0 $0 $0 $0
TOTAL EXPENDITURES $0 $0 $0 $20,000 $60,000 $0 $0 $0 $0
ENDING FUND
BALANCE $83,610 $110,111 $95,935 $187,465 $188,286 $248,358 $306,836 $320,475 $334,480
Fund 12
300 2018 Adopted Budget
Police Investigation Fund
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
17-580-00-589
BEGINNING FUND
BALANCE $92,842 $44,456 $68,969 $49,019
REVENUES
17-580-00-581 Interest $72 $150 $50 $50
17-580-00-588 Miscellaneous Revenue $0 $0 $0 $0
TOTAL REVENUES $72 $150 $50 $50
TOTAL AVAILABLE FUNDS $92,914 $44,606 $69,019 $49,069
EXPENDITURES
17-202-650-660 Operating Supplies $410 $0 $0 $0
17-202-700-704 Contract Services $0 $0 $0 $5,000
17-202-800-806 Compuer Software $0 $0 $0 $0
17-202-800-809 Other Major Equipment $23,535 $20,000 $20,000 $20,000
17-202-800-812 Building Improvements $0 $0 $0 $0
TOTAL EXPENDITURES $23,945 $20,000 $20,000 $25,000
ENDING FUND
BALANCE $68,969 $24,606 $49,019 $24,069
Fund 17
301 2018 Adopted Budget
OPEN SPACE 2016 2017 2017 2018 2019 2020 2021 2022 2023
FUND 32 ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
32-580-00-589 BEGINNING FUND BALANCE $1,225,330 $1,246,666 $1,779,278 $327,547 $560,789 $206,273 $993,441 $1,472,063 $141,904
REVENUES
32-520-00-539 State of Colorado Grant
State Historic Fund
$0 $0 $0 $0 $0 $0 $0 $0 $0
GOCO Grant
State Trail Grant - Clear Creek Trail $39,975 $400,000 $0 $124,000 $0 $0 $0 $0 $0
Local Government Grant Prospect Park $0 $0 $0 $350,000 $0 $350,000 $0 $0 $0
32-520-00-540 Jefferson County Open Space Tax $1,201,201 $1,000,000 $1,200,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
32-550-00-555 Developer Fees $53,038 $180,000 $394,905 $1,600,000 $0 $0 $0 $0 $0
32-520-00-564 Jefferson County Local Government Grant
Prospect Park Renovation $0 $200,000 $360,000 $0 $0 $0 $0 $0 $0
Clear Creek Trail $110,669 $0 $0 $0 $0 $0 $0 $0 $0
Grant Projects $0 $0 $0 $0 $0 $0 $0 $0 $0
32-580-00-556 Land Sales $0 $0 $0 $600,000 $0 $0 $0 $0 $0
32-580-00-581 Interest Earnings $23,430 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000 $8,000
32-580-00-588 Miscellaneous Fees $3,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUES $1,431,313 $1,788,000 $1,962,905 $3,682,000 $1,008,000 $1,358,000 $1,008,000 $1,008,000 $1,008,000
TOTAL AVAILABLE FUNDS $2,656,643 $3,034,666 $3,742,183 $4,009,547 $1,568,789 $1,564,273 $2,001,441 $2,480,063 $1,149,904
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
32-601-800-869 Jeffco OS River Corridor Project Match $25,000 $0 $0 $25,000 $0 $0 $0 $0 $0
32-601-800-859 Anderson Park Master Plan/Park Renovation $0 $0 $0 $400,000 $1,000,000 $0 $0 $0 $0
32-601-800-865 PW/Parks Operations Facility $12,467 $348,701 $348,701 $0 $0 $0 $150,000 $1,950,000 $600,000
32-601-800-873 Prospect Park Renovation $51,299 $2,105,567 $2,105,567 $2,400,000 $0 $0 $0 $0 $0
32-601-800-878 Open Space Management Plan Update $0 $50,000 $0 $50,000 $0 $0 $0 $0 $0
32-601-800-875 Master Plan Updates $0 $0 $0 $0 $0 $50,000 $0 $0 $0
Subtotal $88,766 $2,504,268 $2,454,268 $2,875,000 $1,000,000 $50,000 $150,000 $1,950,000 $600,000
Maintenance Projects
32-601-800-870 Open Space Improvements $180,028 $78,609 $78,609 $25,000 $25,000 $0 $25,000 $25,000 $25,000
32-601-800-871 Park Maintenance Projects $46,177 $120,350 $120,350 $75,000 $25,000 $0 $25,000 $25,000 $25,000
32-601-800-872 Trail Replacement/Repair $33,733 $350,359 $250,359 $35,000 $0 $200,000 $0 $0 $0
32-601-800-872 Outdoor Pool Maintenance $36,673 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $296,611 $549,318 $449,318 $135,000 $50,000 $200,000 $50,000 $50,000 $50,000
Park Maintenance Staff
32-601-600-602 Salaries $388,006 $401,980 $401,980 $327,510 $212,868 $219,254 $225,832 $232,607 $239,585
32-601-600-610 Overtime $0 $3,000 $3,000 $4,156 $3,060 $3,091 $3,122 $3,153 $3,185
32-601-600-614 Standby Pay $49 $2,000 $2,000 $3,248 $3,280 $3,313 $3,346 $3,380 $3,414
32-601-600-620 FICA $23,096 $24,919 $24,919 $20,306 $13,045 $13,306 $13,572 $13,843 $14,120
32-601-600-622 Medical/Dental $56,815 $57,243 $57,243 $65,689 $67,003 $68,343 $69,710 $71,104 $72,526
32-601-600-625 Medicare $5,401 $5,829 $5,829 $4,749 $4,844 $4,941 $5,040 $5,140 $5,243
32-601-600-630 ICMA Retirement $15,518 $16,079 $16,079 $13,100 $8,416 $8,584 $8,756 $8,931 $9,110
Subtotal $488,885 $511,050 $511,050 $438,758 $312,516 $320,832 $329,378 $338,159 $347,183
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 $874,262 $3,564,636 $3,414,636 $3,448,758 $1,362,516 $570,832 $529,378 $2,338,159 $997,183
ENDING FUND BALANCE $1,782,381 ($529,970) $327,547 $560,789 $206,273 $993,441 $1,472,063 $141,904 $152,721
RESTRICTED FUND BALANCE $0 $0 $121,260 $121,260 $121,260 $121,260 $121,260 $121,260 $121,260
UNRESTRICTED FUND BALANCE $1,782,381 ($529,970) $206,287 $439,529 $85,013 $872,181 $1,350,803 $20,644 $31,461
302 2018 Adopted Budget
Municipal Court Fund
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
33-580-00-589
BEGINNING FUND
BALANCE $83,731 $84,281 $89,737 $83,327
REVENUES
33-560-00-562 $1 of Court Fees $1,825 $2,000 $1,800 $2,000
33-560-00-563 $4 of Court Fees $7,300 $8,000 $7,200 $8,000
33-560-00-565 Direct Victim Services $10,445 $12,000 $10,000 $12,000
33-560-00-566 Warrant/Judgments $2,595 $4,000 $3,500 $4,000
33-560-00-567 Transcript Fees $630 $1,500 $1,000 $1,500
33-580-00-581 Interest $87 $550 $90 $90
TOTAL REVENUES $22,882 $28,050 $23,590 $27,590
TOTAL AVAILABLE FUNDS $106,613 $112,331 $113,327 $110,917
EXPENDITURES
33-109-600-640 Outside Personnel $0 $0 $0 $0
33-109-700-715 Transcript Fees $1,188 $1,500 $1,000 $1,500
33-109-700-776 Equipment Maintenance $0 $2,000 $2,000 $2,000
33-109-700-783 Court $4 Expenses $0 $10,000 $10,000 $10,000
33-109-700-787 Warrant/Judgments $2,580 $4,500 $4,000 $4,500
33-109-700-790 Direct Victim Services $10,500 $14,000 $10,000 $12,000
33-109-700-792 Probation $1 Expense $2,608 $3,000 $3,000 $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 $16,876 $35,000 $30,000 $33,000
ENDING FUND BALANCE $89,737 $77,331 $83,327 $77,917
Fund 33
303 2018 Adopted Budget
CONSERVATION TRUST 2016 2017 2017 2018 2019 2020 2021 2022 2023
FUND 54 ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
54-580-00-589 BEGINNING FUND BALANCE $452,081 $360,291 $444,563 $479,979 $50,479 $66,029 $66,579 $167,129 $267,679
REVENUES
54-520-00-539 State of Colorado Lottery $346,839 $300,000 $320,000 $320,000 $320,000 $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 $545 $500 $500 $500 $550 $550 $550 $550 $550
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 $347,384 $300,500 $320,500 $320,500 $320,550 $300,550 $300,550 $300,550 $300,550
TOTAL AVAILABLE FUNDS $799,465 $660,791 $765,063 $800,479 $371,029 $366,579 $367,129 $467,679 $568,229
EXPENDITURES
Development Projects
54-601-800-860 Facility Improvements $32,585 $25,800 $0 $0 $0 $0 $0 $0 $300,000
54-601-800-866 Prospect Park Renovation $0 $225,000 $0 $0 $0 $0 $0 $0 $0
54-601-800-863 Anderson Building Replacement $0 $0 $0 $500,000 $50,000 $0 $0 $0 $0
54-601-800-864 Active Adult Center Parking Lot $27,932 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $60,517 $250,800 $0 $500,000 $50,000 $0 $0 $0 $300,000
Maintenance Projects
54-601-800-870 Recreation Center $164,938 $115,000 $115,000 $115,000 $125,000 $150,000 $150,000 $150,000 $150,000
54-601-800-872 Park Maintenance Projects $19,300 $25,000 $0 $0 $25,000 $25,000 $25,000 $25,000 $25,000
54-601-800-873 Resurface Tennis/Basketball Courts $59,912 $25,000 $50,000 $50,000 $25,000 $25,000 $25,000 $25,000 $25,000
54-601-800-875 Stites Park Playground Replacement $50,235 $0 $0 $0 $0 $0 $0 $0 $0
54-601-800-876 Discovery Park ADA Accessibility Playground $0 $84,803 $79,887 $0 $0 $0 $0 $0 $0
54-601-800-878 Playground Replacement $0 $100,000 $0 $85,000 $80,000 $100,000 $0 $0 $0
54-601-800-879 Panorama Park Irrigation $0 $40,197 $40,197 $0 $0 $0 $0 $0 $0
Subtotal $294,385 $390,000 $285,084 $250,000 $255,000 $300,000 $200,000 $200,000 $200,000
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 $354,902 $640,800 $285,084 $750,000 $305,000 $300,000 $200,000 $200,000 $500,000
ENDING FUND BALANCE $444,563 $19,991 $479,979 $50,479 $66,029 $66,579 $167,129 $267,679 $68,229
304 2018 Adopted Budget
Equipment Replacement Fund
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
57-580-00-589
BEGINNING FUND
BALANCE $468,527 $354,412 $355,359 $260,351
REVENUES
57-520-00-548 E911 Reimbursements $0 $53,000 $0 $0
57-590-00-591 Transfer from General Fund $100,000 $100,000 $100,000 $0
57-580-00-581 Interest $5,566 $3,300 $3,200 $3,300
TOTAL REVENUES $105,566 $156,300 $103,200 $3,300
TOTAL AVAILABLE FUNDS $574,094 $510,712 $458,559 $263,651
EXPENDITURES
57-204-700-750 Professional Services $34,872 $140,000 $13,208 $128,602
57-204-800-805 Police Radios $0 $226,750 $185,000 $0
57-201-800-809 Other Major Equipment $183,862 $0 $0 $50,505
TOTAL EXPENDITURES $218,735 $366,750 $198,208 $179,107
ENDING FUND
BALANCE $355,359 $143,962 $260,351 $84,544
Fund 57
305 2018 Adopted Budget
Crime Prevention Fund
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
63-580-00-589
BEGINNING FUND
BALANCE $401,751 $443,736 $446,497 $426,736
REVENUES
63-500-00-508 Lodger's Tax $413,940 $300,000 $479,431 $474,000
63-560-00-561 No Proof of Insurance $30,542 $30,000 $30,000 $30,000
63-580-00-581 Interest $4,883 $1,000 $5,000 $5,000
TOTAL REVENUES $449,364 $331,000 $514,431 $509,000
TOTAL AVAILABLE FUNDS $851,115 $774,736 $960,928 $935,736
EXPENDITURES
63-201-600-602 Salaries & Wages $285,080 $360,367 $397,147 $376,166
63-201-600-610 Overtime & Premium Pay $13,056 $5,850 $5,850 $5,850
63-201-600-618 Court Pay $495 $1,000 $1,000 $1,000
63-201-600-620 FICA $10,160 $14,824 $13,042 $13,042
63-201-600-622 Medical/Dental Insurance $42,088 $54,278 $44,868 $47,698
63-201-600-625 Medicare Portion FICA $3,011 $5,225 $5,759 $5,454
63-201-600-630 ICMA Retirement $6,030 $9,564 $10,917 $10,078
63-201-600-633 Police Retirement $12,073 $12,127 $12,422 $12,422
63-201-600-634 State Disability Insurance $1,104 $1,107 $3,354 $3,354
PERSONNEL SERVICES $373,097 $464,342 $494,359 $475,064
63-201-650-660 Operating Supplies $15,347 $19,300 $19,300 $19,300
MATERIALS & SUPPLIES $15,347 $19,300 $19,300 $19,300
63-201-700-702 Conference/Meeting $7,309 $6,100 $6,100 $6,100
63-201-700-706 Dues, Books, Subscriptions $813 $1,485 $1,485 $1,735
63-201-700-730 Uniforms & Protective Clothing $6,003 $7,000 $7,000 $7,000
63-201-700-750 Professional Services $2,050 $5,948 $5,948 $5,948
OTHER SERVICES & CHARGES $16,175 $20,533 $20,533 $20,783
TOTAL EXPENDITURES $404,619 $504,175 $534,192 $515,147
ENDING FUND
BALANCE $446,497 $270,561 $426,736 $420,589
Fund 63
306 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 345,547 337,138 347,661 338,861
610 Overtime and Premium Pay 6,884 8,424 7,000 9,576
614 Standby Pay 9,579 9,299 9,299 10,686
617 Temporary Personnel - Hourly 232,086 239,090 265,658 298,726
620 FICA Employer Expenses 35,377 36,826 38,383 40,787
622 Medical/Dental Insurance 80,319 79,291 79,291 74,191
625 Medicare Portion FICA 8,274 8,612 8,976 9,539
630 ICMA Retirement 13,704 13,486 13,486 13,554
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $731,770 $732,166 $769,754 $795,920
651 Office Supplies 0 700 250 500
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 255 1,060 500 1,060
660 Operating Supplies 72,945 77,010 77,000 78,510
663 Hazardous Waste Disposal 0 0 0 0
MATERIALS & SUPPLIES $73,200 $78,770 $77,750 $80,070
702 Conference/Meeting 1,844 820 820 1,400
704 Contractual Services 70,873 67,756 70,000 72,726
706 Dues/Books/Subscriptions 116 291 425 425
728 Training 2,922 3,700 3,700 2,043
730 Uniforms & Protective Clothing 3,082 3,715 3,715 6,355
740 Auto Mileage Reimbursement 589 910 600 910
750 Professional Service 0 0 0 0
755 Computer Software 0 1,792 1,792 1,792
758 Rentals and Leases 0 300 0 0
760 Utilities 293,188 333,000 303,000 312,000
774 Facility Repair and Maintenance 61,703 58,000 62,000 74,652
776 Other Equipment Maintenance 3,268 6,500 3,000 6,500
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $437,585 $476,784 $449,052 $478,803
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: $1,242,555 $1,287,720 $1,296,556 $1,354,793
64-602
Recreation Center ‐ Facilities
307 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 182,064 177,850 189,685 189,685
610 Overtime and Premium Pay 5,327 4,500 5,126 4,500
614 Standby Pay 1,116 1,150 1,150 1,250
617 Temporary Personnel - Hourly 345,507 339,035 348,500 349,514
619 Temporary Personnel - Non Hourly 0 0 4,562 6,850
620 FICA Employer Expenses 33,102 32,397 34,039 34,212
622 Medical/Dental Insurance 32,557 31,510 31,510 30,495
625 Medicare Portion FICA 7,742 7,577 7,961 8,000
630 ICMA Retirement 6,972 7,114 7,587 7,587
640 Outside Personnel Services 0000
PERSONNEL SERVICES $614,387 $601,133 $630,120 $632,093
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 53,841 70,900 65,850 70,230
663 Hazardous Waste Disposal 0 1,600 1,450 1,600
MATERIALS & SUPPLIES $53,841 $72,500 $67,300 $71,830
702 Conference/Meeting 390 1,050 1,050 1,670
704 Contractual Services 4,307 7,146 7,000 8,226
706 Dues/Books/Subscriptions 170 225 225 225
728 Training 6,743 5,700 5,523 4,750
730 Uniforms & Protective Clothing 4,190 4,400 4,120 4,500
740 Auto Mileage Reimbursement 0000
755 Computer Software 0 512 512 512
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 28,854 25,000 18,500 22,150
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $44,654 $44,033 $36,930 $42,033
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $712,882 $717,666 $734,350 $745,956
64-604
Recreation Center ‐ Aquatics
308 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 17,647 21,255 21,255 21,255
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 152,957 165,003 173,000 183,208
619 Temporary Personnel - Non-Hourly 68,450 80,832 71,000 81,538
620 FICA Employer Expenses 14,857 16,560 16,445 17,732
622 Medical/Dental Insurance 3,642 2,824 2,824 5,859
625 Medicare Portion FICA 3,475 3,873 3,846 4,147
630 ICMA Retirement 706 850 850 850
640 Outside Personnel Services 0 400 0 400
PERSONNEL SERVICES $261,734 $291,597 $289,220 $314,989
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 10 50 50 50
660 Operating Supplies 12,941 14,600 14,600 12,600
MATERIALS & SUPPLIES $12,951 $14,650 $14,650 $12,650
702 Conference/Meeting 97 350 350 500
704 Contractual Services 5,850 5,200 5,800 6,000
706 Dues/Books/Subscriptions 0 40 40 40
728 Training 1,723 3,300 2,800 3,000
730 Uniforms & Protective Clothing 0 200 200 700
740 Auto Mileage Reimbursement 0 75 25 75
755 Computer Software 0 768 768 768
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 $7,670 $9,933 $9,983 $11,083
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $282,355 $316,180 $313,853 $338,722
64-605
Recreation Center ‐ Fitness
309 2018 Adopted Budget
Account Name/Detailed Explanation
2016
Actual
Budget
2017
Adjusted
Budget
2017
Estimated
Budget
2018
Adopted
Budget
602 Staff Salaries & Wages 21,360 37,352 42,337 42,337
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 1,300 2,316 2,625 2,625
622 Medical/Dental Insurance 3,128 2,815 5,840 5,840
625 Medicare Portion FICA 304 541 614 614
630 ICMA Retirement 836 1,494 1,693 1,693
640 Outside Personnel Services 3,345 1,800 1,800 1,800
PERSONNEL SERVICES $30,273 $46,318 $54,909 $54,909
651 Office Supplies 0000
654 Photocopy/Printing 12,316 15,480 15,480 15,780
655 Postage Costs 4,425 5,690 4,750 6,090
660 Operating Supplies 10,484 12,520 12,870 13,807
MATERIALS & SUPPLIES $27,225 $33,690 $33,100 $35,677
702 Conference/Meeting 339 175 175 325
704 Contractual Services 0000
706 Dues/Books/Subscriptions 2,185 2,015 2,015 2,128
728 Training 95 400 400 400
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0 170 100 170
750 Professional Services 200 1,500 1,500 2,000
755 Computer Software 0 2,264 1,790 595
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 $2,819 $6,524 $5,980 $5,618
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$60,317 $86,532 $93,989 $96,204
64-607
Recreation Center ‐ Marketing
310 2018 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
311 2018 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.
312 2018 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.
313 2018 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)
Investing 4 the Future (2E)
314 2018 Adopted Budget
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 in this
section of the budget document.
Unrestricted Fund Balance Policy
The City Council adopted an Unrestricted Fund Balance Policy in June of 2011. This policy is
included in this section of the budget document.
315 2018 Adopted Budget
The City of Wheat Ridge (City) recognizes the importance of long‐range, financial planning in order
to meet its capital project and improvement needs. The following debt management policy provides
guidance on the issuance of debt to help ensure that the City maintains a sound debt position and
that its credit quality is protected. As such, the policy allows for an appropriate balance between
establishing debt parameters while also providing flexibility to respond to unforeseen circumstances
and new opportunities.
Responsibility and Administration of Policy
The primary responsibility for developing long‐term, financing recommendations rests with the City
Manager. During the annual budget process, and at any other time during the year that may be war‐
ranted, the City Manager will work with the 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
316 2018 Adopted Budget
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.
All Funds Budget - The “all funds budget” is the total of the appropriations for all of the funds.
Allocation - Funds that are apportioned or designated to a program, function, or activity.
Appropriation - The legal authorization by City Council to make expenditures and/or to incur obligation
for specific purposes.
Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for
levying taxes. The County Assessor determines the assessed valuation of residential and commercial
property as a percentage of its actual value using an established base year for calculating the property
values.
Assigned Fund Balance - amounts a government intends to use for a specific purpose; intent can be
expressed by the governing body or by an official or body to which the governing body delegates the
authority.
Balanced Budget - Pursuant to Chapter X, Section 10.5 of the City of Wheat Ridge Charter, the total
proposed expenditures shall not exceed the total estimated revenue.
Budget - The City’s operational and functional plan balancing expenditures for a fiscal year with the
expected income or revenue for the fiscal year. A budget identifies the various programs, goals,
activities, expectations, and results/benefits.
Bond - Most often, a written promise to pay a specified sum of money (called the face value or principal
amount), at a specified date or dates in the future, called the maturity date(s), together with periodic
interest at a specified fixed rate.
Budget 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.
GLOSSARY
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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 Assets - Assets of a long term character which are intended to continue to be help or used beyond
one year, such as land, buildings, and improvements.
Capital Improvement 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
projects that benefit low and moderate-income residents in the City and help eliminate blight conditions.
Contingency - Funds appropriated to cover unexpected expenses that may occur during the budgeted year.
Debt - An obligation resulting from the borrowing of money or from the purchase of goods and services.
Department - A department is a component of the overall City organization. Often including multiple
divisions, it is headed by a director and has an established specific and unique set of goals and
objectives to provide services to the 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 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
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decrease in net financial resources. They include such items as employee salaries, operation supplies, and
capital outlays.
Fee - A charge levied to a user of a specific good or service in direct exchange for that good or service.
Fiscal Year - A 12-month period of time to which the annual budget applies, and, at the endo of which, a
governmental unit determines its financial positions and results of its operations.
Full Time Equivalent (FTE) - A personnel position financed for the equivalent of 40 hours per week for
52 weeks. For example, a 0.5 FTE could work 20 hours per week for 52 weeks or 40 hours per week for
26 weeks.
Fund - Each individual fund is a separate accounting entity having its own assets, liabilities, revenues and
expenditures. City financial resources are allocated to and accounted for in individual funds based on
legal or administrative restrictions or requirements.
Fund Balance - The net difference between expenditures and revenues at the end of the fiscal year.
GASB - Government Accounting Standards Board.
General Fund - The fund used to account for all financial resources not specifically earmarked for other
purposes. The General Fund is the primary operating fund for the City of Wheat Ridge.
Grants - Contributions or gifts of cash or other assets from another government, or a private or non-
profit entity. Grants are generally to be used or expended for a specific purpose, activity, or facility.
Interest Income - Interest Income is the amount of revenue earned on investments and cash deposits.
The guidelines for generating this source of revenue are found in the investment policies of the City. The
revenue is used to fund City programs.
Intergovernmental Revenue - Revenues levied by one government but shared on a predetermined basis
with another government or class of governments (grants, loans, vehicle/highway tax, etc.).
Jefferson County Road and Bridge Tax - Each county in the state maintains a county road and bridge fund
for road and bridge construction, maintenance, and administration, funded by a mill levy property tax.
Each municipality located in any county is entitled to receive the revenue accruing to said funds, for
the purpose of construction and maintenance of roads and streets located within the City’s boundaries.
Legally, this is the only use for these funds.
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.
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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.
Mill Levy - Rate by which assessed valuation is multiplied to determine tax rate. A mill is 1/10 of one
cent or $1.00 of tax for each $1,000 of assessed value. The City of Wheat Ridge has a property tax mill
levy of 1.83 mills. Other taxing entities such as fire, water, sanitation and school districts have mill levies
as well.
Motor Vehicle Registration Fees - State law requires payment of an annual registration fee for all
vehicles. The amount of the fee is based on the class and use of the vehicle. Fees collected by the County
are allocated among the County and cities within the county on the basis of the number of vehicles
registered in each city and the unincorporated area of the county. The revenue received by a county,
city or town from the registration fees must be spent on the construction or maintenance of roads and
bridges.
Municipal Court Fines - All fines are set by the court for each violator, within legally set limits. Traffic
tickets, summons, jury trials, and forfeitures are received by the Finance Division from the Municipal
Court as city revenue.
Non-spendable Fund Balance - amounts that are not in a spendable form (such as inventory) or are
required to be maintained intact (such as the corpus of an endowment fund).
Operating Budget - The annual operating budget is the primary means by which most of the financing,
acquisition, spending, and service delivery activities of a government are controlled.
Other Services and Charges - Includes such items as dues, subscriptions, travel and training expenses,
professional fees and utility charges.
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.
Personnel Services - Compensation for direct labor of persons in the employment of the City; includes
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salaries, wages and benefits for full-time, part-time, and temporary work, including overtime and
similar compensation.
Planning and Development Fee - The City requires that an application fee be paid for all rezoning
requests and site plan reviews. These rezoning requests must then meet posting, publication and public
hearing requirements established by the City.
Police Records/Search Fees - These fees reimburse the City for costs related to the release of records.
Priority Based Budgeting - A resource alignment tool using a prioritization methodology that the City
has adopted in order to measure the City’s financial health and wellness.
Property Tax - A tax levied by the City on the assessed valuation of all taxable property located within the
City calculated using the mill levy.
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.
RFP - Request for Proposal.
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.
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.
Strategic Goals - Outcome of vision statements established by the Mayor and City Council to guide the
goals, activities, expectations, results/benefits, organizational structure, and appropriation of responsibility
of the City Manager to cause strategic goals to be carried out, through the various executive and
administrative authority and powers (including budgetary powers) set out in the Wheat Ridge Charter.
Swimming Pool Fees - Admission and lesson fees charged for the use of the City Swimming pool.
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Tax Increment Financing (TIF) - Tax increment financing may be used in accordance with Colorado
Urban Renewal law. In such cases, tax bases can be frozen for a period of time whereby incremental
taxes in excess of the frozen base are typically used to provide redevelopment.
Taxpayers’ Bill of Rights (TABOR) - Colorado voters passed the Taxpayers’ Bill of Rights (Article X,
Section 20 of the Colorado Constitution) in November of 1992. The amendment restricts the City’s total
revenue growth to prior year revenue plus the Denver-Boulder Consumer Price Index, and a growth
measure, which only includes net new construction, net changes in taxable/non-taxable properties, and
annexed property. The amendment also requires each government to establish an emergency reserve
of 3.0% of all non-exempt funds.
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.
Use Tax – Use tax is a compensating tax equal to the City sales tax, due on all items on which no local
sales tax was paid or on which a lesser local sales tax was paid.
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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