HomeMy WebLinkAbout20232023
ADOPTED BUDGET
PRESENTED TO
City of Wheat Ridge
Colorado
For the Fiscal Year Beginning
January 01, 2022
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
CITY OF WHEAT RIDGE ANNUAL BUDGET January 1 – December 31 Fiscal Year 2023
ELECTED OFFICIALS
From upper left to right:
Mayor: Bud Starker; Treasurer: Christopher Miller; City Clerk: Steve Kirkpatrick
District I: Judy Hutchinson, Janeece Hoppe; District II: Rachel Hultin, Scott Ohm
District III: Korey Stites, Amanda Weaver; District IV: Valerie Nosler Beck, Leah Dozeman
CITY OF WHEAT RIDGE, COLORADO
ANNUAL BUDGET
Prepared by the Budget Staff
EXECUTIVE MANAGEMENT TEAM
City Manager
Patrick Goff
Deputy City Manager
Allison Scheck
Assistant City Manager
Marianne Schilling
Police Chief
Chris Murtha
Director of Parks and Recreation
Karen O’Donnell
Director of Public Works
Maria D’Andrea
Director of Community Development
Ken Johnstone
Lauren Mikulak (Interim)
Judge
Christopher Randall
CONTENTS AND PRODUCTION
Patrick Goff
Allison Scheck
Marianne Schilling
Mark Colvin
Jessica Chavez
PHOTO CREDITS
Scott Dressel-Martin
Justin LeVett Photography
Blue Hartkopp Photography
Erin Perrin
DEPARTMENT BUDGET CONTACTS
City Treasurer
Chris Miller
City Clerk’s Office, Legislative
Steve Kirkpatrick
Robin Eaton
Municipal Court
Judge Randall
Kersten Armstrong
Community Development
Ken Johnstone
Lauren Mikulak
Tammy Odean
Police Department
Chris Murtha
Michelle Stodden
Public Works
Maria D’Andrea
John Medrano
Parks and Recreation
Karen O’Donnell
Susan Anderson
Brandon Altenburg
Kelsey Carter
Andrew McDonald
Administrative Services, City Manager,
City Attorney
Patrick Goff
Allison Scheck
Marianne Schilling
_____________________________________________________________________________________________
City of Wheat Ridge
TABLE OF CONTENTS
Budget Message ............................................................................................................................ 10
Vision and Goals ............................................................................................................................ 22
Summary of Community Input .......................................................................................... 27
Budget in Brief .............................................................................................................................. 29
Revenues & Expenditures Summary ............................................................................................. 44
Budget Summary by Fund ................................................................................................. 44
General Fund Revenues .................................................................................................... 45
General Fund Expenditures .............................................................................................. 48
Fund Balances by Fund Type ............................................................................................. 50
Five Year Trends ................................................................................................................ 52
Long Range Financial Plan ................................................................................................. 59
Financial Obligations and Debt ......................................................................................... 60
Department/Fund Matrix ................................................................................................. 62
General Government .................................................................................................................... 63
Legislative .......................................................................................................................... 64
City Attorney ..................................................................................................................... 66
Central Charges ................................................................................................................. 68
City Treasurer ................................................................................................................................ 69
City Clerk ....................................................................................................................................... 72
City Manager ................................................................................................................................. 75
City Manager’s Office ........................................................................................................ 77
Economic Development .................................................................................................... 79
Homeless Navigation Program ......................................................................................... 81
Sustainability ..................................................................................................................... 83
Municipal Court ............................................................................................................................ 85
Administrative Services ................................................................................................................. 89
Administrative Services ..................................................................................................... 94
Finance .............................................................................................................................. 96
Human Resources ............................................................................................................. 98
Communications and Engagement ................................................................................. 100
Procurement ................................................................................................................... 102
Information Technology.................................................................................................. 104
Community Development ........................................................................................................... 106
Administration ................................................................................................................ 111
Planning........................................................................................................................... 113
Building ........................................................................................................................... 115
Engineering ..................................................................................................................... 117
Police Department ...................................................................................................................... 119
Administration ................................................................................................................ 124
Grants .............................................................................................................................. 126
Community Services Team .............................................................................................. 128
TABLE OF CONTENTS
Crime Prevention Team (SRO) ........................................................................................ 130
Records ........................................................................................................................... 132
Accreditation & Training ................................................................................................. 134
Patrol Operations ............................................................................................................ 136
Investigations Bureau ..................................................................................................... 138
Crash & Traffic Team (CATT) ........................................................................................... 140
Public Works ............................................................................................................................... 142
Operations ...................................................................................................................... 146
Facilities Maintenance .................................................................................................... 148
Parks & Recreation ...................................................................................................................... 150
Administration ................................................................................................................ 155
Recreation ....................................................................................................................... 157
Parks Maintenance ......................................................................................................... 159
Forestry and Horticulture ............................................................................................... 161
Natural Resources ........................................................................................................... 163
Anderson Building ........................................................................................................... 165
Athletics .......................................................................................................................... 167
General Programs ........................................................................................................... 169
Outdoor Pool ................................................................................................................... 171
Active Adult Center ......................................................................................................... 173
Historic Buildings............................................................................................................. 175
Facility Operations .......................................................................................................... 177
Aquatics ........................................................................................................................... 179
Fitness ............................................................................................................................. 181
Special Revenue Funds
Public Art Fund 12 ........................................................................................................... 183
Police Investigation Fund 17 ........................................................................................... 184
Open Space Fund 32 ....................................................................................................... 185
Municipal Court Fund 33 ................................................................................................ 187
Conservation Trust Fund 54 ............................................................................................ 189
Equipment Replacement Fund 57 .................................................................................. 191
Crime Preventions/Code Enforcement Fund 63 ............................................................. 192
Capital Improvement Program ................................................................................................... 194
CIP Project Pages............................................................................................................. 196
CIP 2017-2027 ................................................................................................................. 209
Investing 4 the Future – Projects Funded By 2E ......................................................................... 210
2E 2021-2030 .................................................................................................................. 213
Renewal Wheat Ridge Bond Projects Fund ................................................................................ 214
RWR 21-2030 .................................................................................................................. 219
Staffing ....................................................................................................................................... 220
Pay-for-Performance Compensation Plan ...................................................................... 220
TABLE OF CONTENTS
Pay Plan ........................................................................................................................... 222
Staffing Table .................................................................................................................. 227
5-year Staffing Plan ......................................................................................................... 233
2023 Fee Schedule ...................................................................................................................... 234
Line Item Accounts
City Treasurer (01-101) ................................................................................................... 251
Legislative (01-102) ......................................................................................................... 252
Finance (01-103) ............................................................................................................. 253
Economic Development (01-105) ................................................................................... 254
City Manager (01-106) .................................................................................................... 255
City Attorney (01-107) .................................................................................................... 256
City Clerk (01-108) .......................................................................................................... 257
Municipal Court (01-109) .................................................................................................258
Administrative Services-Administration (01-111) .......................................................... 259
Human Resources (01-112)............................................................................................. 260
Communications and Engagement (01-113) .................................................................. 261
Homeless Navigation (01-114) ........................................................................................ 262
Procurement (01-116) .................................................................................................... 263
Information Technology (01-117) ................................................................................... 264
Facilities Maintenance (01-118) ..................................................................................... 265
Sustainability (01-119) .................................................................................................... 266
Community Development – Administration (01-120) .................................................... 267
Planning (01-121) ............................................................................................................ 268
Building (01-122) ............................................................................................................. 269
Engineering (01-123) ....................................................................................................... 270
Police – Administration (01-201) .................................................................................... 271
Grants (01-202) ............................................................................................................... 272
Community Services Team (01-203) ............................................................................... 273
Crime Prevention Team (01-205).................................................................................... 274
Records (01-206) ............................................................................................................. 275
Accreditation & Training (01-207) .................................................................................. 276
Patrol Operations (01-211) ............................................................................................. 277
Investigations Bureau (01-212) ....................................................................................... 278
Crime & Traffic Team (01-213) ....................................................................................... 279
Public Works – Operations (01-303) ............................................................................... 280
Parks & Recreation – Administration (01-601) ............................................................... 281
Recreation (01-602) ........................................................................................................ 282
Parks Maintenance (01-603) ........................................................................................... 283
TABLE OF CONTENTS
Forestry (01-604) ............................................................................................................ 284
Natural Resources (01-605) ............................................................................................ 285
Central Charges (01-610) ................................................................................................ 286
Anderson Building (01-620) ............................................................................................ 287
Athletics (01-621) ............................................................................................................ 288
General Programs (01-622) ............................................................................................. 289
Outdoor Pool (01-623) .................................................................................................... 290
Active Adult Center (01-624) .......................................................................................... 291
Historic Building (01-625) ............................................................................................... 292
Facilities (01-626) ............................................................................................................ 293
Aquatics (01-627) ............................................................................................................ 294
Fitness (01-628)............................................................................................................... 295
Special Revenue Funds
Public Art Fund (12) ........................................................................................................ 296
Police Investigation Fund (17) ........................................................................................ 297
Open Space Fund (32) ..................................................................................................... 298
Municipal Court Fund (33) .............................................................................................. 299
Conservation Trust Fund (54) ......................................................................................... 300
Equipment Replacement Fund (57) ................................................................................ 301
Crime Prevention/Code Enforcement Team (63) ........................................................... 302
Financial Policies ......................................................................................................................... 303
Accounting, Budgeting ........................................................................................................303
Debt Management Policy ................................................................................................... 308
Unrestricted Fund Balance Policy ................................................................................... 311
Glossary ....................................................................................................................................... 313
Budget Message
January 1, 2023
Dear Mayor and Councilmembers:
I am pleased to present to the Mayor and City Council the 2023 Adopted Budget. This Budget provides
the framework for providing services and programs to the residents of Wheat Ridge for the year 2023,
based on the delivery of core services and priorities identified in the City Council Strategic Plan and
other planning and visioning documents.
The Wheat Ridge community and economy have proven to be very resilient, despite several unique
challenges since 2020. Revenues have performed significantly better than estimated and commercial
and residential development activity continue to thrive. Federal financial assistance of over $10 million
in CARES and ARPA funding has provided additional resources to address impacts on the community
from the COVID-19 pandemic. Grant funding of over $50 million between 2020 and 2023 and Urban
Renewal Authority bond funds in the amount of $37.5 million are enabling the City to invest in catalytic
public improvement projects across the entire community. Wheat Ridge is in a good place.
The 2023 Adopted Budget cautiously projects an optimistic future for the City in the near term.
Revenues are projected to continue to increase but at a slower pace than in the recent past. Commercial
and residential development will remain strong in Wheat Ridge but is likely to slow which will decrease
one-time revenues generated from construction activity. Inflation continues to remain high, increasing
the City’s costs for goods and labor. Some uncertainty does exist concerning the future of the economy;
however, Wheat Ridge has built a strong foundation and will continue to remain resilient against future
challenges.
The 2023 Adopted Budget includes many initiatives and projects to continue to build on the successes of
the past and to plan for the future of the community. Several planning efforts will continue or start in
2023 including a new comprehensive plan, economic development strategy, affordable housing study,
44th Avenue subarea plan, West and East 38th Avenue redevelopment plans, open space management
plan, and a Sustainable Wheat Ridge Action plan update. Millions of dollars' worth of public
infrastructure will be designed and constructed across the City.
The 2023 Adopted Budget also includes several expenditures to increase the efficiency of governmental
services and programs and meet community expectations. The General Fund will transfer $500,000 to
the Equipment Replacement Fund to fund a new Enterprise Resource Planning system (ERP), designed to
streamline processes such as permitting and licensing while improving staff efficiency and accuracy. The
Police Department will implement a new electronic citation system which improves officer safety with
less time spent out of patrol vehicles and productivity is increased when officers can issue citations more
quickly and with greater accuracy. Following the recent cyber-attack, the City will add new resources to
protect against future threats including end point detection and level one support to allow more time
for remediation and monitoring. The City will add another snowplow to its fleet so that snow and ice
10 2023 Adopted Budget
control remain a top priority in the winter months. Finally, an assessment of all City owned facilities will
continue into 2023 to evaluate the organization’s capacity to efficiently and effectively deliver services
and programs to the community today and well into the future.
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. In addition, City Council met in early 2021 and
agreed upon the following eight strategic priorities for staff to focus their efforts in 2021 and 2022. Staff
used the vision topics and strategic priorities to guide the development of and prioritize projects for the
2023 Budget.
Vision Topics:
1.Wheat Ridge is an attractive and inviting City
2.Wheat Ridge is a community for families
3.Wheat Ridge has great neighborhoods
4.Wheat Ridge has a choice of economically viable commercial areas
5.Wheat Ridge has diverse transportation
6.Wheat Ridge is committed to environmental stewardship
7.Wheat Ridge residents enjoy an active, healthy lifestyle
8.Wheat Ridge residents are proud of their hometown
Strategic Priorities:
1.New efforts of engagement in government
2.Implement bulk plane in all residential zone districts
3.Re-examine/advance sidewalks on 38th Avenue
4.Review the vision, mission, and funding of Localworks
5.Streamline permit processes
6.Commercial corridor code review
7.Policy on non-conforming accessory dwelling units (ADUs)
8.Develop solutions and work with partners to address homelessness
OVERALL SUMMARY
The total 2023 Adopted Budget, including the General Fund, two capital funds, seven special revenue
funds, and the 2E Investing 4 the Future Bond Fund, is $92,450,577. The Budget is based on projected
revenues of $78,131,183. The beginning fund balance for 2023 is projected at $48,413,383, which brings
the total available funds to $126,544,566. This will provide for a projected ending fund balance of
$34,093,989.
General Fund $47,328,776
Capital Improvement Program (CIP) Fund $26,682,246
RWR Bond Projects Fund $6,582,725
Special Revenue Funds $8,250,530
2E Investing 4 the Future Bond Fund $3,606,300
Total $92,450,577
11 2023 Adopted Budget
General Fund
General Fund revenue is projected at $46,292,585, which is a 12% decrease compared to 2022 year-end
estimated revenues and a 3.7% decrease compared to the original 2022 budget. The primary reason for
the decrease in 2023 revenue is because the City received $3.9 million in ARPA funding in 2022 it will not
receive in 2023. In addition, the beginning fund balance for 2023 is projected at $23,446,059, which
brings the total available funds for the General Fund to $69,738,644.
General Fund expenditures total $47,328,776, excluding transfers. General Fund expenditures represent
a 2.2% increase compared to the adjusted 2022 Budget. The ending fund balance for the General Fund is
projected at $17,250,868, of which $10,477,801 (22% 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 and that the City will annually target to
maintain a 25% unrestricted fund balance percentage level as part of its annual budget process. In
addition, TABOR requires that the City maintain a 3% emergency reserve which brings the total
projected City reserves in 2023 to 25% of operating expenditures.
Capital Improvement Program (CIP) Fund
CIP Fund revenue is projected at $18,180,175 ($3 million transferred from the General Fund), which is a
38% decrease compared to 2022 estimated revenue, mostly due to the amount of grant revenue
received for the Improve Wadsworth project in 2022 and a decrease in transfers from the General Fund.
In addition, the beginning fund balance for 2023 is projected at $12,557,081, which brings the total
available funds for the CIP Fund to $30,737,256.
CIP expenditures total $26,682,246, which is a 10% decrease compared to the adjusted 2022 Budget.
This will provide for a projected ending fund balance of $4,055,010.
The 2023 Adopted CIP Budget includes the following projects:
• $20.9 million to finalize the first phase of the Improve Wadsworth project and to start the
second phase.
• $3 million for annual street preventative maintenance
•$1.5 million for 35th bike lane improvements and Wadsworth sidewalk design
• $392,246 for City Hall improvements
•$200,000 for aerial photography and GIS updates
•$150,000 for City-wide roadway striping maintenance
•$100,000 for miscellaneous public development related improvements
• $100,000 for drainage and watershed master plan
•$100,000 for the City's Neighborhood Traffic Management Program (NTMP)
•$100,000 for a traffic signal master plan
•$75,000 for City-wide ADA infrastructure improvements
• $25,000 for master gateway signage plan
• $10,000 for street lighting
Renewal Wheat Ridge Bond Projects Fund
Renewal Wheat Ridge (RWR) issued bonds in November 2021 in the net amount of $37.5 million for
public improvements within the I-70/Kipling Corridors Urban Renewal Plan Area. This Budget includes a
12 2023 Adopted Budget
fund for the City's project expenditures associated with the bonds. Funds will be transferred into the
Fund from RWR as contracts are awarded. Please see the Renewal Wheat Ridge Bonds Project section of
the Budget for detailed information.
The 2023 Adopted Budget includes $6,582,725 in revenues from the bonds and $6,582,725 in
expenditures for the following projects:
•$700,000 for maintenance and improvements to the Youngfield Street bridge over Clear Creek.
•$4,432,725 for maintenance improvements to the Wheat Ridge Recreation Center including a
new roof, new parking lot, heat recovery units, repairs to bridge over Lena Gulch and an
electronic message board.
•$1.45 million for right-of-way acquisition for the pedestrian bridge over the commuter rail tracks
and multi-use trail from the bridge to the I-70 Frontage Road.
The future RWR Bond Projects Fund includes final design, engineering, and construction of
enhancements to the I-70/Kipling Street interchange; construction of the pedestrian bridge and multi-
use trail at the G-Line commuter rail station; bike and pedestrian improvements at 32nd Avenue and I-70;
and aesthetic improvement to the Youngfield Street corridor.
Special Revenue Fund – Open Space
Open Space revenue is projected at $5,163,519, which is a 102% increase compared to the 2022
estimated revenue. The large increase is primarily due to a transfer of ARPA funding from the General
Fund for the Tabor Lake, Panorama Park and Fruitdale Park projects. The beginning fund balance for
2023 is projected at $3,481,585, which brings the total available funds for the Open Space Fund to
$8,645,104.
Open Space projects for 2023 include:
•The Green project on 38th Avenue
•Reconstruction of Panorama Park tennis courts and other park improvements
•Tabor Lake Trail improvements
•Bass Lake boardwalk engineering and conceptual design
•Miscellaneous improvements at Stites, Louise Turner and Randall Parks
Funding is also appropriated for seven parks maintenance and two forestry employees. Open Space
expenditures total $6,366,501, which is a 17% decrease compared to the adjusted 2022 Budget. This will
provide a projected ending fund balance of $2,278,603, of which $1,043,161 is restricted to park and
trail improvements at the Wheat Ridge Ward station area.
The future five-year Open Space Budget proposes the continuation of miscellaneous open space
improvements, Randall Park house demolition and community garden, Randall Park pickleball courts,
Anderson Park playground replacement, Phase III of Prospect Park improvements, and funding for Parks
employees.
Special Revenue Fund – Conservation Trust
Conservation Trust revenue is projected at $414,960, which is a 6.4% increase compared to the 2022
estimated revenue. In addition, the beginning fund balance for 2023 is projected at $399,470, which
brings the total available funds for the Conservation Trust Fund to $814,430.
13 2023 Adopted Budget
Conservation Trust projects for 2023 include:
•Recreation facilities maintenance projects
•Resurface of tennis and basketball courts
•Waterline installation at the Parks, Forestry and Open Space building
Conservation Trust expenditures total $665,150, which is a 26% decrease compared to the adjusted
2022 Budget. This will provide for a projected ending fund balance of $149,280.
The future five-year Conservation Trust Budget proposes to provide funds for recreation facilities
maintenance needs, parks maintenance projects, resurfacing of tennis/basketball courts, and other
facility improvements.
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.
2E Investing 4 the Future Fund
The 2E Investing 4 the Future Fund was created in 2017 as a special fund to account for the 2E bond and
debt activity. 2023 revenues from the temporary 0.5% sales and use tax and interest are projected at
$5,414,409. In addition, the beginning fund balance for 2023 is projected at $6,981,316 which brings the
total available funds for the 2E Fund to $12,395,725.
2E Fund expenditures total $3,606,300, of which, $3,506,300 is designated for debt service on the 2E
bonds. This will provide for a projected ending fund balance of $8,789,425. The only project expense
budgeted for 2023 is $100,000 for public art for the Improve Wadsworth project. A detailed explanation
of the status of each project is included in the 2E section of this Budget.
SHORT-TERM FISCAL CHALLENGES/OPPORTUNITIES
Sales Tax and General Fund Revenue
The 2022 Estimated and 2023 Adopted Budgets project healthy increases in revenue growth but slightly
less than 2021. Sales tax, the City's largest revenue source, is projected to increase by 5.5% in 2022
compared to 2021 year-end sales tax revenues and increase by 4.1% compared to the 2022 Adopted
Budget. The 2023 sales tax revenue is projected to increase by 4.5% compared to the 2022 year-end
estimate.
Overall, total General Fund revenue for 2022 is projected to increase by 10% compared to 2021 year-
end estimated revenue and increase by 9% compared to the original 2022 budget. The increase in 2022
revenues is largely due to a one-time contribution of $523,522 from the Metropolitan Football Stadium
District and increases in revenue from sales tax, building use tax, building permits, Xcel franchise tax,
lodgers' tax, Recreation Center fees and investment interest.
14 2023 Adopted Budget
Inflation
Although there have been nominal decreases in the prices of fuel and transportation and slower rates of
growth in other prices, like food and beverages, Colorado’s 12-month inflation rate remains at 7.7%.
Increases in costs for energy, commodities, durables, utilities, services and transportation all have had a
significant impact on the City’s budget. The 2023 Adopted Budget reflects those increases.
American Rescue Plan Act
President Biden signed into law the American Rescue Plan Act (ARPA) on March 11, 2021. ARPA provides
$1.9 trillion in additional relief to respond to the impacts of COVID-19. The City of Wheat Ridge received
a total of $7,873,279, half of which was received in 2021, and the other half was received in 2022. All
funds must be encumbered by December 31, 2024 and spent by December 31, 2026. The United States
Department of Treasury has determined eligible uses of the ARPA funding, which include the following
broad categories:
•Support public health expenditures
•Address negative economic impacts caused by the public health emergency
•Replace lost public sector revenue
•Provide premium pay for essential workers
•Invest in water, sewer, and broadband infrastructure
On April 4, 2022, City Council provided direction regarding the City’s use of the revenues from ARPA. By
the end of 2022, the City will have spent approximately $1.5 million on the following categories in the
table below and the 2023 Adopted Budget includes $2.4 million in ARPA spending requests.
ARPA Category Description Total 2021-2022 2023
COVID Mitigation
and Prevention
Testing, vaccine program,
sanitation, technology, etc.
$613,480 $303,923 $118,644
Assistance to
Households
Homelessness and housing
initiatives
$2,332,275 $762,159 $240,458
Food Insecurity &
Assistance to
Low-Income
Populations
Through Community Table,
impacts to low-income
households disproportionately
affected by the pandemic
$146,000 $36,500 $36,500
Behavioral
Healthcare
Clinician in Wheat Ridge High
School and Community
Prevention and Engagement
Program
$481,000 $100,000 $127,000
Preventing and
Responding
to Violence
Telephone Reporting Unit
staffing and victims’ services
$753,872 $120,000 $155,000
Parks Projects Parks and Recreation unfunded
capital projects
$1,921,652 $187,402 $1,734,000
Water
Infrastructure
Lena Gulch Simms Overbank
floodplain project
$1,625,000 $0 $0
Total $7,873,279 $1,509,984 $2,411,602
15 2023 Adopted Budget
Community Partners Grant Program
In 2016, City Council appointed a resident review committee to make recommendations for grant
contributions to community partners. The following are the Committee's recommendations for 2023:
The Action Center $7,500
Active Transportation Advisory Committee $1,500
Applewood Community Foundation $270
Court Appointed Special Advocates $8,000
Community Table $13,000
Family Tree $10,000
Foothills Regional Housing $5,000
Friends of Paha $5,580
Friends of Stevens $1,000
Hope Connection and Community $2,600
Jefferson Center for Mental Health $13,500
Jefferson County Library Foundation $1,650
Jewish Family Services $5,000
Lutheran Medical Center Foundation $6,000
Mission Arvada of the Rising Church $3,500
Outdoor Lab Foundation $20,000
Regional Air Quality Council $4,000
Seniors’ Resource Center $20,000
Sunshine Home Share $3,000
Wheat Ridge Community Foundation $6,400
Wheat Ridge High School Farmer's 5000 $6,000
Wheat Ridge High School STEM $15,000
Wheat Ridge Optimist Club $1,500
TOTAL $160,000
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 or when $38.5 million is raised, whichever occurs first. 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
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 the
maximum annual repayment cost will not exceed $3,700,000. In the 2023 Adopted Budget, $3,506,300
is budgeted for the 2023 debt service. The balance of the debt as of December 31, 2023, will be
16 2023 Adopted Budget
$13,316,800. Based on current revenue estimates, the temporary sales and use tax rate will expire in
2024, after 8 years.
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 acquired a loan in the amount of $2.455 million, accruing interest at 3.16% per annum, 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.
Once this loan is retired, the City's General fund will see a net decrease of approximately $600,000 in
expenditures, starting in Fiscal Year 2024.
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. As of
December 31, 2021, the solar power capacity was recorded as capital assets in the amount of $394,497.
Annual payments of $80,167, including principal and interest accruing at 5.75%, are due through May 1,
2030. As of December 31, 2023, the City will have a capital lease outstanding amount of $514,385. For its
participation, it is estimated the City will receive $60,000 in energy credits from Xcel in 2023 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 repaid $1.5
million of the loan in 2018. The remaining $1,085,000 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
Compensation
Personnel-related expenses account for the largest portion of the City's Budget. Attracting and retaining
the best talent for the City is a high priority. In 2013, the City launched a pay-for-performance
compensation model that ties compensation to performance through demonstrated alignment with
values (ACTION – Accountability – Change – Teamwork – Integrity – Opportunity – Now!), technical
performance and exceptional customer service. The City continues to implement this pay-for-
performance model, however the volatility of the current employment market warranted a different
approach in 2022. In August 2022, the City implemented a mid-year cost of living adjustment (COLA) due
to significant inflation in the Denver/Boulder area in order to attract and retain qualified talent. The COLA
ranged from 1-7% depending on salary grade with lower grades, typically front-line workers, receiving the
higher percentage. Directors, Chief of Police and City Manager did not receive a COLA in 2022. The COLA
did not require a budgetary increase in 2022, and instead drew from existing authorized funds. The COLA
is fully funded in the 2023 adopted budget at approximately $567,600.
The market-based compensation plan, typically updated biennially, consists of three sub-plans 1) a pay-
for-performance open range plan, which includes civilian and police sergeants and higher ranks; 2) a
17 2023 Adopted Budget
sworn seven-step plan, which includes police officer positions; and 3) a part-time employee plan which
includes variable non-benefited positions such as lifeguards and seasonal parks workers. Despite having
studied and updated the pay plan in 2021, the volatility of the current employment market, where it is
hard to recruit and retain employees due to the labor shortage, required that the plan be reevaluated in
2022. The consultant-led review of the pay plan involves comparing positions against job matches in the
Denver/Boulder metro area and aligning compensation appropriately. The work is ongoing and will be
complete by the end of the year with range increases expected in all pay grades.
Employees will be eligible for a performance increase on January 1, 2023, based on how well they meet
the core values and competencies of the performance management program. Police steps will increase
according to market comparisons. Additionally, a number of other sworn and civilian employees will
receive market and equity pay adjustments to either bring them to the new minimum of a given pay
grade or move them further into the grade based on their tenure and performance. Most market and
equity adjustments will occur with lower-wage and front-line employees, police officers, and sergeants.
The 2023 Adopted Budget includes approximately $1.1 million in pay for performance, annual police
department step increases and market and equity increases. This represents an increase of
approximately 10% over 2022 pay increases. investment in personnel is essential to the provision of
services and delivery of the City Council's priorities and keeping up with the regional market continues
to be one of our biggest challenges.
Benefits
In 2023, the City is providing a more robust and flexible package to employees by joining the Colorado
Employer Benefit Trust (CEBT). CEBT is a multiple employer trust for public institutions comprised of
over 400 employers with approximately 33,000 employees. CEBT is administered by broker Willis
Towers Watson. As a mid-sized employer, the City has been limited to one medical insurer for the past
several years; Kaiser Permanente. While Kaiser Permanente is a great solution for a number of
employees, many employees find it too limiting for their unique household circumstances. By joining
CEBT, the City will offer medical plans with both United Healthcare and Kaiser Permanente along with
dental, vision, life and disability benefits.
In 2023, City employees will have the option to choose from four different medical plans; Kaiser’s DHMO
and High Deductible Health Plan (HDHP), and United Healthcare’s PPO4 and HDHP2. Both HDHP options
are paired with a Health Savings Account (HSA) seeded with funds from the City to help employees save
for their health needs. Employees will continue to enjoy dental coverage with Delta Dental and will
switch to VSP for vision coverage. Additionally, life and accidental death and dismemberment coverage
will change to The Standard, with comparable coverage. City premiums for medical coverage are
budgeted at a 1% increase over 2022. Had the City remained with its existing provider, premiums would
have increased by approximately 5%.
The City currently contributes to a 401(a) retirement plan for nonsworn employees. Employees
contribute 4% to the Plan, and the City matches 6% (7% for Department Directors). For sworn
employees, the City contributes 11.5%, and employees contribute 10% to the Plan (sworn employees do
not contribute to Social Security). Employees also have the option to contribute to a deferred
compensation 457 account.
18 2023 Adopted Budget
Staffing
The 2023 Adopted Budget includes an increase of 6.5 FTEs for new staffing and 5.0 FTEs for full-time
benefited lifeguards to replace variable part-time positions which have been proven difficult to staff.
This will increase total staffing to 270.25 FTEs. 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.
1.0 FTE Risk Management Coordinator – Administrative Services Department
This position will serve as the primary point of contact for risk management related issues. In 2021 the
City experienced 43 workers’ compensation claims and received 188 property/casualty incident reports.
Currently, the Executive Assistant to the City Manager performs these duties which does not allow for
sufficient focus on these important tasks to help mitigate claims, manage the workers’ compensation
back-to-work process and to reduce annual insurance premiums. The position will:
− Administer the Property, Casualty and Liability program (PC)
− Administer the Workers’ Compensation program (WC)
− Coordinate with human resources on WC claims and return-to-work program
− Manage all claims, coordinate with all City departments on the PC program
− Coordinate the City’s safety program
− Analyze incident trends to determine employee training needs and monitor incidents for
possible accountability issues
− Work with insurance carriers to complete renewals, audits and claims management
− Find ways to reduce costs by proactive training and completing optional programs to reduce
premiums
The annual budget impact for salary and benefits for this position is $101,977.
1.0 FTE Management Analyst – City Manager’s Office
With the City focusing more on community engagement, neighborhood services and other quality of life
services and programs, and with a very active and engaged City Council, additional staffing capacity is
required to meet these demands. The Assistant to the City Manager will not have the bandwidth to
continue to provide the same level of programming for all the current City Council directed special
projects and be a resource for new initiatives. The Management Analyst position will support or lead
City Council and City Manager initiatives, which include, but are not limited to the Community Partners
Grant Program, Race and Equity Task Force, legislative review and tracking and other neighborhood
support projects. This additional support will allow the City Manager and Assistant to the City Manager
to focus on other City Council priorities. For equity and job classification alignment, the Assistant to the
City Manager’s title will be changed to Assistant City Manager and the Administrative Services Director
title will be changed to Deputy City Manager. The budget impact for salary and benefits for the
Management Analyst position is $90,549.
1.0 FTE Maintenance Worker II – Public Works Department
This position will assist in the ever-growing demand for Public Works services including city-wide graffiti
removal, storm sewer cleaning, maintenance and repair of City-owned bus benches and shelters,
placement of speed trailers, installation of street banners and assistance at public events and festivals
and asphalt patching, snow and ice control, street sweeping, and maintenance of bicycle lane pavement
markings for the increasing miles of City streets. Most importantly, this position will provide an
19 2023 Adopted Budget
additional staff member for snow and ice events which will provide for a safer three, 8-hour shift crew
rotation. The annual budget impact for salary and benefits for this position is $67,233.
1.0 FTE Traffic Technician I – Public Works Department
This position will assist in the growing demand for Public Works services related to traffic and
transportation infrastructure including sign maintenance and traffic signal repair and maintenance. In
the last 2 years, the city has added four new traffic signals to its inventory increasing the number of city-
owned signals to 48 total. The annual budget impact for salary and benefits for this position is $74,162.
1.0 FTE Volunteer and Event Coordinator – Parks and Recreation Department
In 2022, Localworks hired a new Executive Director. Shortly thereafter, Localworks and the City worked
together to strategically redefine its partnership to determine how to best deliver traditional
Localworks’ programming and services to the community. Localworks led the community’s signature
events, Criterium bicycle race, Ridgefest, Trunk or Treat and the Holiday Lighting Festival, for many
years. As part of the realignment of duties, the City will take on the full responsibility of signature
community events (Localworks will continue to manage Ridgefest as part of their Wheat Ridge Creates
programming). A full-time position will be required to manage these events and to provide additional
capacity to manage other City-wide events such as the Easter Egg Hunt, Performances in the Park, Ties
and Tiaras, movies in the park, etc. In addition, this position will be responsible for developing and
administering a robust volunteer program for the City, as well as providing oversight to the special
events permitting process. The annual budget impact for salary and benefits for this position is $90,549.
However, the annual contribution to Localworks is decreasing by $136,500 in 2023 which will offset this
new position expense.
1.0 FTE Garden Coordinator – Parks and Recreation Department
Greater capacity is needed to accomplish all project and programming needs related to community
gardens and regenerative agriculture programming in Wheat Ridge. The City received a Community First
Foundation grant in the amount of $50,000 for the expansion of Happiness Gardens. Additionally, a new
community garden will be added at Randall Park in 2023. Community garden interest continues to grow
in the City, and there have been many discussions related to future gardens at the Baugh House. The
grant-funded Regenerate Wheat Ridge programming has been incredibly popular and will continue to
grow based on resident demand. The current Garden Coordinator is a part-time variable position. A full-
time position is needed to provide oversight to these projects, associated programming and garden
maintenance. The annual budget impact for salary and benefits for this position is $62,677. However,
the annual budget will be reduced by $27,518 for variable staffing.
0.5 FTE Facility Assistant – Parks and Recreation Department
Currently the front-line staff at the Recreation Center has one full-time Facility Coordinator, one full-
time Facility Assistant, and one 20-hour, part-time Facility Assistant. This request would move the one
part-time Facility Assistant to full-time. A second full-time Facility Assistant would offer better stability in
the front-line management and overall customer service at the Recreation Center. This position will
provide extra coverage for opening and closing the facility and give the full-time Facility Coordinator
more flexibility to concentrate on Coordinator duties for a portion of their shift. The annual budget
impact for salary and benefits for this position is $24,684. However, the annual budget will be reduced
by $10,900 for variable staffing.
20 2023 Adopted Budget
5.0 FTE Head Lifeguard – Parks and Recreation Department
The Wheat Ridge community has been dramatically impacted over the last two years due to lifeguard
staffing shortages. Due to these shortages, the Recreation Center and Anderson Park pools have had to
cancel swimming lessons and other programs to maintain a safe environment. The loss of revenue from
the cancellations is estimated at $45,000 and there was also a significant drop in other services provided
by the Recreation Department which decreased revenue by approximately 45 percent from 2019 to
2021. The positions requested would help mitigate closures and ensure that patrons of the Recreation
Center and Anderson Park pools have access to full programming and services. The annual budget
impact for salary and benefits for these positions is $313,385. However, the annual budget will be
reduced by $191,100 for variable staffing.
CONCLUSIONS AND ACKNOWLEDGEMENTS
The last two and one-half years have been quite eventful for the City of Wheat Ridge. Starting with the
COVID-19 pandemic in March 2020, City Council and staff pivoted through social injustice concerns, the
“Great Resignation”, a police officer involved shooting, a seriously wounded police officer, employee
deaths and illnesses, unprecedented homelessness issues, record growth in commercial and residential
development, and a ransomware attack. Despite all these unique challenges, the organization has
continued to advance City Council initiatives and priorities
We've built a resilient local economy, developed prudent financial policies, and set aside adequate
reserves, which has enabled the City to continue to thrive in uncertain economic times. Many exciting
opportunities – the Clear Creek Crossing development, Lutheran Legacy Campus redevelopment, build-
out of the Wheat Ridge-Ward TOD subarea, continued resurgence of 38th Avenue as a vibrant main
street, and many other infill projects – are still before us.
Special thanks go out to Alli Scheck for taking the lead on the 2023 Budget and to her budget team,
including Marianne Schilling, Mark Colvin, and all department budget staff.
Patrick Goff
City Manager
21 2023 Adopted Budget
WHEAT RIDGE 2035 VISION AND GOALS
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.
22 2023 Adopted Budget
2035 VISION TOPICS AND SMART GOALS
1. WHEAT RIDGE IS AN ATTRACTIVE AND INVITING CITY
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
2. WHEAT RIDGE IS A COMMUNITY FOR FAMILIES
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. Build a new library in Wheat Ridge
3. WHEAT RIDGE HAS GREAT NEIGHBORHOODS
1. Set a clear policy to achieve diverse housing options
2. Facilitate neighbor-to-neighbor relations
4. WHEAT RIDGE HAS A CHOICE OF ECONOMICALLY VIABLE COMMERCIAL AREAS
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
4. Become a leader in technological infrastructure
23 2023 Adopted Budget
2035 VISION TOPICS AND SMART GOALS
5. WHEAT RIDGE HAS DIVERSE TRANSPORTATION
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
4. Maintain the level of existing RTD routes
5. Increase multi-modal access to G Line stations
6. WHEAT RIDGE IS COMMITTED TO ENVIRONMENTAL STEWARDSHIP
1. Create an Environmental Sustainability Committee to set
priorities for the City for the next five years
7. WHEAT RIDGE RESIDENTS ARE PROUD OF THEIR HOMETOWN
1. Create a public survey that captures the quality of resident life,
specifically in terms of the “live, work, play” metrics
2. Create five additional opportunities for meaningful public
engagement
3. Increase public participation by 20% in all city-wide meetings
8. WHEAT RIDGE RESIDENTS ENJOY AN ACTIVE, HEALTHY LIFESTYLE
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
24 2023 Adopted Budget
STRATEGIC PRIORITIES
City Council held a strategic planning retreat in February 2021. Eight priorities were established to
be implemented over the next two years. A series of study sessions have been held where staff
presented information, work plans, and ideas and sought feedback from City Council.
1. New Efforts of Engagement in Government; Understanding City Processes
City Council seeks to de-mystify government for its
constituents. This priority continues efforts to educate the
community about how their local government works and
broaden community engagement in City processes.
2. Implement Bulk Plane in all Residential Zone Districts
City Council adopted residential bulk plane standards in 2016,
which apply to single-family homes in the Residential-One C
and Residential-Three zone districts. This priority would
expand these standards to apply in more residential areas.
3. Re-examine and Advance Sidewalks on 38th Ave
W. 38th Avenue has been identified as the City’s “Main Street”
in various policy documents and through various community
outreach processes. This priority improves safety, walkability,
and connectivity along the full length of this primary Wheat
Ridge corridor.
4. Review the Vision, Mission, and Funding of Localworks
City Council authorized the formation of Wheat Ridge 2020,
now Localworks, in 2005 as a non-profit corporation, for the
purpose of assisting the City in bringing about community
revitalization and setting the direction for and implementing
the revitalization strategies. This priority involves a review of
current Localworks activities and its vision for the future.
25 2023 Adopted Budget
5. Streamline Permit Processes
This priority focuses on improving the permitting and
licensing processes for businesses, with an emphasis on
small businesses. This includes providing helpful educational
materials to make expectations and processes clearer and
more transparent and providing seamless internal handoffs.
6. Commercial Corridor Improvements
City Council recognizes the crucial role that commercial
corridors play in building healthy and vibrant communities.
This priority includes a review of codes and programs that
affect the vibrancy of commercial corridors. The goal of this
priority is to support city businesses and enhance the look of
Wheat Ridge by improving the conditions of these corridors.
7. Policy on non-conforming accessory dwelling units (ADUs)
Accessory Dwelling Units (ADUs) are secondary, independent
housing units with a separate entrance, kitchen, bath, and bed
created within an existing home or on its lot. Non-conforming
ADUs exist throughout the City. This priority considers the
creation of policy to address new and existing ADUs.
8. Develop Solutions and Work with Partners to Address Homelessness
The Homeless Navigation Program assists those experiencing
homelessness. Along with outreach and community
education, the program is connecting individuals to stable,
permanent housing and seeking partnerships and
opportunities to address these challenges on a larger scale.
26 2023 Adopted Budget
COMMUNITY INPUT ON THE 2023 BUDGET
1.City Council Meetings
•July 25: Outside Agency Program Committee Presentation
The Committee presented funding recommendations and received consensus from City
Council to fund 25 outside agencies in 2023 in the amount of $160,000.
•August 22: City Council Regular Meeting
Community Members were provided the opportunity during a City Council meeting to
provide thoughts, ideas, and feedback on the City Budget.
•August 15: Agency Partner Presentations
Partnering organizations presented community impact updates and budget
requests for the following year to City Council. City Council provided consensus
to fund the following Agency Partners in 2023:
Localworks - $253,500
Wheat Ridge Business District - $90,000
Carnation Festival Committee - $125,000
•September 26: City Council Regular Meeting
Community Members were provided the opportunity during a City Council meeting to
provide thoughts, ideas, and feedback on the City Budget.
•November 21: Presentation of Proposed 2023 Budget
Staff provided a detailed presentation of the proposed 2023 Budget to City Council and the
public at a regularly scheduled study session. Public comment is permitted during the study
session.
•November 28: Public Hearing on Proposed 2023 Budget
An official public hearing on the proposed 2023 Budget was conducted by City Council at a
regularly scheduled City Council meeting. Public comment is taken during the public hearing.
To ensure each year’s City Budget is supporting programs and services that are important
to the community, staff asks for feedback from the community and aligns it with City
Council Strategic Priorities. The avenues to provide community input on the City Budget
are included in the list below.
27 2023 Adopted Budget
2. What’s Up Wheat Ridge
The City hosts a City Budget project page at WhatsUpWheatRidge.com to provide another
avenue for community input on the budget.
3. Resident Survey
Every two years, the City of Wheat Ridge surveys its residents asking about overall quality of
life and specific feedback about municipal services, public safety, park and recreation
amenities, customer service, and resident participation in community events and activities.
This year, feedback received in the 2021 Resident Survey provided guidance to:
• Provide mobile speed monitoring cameras though-out city
• Fund two tele-serve positions to reduce officer response time
• Implement a new e-citation program
• Add an additional snowplow to the fleet
• Additional maintenance and capital investment of parks and recreational facilities
4. Let’s Talk Program
The Let’s Talk Resident Engagement Program was born out of the 2019 Neighborhood
Revitalization Strategy and is designed to learn more about what's important to residents in
each neighborhood. The program breaks the city down into 10 neighborhoods. One major
goal of the program is to develop a thorough, well documented understanding of the issues
and opportunities at the neighborhood level. Based upon specific feedback received from
the Let’s Talk program in 2022, additional funding was allocated to support these programs:
• Additional bike lanes along 35th Avenue
• Add new park ranger to provide additional patrol in park spaces
• Continued funding of the TLC Dumpster Days program, now funded in the City’s
budget as opposed to Localworks
28 2023 Adopted Budget
2023
BUDGET IN BRIEF
29 2023 Adopted Budget
General
51%
RWR Bond
Project
7%CIP
29%
2E Bond
4%
Open Space
7%
Other Special
Funds
2%
2023 Total Expenditures
Police
30%
Parks and
Recreation
15%
Central Charges
12%
Administrative
Services
12%
General
Government
9%
Public Works11%
Community
Development8%
Municipal Court
3%
2023 General Fund Expenditures
2023 Total Expenditures
$92,450,577
(excluding transfers)
General $47,328,776
RWR Bond
Project
$6,582,725
CIP $26,682,246
2E Bond $3,606,300
Open Space $6,366,501
Other Special
Funds
$1,884,029
Other Special Funds
Conservation Trust $665,150
Crime
Prevention $656,379
Municipal
Court
$35,500
Police
Investigation
$9,000
2023 General Fund
Expenditures
$47,328,776
(excluding transfers)
Police $14,217,974
Parks and
Recreation
$7,153,901
Central Charges $5,770,465
Administrative
Services
$5,361,782
General Government $4,370,558
Public Works $5,319,286
Community
Development
$3,864,446
Municipal Court $1,270,364
Ending Fund
Balance
$17,250,868
2023 BUDGET IN BRIEF
30 2023 Adopted Budget
Sales Tax Distribution
Property Tax Distribution
Sales Tax
58%
Use Tax
11%
Services
8%
Other Taxes
7%
Licenses
5%
Intergov.
5%Property
Tax
3%
Other
1%
Interest
<1%Fines
1 %
2023 General Fund Revenues2023 General Fund Revenues
$46,292,585
Beginning Fund Balance $23,446,059
Sales Tax $26,840,256
Use Tax $5,200,000
Services $3,718,603
Other Taxes $3,413,000
Licenses $2,457,800
Intergovernmental $2,026,528
Property Tax $1,300,000
Other $572,200
Interest $522,698
Fines $241,500
Total Available Funds $69,738,644
Schools
53¢
GENERAL FUND REVENUES
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.
City of Wheat
Ridge
3.0¢
Jefferson
County
0.5¢
RTD
1.0¢ SCFD
0.1¢
State
2.9¢
City of
Wheat Ridge
3¢
Special
Districts 17¢
County
27¢
City 2E
Fund
0.5¢
31 2023 Adopted Budget
Wadsworth Boulevard Improvements
GF Transfer
17%
Grants
81%
Lodgers Tax2%Public
Improvement
Fee
<1%
Interest
0%
2023 CIP Revenues
Streets97%
Municipal Projects2%
Drainage
0%
Traffic1%
Econ Dev
0%
Parks &
Recreation
0%
2023 CIP Expenditures
2023 CIP Revenues
$18,180,175
Beginning Fund
Balance
$12,557,081
Public Improvement
Fee
$40,000
Sales Tax (General Fund Transfer) $3,000,000
Grants $14,780,000
Lodgers’ Tax $360,000
Interest $175
Total Available Funds $30,737,256
2023 CIP Expenditures
$26,682,246
Streets $25,765,000
Municipal Projects $592,246
Drainage $100,000
Traffic $200,000
Parks & Recreation $0
Economic Development $25,000
Ending Fund
Balance
$4,055,010
CAPITAL IMPROVEMENT PROGRAM (CIP) FUND
32 2023 Adopted Budget
I-70/Kipling Corridor Urban Renewal Plan Area
Other
Revenue
54%
Transfer from Renewal
Wheat Ridge46%
2023 Renewal Wheat Ridge Bond
Projects Revenues
Applewood Activites
11%
Kipling
Activities
67%
Ward TOD
Activities
22%
2023 Renewal Wheat Ridge Bond
Projects Expenditures
2023 Renewal Wheat Ridge Bond
Projects Revenues
$6,582,725
Beginning Fund Balance $0
Other Revenue $3,523,089
Transfer from Renewal
Wheat Ridge
$3,059,636
Total Available Funds $6,582,725
2023 Renewal Wheat Ridge Bond
Projects Expenditures
$6,582,725
Applewood Activities $700,000
Kipling Activities $4,432,725
Ward TOD Activities $1,450,000
Ending Fund Balance $0
RENEWAL WHEAT RIDGE BOND PROJECTS FUND
The Renewal Wheat Ridge Bond Projects Fund
was established in 2022. Its purpose is to fund
capital improvement projects on public
property, paid for by a Renewal Wheat Ridge
(RWR) bond issuance in 2021. Each year, for the
duration of the fund, RWR will transfer a
payment to the fund to be used for project
expenditures in the I-70/Kipling Corridor Urban
Renewal Plan Area.
33 2023 Adopted Budget
Clear Creek Flows through
Wheat Ridge
Transfer from
GF
32%
Open Space
Tax
31%
Other Grants
1%
Jefferson
County Grants6%
Developer
Fee/Interest/
Misc
30%
2023 Open Space Fund Revenues 2023 Open Space Revenues
$5,163,519
Beginning Fund Balance $3,481,585
Open Space Tax $1,600,000
Developer Fee/Interest/Misc. $1,522,551
Jefferson County Grants $331,968
Other Grants $50,000
Transfer from General
Fund (ARPA Funds)
$1,659,000
Total Available Funds $8,645,104
2023 Open Space Expenditures
$6,366,501
Development Projects $3,462,630
Personnel $562,871
Maintenance Projects $2,341,000
Ending Fund Balance $2,278,603
OPEN SPACE FUND
Personnel
9%
Development
Projects
54%
Maintenanc
e Projects
37%
2023 Open Space Fund Expenditures
34 2023 Adopted Budget
Lottery
96.4%
Interest
3.6%
2023 Conservation Trust Fund
Revenues
Maintenance
Projects
100%
2023 Conservation Trust Fund
Expenditures
2023 Conservation Trust Revenues
$414,960
Beginning Fund Balance $399,470
Colorado Lottery $400,000
Interest $14,960
Total Available Funds $814,430
2023 Conservation Trust Expenditures
$665,150
Development Projects $0
Maintenance Projects $665,150
Ending Fund Balance $149,280
CONSERVATION TRUST FUND
The City of Wheat Ridge has received more than $9.2 million in revenue from the Colorado Lottery since 1992. These funds have been and continue to be used for park and recreation construction, and maintenance projects, including playgrounds and many of the amenities Wheat Ridge residents use every day.
35 2023 Adopted Budget
Lodger's
Tax
97%
NPOI Fines
3%
Interest
<1%
2023 Crime Prevention/Code
Enforcement Fund Revenues
Personnel
Services
94%Materials
& Supplies
3%
Other
Services &
Charges3%
2023 Crime Prevention/ Code
Enforcement Fund Expenditures
2023 Crime Prevention/Code Enforcement
Expenditures
$656,379
Personnel Services $618,781
Materials & Supplies $21,300
Other Services & Charges $16,298
Ending Fund Balance $398,658
2023 Crime Prevention/
Code Enforcement Revenues
$555,150
Beginning Fund Balance $499,887
Lodger’s Tax $540,000
No Proof of Insurance Fines $15,000
Interest $150
Total Available Funds $1,055,037
CRIME PREVENTION/CODE ENFORCEMENT FUND
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.
36 2023 Adopted Budget
Wadsworth
3%
Bond
Issuance
Costs
<1%
Debt
Payment
97%
2023 Investing 4 the Future
Expenditures
2023 Investing 4 the Future Revenues
$5,414,409
Beginning Fund Balance $6,981,316
Sales Tax $4,410,364
Audit Proceeds $42,833
Interest Income $94,545
Auto Use Tax $366,667
Building Use Tax $333,333
Use Tax $166,667
Total Available Funds $12,395,725
2023 Investing 4 the Future
Expenditures
$3,606,300
Bond Issue Costs $3,500
Debt Payment $3,502,800
Wadsworth $100,000
Ending Fund Balance $8,789,425
INVESTING 4 THE FUTURE 2E FUND
In November 2016, voters approved a
0.5% increase in sales tax. This tax
money is used for four specific capital
projects; Clear Creek Crossing, G Line
Station, Anderson Park, and
Wadsworth Boulevard.
Sales Tax
74%
Audit
Proceeds
<1%
Building Use
Tax
6%
Interest Income
< 1%
Auto Use Tax
4%
Use Tax
3%
2023 Investing 4 the Future Revenues
37 2023 Adopted Budget
Public Art
Special Fund 12
Beginning Balance $685,156
Revenues $180,300
Expenditures $518,000
Ending Fund Balance $347,456
Police Investigation
Special Fund 17
Beginning Balance $35,493
Revenues $10
Expenditures $9,000
Ending Fund Balance $26,503
Equipment Replacement
Special Fund 57
Beginning Balance $243,813
Revenues $500,200
Expenditures $0
Ending Fund Balance $744,013
Municipal Court
Special Fund 33
Beginning Balance $83,523
Revenues $6,150
Expenditures $35,500
Ending Fund Balance $54,173
OTHER SPECIAL REVENUE FUNDS
38 2023 Adopted Budget
STAFFING
240.125 270.25 258.75 244.625
8
29.5
17.75
113
32
58
12
General Government
Administrative Services
Community Development
Police
Public Works
Parks & Recreation
Municipal Court
2023 Staffing By Department
2020 Authorized 2021 Authorized 2022 Authorized 2023 Authorized
Open Space 9 9 9 9
Crime Prevention 7.5 7.5 7.5 7.5
General 223.625 228.125 242.25 253.75
0
50
100
150
200
250
300
2020-2023 Staffing by Fund
240.125 244.625 258.75 270.25
39 2023 Adopted Budget
Vital Statistics
Date of Incorporation August 15, 1969
Form of Government Council - Manager
Total Land Area 9.5 Square Miles
Wheat Ridge Metro
Denver
Population 32,722 3,262,239
Employment 67% 72%
Unemployment 3% 3.3%
Median Age 42 37
Median Household
Income $63,333 $74,481
Poverty Rate 12.3% 8.4%
Population with
Bachelor’s Degree or
More
40% 48%
Percent of Population
with High School
Diploma or More
93% 92%
WHEAT RIDGE COMMUNITY PROFILE
40 2023 Adopted Budget
The demographic information presented in this brief was obtained from the following sources for informational
purposes only. The City of Wheat Ridge assumes no responsibility or legal liability for the accuracy of information.
Drcog.org Metrodenver.org
Data.census.gov Niche.com
Greatschools.org Worldpopulationreview.com
Demography.dola.colorado.gov
Housing Statistics
Wheat Ridge Metro
Denver
Households 14,264 1,192,117
Avg. Household Size 2 2.5
Percent of
Multifamily 36% 32%
Home Ownership 53% 65%
Renter Occupied
Housing 47% 35%
City Government Statistics
Resources
Number of Employees
Full-time/Part-time Benefited
Seasonal
270.25
250
Police Protection
Number of Sworn Employees 87
Number of Patrol Units 25
Facilities
Public Works Shop 1
Recreation Centers 2
Active Adult Center 1
Pools 3
Parks 27
Lakes 5
Open Space 300 acres
Multi-use Trails 7+ miles
Sports Fields 46
Historic Properties 3
WHEAT RIDGE COMMUNITY PROFILE
37%
35%
14%
14%
HOUSEHOLD TYPES
1-person household
2-person household
3-person household
4-or-more-person household
41 2023 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
5
1
1
1
8
Major Employers
• SCL Health - Lutheran Medical Center
• Rocky Mountain Bottle Co.
• Lifeloc Technologies
• Applejack Liquor
• Stride Community Health Center
• Kaiser Permanente
WHEAT RIDGE COMMUNITY PROFILE
0
50000
100000
150000
200000
250000
0 to 4 5 to 19 20 to 44 45 to 64 65 to 79 80 +
Jefferson County Population Forecast By Age Group
2010-2050
2010 2020 2030 2040 2050
42 2023 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 2023 budget schedule: May
• Distribute budget instructions to staff July
• Deadline for submittal of 2023 department
budget requests and 2022 budget estimates
• Submit revenue estimates for 2022 and projections for 2023
• Outside Agency Program Committee presents
recommendations to City Council
• First opportunity for public input. Launch online feedback webpage
• City manager/budget officer review budget
September
• Second opportunity for public input
November
• Distribute proposed budget to Council
• Proposed Budget Presented to Council
• Public Hearing on the 2023 Budget
• 2023 budget appropriation resolution adoption
• Property tax mill certification December
• Finalize and distribute final budget
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 Manager’s budget message shall explain
the budget in both fiscal terms and program.
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.
2023 BUDGET PROCESS
2023 BUDGET PROCESS
43 2023 Adopted Budget
Beginning
Balance
(1/1/23)
+Revenues =Funds Available -Expenses =Fund Balance
(12/31/23)
Operating Funds
General $23,446,059 +$46,292,585 =$69,738,644 -$52,487,776 =$17,250,868
Total Operating Funds $23,446,059 +$46,292,585 =$69,738,644 -$52,487,776 =$17,250,868
Unrestricted Fund Balance $10,477,801
Emergency Reserves $1,419,863
25.0%
Capital Funds
Capital Improvement Program $12,557,081 +$18,180,175 =$30,737,256 -$26,682,246 =$4,055,010
RWR Bond Projects Fund $0 +$6,582,725 =$6,582,725 -$6,582,725 =$0
Total Capital Funds $12,557,081 +$24,762,900 =$37,319,981 -$33,264,971 =$4,055,010
Special Revenue Funds
Public Art Fund $685,156 +$180,300 =$865,456 -$518,000 =$347,456
Police Investigation $35,493 +$10 =$35,503 -$9,000 =$26,503
Open Space $3,481,585 +$5,163,519 =$8,645,104 -$6,366,501 =$2,278,603
Municipal Court $83,523 +$6,150 =$89,673 -$35,500 =$54,173
Conservation Trust $399,470 +$414,960 =$814,430 -$665,150 =$149,280
Equipment Replacement $243,813 +$500,200 =$744,013 -$0 =$744,013
Crime Prevention/Code Enforcement Fund $499,887 +$555,150 =$1,055,037 -$656,379 =$398,658
Total Special Revenue Funds $5,428,927 +$6,820,289 =$12,249,216 -$8,250,530 =$3,998,686
2E Investing 4 the Future
2E Bond Expenditures $6,981,316 +$5,414,409 =$12,395,725 -$100,000
2E Debt Service $0 +$0 =$0 -$3,506,300
Total 2E Investing 4 the Future $6,981,316 +$5,414,409 =$12,395,725 -$3,606,300 =$8,789,425
Total Operating Funds $23,446,059 +$46,292,585 =$69,738,644 -$52,487,776 =$17,250,868
Total Capital Funds $12,557,081 +$24,762,900 =$37,319,981 -$33,264,971 =$4,055,010
Total Special Revenue Funds $5,428,927 +$6,820,289 =$12,249,216 -$8,250,530 =$3,998,686
Total Investing 4 the Future $6,981,316 +$5,414,409 =$12,395,725 -$3,606,300 =$8,789,425
(Less Transfers) +($5,159,000) =($5,159,000) -($5,159,000) =
GRAND TOTAL ALL FUNDS $48,413,383 +$78,131,183 =$126,544,566 -$92,450,577 =$34,093,989
GRAND TOTAL LESS BOND
AND DEBT $41,432,067 +$72,716,774 =$114,148,841 -$88,844,277 =$25,304,564
Budget Summary by Fund
44 2023 Adopted Budget
2021 2022 2022 2023
Actual Adjusted Estimated Adopted
SALES TAXES
Sales Tax $22,952,227 $23,258,450 $24,214,599 $25,304,256
Sales Tax Audit Revenue $174,621 $250,000 $155,000 $257,000
ESTIP Applejack $0 $20,000 $0 $75,000
ESTIP Grammy's Goodies $0 $15,000 $1,000 $4,000
TIF - Kipling Ridge $527,472 $516,000 $552,608 $600,000
TIF WR Corners $113,773 $114,000 $116,647 $120,000
TIF - Swiss Flowers $30,693 $26,400 $32,394 $40,000
TIF - WestEnd 38 $0 $0 $0 $40,000
TIF-Hacienda $50,596 $60,000 $46,215 $50,000
TIF-Applewood North Stores $287,624 $300,000 $309,634 $350,000
TOTAL SALES TAXES $24,137,006 $24,559,850 $25,428,097 $26,840,256
OTHER TAXES
Real Property Tax $1,142,639 $1,120,000 $1,279,384 $1,300,000
Liquor Occupational Tax $50,769 $56,000 $60,000 $60,000
Auto Ownership Tax $90,672 $88,000 $92,000 $93,000
Xcel Franchise Tax $1,392,190 $1,300,000 $1,607,905 $1,600,000
Telephone Occupation Tax $626,461 $590,000 $700,000 $700,000
Lodgers Tax $744,243 $750,000 $1,000,000 $900,000
Admissions Amusement Tax $39,363 $20,000 $60,000 $60,000
TOTAL OTHER TAXES $4,086,337 $3,924,000 $4,799,289 $4,713,000
USE TAXES
Use Tax - Retail/Professional $1,064,583 $850,000 $1,106,866 $1,000,000
Use Tax - Building $3,018,482 $6,419,192 $4,200,000 $2,000,000
Use Tax - Auto $2,210,352 $1,800,000 $2,300,000 $2,200,000TOTAL USE TAXES $6,293,417 $9,069,192 $7,606,866 $5,200,000
LICENSE
Amusement Machine License $989 $1,000 $3,420 $3,300
Arborist License $865 $1,200 $1,000 $1,000
Contractors License $131,750 $130,000 $115,000 $120,000
Liquor License Fee $23,904 $17,000 $20,000 $29,500
Short-Term Rental License Fees $29,600 $18,000 $35,000 $35,000
Building Permits $1,734,319 $2,102,760 $2,529,330 $1,500,000
Street Cut Permits $249,542 $250,000 $225,000 $225,000
Cable TV Permits $368,364 $350,000 $368,000 $368,000
Business License Fees $152,530 $160,000 $150,000 $150,000
Tobacco and Vaping License Fees $15,300 $600 $1,400 $16,000
Pawn Shop License Fees $10,000 $10,000 $10,000 $10,000TOTAL LICENSE $2,717,163 $3,040,560 $3,458,150 $2,457,800
General Fund Revenues
45 2023 Adopted Budget
2021 2022 2022 2023
Actual Adjusted Estimated Adopted
General Fund Revenues
INTERGOVERNMENTAL
Cigarette Tax $91,137 $70,000 $70,000 $70,000
County Road and Bridge $348,485 $330,000 $390,000 $390,000
Arvada Ridge Redevelopment $100,000 $100,000 $100,000 $100,000
Highway Users Tax $974,013 $1,000,000 $976,818 $963,207
Motor Vehicle Registration $108,249 $120,000 $125,000 $125,000
Police - CATPA Auto Theft Grant $128,289 $88,000 $67,000 $88,000
Police - Seat Belt Grant/Click It or Ticket $2,977 $3,000 $3,000 $0
Police - HIDTA Drug Overtime Grant $10,166 $15,000 $15,000 $20,000Grant - Office of Early Childhood $3,000 $0 $0 $0
Police - JAG/Byrne Grant $0 $11,159 $0 $11,159
Police - JAG/COVID Grant $0 $21,637 $21,637 $0
Police - Ballistic Vest Grant $8,935 $10,000 $10,000 $10,000
Police-HVIDE $9,716 $15,000 $9,000 $9,000
Police - POST Grant $0 $3,200 $4,800 $4,800
Police -Pedestrian Safety Grant $0 $12,500 $12,500 $24,779
Police - Fatality Reduction Grant $575 $9,679 $9,679 $19,359
Court - Defense Council Grant $8,861 $12,000 $10,000 $15,000
Homeless Navigator IGA $30,205 $8,000 $42,353 $27,000Urban Agriculture Conservation $12,085 $0 $0 $0Sustainability Program Grants $0 $0 $11,928 $0Parks and Recreation Misc. Grants $0 $0 $94,708 $136,020Police Department Body Worn Camera $0 $0 $54,295 $0
Opioid Settlement $0 $0 $26,768 $13,204
TOTAL INTERGOVERNMENTAL $1,836,693 $1,829,175 $2,054,486 $2,026,528
SERVICES
Zoning Applications $74,142 $40,000 $40,000 $35,000
Planning Reimbursement Fees $4,611 $2,000 $2,000 $1,600
Engineering Fees $42,919 $60,000 $30,000 $30,000
Misc. Zoning Fees $2,880 $2,000 $2,000 $2,000
Plan Review Fees $1,432,634 $986,794 $721,343 $695,423
Pavilion/Park Rental Revenue $43,228 $30,000 $32,000 $33,000
Athletics Revenue $126,722 $110,897 $131,330 $151,850
Active Adult Center Revenue $104,774 $177,625 $173,629 $189,210
Parks Historic Facilities $20,727 $20,000 $25,000 $25,000
Gen. Prog. Revenue $148,855 $180,056 $200,000 $190,000
Anderson Building Revenue $39,906 $15,000 $15,000 $15,000
Outdoor Swimming Fees $72,176 $134,000 $154,371 $122,800
Recreation Center Fees $881,278 $1,833,500 $1,400,000 $1,500,000
Aquatics $74,274 $86,000 $60,000 $86,000
Fitness $149,134 $234,560 $160,000 $180,000
Retail Marijuana Fees $392,088 $370,000 $340,000 $340,000
Police Report Fees $15,021 $15,137 $14,000 $14,000
Pawn Shop Ticket Fees $10,400 $12,000 $10,000 $10,000
Sex Offender Registration $4,910 $4,866 $4,000 $4,000
Police Drug Destruction Fees $30 $10 $10 $10
Police Fees $654 $1,800 $100 $100Police Duty Reimbursement $142,293 $146,000 $136,000 $93,610TOTAL SERVICES $3,783,656 $4,462,245 $3,650,783 $3,718,603
46 2023 Adopted Budget
2021 2022 2022 2023
Actual Adjusted Estimated Adopted
General Fund Revenues
FINES & FORFEITURES
Municipal Court Fines $35,256 $50,000 $30,000 $35,000
Nuisance Violations Fees $37,844 $39,000 $25,000 $25,000
Handicap Parking Fees $0 $500 $500 $500
Traffic $190,206 $200,000 $100,000 $150,000
General $11,090 $15,000 $10,000 $10,000
Other $5,271 $5,000 $8,000 $10,000
Parking $1,085 $500 $1,000 $1,000
No Proof of Insurance $14,672 $15,000 $7,500 $10,000TOTAL FINE & FORFEITURES $295,424 $325,000 $182,000 $241,500
INTEREST
Interest Earnings $20,405 $21,849 $349,907 $522,698
TOTAL INTEREST $20,405 $21,849 $349,907 $522,698
OTHER
Cable Peg Fees $34,389 $35,200 $33,000 $33,000
Xcel Solar Garden Credits $59,628 $50,000 $60,000 $60,000
Miscellaneous Income $515,901 $425,000 $1,000,000 $465,000
ARPA Earned Revenue $4,048,772 $308,596 $3,936,640 $0
City Tree Sale Proceeds $0 $24,600 $10,345 $8,000
Sustainability Program $4,119 $5,000 $5,130 $6,200
TOTAL OTHER $4,662,809 $848,396 $5,045,115 $572,200
.
Total General Fund $47,832,910 $48,080,267 $52,574,693 $46,292,585
Transfers In $0 $0 $0 $0
Fund Balance Carryover $12,020,367 $20,714,741 $20,714,738 $23,446,059
Total Funds Available $59,853,277 $68,795,008 $73,289,431 $69,738,644
47 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Legislative
Legislative Services $391,243 $695,507 $645,369 $697,117
Total $391,243 $695,507 $645,369 $697,117
City Manager's Office
City Manager $595,048 $1,329,878 $1,289,833 $640,738
Economic Development $1,614,385 $2,115,076 $1,867,347 $1,957,714
Homelessness $0 $0 $0 $245,004
Sustainability $0 $0 $0 $197,378
Total $2,209,433 $3,444,954 $3,157,180 $3,040,834
City Attorney
City Attorney $315,334 $430,000 $350,000 $410,000
Total $315,334 $430,000 $350,000 $410,000
City Clerk's Office
City Clerk $157,643 $188,499 $141,513 $186,649
Total $157,643 $188,499 $141,513 $186,649
City Treasurer
City Treasurer $33,404 $36,208 $34,958 $35,958
Total $33,404 $36,208 $34,958 $35,958
Central Charges
Central Charges $5,161,308 $5,501,715 $5,100,756 $5,770,465
Total $5,161,308 $5,501,715 $5,100,756 $5,770,465
Municipal Court
Municipal Court $725,941 $1,106,755 $854,398 $1,270,364
Total $725,941 $1,106,755 $854,398 $1,270,364
Administrative Services
Administration $363,609 $398,393 $358,043 $527,951
Communications and Engagement $300,836 $382,342 $292,582 $325,643
Finance $663,041 $799,764 $733,099 $883,864
Human Resources $600,093 $771,490 $662,343 $786,901
Procurement $145,915 $185,422 $180,546 $206,208
Information Technology $2,036,206 $2,429,097 $2,273,512 $2,631,215
Total $4,109,700 $4,966,508 $4,500,125 $5,361,782
Community Development
Administration $272,636 $290,983 $281,004 $298,852
Planning $818,854 $1,210,076 $1,152,075 $1,283,333
Building $2,015,637 $1,963,937 $2,237,720 $1,293,850
Engineering $860,858 $936,360 $917,030 $988,411
Total $3,967,985 $4,401,356 $4,587,829 $3,864,446
Police
Administration $1,868,773 $2,142,680 $2,109,845 $2,362,887
Grants $161,623 $182,766 $141,000 $217,434
Community Services Team $279,641 $316,953 $275,804 $374,178
Crime Prevention Team $256,406 $343,242 $154,721 $355,461
Records Team $373,203 $516,132 $307,361 $503,356
Training and Accreditation $278,499 $432,352 $400,226 $424,651
Patrol $5,643,327 $5,962,628 $5,631,653 $6,337,541
Investigations Bureau $2,578,742 $2,813,495 $2,690,975 $3,087,033
Crime & Traffic Team $520,652 $571,492 $379,818 $555,433
Total $11,960,866 $13,281,740 $12,091,403 $14,217,974
General Fund Expenditures
48 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
General Fund Expenditures
Public Works
Operations $3,096,913 $4,286,606 $4,000,763 $4,281,363
Facilities Maintenance $0 $0 $0 $1,037,923
Total $3,096,913 $4,286,606 $4,000,763 $5,319,286
Parks and Recreation
Administration $282,085 $367,510 $310,804 $326,688
Recreation $270,661 $369,701 $366,284 $560,186
Parks Maintenance $1,187,061 $1,605,750 $1,411,957 $1,705,796
Forestry $294,708 $760,717 $481,456 $591,047
Natural Resources $112,838 $169,031 $142,086 $174,580
Anderson Building $75,843 $87,964 $83,748 $100,292
Athletics $199,607 $236,799 $220,102 $258,328
General Programs $281,137 $371,134 $370,420 $407,074
Outdoor Pool $204,481 $316,238 $244,815 $297,855
Active Adult Center $356,229 $442,838 $430,483 $524,672
Historic Buildings $46,747 $74,327 $73,950 $67,333
Facilities Maintenance $781,219 $1,295,866 $1,035,918 $0
Rec Center Facility Operations $576,743 $626,982 $605,945 $712,003
Aquatics $758,500 $919,620 $800,191 $1,081,455
Fitness $280,910 $328,345 $305,474 $346,592
Total $5,708,769 $7,972,822 $6,883,633 $7,153,901
Total General Fund $37,838,539 $46,312,670 $42,347,927 $47,328,776
Transfers $1,300,000 $7,495,445 $7,495,445 $5,159,000
Total With Transfers $39,138,539 $53,808,115 $49,843,372 $52,487,776
49 2023 Adopted Budget
Fund Balances by Fund Type
City staff pays close attention to the projected ending fund balance for each governmental fund in
the development of the City’s budget. The following table shows the beginning and ending fund
balance of each governmental fund along with the change by amount and percentage. A brief
explanation for changes greater than 10% is included and a discussion of major funds follows.
Fund Beginning Ending Increase/
(Decrease)
%
Change
Reason
General Fund
(Major)
$23,446,059 $17,250,868 ($6,195,191)
(23%) Transfers to the CIP, OSF and
ERF, and the addition of council
directed programs such as an
update to the comprehensive
plan and economic
development strategy, reduced
the unrestricted fund balance
to 22%
Capital Improvement
Program (CIP)
(Major)
$12,557,081 $4,055,010 ($8,502,071)
(68%) Project funding carried over
due to supply chain and
contractor scheduling
challenges are scheduled for
full expenditure in 2023
RWR Bond Projects $0 $0 $0 0%
2E Investing 4 the
Future
(Major)
$6,981,316 $8,789,425 $1,808,109
26% Projects are complete.
Revenues continue to fund
debt service only
Public Art Fund $685,156 $347,456 ($337,700) (49%) Wadsworth Boulevard major
public art acquisition and
development planned for
expenditure in 2023
Police Investigation
Fund
$35,493 $26,503 ($8,990)
(25%) Minimal interest is projected in
2023 and expenditures include
computer software and police
equipment
Open Space Fund
(OSF) (Major)
$3,481,585 $2,278,603 ($1,196,669) (34%) Major projects are budgeted
for implementation
Municipal Court Fund $83,523 $54,173 ($29,350) (35%) Projects declining revenues due
to legislative changes and
equipment purchases
Conservation Trust
Fund
$399,470 $149,280 ($250,190)
(62%) The 2023 budget includes a
number of maintenance
projects to improve the Wheat
Ridge Recreation Center
Equipment
Replacement Fund
(ERF)
$ 243,813 $744,013 $500,200
205% One-time use tax revenues are
transferred to this fund to save
for future projects
50 2023 Adopted Budget
Crime Prevention
Fund
$499,887 $398,658 ($101,229) (20%) Staff wage increases have
affected the fund balance
General Fund
The estimated 2022 ending fund balance is 57% higher than originally budgeted. This is because The
City’s revenues performed higher than projected in 2022 and conservative projections were used to
determine revenues as the pandemic’s prolonged effect on the economy was uncertain during
budget development in the fall of 2021. In 2023, funds are budgeted to increase pay and remain an
employer of choice, fund several council-directed initiatives, and transfer to other funds to
complete the enterprise resource planning (ERP) software upgrade and complete infrastructure
improvements. The 2023 budget includes conservative revenue projections, a continuation of the
City’s typical budgeting practices.
Capital Improvement Fund (CIP)
The estimated 2022 beginning fund balance is 72% higher than projected due to delays in project
timing. The 2023 budget appropriates funding for a more aggressive project list to accomplish the
community’s goals. This includes continuation of the Wadsworth Improvement Project, increased
funding for preventative maintenance, neighborhood traffic management, Municipal Court
remodeling and bike and pedestrian facility improvements. The CIP’s sole revenue stream, besides
grants and interest, is Lodgers’ Tax, accounting for only $360,000 of the 2023 revenue budget.
Unless the City can determine other ongoing sources of revenues, the fund will continue to rely on
transfers from the General Fund.
2E Investing for the Future Fund
This fund projects an ending fund balance increase of 26% because project spending is almost
complete with only $100,000 budgeted as a transfer to the Public Art Fund in 2023. While revenues
continue to show strength, the major expense is debt service. The fund balance is projected to
increase each year until the $38.5 million revenue cap is reached in 2024, after which the fund
balance will decrease until the debt is fully repaid.
Open Space Fund
Major projects are budgeted for implementation in 2023, some of which are offset by a General
Fund transfer from ARPA funds and others that reduce both the restricted and unrestricted fund
balances. These projects include the Green at 38th outdoor gathering space, post tension tennis
court construction, playground resurfacing and trail development. Of the $2,278,603 projected
ending fund balance, $1,043,161 is restricted to the Wheat Ridge Ward Station transit-oriented
development area. The strength and stability of the fund’s main source of revenue will continue to
fund park maintenance programs and development projects in later years.
51 2023 Adopted Budget
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 and Use Tax
69.2%
Other Taxes 10.2%
Licenses 5.3%
Intergovernmental
4.4%
Services 8.0%
Fines &
Forfeitures 0.5%
Interest
1.1%
Other 1.2%
General Fund Revenues
Sales Tax
94.3%
Sales Tax Audit
Revenue 1.0%
ESTIP -Applejack
0.3%
ESTIP -Grammy's
Goodies 0.0%
TIF -Kipling Ridge
2.2%
TIF -WR Corners
0.4%
TIF -Swiss Flowers
0.1%
TIF -WestEnd 38
0.1%
TIF -Hacienda
0.2%TIF -Applewood North Stores
1.3%
Sales Tax
52 2023 Adopted Budget
Retail/
Professional
19.2%
Building
38.5%
Auto 42.3%
Use Taxes
Real Property Tax
27.58%
Liquor Occupational
Tax…
Auto Ownership Tax
1.97%
Xcel Franchise
Tax
33.95%
Telephone
Occupation Tax
14.85%
Lodgers Tax
19.10%
Admissions
Amusement Tax
1.27%
Other Taxes
53 2023 Adopted Budget
Amusement Machine
License 0.1%
Arborist License
0.1%Contractors
License 4.9%
Liquor License Fee
1.2%
Short-Term Rental
License Fees 1.4%
Building Permits
61.0%
Street Cut Permits
9.2%
Cable TV Permits 15.0%
Business License
Fees 6.1%Tobacco and
Vaping License
Fees0.1%
Pawn Shop
License Fees 0.4%
License Revenue
Cigarette …
County Road and
Bridge…
Arvada Ridge
Redevelopment
4.9%
Highway Users Tax
47.5%
Motor Vehicle
Registration
6.2%
Homeless Navigator IGA
1.3%
Defense Council Grant…
Police Grants
9.2%
Parks and Rec
Grants
6.7%
Opioid Settlement
0.7%
Intergovernmental Revenue
54 2023 Adopted Budget
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
2015
2016
2017
2018
2019
2020
2021
2022
Real Property
Commercial & Personal:
29%
29%
29%
29%
29%
29%
29%
29%
Residential: 7.96% 7.96% 7.96% 7.2% 7.15% 7.15% 7.15% 7.15%
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:
2015 2016 2017 2018 2019 2020 2021 2022
Assessed Valuation $468 $470 $560 $557 $636 $647 $726 $731
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%. A repeal of the Gallagher
Amendment was on the 2020 general election ballot which was approved by voters. The result was a
stabilization of the residential property tax assessment rate at 7.15%.
55 2023 Adopted Budget
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: 2022 $1,279,384 Estimated 2023 $1,300,000 Adopted
Rationale: Forecast for 2022 is based on actual receipts and preliminary valuation information from the
County Assessor. Beginning in late 2015 and early 2016, the City has experienced significant increases in
residential and commercial development. The City expects to benefit from a continued increase in property
tax revenues as a result of projects in 2022 and beyond yet continues to budget conservatively.
Year Revenue
2018 $1,005,405
2019 $1,025,513
2020 $1,117,830
2021 $1,142,639
2022 (E) $1,279,384
$700,000
$750,000
$800,000
$850,000
$900,000
$950,000
$1,000,000
$1,050,000
$1,100,000
$1,150,000
$1,200,000
2018 2019 2020 2021 2022
Five Year Trend
56 2023 Adopted Budget
Distribution: General Fund 86% and 2E Bond Fund 14%
*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 2016 a 0.5% sales tax increase was approved by the citizens of Wheat Ridge, effective January 1,
2017, for a period of 12 years or when $38.5 million dollars are raised, whichever occurs first. 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 8.0% 2.9% State, 1.1% District, 0.5% Jefferson County Open Space, 3.5% City
All Food 4.0% 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
Admissions 4.0% 4.0% City
Sales tax revenues have showed strength in Wheat Ridge over the past five years. Benefiting from the
overall strong Front Range economy, the City has seen steady growth since 2016, despite the COVID-19
Pandemic.
Forecast: 2022 $24,214,599 Estimated 2023 $25,304,256 Adopted
Rationale: 2023 sales tax revenues are conservatively projected due to the possibility of a recession.
Year Revenue
2018 $19,269,366
2019 $20,451,550
2020 $20,609,676
2021 $22,952,227
2022 (E) $24,214599
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2018 2019 2020 2021 2022
Five Year Trend
57 2023 Adopted Budget
Distribution: General Fund 86% and 2E Bond Fund 14%
Source: Residents 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: 2022 $7,606,866 Estimated 2023 $5,200,000 Adopted
Rationale: Generally, use tax has fluctuated based on changes in business investment, build out and new
commercial development. The 2017 hail storm positively impacted use tax for 2018. 2018 also resulted in
stronger use tax generation as a result of new projects breaking ground and the economy’s continued recovery.
2019 resulted in a more typical year of retail, building and auto investment. 2021 and 2022 estimates higher
than normal building use tax due to the construction at Clear Creek Crossing and the Wheat Ridge – Ward
Station. The one-time revenues generated by these projects are predominantly allocated to capital investment
expenditures.
$500,000
$2,500,000
$4,500,000
$6,500,000
$8,500,000
$10,500,000
2018 2019 2020 2021 2022
Five Year Trend
Retail/ Professional Use
Tax
Building Use Tax
Auto Use Tax
Year Retail Use Building Use Auto Use Total Use Tax
2018 $2,023,767 $3,045,776 $1,754,296 $6,823,839
2019 $1,104,035 $1,072,538 $1,846,614 $4,023,187
2020 $871,569 $2,379,632 $1,814,422 $5,065,623
2021 $1,064,583 $3,018,482 $2,210,352 $6,293,417
2022 (E) $1,106,866 $4,200,000 $2,300,000 $7,606,866
58 2023 Adopted Budget
Long-Range Financial Plan 2021 - 2028
2021 2022 2023 2024 2025 2026 2027 2028 Projected
Actual Estimated Adopted Projected Projected Projected Projected Projected Change %
BEGINNING FUND BALANCE $12,020,367 $20,714,738 $23,446,059 $17,250,868 $13,551,265 $13,198,647 $13,198,647 $14,272,431
GENERAL FUND REVENUE:
Sales Taxes $24,137,006 $25,428,097 $26,840,256 $28,853,275 $30,584,472 $32,113,695 $33,558,812 $34,901,164 4-7.5%
Other Taxes $4,086,337 $4,799,289 $4,713,000 $4,995,780 $5,245,569 $5,507,847 $5,728,161 $5,957,288 4-6%
Use Taxes $6,293,417 $7,606,866 $5,200,000 $5,538,000 $5,870,280 $6,222,497 $6,471,397 $6,697,896 3.5-6.5%
Licenses $2,717,163 $3,458,150 $2,457,800 $2,580,690 $2,658,111 $2,737,854 $2,819,990 $2,904,589 3-5%
Intergovernmental $1,836,693 $2,054,486 $2,026,528 $2,087,324 $2,129,070 $2,171,652 $2,215,085 $2,259,386 2-3%
Services $3,783,656 $3,650,783 $3,718,603 $3,867,347 $3,906,021 $3,945,081 $3,984,532 $4,024,377 1-4%
Fines & Forfeitures $295,424 $182,000 $241,500 $243,915 $246,354 $248,818 $251,306 $253,819 1%
Interest $20,405 $349,907 $522,698 $559,287 $587,251 $616,614 $647,444 $679,817 5-7%
Other $4,662,809 $5,045,115 $572,200 $577,922 $583,701 $589,538 $595,434 $601,388 1%
TOTAL REVENUE $47,832,910 $52,574,693 $46,292,585 $49,303,540 $51,810,829 $54,153,596 $56,272,160 $58,279,724
TOTAL REVENUE $59,853,277 $73,289,431 $69,738,644 $66,554,408 $65,362,094 $67,352,243 $69,470,806 $72,552,155
GENERAL FUND EXPENDITURES:
Legislative $391,243 $645,369 $697,117 $697,117 $700,603 $704,106 $711,147 $718,258 0-1%
City Manager's Office $2,209,433 $3,157,180 $3,040,834 $3,040,834 $3,071,242 $3,101,955 $3,132,974 $3,164,304 0-1%
City Attorney $315,334 $350,000 $410,000 $414,100 $414,100 $418,241 $422,423 $426,648 0-1%
City Clerk's Office $157,643 $141,513 $186,649 $188,515 $192,286 $196,132 $200,054 $204,055 1-2%
City Treasurer $33,404 $34,958 $35,958 $35,958 $36,138 $36,318 $36,500 $36,683 0-1%
Central Charges $5,161,308 $5,100,756 $5,770,465 $5,799,317 $5,857,310 $5,974,457 $6,093,946 $6,215,825 0.5-2%
Municipal Court $725,941 $854,398 $1,270,364 $1,270,364 $1,283,068 $1,308,729 $1,334,904 $1,361,602 1-2%
Administrative Services $4,109,700 $4,500,125 $5,361,782 $5,361,782 $5,415,400 $5,523,708 5,634,182 $5,746,866 0-2%
Community Development $3,967,985 $4,587,829 $3,864,446 $3,825,802 $3,864,060 $3,941,341 4,020,168 $4,100,571 0-1%
Police $11,960,866 $12,091,403 $14,217,974 $14,217,974 $14,502,333 $14,792,380 15,088,228 $15,389,992 1-2%
Public Works $3,096,913 $4,000,763 $5,319,286 $5,372,479 $5,479,928 $5,589,527 5,701,318 $5,815,344 1-2%
Parks and Recreation $5,708,769 $6,883,633 $7,153,901 $7,153,901 $7,296,979 $7,442,919 7,591,777 $7,743,613 0-2%
TOTAL EXPENDITURES $37,838,539 $42,347,927 $47,328,776 $47,378,143 $48,113,447 $49,029,811 $49,967,620 $50,923,759
Transfer Payments Out
Equipment Replacement Fund $0 $500,000 $500,000 $0 $50,000 $50,000 $50,000 $50,000
CIP $1,300,000 $6,995,445 $3,000,000 $5,625,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000
Open Space $0 $0 $1,659,000 $0 $0 $0 $0 $0
TOTAL $1,300,000 $7,495,445 $5,159,000 $5,625,000 $4,050,000 $4,050,000 $4,050,000 $4,050,000
ENDING FUND BALANCE $20,714,738 $23,446,059 $17,250,868 $13,551,265 $13,198,647 $14,272,431 $15,453,186 $17,578,396
State Madated Reserve for Emergencies $1,135,156 $1,270,438 $1,419,863 $1,421,344 $1,443,403 $1,470,894 $1,499,029 $1,527,713
Reserved for Channel 8 $206,421 $214,180 $204,918 $205,918 $206,918 $207,918 $208,918 $209,918
Reserved for ARPA $3,791,250 $6,475,458 $4,063,286 $2,782,148 $456,075 $0 $0 $0
Reserved for Stadium District $0 $500,000 $500,000 $0 $0 $0 $0 $0
Reserved for Fruitdale Loan $1,085,000 $1,085,000 $1,085,000 $1,085,000 $970,000 $930,000 $890,000 $850,000
Unrestricted Fund Balance $14,496,911 $14,400,983 $10,477,801 $8,056,855 $10,122,250 $11,663,619 $12,855,240 $14,990,765
Mininum Reserve Policy 17%$6,432,552 $7,199,148 $8,045,892 $8,054,284 $8,179,286 $8,335,068 $8,494,495 $8,657,039
PROJECTION NOTES:
General Fund revenue projections for sales tax, other taxes and use tax assumes growth of 3-7.5%. This conservative projection is based on current and planned economic development activity for 2023 and beyond and considers little new development, hence the flattening and reduction of use taxes.
All other general fund revenue projections project 1-5% increases. In particular, licensing continues to grow due to the addition of new licensing programs with interest showing a 7% projection in 2024.
General Fund expenditure projections assume a 0%-2% growth in each operational area in 2024 and beyond. 2024 assumes 0% in most areas because 2023 included several one time initaitives.
Current and future projections for CIP include a transfer from the General Fund.
Equipment Replacement Fund will be funded by a transfer from the General Fund when funds are available. The larger transfer in 2022 and 2023 projects saving for an ERP system and police radio replacement.
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 development.
59 2023 Adopted Budget
Financial Obligations and Debt
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.
2017 Sales and Use Tax Revenue Bonds
Rating AA-
On May 2, 2017, the City issued $30,595,000 Sales and Use Tax Revenue Bonds, Series 2017A. In
the 2016 coordinated election, Wheat Ridge voters were asked to authorize a temporary ½ cent tax
increase to fund four specific projects. The “2E” ballot initiative passed, and the revenue bond
proceeds were used to finance the four projects. The associated revenue pays the principal,
interest, and other financing expenses. Interest accrues on the bonds at rates ranging from 3% - 5%
per annum and is payable semi-annually on June 1 and December 1, beginning on December 1,
2017. Annual principal payments are due on December 1, from 2017 through 2027. As of
December 31, 2022 the City has an outstanding bond payable of $16,819,600. Please refer to
Investing 4 the Future section of the budget for more information about the four specific projects
and the line item detail for this revenue bond fund.
Financial Obligation Year Interest Principal Total
Sales and Use Tax Revenue Bonds, Series 2017A 2017 690,455 2,800,000 3,490,455
2018 1,105,300 2,400,000 3,505,300
2019 1,033,300 2,465,000 3,498,300
2020 934,700 2,565,000 3,499,700
2021 832,100 2,665,000 3,497,100
2022 778,800 2,720,000 3,498,800
2023 642,800 2,860,000 3,502,800
2024 499,800 3,000,000 3,499,800
2025 349,800 3,150,000 3,499,800
2026 238,800 3,260,000 3,498,800
2027 108,400 2,710,000 2,818,400
Totals $7,214,255 $30,595,000 $37,809,255
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, 2021, the City has a capital lease outstanding amount of $428,301.69.
The following table is a list of lease purchases as of December 31, 2021:
Long-Term Debt Lease Balance
Community Solar Garden Note $800,000
Total $800,000
60 2023 Adopted Budget
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 $631,011. Annual payments of
$80,167.08, including principal and interest accruing at 5.75%, are due on the 1st of each month
through May 1, 2030. For its participation, the City receives energy credits to be used against energy
consumption at various facilities.
Financial Obligation 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
Totals $402,506.20 $800,000.00 $1,202,506.20
61 2023 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 $ 6,877,582 $ 35,958 $ 186,649 $ 3,040,834 $ 1,270,364 $ 5,361,782 $ 3,864,446 $ 14,217,974 $ 5,319,286 $ 7,153,901 $ 47,328,776
30
Capital Improvement Program (CIP) Fund $1,900,000 $ 24,782,246 $ 26,682,246
31
Investing 4 the Future 2E Fund $ 3,606,300 $ 3,606,300
40 URA Bond Projects Fund $ 2,150,000 $ 4,432,725 $ 6,582,725
Special Funds
12 Public Art Fund $ 518,000 $ 518,000
17 Police Investigation Fund $ 9,000 $ 9,000
32 Open Space Fund $ 6,366,501 $ 6,366,501
33 Municipal Court Fund $ 35,500 $ 35,500
54 Conservation Trust Fund $ 665,150 $ 665,150
57
Equipment Replacement Fund $ 0
63
Crime Prevention/ Code Enforcement Fund $ 656,379 $ 656,379
Total $ 6,877,582 $ 35,958 $ 186,649 $ 3,040,834 $ 1,305,864 $ 8,968,082 $ 7,914,446 $ 14,883,353 $ 34,534,257 $ 14,703,552 $ 92,450,577
62 2023 Adopted Budget
General Government
About General Government
Mayor Bud Starker (L-R) City Councilors Stites, Hultin, City Clerk
Kirkpatrick and City Councilors Nosler Beck and
Hutchinson at their swearing in ceremony in 2019
The City of Wheat Ridge is a home-rule City operating under
a Council-Manager form of government. In this form of
government, the Council is the governing body of the City
elected by the public, and the Manager is hired by Council
to carry out the policies it establishes.
The Council consists of eight members, two from each
Council District, and an at-large Mayor. The Council provides
legislative direction while the Manager is responsible for
preparing the budget, directing day-to-day operations, and
personnel management. The Mayor and Council, as a
collegial body, are responsible for setting policy and
approving the budget. The Manager serves as the Council’s
chief advisor and serves at the pleasure of the Council.
General Government includes Legislative Services (Mayor
and City Council), City Attorney services, and Central
Charges. Central Charges encompasses overall City
expenses, including medical, dental, life, and disability
insurance for General Fund employees, Property/Casualty
and Workers Compensation premiums, and expenditures of
Citywide general operations, including utilities and
janitorial.
2023
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.”
63 2023 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; two Council members represent each geographic Council District. 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 2022 Strategic Accomplishments
• Completed 2021/2022 Council priority: addressed bulk plane by passing a City-wide
ordinance pertaining to residential zone districts
• Completed 2021/2022 Council priority: passed an ordinance addressing accessory
dwelling units (ADUs) in Wheat Ridge, addressing both new and existing non-
confirming ADUs in the City
• Assigned priorities to additional and unanticipanted funds from the American Rescue
Plan Act (ARPA) to support the long term resilience of Wheat Ridge
• Continued to support the resident-led Race and Equity Task Force to address issues,
policies, and practices related to systemic racism in Wheat Ridge
• Launched and participated in an Affordable Housing Study to address the need for a
diverse housing stock in Wheat Ridge 2023 Strategic Priorities
• Continue work to further diversity, equity, and inclusion initiatives in Wheat Ridge
• Continue to prioritize work related to Council’s remaining priorities, including
broadening community education and involvement, reexamining and addressing
sidewalks on 38th Avenue, improving permitting and licensing, improving commercial
corridors, and addressing issues related to homelessness
64 2023 Adopted Budget
01-102 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Mayor - 1 position Elected Elected Elected Elected
Council Member - 8 positions Elected Elected Elected Elected
Elected Elected Elected Elected
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $104,529 $144,050 $144,162 $143,662
Materials and Supplies $1,660 $1,550 $1,250 $1,550
Other Services and Charges $285,055 $549,907 $499,957 $551,905
Capital Outlay $0 $0 $0 $0
$391,243 $695,507 $645,369 $697,117
Staffing and Financial Summary
Total 2023 Budget by Object
Legislative Services
Personnel
Services
21%
Materials and
Supplies
0.2%
Other
Services and
Charges
79%
65 2023 Adopted Budget
General GovernmentCity Attorney 01-107
Core Business
•Counsel and advise the City Council, City Manager, boards and commissions, anddepartment directors on the legal implications of contemplated policy andadministrative decisions•Prepare and review City ordinances, contracts, and intergovernmental agreements•Provide legal advice to all City departments, to Human Resources on personnel matters,and the Police Department on intergovernmental agreements and new legislation•Represent the City in litigation in state and federal courts and before local and stateadministrative agencies.•Coordinate litigation defense provided by the City’s insurance carrier•Conduct legal training and other educational programs related to compliance with theCity 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
2022 Strategic Accomplishments
•Addressed changes to Code of Laws required by recent legislation•Participated in an interdepartmental team to develop tobacco retailing and hotellicensing and enforcement programs•Managed litigation against the City by coordinating and directing the work of defenseattorneys assigned by the City’s insurance carrier•Worked closely with Council and Community Development to develop new regulationson regulation of ADUs•Provided assistance and legal guidance during the City’s ransomware attack•Developed policies and regulations to remove race-based real property covenants•Advised the the City Clerk in referendum petition matters
2023 Strategic Priorities
•Supervise litigation and personal injury claims against the City to assist with insurancedefense and coverage•Represent the city in litigation and negotiation to impliment the Wadsworth wideningproject.•Assist City Clerk and Police Department in complying with CORA law•Advise City Council and staff as the Clear Creek Crossing and Lutheran campusredevelopment projects require City action•Conduct training for Board of Adjustment and Planning Commission members
66 2023 Adopted Budget
01-107 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Legal Services - Contracted Contracted Contracted Contracted Contracted
0 0 0 0
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $0 $0 $0 $0
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $315,334 $430,000 $350,000 $410,000
Capital Outlay $0 $0 $0 $0
$315,334 $430,000 $350,000 $410,000
Staffing and Financial Summary
Total 2023 Budget by Object
City Attorney
Other
Services and
Charges
100%
67 2023 Adopted Budget
01-610 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
No Staff Authorized 0 0 0 0
0 0 0 0
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $2,715,856 $2,859,851 $2,508,317 $2,877,312
Materials and Supplies $34,309 $37,300 $36,200 $39,300
Other Services and Charges $2,330,975 $2,524,396 $2,476,072 $2,773,686
Debt Service $80,167 $80,168 $80,167 $80,167
$5,161,308 $5,501,715 $5,100,756 $5,770,465
Staffing and Financial Summary
Total 2023 Budget by Object
Central Charges
Personnel
Services
50%
Materials
and Supplies
1%
Other
Services and
Charges
48%
Debt
Service
1%
68 2023 Adopted Budget
City Treasurer’s Office
About the Office of the City Treasurer
01-101
Chris Miller, City Treasurer
The Treasurer shall be elected by a majority vote of
the electors of the City of Wheat Ridge at each
general municipal election and shall have the same
qualifications as members of the City Council.
It shall be the Treasurer’s responsibility to establish a
system of accounting and auditing for the City which
shall reflect, in accordance with generally accepted
accounting principles, the financial condition and
operation of the City.
The Treasurer shall be a custodian of all public monies
belonging to or under the control of the City or any
office, department, or agency of the City and shall
deposit or invest all monies as directed by the
Council.
2023
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
69 2023 Adopted Budget
City Treasurer01-101
Core Business
•Manage the City’s cash flow
•Manage the City’s banking agreements and services to conform with best practices
•Manage City investments to maintain a stable, revenue-enhancing portfolio
•Perform all other duties as may be required by ordinance
•Work with City Council on tax code changes and enhancements through anordinance change
2022 Strategic Accomplishments
•Managed and monitored the City’s investment portfolio yielding higher returnsprior to the economic downturn
•Partned with Renewal Wheat Ridge to help invest bond proceeds strategicallywhile awaiting expenditure according to the project schedule
•Explored alternative options for higher yield investments for the City’s general andcapital fund balances
•Continued financial transparency efforts through City Treasurer Reports on theCity website and social media
2023 Strategic Priorities
•Analyze cash flow to ensure maximum investment potential is realized
•Improve fiscal transparency and financial reporting to Wheat Ridge residents
•Review and update the City’s investment policy
70 2023 Adopted Budget
01-101 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
City Treasurer Elected Elected Elected Elected
0 0 0 0
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $33,049 $32,958 $32,958 $32,958
Materials and Supplies $56 $200 $0 $0
Other Services and Charges $299 $3,050 $2,000 $3,000
Capital Outlay $0 $0 $0 $0
$33,404 $36,208 $34,958 $35,958
Staffing and Financial Summary
Total 2023 Budget by Object
City Treasurer
Personnel Services
92%
Other Services and
Charges
8%
71 2023 Adopted Budget
City Clerk’s Office
About the City Clerk’s Office
01-108
Steve Kirkpatrick, City Clerk
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, is the clerk
to the Police Pension Board, fulfills all public
information requests, and 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, and the fulfillment of
public record requests.
City Clerk
Elected
Deputy
City Clerk
2023
Budget Priorities
•Collaborate with the
Police Department
regarding liquor
enforcement
•Develop a program of
continuing education for
liquor and amusement
licensees and special
event holders
•Produce and implement
election and referendum
procedures and policies
•Assist Colorado Municipal
Clerks Association in
producing educational
training seminars for a
state-wide organization
72 2023 Adopted Budget
City Clerk’s Office01-108
Core Business
•Maintain records of City ordinances, resolutions, deeds, easements, and officialdocuments, 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 Board•Coordinate with Jefferson County for all municipal, primary, and general elections•Record and maintain a 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•Coordinate the application and appointment process for the City’s eleven boards andcommissions•Administer yearly destruction of records per the Colorado Model Municipal RecordsRetention Schedule•Coordinate fulfillment of Public Information Requests (CORA)
2022 Strategic Accomplishments
•Continued electronic archiving of City records to ensure permanent digital back up•Saved resources with better procedures for public hearing notice publishing•Attended the Colorado Municipal Clerks Association (CMCA) Institute•Continued training and education classes at CMCA Academy•Presented class instruction for CMCA Institute and Academy courses•Instructed both basic and advanced liquor classes to Colorado municipal clerks atCMCA Institute and Masters Academy•Coordinated with the City Attorney’s office to update City Code for Election andReferendum items•Assisted the Colorado Municipal League on Legislation and Ballot initiatives•Reviewed and revised election forms, procedures, and revised the candidate resourcesmanual
2023 Strategic Priorities
•Obtain Colorado Municipal Clerks Association (CMCA) Certified Municipal Clerk andMaster Municipal Clerks Certificates•Improve communication with the Police Department regarding liquor enforcement•Continue to develop a certification program of education for liquor, amusementlicensees and special event holders•Participate in Colorado Municipal Clerks Association Annual Institute as a trainer•Initiate new referendum policies and procedures documents•Reform and update Election law in city code•Grow online service offerings (ERP) to include payment options with applications forliquor and amusement licenses
73 2023 Adopted Budget
01-108 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
City Clerk Elected Elected Elected Elected
Deputy City Clerk 1 1 1 1
1 1 1 1
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $104,144 $103,799 $107,163 $114,649
Materials and Supplies $729 $1,000 $1,000 $1,500
Other Services and Charges $52,769 $83,700 $33,350 $70,500
$157,643 $188,499 $141,513 $186,649
Staffing and Financial Summary
Total 2023 Budget by Object
City Clerk's Office
Personnel
Services
61%
Materials
and
Supplies
1%
Other Services
and Charges
38%
74 2023 Adopted Budget
City Manager’s Office
About the City Manager’s Office
01-106
City Manager, Patrick Goff
The City of Wheat Ridge functions within a Council-Manager
form of government, which combines the strong political
leadership of elected officials with the strong managerial
experience of an appointed manager. The Council-Manager
form of government was created to fight corruption and
unethical behavior by fostering professionalism,
transparency, responsiveness, and accountability. It
promotes resident representation and supports the political
direction of an elected City Council through the
administrative guidance of an appointed City Manager. The
City Manager supervises the delivery of public services and
implements public policy approved by the Council.
The City Manager’s Office facilitates economic development
activities to promote and market Wheat Ridge, retain and
attract retail activity, rehabilitate underutilized commercial
corridors, and increase primary job opportunities. In
addition, this office manages the Sustainable Wheat Ridge
programming and the local Homeless Navigator program in
coordination with the Jeffco Regional Homeless Navigator
effort.
2023
Budget Priorities
• Engage development and
redevelopment
opportunities throughout
the City of Wheat Ridge
• Develop and implement
strategies to address
issues related to
homelessness
• Increase citywide
sustainability
programming
• Prioritize work related to
Council’s strategic
priorities
• Complete an economic
development strategy
Homeless Navigation Program receiving move-in
kits from Glory of God Lutheran Church
75 2023 Adopted Budget
CITY MANAGER’S OFFICE
City Manager
Economic
Development Manager
Assistant City
Manager
Sustainability
Coordinator
Homeless
Navigator
Management
Analyst
Housing
Navigator
76 2023 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 the budget
• Manage and direct economic development programs within the City of Wheat Ridge • Provide effective communication with City Council, employees, and members of the public • Ensure organizational expectations are incorporated into daily work processes
• Manage Sustainable Wheat Ridge programming and Homeless Navigation efforts 2022 Strategic Accomplishments
• Continued to facilitate sustainable economic development opportunities
• Increased support for individuals experiencing homelessness through City’s Homeless Navigation program and community partnerships
• Increased City’s resident sustainability impact through the Sustainable Neighborhood Program
• Continued to support Council’s work related to diversity, inclusion, and antiracism, including the resident-led Race and Equity Task Force
• Prioritized work related to Council’s strategic priorities
• Began implementation of the projects associated with the Renewal Wheat Ridge Bond
• Continued Wheat Ridge 101 resident academy in collaboration with Localworks 2023 Strategic Priorities
• Continue to facilitate sustainable economic development opportunities
• Continue support for individuals experiencing homelessness through City’s Homeless Navigation program and community partnerships
• Increase City’s resident sustainability impact through the Sustainable Neighborhood Program
• Continue to support Council’s work related to diversity, inclusion, and antiracism
• Prioritize work related to Council’s strategic priorities
• Finalize affordable housing strategy and implement recommendations
• Develop and implement strategy for a 2023 bond election and bond issuance
• Facilitate 2023 Resident Survey
77 2023 Adopted Budget
01-106 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
City Manager 1 1 1 1
Assistant City Manager 0 0 0 1
Assistant to the City Manager 1 1 1 0
Management Analyst 0 0 0 1
Sustainability Coordinator 0.5 1 1 0
Homeless Navigator 1 1 1 0
Housing Navigator (time-limited)0 0 1 0
3.5 4 5 3
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $461,044 $544,858 $562,213 $490,708
Materials and Supplies $13,314 $88,300 $78,100 $100
Other Services and Charges $120,690 $696,720 $649,520 $149,930
Capital Outlay $0 $0 $0 $0
$595,048 $1,329,878 $1,289,833 $640,738
Staffing and Financial Summary
Total 2023 Budget by Object
City Manager's Office
Personnel
Services
76.6%
Materials and
Supplies
0.02%
Other Services
and Charges
23.4%
78 2023 Adopted Budget
Economic Development 01-105 Core Business
• Retention, expansion, and attraction of business
• Assist in site location, development, building requirements, and real estate
transactions
• Market Wheat Ridge and its economic development programs
• Monitor and process accounting for TIF, ESTIP, and BDZ agreements
• Serve as Executive Director of the Wheat Ridge Urban Renewal Authority
2022 Strategic Accomplishments
• Advanced the priorities of RWR through the redevelopment of key properties
• Approved development agreements relating to TIF and Grant Agreements for RWR
• Coordinated with Wheat Ridge Business Association, Wheat Ridge Chamber, and
West Metro Chamber of Commerce to strengthen the Wheat Ridge business
environment
• Continued to work on strengthening business during and coming out of COVID-19
• Sold 38th and Yukon property to Corners at Wheat Ridge for future development 2023 Strategic Priorities
• Implement projects and initiatives associated with the RWR bond issuance
• Work with RWR to coordinate TIF agreements and obligations
• Continue marketing the vision plan for the TOD station area and the adjoining
Opportunity Zone
• Assist with the development of key sites within the community
• Work with JeffCo Economic Development Corporation and the Metro Denver
Economic Development Corporation on attraction efforts
• Market properties acquired by the City through the Wadsworth Improvement Project
for future repurposing
• Market and assist with in-fill sites throughout Wheat Ridge
• Complete conditions survey for Lutheran Legacy Campus and bring forward urban
renewal plan for City Council approval.
79 2023 Adopted Budget
01-105 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
1 1 1 1
1 1 1 1
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $129,972 $132,503 $134,314 $142,439
Materials and Supplies $7,679 $12,850 $10,250 $11,950
Other Services and Charges $1,447,792 $1,938,665 $1,722,783 $1,803,325
Capital Outlay $28,942 $31,058 $0 $0
$1,614,385 $2,115,076 $1,867,347 $1,957,714
Staffing and Financial Summary
Total 2023 Budget by Object
Economic Development
Economic Development Manager
Personnel
Services
7%
Materials
and
Supplies
0.6%
Other
Services and
Charges
92%
80 2023 Adopted Budget
Homeless Navigation Program01-114
Core Business
•Provide direct support and help identify solutions to many complex challenges faced
by those seeking a pathway out of homelessness
•Work closely with local business communities, constituents, metro-area non-profit
providers and government agencies
•Contact individuals living unsheltered and offering resources and basic need items to
build rapport and trust
•Complete intakes for the Homeless Management Information System (HMIS) and
assess clients’ needs, and make referrals for healthcare, mental health, substance
misuse, legal issues, and public benefits
•Identify a pathway toward housing for clients and assist with housing searches,
applications, and deposits
•Assist clients with obtaining vital documents
2022 Strategic Accomplishments
•Added Housing Navigator position to increase capacity and expand the scope of the
program
•Conducted a boundary-setting training for all City staff
•Built relationships with property owners/managers in the area
•Attended Municipal Court to provide support for persons experiencing homelessness
•Conducted weekly outreach to people experiencing homeless in the community, in
partnership with the Crime Prevention unit
•Procured outreach and housing supplies for the Navigation program as well as
supplies for the entire County-wide collaborative, using funds donated by
Intermountain Healthcare
•Assisted dozens of individuals with applying for and securing housing
2023 Strategic Priorities
•Continue to partner with the Crime Prevention unit to provide outreach in the
community
•Continue to build relationships with property owners/managers
•Partner with Municipal Court staff to make improvements to the Court’s interactions
with people experiencing homelessness
•Increase community partnerships across the Denver Metro area to enhance services
and resources
•Increase the frequency and depth of in-person collaboration with the other Jeffco
navigators
81 2023 Adopted Budget
01-114 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Housing Navigator (time limited)0 0 0 1
Homeless Navigator 0 0 0 1
0 0 0 2
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $0 $0 $0 $152,824
Materials and Supplies $0 $0 $0 $88,680
Other Services and Charges $0 $0 $0 $3,500
Capital Outlay $0 $0 $0 $0
$0 $0 $0 $245,004
Staffing and Financial Summary
Total 2023 Budget by Object
Homeless Navigation Program
Personnel
Services
62%
Materials
and
Supplies
36.2%
Other
Services and
Charges
2%
82 2023 Adopted Budget
Sustainability01-119
Core Business
•Create and implement programming to support and encourage sustainable practices
within municipal buildings, residences, neighborhoods, and businesses
•Provide recommendations to enhance the environmental sustainability of Wheat
Ridge in the six focus areas of Communications & Engagement, Green Building &
Energy Efficiency, Renewable Energy, Solid Waste & Recycling, Transportation, and
Water
•Create and distribute newsletters and other educational material to support
community engagement and sustainability efforts
•Plan and host events to promote sustainable behaviors, and to engage with and
educate the public about sustainability in Wheat Ridge
2022 Strategic Accomplishments
•Created and distributed a new, bi-monthly sustainability newsletter
•Hosted second annual paint recycling event resulting in 30,744 pounds of paint
diverted from landfills
•Supported the Sustainable Neighborhoods Program, including two new
neighborhoods and an annual retreat for staff and neighborhood leaders
•Participated in steering committee for Jefferson County’s first Climate Action Plan
•Progressed towards next steps in reviewing the City’s waste management practices
2023 Strategic Priorities
•Work with consultant to implement public outreach and engagement strategy about
waste management practices in Wheat Ridge
•Update 2018 Wheat Ridge Environmental Sustainability Action Plan
•Form internal team to focus on municipal sustainability practices
•Apply for grants, including additional EV charging infrastructure
•Continue to offer annual events such as fall yard waste and paint recycling, as well as
other waste-related events throughout the year
•Continue to support the Sustainable Neighborhoods Program and recruit additional
neighborhoods
•Continue to support existing programming and create new programming and
partnership opportunities
83 2023 Adopted Budget
01-119 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
0 0 0 1
0 0 0 1
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $0 $0 $0 $79,473
Materials and Supplies $0 $0 $0 $60,655
Other Services and Charges $0 $0 $0 $57,250
Capital Outlay $0 $0 $0 $0
$0 $0 $0 $197,378
Staffing and Financial Summary
Total 2023 Budget by Object
Sustainability
Sustainability Coordinator
Personnel
Services
40%
Materials
and
Supplies
30.7%
Other
Services and
Charges
29%
84 2023 Adopted Budget
Municipal Court
About Municipal Court
01-109
Municipal Judge
(Appointed)
Court Administrator
Deputy Court Administrator Court Marshal(3)Probation Officer
Judicial Assistant II (4)Judicial Assistant I (2)
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,
trespassing, code, park, and animal violations. Most
criminal matters carry up to a $2,650 fine and up to 364 days
in jail. The Court Clerk’s Office is open full-time Monday
through Friday and Court is in session two to three days per
week, and trials to a 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.
2023
Budget Priorities
• Assess, monitor, and
implement security
improvements in the
Courtroom
• Research sentence
compliance solutions
• Implement procedural
changes to comply with
prompt bond hearings
pursuant to new
legislation.
85 2023 Adopted Budget
Municipal Court
01-109
Core Business
•Create, maintain, and adjudicate case filings for criminal, traffic, juvenile, nuisance,
property abatement, animal control, parks, sales tax violations, administrative hearings,
and business license matters.
•Conduct Court sessions for various hearings, arraignments, pre-trials, trials by judge,
trials by jury, probation compliance, restitution, contempt citations, and sentencing
•Collect and process escrow funds for restitution, jury demands, and bonds; collect and
account for revenue received for fines, fees, and costs
•Process unbonded defendants by video, establish bonds, transport prisoners, monitor
number of prisoners and length of sentence
•Immediately appoint attorneys for in-custody defendants facing potential incarceration
•Issue bench warrant and default judgments
•Maintain a secure courtroom
•Monitor sentencing compliance; establish payment plans and other alternative forms of
sentence compliance.
•Seal or expunge criminal records pursuant to legislative mandates
•Comply with ordinances, statutes, rules, and constitutions
2022 Strategic Accomplishments
•Established diversion program for defendants under age 21 for identified violations
•Assessed, monitored, and implemented security improvements in Courtroom
•Researched alternative compliance solutions in lieu of outstanding judgment warrants
•Collaborated with and incorporated race & equity task force recommendations
•Referred eligible defendants to homeless and housing navigators
2023 Strategic Priorities
•Comply with prompt bond hearings legislation effective January 1, 2023
•Assess, monitor, and implement security improvements in lobby and Courtroom
•Expand internal collections program
•Implement innovative solutions to reduce failures to appear
•Seal cases in compliance with authorization pursuant to new legislation
•Utilize special populations funds to assist with their varied challenges
86 2023 Adopted Budget
01-109 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Municipal Judge Contracted Contracted Contracted Contracted
Court Administrator 1 1 1 1
Deputy Court Administrator 1 1 1 1
Judicial Assistant II 0 0 4 4
Deputy Court Clerk II 3 3 0 0
Judicial Assistant I 0 0 2 2
Deputy Court Clerk I 3 3 0 0
Probation Officer 1 1 1 1
Court Marshal 1.25 3 3 3
10.25 12 12 12
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $689,771 $1,035,945 $800,888 $1,209,404
Materials and Supplies $12,667 $20,000 $16,500 $19,450
Other Services and Charges $23,503 $47,810 $34,010 $39,510
Capital Outlay $0 $3,000 $3,000 $2,000
$725,941 $1,106,755 $854,398 $1,270,364
Staffing and Financial Summary
Total 2023 Budget by Object
Municipal Court
Personnel
Services
92%
Materials and
Supplies
1.5%
Other Services
and Charges
3.1%
Capital Outlay
0.2%
87 2023 Adopted Budget
2020
Actual
2021
Actual
2022
Estimated
2023
Goals
1,824 2,452 2,500 2,750
488 662 650 700
688 993 600 650
Cases continued beyond arraignment 416 529 575 600
301 538 500 500
Alternative methods of resolving cases 360 665 650 650
The Failure to appear rate is approximately 20%. This high failure to appear rate is due in part
to defendants who are experiencing homelessness.
Alternative methods of resolving cases includes defendants resolving their cases by appearing
via Lifesize audio-video conferencing; accepting a dispostion via a plea by mail,
and defendants in custody at Jefferson County Detention Facility appearing before the Court
via Lifesize audio-video conferencing.
Failures to Appear
Performance Measures
Municipal Court
Scheduled Court Appearances
Reached Disposition/Resolved
Paid prior to Court
88 2023 Adopted Budget
Administrative Services
About Administrative Services
The Administrative Services Department oversees and
directs the operations of Finance, Human Resources,
Purchasing, Information Technology, Risk Management,
Budget, Communications and Engagement,
Administration, and the Safety/Wellness Programs.
2023
Budget Priorities
•Support work to advance
Council’s priorities
specifically, de-mystifying
government and
improving licensing and
permitting processes
•Implement cyber security
best practices, prioritizing
end point monitoring and
employee training
•Move forward with the
implementation of the
selected ERP system
•Support diversity, equity,
and inclusion initiatives in
the organization and
communityAllison Scheck
Deputy City Manager
89 2023 Adopted Budget
2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Finance 6.5 7.5 8.5 8.5
Communications and Engagement 2 2 2 2
Administrative Services 4 4 4 5
Human Resources 4 4 5 5
Procurement 2 2 2 2
Information Technology 6 6 7 7
24.5 25.5 28.5 29.5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $2,207,738 $2,661,337 $2,347,986 $2,988,998
Materials and Supplies $19,755 $26,125 $19,830 $24,075
Other Services and Charges $1,548,570 $1,850,584 $1,656,304 $1,878,831
Capital Outlay $333,636 $428,462 $476,005 $469,878
$4,109,699 $4,966,508 $4,500,125 $5,361,782
Staffing and Financial Summary
Total 2023 Budget by Object
Administrative Services
Personnel
Services
56%
Materials and
Supplies
0.4%
Other
Services and
Charges
35%
Capital Outlay
9%
90 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Finance $663,041 $799,764 $733,099 $883,864
Communications and Engagement $300,836 $382,342 $292,582 $325,643
Administration $363,609 $398,393 $358,043 $527,951
Human Resources $600,093 $771,490 $662,343 $786,901
Procurement $145,915 $185,422 $180,546 $206,208
Information Technology $2,036,206 $2,429,097 $2,273,512 $2,631,215
$4,109,699 $4,966,508 $4,500,125 $5,361,782
Total Budget by Program
Total 2023 Budget by Program
Administrative Services
Finance
16%Communications
and Engagement
6%
Administration
10%
Human Resources
15%
Information
Technology
49%
Procurement
3%
91 2023 Adopted Budget
ADMINISTRATIVE SERVICES
Deputy City
Manager
Finance Manager
Communications
and Engagement
Manager
IT ManagerProcurement
ManagerExecutive AssistantHR Manager
Senior HR
Business
Partner (2)
HR Business
Partner
HR Tech
Assistant to
Mayor &
Council
Admin
Specialist
Procurement
Coordinator
Accountant
Revenue
Auditor
Payroll
Supervisor
Payroll Tech
(0.5)
Accounting
Supervisor
Accounting
Tech
Revenue Tech
Licensing Tech
Communications
Specialist
Sr. Systems
Administrator (2)
Network
Administrator
GIS Analyst
Technical
Support
Specialist
GIS Technician
Risk Management
Coordinator
92 2023 Adopted Budget
2020
Actual
2021
Actual
2022
Estimated
2023
Goals
Network uptime annual percentage 99.0%98.8%92.8%99.0%
93.8%95.4%96%97%
Yes Yes Yes Yes
Vendor Payments - Electronic vs Check 92%93%94%95%
Taxpayer Receipts - Electronic vs Check 25%27%38%50%
15 10 30 50
Percentage of successful P-Card audits 99%99%100%100%
200 65 75 200
7 6 6 9
Yes Yes Yes Yes
86 days 89 days 80 days 80 days
13.10%9.70%16%15%
10%40%40%32%
Yes Yes N/A N/A
Administrative Services
Employee Safety Committee Initiatives (of
10 possible programs)
Score of 100 or higher on
Property/Casualty Audit
Security/cyber test pass rate annual
percentage
# of employees trained on purchasing
processes
Performance Measures
Unqualified audit opinion
Taxpayer Audits
1)Due to a cyber attack on August 29, 2022, the City experienced network disruption. While
parts of the network were restored within days, overall, it is appropriate to consider that the
network was down for approximately one full week.
2) Due to COVID and "the great resignation", the city has seen increased turnover rates
compared to years past, but is still in line with peer agencies in the region.
3) The WRPD Annual Report will now be completed by the Police Department's PIO.
Time to fill positions (days)
Turnover rate
Growth in social media audience
Produce WRPD Annual Report
93 2023 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, 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
2022 Strategic Accomplishments
• Planned and tracked Council’s ARPA funding recommendations
• Prioritized the City’s communication efforts, resulting in a reorganization
• Implemented Council’s special licensing programs related to massage, tobacco retailing,
short-term rentals and hotels
• Implemented the department’s vision and action plan
• Recruited and trained new administrative professionals to meet the City’s needs
• Received GFOA Distinguished Budget Award for the 2022 Annual Budget
2023 Strategic Priorities
• Support council’s priorities to educate and inform the community, and improve licensing
and permitting processes
• Continue to improve boards and commissions processes
• Recruit the risk management coordinator and enhance the risk management program
• Support diversity, inclusion and equity initiatives within the organization and community
• Implement a new Enterprise Resource Planning (ERP) system
• Support enhanced cyber security initiatives
• Leverage new employees to provide additional support to the offices of the City
Manager, City Clerk and Administrative Services
94 2023 Adopted Budget
01-111 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Deputy City Manager 0 0 0 1
Administrative Services Director 1 1 1 0
Executive Assistant 1 1 1 1
Risk Management Coordinator 0 0 0 1
1 1 1 1
1 0 0 0
Administrative Specialist 0 1 1 1
4 4 4 5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $352,011 $385,619 $348,059 $512,467
Materials and Supplies $1,915 $2,200 $2,000 $2,200
Other Services and Charges $9,683 $10,574 $7,984 $13,284
$363,609 $398,393 $358,043 $527,951
Staffing and Financial Summary
Total 2023 Budget by Object
Administrative Services
Administrative Asst - Mayor and Council
Operations Support Technician II
Personnel
Services
97%
Materials and
Supplies
0%
Other Services
and Charges
3%
95 2023 Adopted Budget
Administrative Services Finance 01-103 Core Business
• Process all revenue from all sources • Manage accounts payable and vendor relationships • Process bi-weekly payroll and maintain open channels of communication with Human Resources and key departmental personnel • Advise on, administer and maintain licensing of all businesses • Assist and educate citizens and taxpayers through a variety of media on tax form completion, information resources and compliance methods and remedies • Maintain the general ledger, payroll, fixed asset, cash receipting and tax revenue systems in ADG • Prepare annual audit work papers and liaise with external auditors to produce the annual Financial Statements • Implement, monitor and enforce internal controls • Prepare accurate and timely monthly financial statements and reports • Provide strategic financial analysis to the Executive Management Team • Verify and remedy tax compliance through tax revenue audits • Enforce requirements of the law regarding delinquent taxes and licenses • Manage, reconcile and safeguard cash • Provide first class customer service to all City personnel and the community
2022 Strategic Accomplishments
• Received an unqualified audit opinion from CliftonLarsonAllen for 2021 • Onboarded an accounting supervisor and a revenue technician • Processed over 4,000 business license renewals and issued over 500 new business licenses 2023 Strategic Priorities
• Examine and rationalize licensing processes with a view to improve the customer experience • Examine and rationalize tax reporting and collections so that there are fewer delinquent accounts and improved and timely reporting and collections • Increase sales and use tax audits and related audit recovery revenue • Obtain an unqualified opinion on the 2022 financial audit • Implement a more advanced cash flow management program by more closely partnering with our financial institutions and in collaboration with the City Treasurer • Implement the selected Enterprise Resource Planning system (ERP)
96 2023 Adopted Budget
01-103 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Finance Manager 1 1 1 1
Accountant 1 1 1 1
Accounting Technician 1 1 1 1
Payroll Supervisor 1 1 1 1
Payroll Technician 0.5 0.5 0.5 0.5
Revenue Auditor 1 1 1 1
Revenue Technician 1 1 1 1
Licensing Technician 0 1 1 1
Accounting Supervisor (time limited)0 0 1 1
6.5 7.5 8.5 8.5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $491,300 $663,266 $605,837 $756,812
Materials and Supplies $1,667 $5,675 $5,950 $6,175
Other Services and Charges $170,074 $130,823 $121,312 $120,877
Capital Outlay $0 $0 $0 $0
$663,041 $799,764 $733,099 $883,864
Staffing and Financial Summary
Total 2023 Budget by Object
Finance
Personnel
Services
85%
Materials and
Supplies
1%
Other Services
and Charges
14%
97 2023 Adopted Budget
Administrative Services Human Resources
01-112
Core Business
• Provide organizational guidance on people issues
• Oversee people functions such as talent management, employee relations, job classification and total rewards, HRIS systems, and organizational compliance
• Guide personnel policy development, administration, and interpretation
• Deliver organizational development systems including performance management tools, training and development, employee benefits and employee engagement programs aligned with City values
• Oversee two of three retirement plans, health, wellness, safety, educational and recognition programs, employee assistance programs, worker’s compensation, and unemployment
• Serve as a strategic partner in organizational development planning, leadership and cultural development, workforce and succession planning, training, performance and change management 2022 Strategic Accomplishments
• Supported recovery from ransomware attack by deploying employee training
• Conducted full market and compensation analysis, mid-year COLA for employees, and
ongoing market and equity adjustments
• Continued COVID response. Developed policy and monitored compliance
• Broadened use of the HR Learning System
• Delivered a supervisor training program and conducted video micro-trainings
• Supported antiracism, equity and inclusion supervisor training
• Developed a paid family leave program
2023 Strategic Priorities
• Ensure a productive and engaged workforce by implementing talent management and
engagement tools, City-wide
• Continue supervisor training program
• Support diversity, equity, inclusion, and anti-racism efforts
• Support ERP analysis and HRIS implementation
• Guide a wide evaluation of organizational philosophies around leaves, compensation
and employee total rewards
98 2023 Adopted Budget
01-112 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Human Resources Manager 1 1 1 1
SR Human Resources Business Partner 0 2 2 2
Human Resources Business Partner 2 1 1 1
Human Resources Technician 1 0 1 1
4 4 5 5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $425,320 $493,963 $458,888 $539,226
Materials and Supplies $1,784 $2,500 $1,500 $500
Other Services and Charges $172,989 $275,027 $201,955 $247,175
Capital Outlay $0 $0 $0 $0
$600,093 $771,490 $662,343 $786,901
Staffing and Financial Summary
Total 2023 Budget by Object
Human Resources
Personnel
Services
69%
Materials
and Supplies
0.1%
Other Services
and Charges
31%
99 2023 Adopted Budget
Administrative Services Communications and Engagement 01-113Core Business
•Promote the City and encourage community engagement though electronic, written,
and verbal communications
•Create engaging content that tells the City’s story and engages residents and
stakeholders to get involved with their government
•Serve as the liaison between the City and the news media to coordinate the release of
information to the public and respond to inquiries
•Manage and monitor social media sites for the City
•Create and distribute newsletters to support community outreach including Mayor’s
Matters and Connections
•Plan, coordinate, and promote City programs, recognition, and events
•Manage Channel 8, and manage media partnerships, contractors, and vendors
•Monitor branding for City and provide guidance on style and usage of logo and images
•Oversee web content updates, graphics, and provide training for web administrators
•Support and advise the Mayor, elected officials, City Manager and directors on public
affairs, media interaction, and crisis communications
2022 Strategic Accomplishments
•Completed reorganization of the communications team and recruited new staff to
enhance communication efforts
•Produced first “demystifying government” video to promote ways residents can get
involved in their government
•Managed media relations regarding the City’s ransomware incident
•Created promotional efforts for public, including easy to navigate website presentation
of public meeting information, community advertising and insert in Connections
•Progressed towards release of refreshed website with updated design and navigation
2023 Strategic Priorities
•Support council priorities, including demystifying government through an engaging video
series and annual “get involved” mailer
•Implement website accessibility improvements in accordance with HB21-1110
•Continue to grow social media presence and increase community engagement
100 2023 Adopted Budget
01-113 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
PIO/Communications Manager 1 1 0 0
Communications and Engagement Manage 0 0 1 1
Digital Communications Specialist 1 1 0 0
Communications Specialist 0 0 1 1
2 2 2 2
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $160,532 $218,326 $139,011 $183,471
Materials and Supplies $104 $1,000 $800 $1,000
Other Services and Charges $140,201 $163,016 $152,771 $141,172
Capital Outlay $0 $0 $0 $0
$300,836 $382,342 $292,582 $325,643
Staffing and Financial Summary
Total 2023 Budget by Object
Communications and Engagement
Personnel
Services
56%Materials and
Supplies
0.3%
Other Services
and Charges
44%
101 2023 Adopted Budget
Administrative Services
Procurement
01-116
Core Business
• Manage procurement transactions: supplier sourcing, contract, and purchase order
content, purchasing card program and surplus disposal
• Determine the appropriate procurement method for the purchase of goods, professional
services, and construction services
• Work with City departments to ensure successful solicitation processes, including
development of technical bid specifications or scopes of work for bid and proposal
requests, scheduling, interviews, negotiations, cost analysis, and delivery
• Comply with purchasing and competitive bid proposal guidelines, payment methods and
signature approval levels and assist departments in attaining compliance
• Foster effective relationships with internal and external customers to facilitate sound
business transactions and enhance future acquisitions
• Oversee renewal of on-call and other multi-year service agreements
• Assure accurate reporting of open POs for annual carry-over approval
• Uphold the Universal Public Procurement Certification Council (UPPCC) code of ethics
2022 Strategic Accomplishments
• Facilitated formal solicitation for the City’s new Enterprise Resource Planning (ERP)
• Conducted monthly, consistent, manageable P-Card audits achieving 99% compliance
• Successfully onboarded new Procurement Coordinator
• Strategically saved budget to purchase and implement Contract Management Software
increasing visibility and efficiency regarding renewals, contract management overall
• Issued New P-card Policy Guideline #15 providing official guidance to all P-card holders
and moved all processes from paper to electronic
• Updated Mayoral Order: Contract Signature Authority Delegation and added a new
Policy for end users increasing clarity and efficiency Citywide
2023 Strategic Priorities
• Lead ERP implementation and other strategic priorities
• Train Project Managers to use Contract Management Software
• Complete Contract Modernization project
• Find a new P-card Provider and complete the migration process
102 2023 Adopted Budget
01-116 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Procurement Manager 0 0 1 1
Purchasing and Contracting Agent 1 1 0 0
Procurement Coordinator 0 0 1 1
Buyer II 1 1 0 0
2 2 2 2
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $143,513 $173,785 $175,322 $196,568
Materials and Supplies $363 $700 $280 $700
Other Services and Charges $2,039 $10,937 $4,944 $8,940
Capital Outlay $0 $0 $0 $0
$145,915 $185,422 $180,546 $206,208
Staffing and Financial Summary
Total 2023 Budget by Object
Procurement
Personnel
Services
95.3%Materials and
Supplies
0.3%
Other Services
and Charges
4.3%
103 2023 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’s computers and network
• Select and test software for City’s computers
• Maintain inventory of computers and software
• Negotiate technology contracts and service level agreements with providers
• Assist departments with special technology projects
• Provide backup and disaster recovery for server and telephone systems
• Ensure security, reliability, and integrity of City technology
• Anticipate system needs and requirements
2022 Strategic Accomplishments
• Upgraded document imaging and archive system
• Recovered from ransomware attack and enhanced security posture
• Built a new Community Development map
• Deployed new hardware for vehicles, Investigation, PFOS, Rec Center, Anderson Center, and Public Works
• Stood up the new Parks and Neighborhood Services Building and SCL trailer
• Completed security camera upgrade
• Started an interdepartmental GIS User Committee
• Migrated legacy fueling software to a new cloud system
• Implemented Self-Service Password Reset
• Upgraded the Police Department training room
2023 Strategic Priorities
• Enhance cyber security initiatives • Upgrade the City’s GIS and VueWorks systems • Research alternatives for the legacy phone system
• Implement the E-ticketing system for Wheat Ridge Police Department
• Replace network equipment that has reached its end of life
• Implement a new recording system in the WRPD interview rooms
• Improve automatic patching of operating systems and third-party software
• Upgrade Council Chambers video feed to be fully HD
• Begin implementation of a new Enterprise Resource Planning solution
104 2023 Adopted Budget
01-117 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
IT Manager 1 1 1 1
Network Administrator 1 1 1 1
Sr. IT Support Technician 2 2 2 0
Sr. Systems Administrator 0 0 0 2
GIS Analyst 1 1 1 1
IT Support Technician 1 1 1 0
Technical Support Specialist 0 0 0 1
GIS Technician 0 0 1 1
6 6 7 7
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $635,062 $726,378 $620,869 $800,454
Materials and Supplies $13,923 $14,050 $9,300 $13,500
Other Services and Charges $1,053,584 $1,260,207 $1,167,338 $1,347,383
Capital Outlay $333,636 $428,462 $476,005 $469,878
$2,036,206 $2,429,097 $2,273,512 $2,631,215
Staffing and Financial Summary
Total 2023 Budget by Object
Information Technology
Personnel
Services
30%
Materials and
Supplies
1%
Other Services
and Charges
51%
Capital Outlay
18%
105 2023 Adopted Budget
Community Development
About Community Development
Ken Johnstone
Community Development Director
The Community Development Department guides
the physical development of the City with the goal
of creating safe, attractive neighborhoods and
strong commercial and mixed-use corridors. Our
work is done in partnership with citizens and the
business community. It includes long range
planning, current planning and zoning services,
building permits and inspections, and engineering
services.
2023
Budget Priorities
• Continue to manage review and
approval of ongoing phases of
development in Clear Creek
Crossing
• Strategically manage the City’s
capital improvement funding
and provide project oversight
• Implement priority
recommendations from the 44th
Avenue Subarea Plan, Lutheran
Master Plan, and Affordable
Housing Strategy
• Kick off an update to the City’s
Comprehensive Plan
• Expand building division services
that facilitate reinvestment in
existing buildings
• Expand the public’s web-based
access to permitting, plan
review and inspections
Foothills Credit Union at Clear Creek Crossing
Joint Public Open House for
Let’s Talk and 44th Avenue Subarea Plan
106 2023 Adopted Budget
2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Administration 3 2 2 2
Planning 6.75 7.75 7.75 7.75
Building Contracted Contracted Contracted Contracted
Engineering 7 8 8 8
16.75 17.75 17.75 17.75
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $1,730,096 $1,867,290 $1,855,135 $2,033,939
Materials and Supplies $26,260 $52,370 $32,150 $37,520
Other Services and Charges $2,206,610 $2,466,396 $2,685,654 $1,789,337
Capital Outlay $5,019 $15,300 $14,890 $3,650
$3,967,984 $4,401,356 $4,587,829 $3,864,446
Staffing and Financial Summary
Total 2023 Budget by Object
Community Development
Personnel
Services
52.6%
Materials and
Supplies
1.0%
Other
Services
and
Charges
46%
Capital Outlay
0.1%
107 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Administration $272,636 $290,983 $281,004 $298,852
Planning $818,854 $1,210,076 $1,152,075 $1,283,333
Building $2,015,637 $1,963,937 $2,237,720 $1,293,850
Engineering $860,858 $936,360 $917,030 $988,411
$3,967,984 $4,401,356 $4,587,829 $3,864,446
Total Budget by Program
Total 2023 Budget by Object
Community Development
Administration
8%
Planning
33%
Building 33%
Engineering
26%
108 2023 Adopted Budget
_____________________________________________________________________________________
COMMUNITY DEVELOPMENT
Director of Community Development
Administrative
Assistant
Planning Manager Chief Building Official Engineering Manager
Senior Neighborhood
Planner
Contracted Building Services
Civil Engineer II Dev. Review Civil Engineer II Project C.I.P.Civil Engineer II Civil Engineer I
Engineering
Tech III
Stormwater Coordinator
Engineering Tech III
Neighborhood
Engagement Specialist
Senior Planner
Senior Planner
Landscape Inspection
Program Manager (0.75)
Plans Reviewer/
Inspector
Planner I
109 2023 Adopted Budget
2020
Actual
2021
Actual
2022
Estimated
2023
Goals
51 58 48 45
70 83 65 60
24.85 23.4 35 25
1,897 1,897 2,000 2,000
Number of inspections completed 12,051 12,051 14,221 18,000
Number of plan reviews completed 595 595 708 700
$148,840,474 $148,840,474 $476,689,547 $455,344,927
5,835 14,073 6,204 11,321
8,533 21,843 12,673 7,088
0 9,460 4,155 16,477
Number of ADA ramps constructed 30 40 55 65
410 444 422 359
1) The volume of land use cases hit an all-time high in 2018 and has diminished since then;
volumes are stablizing at a more normal average of 60-75 active cases per year.
2) Turnaround time for review comments exceeds department expectations in 2022 because of
staffing changes with the late 2021 retirement of a seasoned engineering reviewer and the
associated learning curve for new staff in early 2022. Staff training and resource management
should help to return 2023 reviews to the goal of 3.5 weeks.
3) The construction of the new Lutheran hospital has increased all Building Services activity,
especially permits and inspections. This is expected to continue into 2024.
Linear feet of storm sewer
designed/constructed
Number of civil engineering plans/studies
reviewed
Performance Measures
Community Development
Average turnaround times for land use
case referral comment letters (in days)
Linear feet of roadway
designed/constructed
Number of active land use cases
Number of permits issued
Valuation of all permits
Number of pre-application meetings held
Linear feet of bike lane
designed/constructed
110 2023 Adopted Budget
Community Development Administration
01-120 Core Business
• Provide leadership for long-range planning, development review, engineering, transportation planning/design and building permitting functions
• 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 and professional 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 2022 Strategic Accomplishments
• Oversaw consultant selection and participated in development of the City’s first Affordable Housing Strategy
• Identified $15.7M in projects eligible for DRCOG TIP funding
• Managed all aspects of the contractual building permit/inspection functions of the City
• Provided leadership and direction in creating a unique building permitting process to expedite the ongoing construction of the new SCL/Lutheran hospital
• Provided leadership in identifying priority projects for the I-70/Kipling URA Bond
• Hired consultant to pursue aesthetic betterments of the I-70/32nd Avenue/Youngfield corridor
• Provided leadership and strategic management of City’s CIP, including rapid adjustments in response to COVID-related budget adjustments 2023 Strategic Priorities
• Provide leadership in developing and managing URA bond capital projects
• Provide leadership in implementing priority recommendations from the 44th Avenue Corridor Plan and Affordable Housing Strategy
• Facilitate revitalization of and reinvestment along the City’s primary corridors through cross-departmental collaboration on development review
• Provide leadership in identifying opportunities to improve operations across all divisions
111 2023 Adopted Budget
01-120 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Community Development Director 1 1 1 1
Administrative Assistant 1 1 1 1
Vacancy - to be determined based on need 1 0 0 0
3 2 2 2
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $268,454 $282,093 $276,914 $292,002
Materials and Supplies $1,786 $1,000 $1,000 $1,000
Other Services and Charges $2,396 $7,290 $2,490 $5,850
Capital Outlay $0 $600 $600 $0
$272,636 $290,983 $281,004 $298,852
Staffing and Financial Summary
Total 2023 Budget by Object
Administration
Personnel
Services
97.7%
Materials and
Supplies
0.3%
Other Services
and Charges
2.0%Capital Outlay
0.0%
112 2023 Adopted Budget
Community Development Planning 01-121 Core Business
• Review, analyze, process and present various development and zoning applications such as private property rezoning requests, subdivisions, site plans, and variances • Review and approve building permits for compliance with zoning regulations • Serve as staff liaison to City Council, Planning Commission, Board of Adjustment, and the Wheat Ridge Housing Authority • Provide direct assistance to citizens, businesses, developers and other departments and agencies in all aspects of land use and development • Develop zoning code amendments, subarea plans and comprehensive plan updates in response to City Council’s policy direction • Implement recommendations of the City’s adopted plans 2022 Strategic Accomplishments
• Managed the planning and engagement process for the 44th Avenue Subarea Plan • Managed the Affordable Housing Strategy & Action Plan • Relaunched the Landscape Inspection Program • Engaged 4 neighborhoods through the Let’s Talk Resident Engagement Program • Designed and launched an online map with project and property information • Supported public engagement for 35th Avenue roadway improvements • Supported planning, design, and engagement efforts for the URA bond projects • Oversaw various amendments to the Code of Laws to implement Council policy direction, including related to accessory dwelling units and bulk plane • Supported implementation of the extended stay lodging licensing program • Continued processing development applications and reviewing building permits in Clear Creek Crossing as well as other infill sites throughout the City 2023 Strategic Priorities
• Select a consultant and kick off a community-wide effort to update the City’s 2009 Comprehensive Plan • Implement recommendations from the 44th Avenue Subarea Plan, Lutheran Master Plan, and Affordable Housing Strategy • Complete Let’s Talk engagement blitzes in the remaining 4 neighborhoods • Support public engagement efforts for CIP and URA bond projects, including 38th Avenue West and 32nd and Youngfield designs • Continue processing development applications in and around Clear Creek Crossing, the Wheat Ridge · Ward Station Area, 44th and Kipling, and other infill sites throughout the City
113 2023 Adopted Budget
01-121 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Planning Manager 1 1 1 1
Senior Planner 1 2 2 2
Senior Neighborhood Planner 1 1 1 1
Planner II 1 0 0 0
Planner I 1 1 1 1
Neighborhood Engagement Specialist 1 1 1 1
Plan Reviewer/Inspector (time limited)0 1 1 1
Landscape Inspection Program Manager 0.75 0.75 0.75 0.75
6.75 7.75 7.75 7.75
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $624,044 $749,977 $734,646 $798,845
Materials and Supplies $20,858 $43,020 $25,550 $29,020
Other Services and Charges $170,782 $413,479 $388,279 $455,468
Capital Outlay $3,170 $3,600 $3,600 $0
$818,854 $1,210,076 $1,152,075 $1,283,333
Staffing and Financial Summary
Total 2023 Budget by Object
Planning
Personnel
Services
62.2%Materials and
Supplies
2.3%
Other Services
and Charges
35.5%
Capital Outlay
0.0%
114 2023 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. • Respond to calls from emergency services as it relates to buildings damaged from a fire or vehicle impact. • Provide property-related information and consultation to current and proposed businesses related to alteration, expansion, and relocation throughout the City. • Assist in administering hotel and motel inspection program. 2022 Strategic Accomplishments
• Continued business model to contract with Charles Abbott Associates for full-time building division services. • Continuing to perform the majority of permit issuance and servicing online and over the phone. • Used the building permit system’s web-based services to provide real time status of building inspections scheduled and completed for contractors and homeowners. • Revamped the certificate of occupancy process to decrease lead time to issue certificate resulting in greater customer service. • Continued use of the new on-line payment portal for building permits and contractor licenses. • Implemented phased permitting process for a large construction project allowing for quicker review and increased control of the project. • Continued all critical building permit issuance and inspection protocols through the pandemic.
2023 Strategic Priorities
• Expand building permit systems web-based contractor portal to allow contractors to apply, renew and update their license. • Refine the process for “same day” permit issuance to make it more efficient for staff and applicants. • Continue to improve the processes for electronic plan review through training, software, and network utilization. • Continue to review all policies, procedures and local code amendments for clarity and consistency and update as needed. • Implement new program to provide quarterly informational meetings for contractors and/or home and business owners with timely relevant topics relating to building code and building permit processing. • Implement building preconstruction meetings for the builders, contractors, and homeowners
115 2023 Adopted Budget
01-122 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Contracted Staffing Contracted Contracted Contracted Contracted
0 0 0 0
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $0 $0 $0 $0
Materials and Supplies $2,973 $2,750 $2,000 $2,750
Other Services and Charges $2,012,664 $1,958,787 $2,233,320 $1,290,500
Capital Outlay $0 $2,400 $2,400 $600
$2,015,637 $1,963,937 $2,237,720 $1,293,850
Staffing and Financial Summary
Building
Total 2023 Budget by Object
Materials and
Supplies
0.2%
Other Services
and Charges
99.7%
Capital Outlay
0.0%
116 2023 Adopted Budget
Engineering 01-123 Core Business • Plan for and design the street, drainage, traffic, and other public improvement projects identified in the Capital Improvement Program (CIP) • Review and approve proposed development-related documents such as: construction plans for street and site design, grading and drainage plans, final drainage reports, surveys and plats, legal agreements, easements, and other documents to assure compliance with City specifications and municipal code • Respond to service requests relating to traffic engineering, civil engineering, surveying, stormwater, and ADA access from the general public and other community stakeholders • Support all City departments on all matters requiring engineering, land surveying, and stormwater management expertise • Manage and support floodplain mapping, regulations, other related issues, and process floodplain permits • Manage Right-of-Way mapping & public infrastructure assets
2022 Strategic Accomplishments • Managed the implementation of essential Ward Station Area infrastructure improvement projects, including: o Completion of street and intersection designs and advertised the projects for bids o Restart of pedestrian bridge, plazas, and trail designs and ROW acquisition o Completion of Wadsworth Phase 2 plans and submitted for pricing • Obtained transportation funding totaling over $15.7 million for three bike/ped projects including the above bridge, plazas, and trail projects, bike lanes under I-70, and a sidewalk on the west side of Wadsworth between 32nd and 35th • Worked successfully with the Planning and Building divisions in the review of a near record number of civil engineering documents, site plans, building permits, plat reviews, and inspections of infrastructure improvements for numerous redevelopment projects while effectively onboarding new staff. Developments include: Lifetime Fitness, Outlook Clear Creek Phase 2, Hampton Inn, Hance Ranch, Hilltop Estates, the Ridge at Ward Station, Judy Townhomes, and several smaller residential subdivisions and commercial projects 2023 Strategic Priorities • Manage the implementation of I-70/Kipling URA bond infrastructure improvement projects including finalizing the design of Ward Station Area pedestrian bridge, plazas and trail projects and the Youngfield Aesthetic projects • Manage the 38th West Planning Study to obtain community consensus on a preferred alternative to add facilities for bicycles and pedestrians while still accommodating vehicular traffic • Perform civil, site, and plat reviews needed for various Land Use Cases and building permits for the Clear Creek Crossing Subdivision pad sites, Ward TOD areas, and various infill residential subdivisions with the goal of new staff being fully up to speed on core duties and cross training.
117 2023 Adopted Budget
01-123 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Engineering Manager 1 1 1 1
Civil Engineer II 3 3 3 3
Stormwater Coordinator 1 1 1 1
Engineering Technician III 2 2 2 2
Civil Engineer I 0 1 1 1
7 8 8 8
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $837,598 $835,220 $843,575 $943,092
Materials and Supplies $644 $5,600 $3,600 $4,750
Other Services and Charges $20,767 $86,840 $61,565 $37,519
Capital Outlay $1,849 $8,700 $8,290 $3,050
$860,858 $936,360 $917,030 $988,411
Staffing and Financial Summary
Total 2023 Budget by Object
Engineering
Personnel
Services
95%
Materials and
Supplies
0.5%Other Services
and Charges
4%
Capital Outlay
0.3%
118 2023 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.
2023
Budget Priorities
• Strengthen community trust
through relationship-based
policing
• Focus on hiring good
candidates and retaining
officers
• Expand training
opportunities for both
sworn and non-sworn
employees
• Continue to build a
department based on the
pillars of Procedural Justice
for the benefit of employees
and the community
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.
119 2023 Adopted Budget
2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Administration 5 5 6 6
Grants 1 1 1 1
Community Services Team 2 2 2 2
Crime Prevention Team 2.5 3.5 3.5 3.5
Records Team 8 8 7 7
Accreditation & Training 1 1 1 1
Patrol Operations 51 52 56 56
Investigations Bureau 24 24 24 24
Crash & Traffic Team 5 5 5 5
99.5 101.5 105.5 105.5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $10,094,759 $11,048,350 $10,005,097 $11,763,533
Materials and Supplies $100,300 $151,968 $149,630 $164,446
Other Services and Charges $1,666,276 $2,042,000 $1,899,904 $2,213,595
Capital Outlay $99,532 $39,422 $36,772 $76,400
$11,960,867 $13,281,740 $12,091,403 $14,217,974
Staffing and Financial Summary
Total 2023 Budget by Object
Police Department
6.0 Community Service Officers; 1.0 Crime Prevention Officer and 0.5 Police Sergeant are funded in the Crime
Prevention Fund.
Personnel
Services
83%
Materials and
Supplies
1%
Other Services
and Charges
16%
Capital Outlay
0.5%
120 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Administration $1,868,773 $2,142,680 $2,109,845 $2,362,887
Grants $161,623 $182,766 $141,000 $217,434
Community Services Team $279,641 $316,953 $275,804 $374,178
Crime Prevention Team $256,406 $343,242 $154,721 $355,461
Records Team $373,203 $516,132 $307,361 $503,356
Accreditation & Training $278,499 $432,352 $400,226 $424,651
Patrol Operations $5,643,327 $5,962,628 $5,631,653 $6,337,541
Investigations Bureau $2,578,742 $2,813,495 $2,690,975 $3,087,033
Crime & Traffic Team $520,652 $571,492 $379,818 $555,433
$11,960,867 $13,281,740 $12,091,403 $14,217,974
Total Budget by Program
Total 2023 Budget by Program
Police Department
Administration
17%Grants
1%
Community
Services Team
3%
Crime Prevention
Team
2%
Records Team
3%
Accreditation &
Training
3%
Patrol Operations
45%
Investigations
Bureau
22%
Crime & Traffic
Team
4%
121 2023 Adopted Budget
POLICE DEPARTMENT
Chief of Police
Administrative Program Coordinator
Professional Standards Division Chief Support ServicesPublic Information OfficerDivision Chief Patrol Operations
Investigations Bureau Commander
Patrol Commander Watch 2 & 3
Patrol Commander Watch I & Special Teams SWAT
Admin Sgt.
Patrol Watch I Patrol Watch II Patrol Watch II Crime Research Analyst
Records Team
Training and Accreditation
SIU Sgt.Sgt. Property Crime Sgt Persons Crime Team
West Metro Drug Task Force (WMDTF)
VICE/ Intelligence
Metro Auto Theft Task Force (MATT)
Detectives
Police Support Technician
Property and Evidence
Sex Offender Registration
Detectives
Police Support Technician
Sgt Patrol Team A
Sgt Patrol Team B
Patrol Officers
Patrol Officers
Sgt Patrol Team A
Patrol Officers
Patrol Officers
Sgt Patrol Team B
Sgt Patrol Team A
Patrol Officers
Patrol Officers
Sgt Patrol Team B
Sgt. Crash and Traffic
Crash and Traffic Team
Sgt. Crime Prevention/School Resource
Crime Prevention/
School Resource Team
Community Services Team
SWAT Team P.O.S.T. Academy Recruits F.T.O. Program
Tele-Serve Technicians (2)
122 2023 Adopted Budget
2020
Actual
2021
Actual
2022
Estimated
2023
Goals
2817*5,680 4,100 5,000
0:04:31 0:04:21 0:05:31 0:05:00
5*15*20 20
257 296 340 300
Yes Yes Yes Yes
Yes Yes Yes Yes
*= low numbers due to Covid
1. Traffic contacts were expected to rise with the anticipated resolution of the COVID-19
pandemic however contacts were limited in 2022 due to COVID issues, staffing reductions and
higher call volume.
2. Crime prevention presentations were down because of staffing in Crime Prevention Unit as
well as the hesitancy to meet in person during the pandemic.
3. Case filings continue to rank among the top in Jefferson County and the Detective Bureau is
producing great results as well as seeing an increase in case closures.
Police
Achieve 98% Accuracy in the initial
submission of accident reports to the
Department of Revenue and 100%
accuracy upon follow-up.
Average response time to Priority 1 calls
Maintain a position in the top 50% of all
Jefferson County law enforcement
agencies for case filings submitted per
officer per year
Total number of Crime Prevention
presentations
Performance Measures
Total number of traffic contacts
Total number of referrals to VOI
123 2023 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 community 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
2022 Strategic Accomplishments
• Created a system for tracking case closures and percentages of case closures
• Finished rolling out Relationship Based Policing and developed an ongoing training program
• Worked with city stakeholders to advance and pass necessary legislation including hotel licensing, street racing, and nuisance house ordinance
• Made steps towards supporting an understaffed patrol force by adding telephone report takers through the addition of two full time employees
• Reduced crimes against persons and property 2023 Strategic Priorities
• Continue recruitment, retention, and creative staffing solutions
• Reduce call volume through proactive activity
• Continue to lead in training and career development
• Update existing radio system to ensure radio communications are supported for the next 10 or more years
• Identify funding for a new Command Vehicle
• Provide greater opportunities for community engagement
124 2023 Adopted Budget
01-201 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Chief of Police 1 1 1 1
Division Chief 1 1 1 1
Police Sergeant 1 1 1 1
Administrative Program Coordinator 0 0 2 2
Administrative Assistant 2 2 0 0
Public Information Officer 0 0 1 1
5 5 6 6
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $706,546 $838,668 $909,356 $921,541
Materials and Supplies $25,632 $32,220 $29,882 $32,910
Other Services and Charges $1,136,595 1,267,692.00 $1,168,507 $1,403,236
Capital Outlay $0 $4,100 $2,100 $5,200
$1,868,773 $2,142,680 $2,109,845 $2,362,887
Staffing and Financial Summary
Total 2023 Budget by Object
Administration
Personnel
Services
39%Materials
and
Supplies
2%
Other Services
and Charges
59%
Capital Outlay
0.5%
125 2023 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 2022 Strategic Accomplishments
• Received funding from the Police Officer Standards and Training (POST) board for
annual in-service and specialized training
• Utilized funding to increase pedestrian safety and reduce fatalities through two
CDOT grants 2023 Strategic Priorities
• Conduct DUI projects throughout the City
• Utilize funding from the POST board for annual in-service and specialized training
• Utilize funding to increase pedestrian safety, and reduce fatalities through two
CDOT grants
• Utilize funding to conduct additional patrol within the area of I-70/Kipling through
use of the Byrne
126 2023 Adopted Budget
01-202 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Police Officer 1 1 1 1
1 1 1 1
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $80,589 $166,566 $112,200 $188,477
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $15,033 $16,200 $28,800 $28,957
Capital Outlay $66,000 $0 $0 $0
$161,623 $182,766 $141,000 $217,434
Staffing and Financial Summary
Total 2023 Budget by Object
Grants
Personnel
Services
87%
Other Services
and Charges
13%
127 2023 Adopted Budget
Police Department
Community Services Team
01-203
Core Business
• The Community Services Team (CST) engages citizen concerns regarding residential
nuisance code violations including outside storage, illegal dumping and littering as
well as assisting on abandoned vehicle concerns in private and public areas
• CST provides proactive enforcement for concerns associated with exterior commercial
property maintenance code violations such as the sign code, parking lot standards,
dumpster enclosure issues and derelict vehicle storage
• Provides enforcement and education to its citizens on city ordinances and state laws
related to domestic animals, dog licensing, wildlife management and welfare
• Supports education and enforcement of Wheat Ridge ordinances regarding the
city’s numerous municipal parks and Clear Creek greenbelt supervision
2022 Strategic Accomplishments
• Continued a strong working partnership with CDOT for increased proactive assistance
with the challenges and concerns along the I-70 corridor
• Developed a proactive education and enforcement plan for addressing all extended stay
housing locations throughout Wheat Ridge
• Expanded community outreach efforts in partnership with Localworks, Foothills Animal
Shelter and area veterinarians for increased resident engagement
• Educated, assessed, and coordinated sign code ordinance enhancements made for light
illumination enforcement
2023 Strategic Priorities
• Develop strategies to positively impact incidents of crime through enforcement of the
Hotel/Motel Licensing Ordinance
• Support partnership with CDOT during construction of the I-70 and Kipling on and off
ramps that will help assist with the relocation of the people experiencing homelessness.
• Support local outreach efforts for individuals and neighborhoods using the TLC Program,
while working with the state emergency responses during the COVID-19 pandemic.
• Support Foothills Animal Shelter and the local veterinary community to provide remote
on-line access to animal health and welfare services.
128 2023 Adopted Budget
01-203 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Community Service Team Supervisor 1 1 2 2
Community Service Officer - Lead 1 1 0 0
2 2 2 2
Six (6) Community Service Officers are funded out of the Crime Prevention Fund
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $190,626 $187,956 $188,526 $232,719
Materials and Supplies $274 $675 $675 $675
Other Services and Charges $88,741 $128,322 $86,603 $140,784
Capital Outlay $0 $0 $0 $0
$279,641 $316,953 $275,804 $374,178
Staffing and Financial Summary
Total 2023 Budget by Object
Community Services Team
Personnel
Services
62%Materials and
Supplies
0.2%
Other Services
and Charges
38%
129 2023 Adopted Budget
Police Department Crime Prevention Team (SRO) 01-205
Core Business
• Respond to calls for service in public and private schools within the City of Wheat Ridge
• Provide law enforcement education and programs for students of schools within the City of Wheat Ridge
• Develop and maintain community and school partnerships and programs that deter and prevent crime, address quality of life issues and enhance community safety
2022 Strategic Accomplishments
• Reduced crime and disorder in both public and private schools within the City of Wheat Ridge
• Educated students on the harmful effects of illegal drugs, bullying, and truancy through education and engagement
• Assured and maintained that CALEA standards were met in regards to the mission and duties of an SRO
• Continued to develop partnerships with school administrators, teachers and parents
2023 Strategic Priorities
• Reeducate school staff and the community on the role of the SRO and by focusing on education in lieu of immediate criminal charges
• Open communication with school administrators on school life after COVID.
• Work with school administration to involve the parent prior to the SRO
• Continue with education and engagement for students, school staff and parents when dealing with continued issues such as bullying, possession of alcohol/drugs, harassment, etc.
• Maintain CALEA standards as it relates to the role of the SRO
• Provide second SRO for school system
130 2023 Adopted Budget
01-205 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Police Sergeant 0.5 0.5 0.5 0.5
School Resource Officer 2 2 2 2
Crime Prevention Officer 0 1 1 1
2.5 3.5 3.5 3.5
1.5 Officers Funded out of Crime Prevention Fund
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $256,406 $343,242 $154,721 $355,461
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
$256,406 $343,242 $154,721 $355,461
Staffing and Financial Summary
Total 2023 Budget by Object
Crime Prevention Team
Personnel
Services
100%
131 2023 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, including body worn camera footage. • Assist residents who choose to report criminal and non-criminal incidents online, by phone or in person that do not require a police officer’s assistance • Support sworn personnel by processing case records and maintaining accurate documentation of official police actions
2022 Strategic Accomplishments
• Allowed officers to attend to higher level criminal activity by processing more than 1000 online reports for citizens
• Maintained a high level of service with very limited staffing, while running a highly successful recruitment and training new, qualified Records Techs.
• Sustained Master Certification requirements for all Records staff through the Colorado Certified Records Network
• Saved time and money by utilizing the unlimited storage of Axon to store and manage photos as well as release video digitally from the platform
• Continued to maintain Records release hours and guidelines to keep citizens, staff and officers safe during the continued COVID-19 pandemic
2023 Strategic Priorities
• Complete the comprehensive SOPs manual for the Records Team
• Provide Records staff with cross training opportunities both within the Records department as well as between other agencies such as courts and the DA’s office.
• Establish a records purge schedule for all paper, fingerprint and digital files to better align with the Colorado Municipal Records Retention guidelines
• Assist patrol in the employment of an eCitation system through the Niche RMS
• Fully staff the Records team to further advance services to officers, administration, and the residents of Wheat Ridge
132 2023 Adopted Budget
01-206 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Records Supervisor 1 1 1 1
Lead Records Management Specialist 1 1 1 1
Records Management Specialist 6 6 5 5
8 8 7 7
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $373,203 $515,842 $307,071 $502,281
Materials and Supplies $0 $290 $290 $1,075
Other Services and Charges $0 $0 $0 $0
Capital Outlay $0 $0 $0 $0
$373,203 $516,132 $307,361 $503,356
Staffing and Financial Summary
Total 2023 Budget by Object
Records Team
Personnel
Services
100%
Materials and
Supplies
0.2%
133 2023 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 in-service training program for
department employees
• Develop, plan and administer new employee orientation training
• Manage the department Power Data Management System (DMS) policy, training,
and accreditation modules
• Manage the national and state accreditation processes, including preparing the
department for re-accreditation 2022 Strategic Accomplishments
• Maintained compliance with state and national law enforcement accreditation
standards.
• Coordinated training in compliance with mandatory Peace Officer Standards and
Training (POST), and Colorado Intergovernmental Risk Sharing Agency (CIRSA)
requirements
• Delivered a hybrid annual in-service training to members, utilizing distance
learning, virtual and in-person platforms, due to COVID restrictions.
2023 Strategic Priorities
• Provide annual in-service training that surpasses police officer standards and
training required by POST
• Utilizing a centralized and coordinated effort, provide members with training
opportunities to obtain both professional development and job skill training, as
mandated by Colorado POST, CIRSA and accreditation standards.
• Research and source training curricula that reflect the mission and vision of the of
the department and are consistent with current, acceptable community
expectations as it applies to diversity, equity and inclusion.
• Continue to deliver members quarterly distance learning through multiple LMS
platforms (CIRSA, NeoGov Learn, PowerDMS)
134 2023 Adopted Budget
01-207 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
1 0 0 0
0 1 1 1
1 1 1 1
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $92,689 $96,159 $96,293 $106,420
Materials and Supplies $37,336 $76,783 $76,783 $68,831
Other Services and Charges $148,475 $259,410 $227,150 $249,400
Capital Outlay $0 $0 $0 $0
$278,499 $432,352 $400,226 $424,651
Staffing and Financial Summary
Total 2023 Budget by Object
Accreditation and Training
Accreditation Manager/Training Coordinator
Training and Accreditation Program Manager
Personnel
Services
25%
Materials and
Supplies
16%
Other Services
and Charges
59%
135 2023 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
2022 Strategic Accomplishments
• Developed strategies to positively impact incidents of crime through enforcement of the
Hotel/Motel Licensing Ordinance
• Supported a regionalized initiative to address issues resulting from the growing number
of homeless persons and families in the community
• Re-established the Emergency Management program and update the City’s Emergency
Operations Plan to effectively respond to disasters that occur within the City and
surrounding jurisdictions
• Promoted and educated the community on the Body Worn Camera initiative and
provided information on the process for requesting video recordings through the
Colorado Open Records Act
2023 Strategic Priorities
• Develop directed saturation patrol for the I70/Kipling corridor to increase safety, reduce
calls for services, and improve quality of life issues.
• Develop strategies for educating the community about police responses to
homelessness issues impacting local businesses and neighborhoods.
• Promote enhanced partnerships with mental health providers to increase services and
responses to individuals needing assistance in dealing with a mental health crisis.
• Promote the use of alternative methods of patrol to include patrol bicycles and ATVs in
order to enhance community outreach and engagement efforts both within Wheat
Ridge neighborhoods and business districts.
136 2023 Adopted Budget
01-211 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Division Chief 1 1 1 1
Police Commander 2 2 2 2
Police Sergeant 7 7 7 7
Police Officer 41 42 44 44
Tele-Serve Technician 0 0 2 2
51 52 56 56
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $5,497,794 $5,720,276 $5,363,663 $6,055,501
Materials and Supplies $23,636 $29,050 $29,050 $43,700
Other Services and Charges $118,939 $179,230 $204,868 $168,390
Capital Outlay $2,958 $34,072 $34,072 $69,950
$5,643,327 $5,962,628 $5,631,653 $6,337,541
Staffing and Financial Summary
Total 2023 Budget by Object
Patrol Operations
Personnel
Services
95%
Materials and
Supplies
1%
Other Services
and Charges
3%
Capital Outlay
1.1%
137 2023 Adopted Budget
Police Department Investigations Bureau
01-212
Core Business
• Investigate felony persons and property crimes to include: homicide, sexual assault,
assault, robbery, theft, burglary, financial crimes, and criminal trespassing.
• Investigate felony drug and motor vehicle theft crimes in partnership with the West
Metro Drug Task Force and Metropolitan Auto Theft Task Force.
• Investigate vice crimes and disseminate relevant criminal intelligence information to aid
in officer safety and ensuring a safe community.
• Active participation in the Jefferson County Critical Incident Team.
• 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. 2022 Strategic Accomplishments
• Developed an on-site technology lab in concert with our U.S.S.S. partnership and our
membership within the C.E.C.T.F.
• Continued to develop and refine statistics gathering techniques compatible with the
Niche RMS in a manner that provides actionable information.
• Trained and regularly deployed upgraded 3Si Digital trackers to enhance the
identification and arrest process of property crime offenders.
• Continued cross-training and mentorship program with members of both Patrol and
Investigations bureau to boost workforce sustainability and strengthen relationships.
2023 Strategic Priorities
• Refine case assignment and management criteria to enhance clearance rates, efficiency,
effectiveness, and time management.
• Enhance on-site technology lab to provide technical training to the organization and
establish collaborative bonds with external partners.
• Build formal training and mentoring strategies between Patrol and Investigations to
strengthen relationships, ensuring technical expertise is maintained and in line with
current trends.
138 2023 Adopted Budget
01-212 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Police Commander 1 1 1 1
Police Sergeant 3 3 3 3
Police Officer 15 14 14 14
Operations Support Tech III 0 0 0 0
Investigative Technician 2 2 2 2
Sr. Evidence Technician 1 1 1 1
Evidence Technician 1 1 1 1
Crime Analyst 1 1 1 1
Property Crimes Detective 0 1 1 1
24 24 24 24
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $2,386,731 $2,618,699 $2,498,699 $2,852,470
Materials and Supplies $13,421 $12,950 $12,950 $17,255
Other Services and Charges $155,356 $181,846 $179,326 $217,308
Capital Outlay $23,234 $0 $0 $0
$2,578,742 $2,813,495 $2,690,975 $3,087,033
Staffing and Financial Summary
Total 2023 Budget by Object
Investigations Bureau
Personnel Services
92.4%
Materials and
Supplies
0.6%
Other Services and
Charges
7.0%
139 2023 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
• Participate in CDOT impaired driving, seat belt, and overweight tractor/trailer
enforcement programs
• Work with the Colorado State Patrol conducting commercial vehicle safety inspections
• Conduct both day to day accident investigations and respond to major accidents to
conduct reconstructions
2022 Strategic Accomplishments
• Maintained service goals despite staffing shortages
• Addressed neighborhood traffic safety concerns
• Addressed commercial truck safety in cooperation with the Colorado State Patrol
• Participated in community events while reinforcing traffic safety to the public
• Responded to and investigated major traffic events in the City
2023 Strategic Priorities
• Develop Community Partnership for Improving Traffic Safety (CPITS), based on a
Neighborhood Watch approach to neighborhood traffic complaints
• Increase accident reconstruction capabilities by sending officers to advanced training
and enhancing internal knowledge of FARO Scene Scanners and Crash Data Recorder
Downloads
• Increase patrol of morning and afternoon school zones
• Work with other City departments and the community to address neighborhood traffic
safety concerns
• Enforce commercial truck safety in cooperation with the Colorado State Patrol
• Respond to and investigate major traffic incidents in the City
140 2023 Adopted Budget
01-213 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Police Sergeant 1 1 1 1
Police Officer 4 4 4 4
5 5 5 5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $510,176 $560,942 $374,568 $548,663
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $3,136 $9,300 $4,650 $5,520
Capital Outlay $7,340 $1,250 $600 $1,250
$520,652 $571,492 $379,818 $555,433
Staffing and Financial Summary
Total 2023 Budget by Object
Crash and Traffic Team
Personnel
Services
98.8%
Other Services
and Charges
1.0%Capital Outlay
0.2%
141 2023 Adopted Budget
Public Works
About Public Works
01-303
The Public Works Department is responsible for
maintenance and improvements to the City’s
infrastructure, which includes 133 miles of streets 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
Improvement Program, as well as manages and
maintains the City’s vehicles and equipment.
Public Works also assists the Community Development
Department in the review of commercial and residential
development projects and building permits applications
as related to public works.
In 2022, the Facilities Maintenance team was
transferred to the Public Works Department. This group
oversees maintenance and capital projects for all city
buildings including City Hall and the Recreation Center.
2023
Budget Priorities
•Continue construction
services on infrastructure
projects for Wadsworth
Boulevard
•Complete American Public
Works Association
accreditation process
•Continue replacement of
fleet vehicles in
conformance with best
practices
142 2023 Adopted Budget
2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Operations 23 23 25 27
Facilities Maintenance 0 0 0 5
23 23 25 32
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $1,709,663 $1,936,010 $1,775,175 $2,876,391
Materials and Supplies $510,261 $567,350 $524,942 $664,020
Other Services and Charges $246,652 $373,341 $312,895 $790,725
Capital Outlay $630,337 $1,409,905 $1,387,751 $988,150
$3,096,913 $4,286,606 $4,000,763 $5,319,286
Staffing and Financial Summary
Total 2023 Budget by Object
Public Works
Personnel
Services
54%
Materials and
Supplies
12%
Other Services
and Charges
15%
Capital Outlay
19%
143 2023 Adopted Budget
_____________________________________________________________________________________
Public Works
Director of Public Works
Administrative Assistant (2)
Operations Supervisor
Traffic Operations Tech III
Lead Fleet Mechanic Civil Engineer II Construction
Equipment Operator II (3)
Traffic Operations Tech I Fleet Mechanic Engineering Tech III (3)
Equipment Operator I (3)
Maintenance Worker II (7)
Utility Locates Tech (1)
Traffic Operations Tech II
Manager of Facilities Operations
Facilities Maintenance Supervisor (2)
Custodian
Facilities Maintenance Tech
144 2023 Adopted Budget
2020
Actual
2021
Actual
2022
Estimated
2023
Goals
56 150 180 180
359 400 425 430
15,303 19,000 18,000 18,000
Number of Street Cut Permits issued 548 566 580 600
0 6500 14600 7000
1) Street cut permits are increasing due to increased redevelopment & aging underground
infrastructure.
2) Snow & ice control values are dependent on the number & severity of snow events
experienced.
3) Additional funding in 2022 allowed for a one-time increase in the amount of overlay work
performed.
Public Works
Number of vehicle/equipment work orders
completed
Linear feet of asphalt overlay placed
Performance Measures
Number of internal & external Service
Requests completed
Total miles of priority 1 & 2 streets
controlled for snow and ice
145 2023 Adopted Budget
Public WorksOperations01-303Core Business
•Monitor all construction activities within the public right-of-way
•Maintain and provide preventive maintenance services for streets, alleys, storm sewers,walkways, bus benches, bus shelters, pedestrian lights, special events, traffic signallights, and signs
•Manage the City’s automotive and equipment fleet through maintenance and scheduledreplacement
•Provide snow removal and ice control on City streets
•Provide utility locate services within the public right-of-way
•Complete service requests for internal and external customers
•Coordinate with risk management to provide estimates and quotes for recovery ofdamages to City vehicles and property
•Maintain all city facilities, and complete planned capital projet to city facilities
2022 Strategic Accomplishments
•Began construction of the Wadsworth Blvd improvement project
•Began construction of the maintaince project on the 44th ave bridge over clear creek
•Continued to enhance traffic signal communications capabilities, including upgrading ofobsolete traffic signal components and traffic signal battery backup systems
•Successfully completed asphalt overlay, ADA/concrete replacement and slurry sealmaintenance programs throughout various locations in the City
•Continued to implement applicable technology upgrades to enhance Operations’response times, mobile technology and accuracy of utility locate requirements
•Replaced a furnace and boilers at the Anderson Building
2023 Strategic Priorities
•Wadsworth Corridor – sustain timely project construction and coordination
•Update the City’s Stormwater Master Plan
•Completion of construction 52nd Ave TOD public improvements
•Continue to improve and build asset inventory, utility locate and reporting capabilitiesand enhancement of the City’s Asset Management Program (VueWorks)
•In coordination with the Engineering division, continue to develop a long-term capitalplan for traffic signal upgrades and signal replacements, including upgrades toequipment that enhance overall safety, accessibility, and mobility
146 2023 Adopted Budget
01-303 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Public Works Director 1 1 1 1
Operations Manager 0 0 0 0
Operations Supervisor 1 1 1 1
Administrative Assistant 2 2 2 2
Equipment Operator II 3 3 3 3
Equipment Operator I 3 3 3 3
Maintenance Worker II 5 5 6 7
Lead Mechanic 1 1 1 1
Mechanic 1 1 1 1
Traffic Operations Tech III 1 1 1 1
Traffic Operations Tech II 1 1 1 1
Traffic Operations Tech I 0 0 0 1
Civil Engineer II 1 1 1 1
Engineering Technician III 3 3 3 3
Utility Locates Technician 0 0 1 1
23 23 25 27
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $1,709,663 $1,936,010 $1,775,175 $2,260,583
Materials and Supplies $510,261 $567,350 $524,942 $584,330
Other Services and Charges $246,652 $373,341 $312,895 $453,450
Capital Outlay $630,337 $1,409,905 $1,387,751 $983,000
$3,096,913 $4,286,606 $4,000,763 $4,281,363
Staffing and Financial Summary
Total 2023 Budget by Object
Operations
Personnel
Services
53%
Materials and
Supplies
14%
147 2023 Adopted Budget
Public Works 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 2022 Strategic Accomplishments
• Awarded contract for a Facility Master Plan to identify facility-related priorities throughout all City facilities
• Completed cell tower negotiations with three cellular providers, resulting in the demolition of the old cell tower, the installation of a new cell tower, and updated lease agreements
• Negotiated a lease with Foothills Regional Housing for the 7490 W. 45th Avenue property in order to expand office space for City staff
• Completed remodel projects in City Hall and Public Works
• Provided responsive internal customer service
• Strengthened facilities management team with new leadership 2023 Strategic Priorities
• Complete a re-organization to move Facilities Maintenace from the Parks and
Recreation department into Public Works
• Continue improvement/communication related to the work order system
• Provide project management expertise for 2023 City Hall remodel projects in Police and Courts, as well as other minor projects City-wide
• Develop long-term facilities project implementation plan based on Facilities Master Plan
148 2023 Adopted Budget
01-118 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Manager of Facility Operations 0 0 0 1
Facility Maintenance Supervisor 0 0 0 2
Facility Maintenance Technician 0 0 0 1
Custodian 0 0 0 1
0 0 0 5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $441,999 $569,259 $520,176 $615,808
Materials and Supplies $45,284 $89,235 $84,235 $79,690
Other Services and Charges $269,277 $517,617 $327,507 $337,275
Capital Outlay $24,659 $119,755 $104,000 $5,150
$781,219 $1,295,866 $1,035,918 $1,037,923
Staffing and Financial Summary
Total 2023 Budget by Object
Facilities Maintenance
Personnel
Services
59%
Materials and
Supplies
8%
Other Services
and Charges
32%
Capital Outlay
1%
149 2023 Adopted Budget
Parks and Recreation
About Parks and Recreation
Karen O’Donnell
Director of Parks & Recreation
The Wheat Ridge Parks and Recreation Department
oversees the operations of the Parks, Forestry and
Open Space Division, the Recreation Division, Building
Maintenance, and Administration.
Department Mission: We are dedicated to serving
our community by providing diverse programs,
experiences and spaces that enhance the quality of
life.
Department Vision: To be the first choice and trusted
source for connecting with nature, living healthy, and
having fun.
Department core activities and service delivery
values:
• Excellent parks and open space system
• Active social engagement opportunities
• Preservation of cultural and historical assets
• Exceptional recreation centers and facilities
• Comprehensive and innovative programming
2023
Budget Priorities
• Focus on maintenance
and repair of existing
assets within our
recreation facilities
• Begin various ARPA
funded projects at
Fruitdale Park, Panorama
Park, and Tabor Lake
• Complete “The Green at
38th” park development
• Utilize the Public Art
Management Plan to
select and install public
art associated with
various City projects
Department mascot, Booster the Rooster, visiting the
nature play area at Anderson Park
150 2023 Adopted Budget
2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Administration 2 2 2 2
Recreation 2 2 3 4
Parks Maintenance 13 12 12 13
Forestry 4 4 5 5
Natural Resources 0 0 0 0
Anderson Building 0.5 0.5 0.5 0.5
Athletics 2 2 2 2
General Programs 2.5 2.5 2.5 2.5
Outdoor Pool 0.5 0.5 0.5 0.5
Active Adult Center 4.625 4.625 5 5
Historic Buildings 0 0 0 0
Recreation Center - Facility Operation 6.5 4.5 4.5 5
Recreation Center - Aquatics 3.5 3.5 3.5 8.5
Recreation Center - Fitness 1 1 1 1
Facilities Maintenance 2 5 5 0
44.125 44.125 46.5 49
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $4,557,877 $5,360,922 $4,815,440 $5,445,076
Materials and Supplies $371,262 $660,534 $596,100 $608,869
Other Services and Charges $754,970 $1,573,304 $1,126,090 $1,062,956
Capital Outlay $24,659 $378,062 $346,003 $37,000
$5,708,768 $7,972,822 $6,883,633 $7,153,901
Staffing and Financial Summary
Total 2023 Budget by Object
Parks and Recreation
Personnel
Services
76%Materials and
Supplies
8%
Other
Services and
Charges
15%
Capital Outlay
1%
151 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Administration $282,085 $367,510 $310,804 $326,688
Recreation $270,661 $369,701 $366,284 $560,186
Parks Maintenance $1,187,061 $1,605,750 $1,411,957 $1,705,796
Forestry $294,708 $760,717 $481,456 $591,047
Natural Resources $112,838 $169,031 $142,086 $174,580
Anderson Building $75,843 $87,964 $83,748 $100,292
Athletics $199,607 $236,799 $220,102 $258,328
General Programs $281,137 $371,134 $370,420 $407,074
Outdoor Pool $204,481 $316,238 $244,815 $297,855
Active Adult Center $356,229 $442,838 $430,483 $524,672
Historic Buildings $46,747 $74,327 $73,950 $67,333
Recreation Center - Facilities $576,743 $626,982 $605,945 $712,003
Recreation Center - Aquatics $758,500 $919,620 $800,191 $1,081,455
Recreation Center - Fitness $280,910 $328,345 $305,474 $346,592
Facilities Mainenance $781,219 $1,295,866 $1,035,918 $0
$5,708,768 $7,972,822 $6,883,633 $7,153,901
Total Budget by Program
Total 2023 Budget by Program
Parks and Recreation
Administration
5%Recreation
8%Parks
Maintenance
24%
Forestry
8%Natural Resources
2%Anderson Building
1%
Athletics
4%
General
Programs
6%
Outdoor Pool
4%
Active Adult
Center
7%
Historic Buildings
2%
Recreation Center
-Facilities
10%
Recreation Center
-Aquatics
15%
Recreation Center
-Fitness
5%
152 2023 Adopted Budget
Parks and Recreation
Director of Parks and Recreation
Parks, Forestry and open Space Manager Recreation Manager
Parks Project Coordinator Parks Operations Supervisor
Operations Support Tech III
Recreation Supervisor Athletics (1)
Recreation Supervisor General/TR Programs
Recreation Supervisor Senior Programs
Recreation Supervisor Facility & Fitness
Recreation Supervisor Aquatics
Volunteer & Events Coordinator
Maintenance Worker I
Maintenance Worker II
Horticulture Technician (2)
Forestry Technician
Grant and Special Project Administrator
Recreation Coordinator
Recreation Leader (0.5)
Marketing Specialist
Recreation Coordinator
Recreation Leader (0.5)
Recreation Coordinator (2)Recreation Coordinator
Forestry & Open Space Supervisor (2)
Recreation Coordinator
Graphic Designer
Operations Support Technician II
Facility Coordinator
RecTrac & Rental Coordinator
Facility Assistant (2)
Pool Manager (2)
Maintenance Worker II (5)
Maintenance Worker I (7)
Forestry Assistant (2)
Variable Employees
Variable Employees
Variable Employees
Variable Employees
Variable Employees
Variable Employees
Variable Employees
Variable EmployeesHorticulture Assistant
Garden Coordinator
Environmental Interpreter
Head Life Guards (5)
153 2023 Adopted Budget
2020
Actual
2021
Actual
2022
Estimated
2023
Goals
442,303 865,000 500,000 500,000
1,771 2,600 2,450 3,500
plus 42 plus 54 plus 120 plus 50
0 - 3
552 591 642 1,000
109,300 123,569 135,000 150,000
NA 350 500 1,000
110,545 167,225 200,000 215,000
601 602 750 800
2,332 8,356 7,500 6,500
0%48%50%53%
48%42%48%49%
1) Additional resources applied towards paid social media advertising on Facebook and
Instagram, which has expanded reach and increased followers.
2) 2022 grant-funded program and project highlights as of August 2022 include $110,000 to
childcare programs for staffing costs and family discounts, $25,000 for ongoing preservation
work at the Sod House, and matching funds (valued at approximately $27,000) for playground
replacements at Apel-Bacher and Creekside Parks.
* Numbers indicate the number of trees planted minus the number removed. In
2020 60 trees were planted but 18 were removed.
Number of new customers (per household)
Percentage of residents visiting the Active
Adult Center
Percentage of residents visiting the outdoor
pool
Parks and Recreation
Performance Measures
Number of Trees planted trees removed*
Recreation Center visits per YearNumber of recreation center annual pass
holders
Grant dollars received
Number of volunteer hours
Acres of parkland added or lost
Number of Facebook followers
Number of website visits
Number of Intagram Followers
154 2023 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 the physical, social and cultural needs of the community
• Acquire, design and construct parks, trails and open space areas
• Maintain parks, trails and open space sites and recreation facilities
• Implement Parks and Recreation Master Plan
• Manage recreation facilities, including the Recreation Center, Active Adult Center,
Anderson Building, outdoor pool, and Richards-Hart Estate
• Develop a departmental policy to ensure a positive and safe experience for all users
• Supervise Parks, Forestry, Open Space Division, Recreation Division & Facility
Maintenance Division
2022 Strategic Accomplishments
• Completed construction of Prospect Park Phase II
• Completed construction of Outdoor Fitness Court at Panorama Park
• Through a generous donation from CTP Disc, completed construction of a disc golf
course at Fruitdale Park
• Completed community engagement for the Green at 38th and began final design
• Clear Creek Crossing art installation nearly complete (“Agrarian Crossing” by Tiimo
Mang, January 2023); Wadsworth art selection complete
• In collaboration with Jefferson County Open Space, facilitated a successful volunteer
event on National Public Lands Day in September
• Received significant grant funding for various projects and programs
2023 Strategic Priorities
• Complete Open Space Management Plan and Parks & Recreation Strategic Plan
• Begin construction of the Green at 38th
• Fund and manage various deferred maintenance priorities throughout the City
• Utilize ARPA funds and Jefferson County Open Space grant dollars to complete
identified projects in parks and along the Clear Creek Trail
• Seek additional grant funding for various projects and programs
155 2023 Adopted Budget
01-601 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Parks & Recreation Director 1 1 1 1
Grant & Special Project Administrator 1 1 1 1
2 2 2 2
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $245,283 $318,168 $273,991 $284,924
Materials and Supplies $5,673 $8,750 $5,500 $7,350
Other Services and Charges $31,129 $40,592 $31,313 $34,414
Capital Outlay $0 $0 $0 $0
$282,085 $367,510 $310,804 $326,688
Staffing and Financial Summary
Total 2023 Budget by Object
Administration
Personnel
Services
87%
Materials and
Supplies
2%
Other Services
and Charges
11%
156 2023 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, Anderson Building and Pool,
aquatics, athletics, fitness, general recreation programs, and marketing
• Supervise Recreation Center, Active Adult Center and Anderson Building facility
maintenance in collaboration with the City’s Facility Manager
• Develop and monitor budget expenditures and revenues for the Recreation division
• Oversee marketing, promotions, and communication for Parks and Recreation programs
and services
2022 Strategic Accomplishments
• Created new signage for the Recreation Center that provides better communication and
customer service to patrons and displays a new, on-brand, fresh design
• Implemented a variety of new communication assets including bus shelter posters, a new
format for the Reach display screens, video assets on our social channels, and increased
our use of paid ads on social channels – increasing Instagram followers by 50% in the first
half of 2022
• Improved collaboration with other departments in the City by participating in new city-
wide monthly communication meetings and assisting with City Administration design
projects; and continued to improve internal communication with the Parks and
Recreation team on the important role in marketing efforts of the department
• Completed an Adult and Youth Mural Contest at the WRRC in conjunction with the
Cultural Commission
• Conducted Strength Finder Training for the Recreation Division
2023 Strategic Priorities
• Complete the required ADA improvements and upgrades to the Parks and Recreation
website
• Spearhead the redesign of the Parks and Recreation website and utilize both staff and
patron feedback to make improvements to the layout and functionality
• Assist the Parks Division with designing and creating new signage for the Greenbelt and
Clear Creek Trail
157 2023 Adopted Budget
01-602 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Recreation Manager 1 1 1 1
Marketing Generalist 1 1 1 1
Volunteer and Event Coordinator 0 0 0 1
Graphic Designer 0 0 1 1
2 2 3 4
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $231,989 $270,537 $269,976 $382,186
Materials and Supplies $31,419 $80,981 $84,802 $83,066
Other Services and Charges $7,254 $18,183 $11,506 $94,934
Capital Outlay $0 $0 $0 $0
$270,661 $369,701 $366,284 $560,186
Staffing and Financial Summary
Total 2023 Budget by Object
Recreation
Personnel
Services
68%
Materials and
Supplies
15%
Other Services
and Charges
17%
158 2023 Adopted Budget
Parks and Recreation Parks Maintenance 01-603 Core Business
• Provide a safe, inviting, and aesthetically pleasing outdoor environment for users of park land and facilities
• Maintain and improve the quality of all turf at City parks and facilities
• Maintain irrigation systems in parks and continuous improvement in water conservation
• Implement the Parks and Recreation Department strategic plan initiatives
• Oversee and direct maintenance work of contractors within specified right-of-way areas 2022 Strategic Accomplishments
• Increased capacity and capabilities of the Horticulture team through the addition of staff to tend to flower and landscaping beds, greenhouse operations, and garden initiatives
• Created Maintenance Level III job specifications to enhance career development opportunities as well as elevate City staff’s presence as professionals in their field
• Added new mowing, landscaping, and lake maintenance equipment to minimize downtime, maintenance expenses, rental costs, contractor costs, and project duration
• Completed the Prospect Phase II Park Improvement Project
• Purchased large format printer/scanner and initiated process of digitizing and organizing over 50 years of construction documentation 2023 Strategic Priorities
• Implement business process to digitize and filing of old construction drawings and details • Enhance turf care and management capabilities through preventative maintenance and field renovation activities • Enhance irrigation water quality at Prospect Lake through the installation of aeration devices and other lake management techniques • Improve athletic field playability at Manwaring/Creekside through infield renovation
• Increase staff capabilities and competencies through cross-training and professional development
159 2023 Adopted Budget
01-603 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Parks, Forestry, and Open Space 1 1 1 1
Operations Supervisor 2 2 2 2
Parks Project Coordinator 1 1 1 1
Crew Leader - Parks Maintenance 2 2 0 0
Parks Maintenance Worker II 3 3 3 3
Parks Maintenance Worker I 2 2 4 4
Facility Maintenance Technician 1 0 0 0
Operations Support Technician III 1 1 1 1
Garden Coordinator 0 0 0 1
13 12 12 13
Nine (9) positions funded out of Open Space Fund
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $893,887 $921,097 $800,655 $1,200,341
Materials and Supplies $54,719 $78,450 $78,347 $77,300
Other Services and Charges $238,455 $393,899 $326,955 $428,155
Capital Outlay $0 $212,304 $206,000 $0
$1,187,061 $1,605,750 $1,411,957 $1,705,796
Staffing and Financial Summary
Total 2023 Budget by Object
Parks Maintenance
Personnel Services
70%
Materials and
Supplies
5%
Other Services and
Charges
25%
Capital Outlay
0%
160 2023 Adopted Budget
Parks and Recreation Forestry 01-604
Core Business
• Ensure a beautiful, safe, diverse and healthy tree canopy
• Provide forest planning for the management of trees, shrubs, invasive and noxious vegetation within the City’s parks, open spaces and rights-of-way
• Issue licenses for tree care companies doing business within Wheat Ridge 2022 Strategic Accomplishments
• Procured and implemented forestry stumpgrinder and Toro Dingo mini skid steer equipment; enhancing the service capabilities of internal staff
• Applied for multiple grants, including a GOCO grant to have Mile High Youth Corps work for six weeks in fire mitigation along the Greenbelt Open Space
• Achieved the goal of planting 50 trees above and beyond the number of trees removed. 140 trees were planted and 20 removed
• Implemented City Tree Grant Programs through: Hazardous Tree Removal, Legacy Tree Pruning, Hazardous Tree Pruning and Treatment
• Facilitated an at-cost Tree Sale made available to the public 2023 Strategic Priorities
• Monitor and further implement the City’s EAB Management Plan
• Increase tree canopy diversity with new tree plantings
• Increase in-house forestry preventative maintenance capabilities including but not limited to aerial pruning and thinning, deep root fertilization, tree planting and establishment care, pesticide application and disease treatment, stump grinding, and wood chip recycling
• Improve 38th Ave aesthetics through flower planter renovations, replacements, and enchancements
• Provide professional resource and guidance during all phases of landscape planning and construction
• Continue to offer,and increase funding for the Hazardous Tree Services Grant program for removal, pruning, and treatment of hazard trees for Wheat Ridge Residents
• Monitor and further implement the Fire Management Plan through work to reduce fuels and remove excess vegetation from the Clear Creek Corridor and throughout the city
161 2023 Adopted Budget
01-604 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Forestry Technician 2 2 1 1
Horticulture Technician 1 1 2 2
Horticulture Assistant 1 1 1 1
Environmental Interpreter 0 0 1 1
4 4 5 5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $229,756 $393,739 $248,658 $302,484
Materials and Supplies $36,962 $73,400 $64,133 $83,294
Other Services and Charges $27,990 $270,025 $145,112 $193,269
Capital Outlay $0 $23,553 $23,553 $12,000
$294,708 $760,717 $481,456 $591,047
Staffing and Financial Summary
Total 2023 Budget by Object
Forestry
Personnel
Services
51%
Materials and
Supplies
14%
Other Services
and Charges
33%
Capital
Outlay
2%
162 2023 Adopted Budget
Parks and Recreation Natural Resources/ Open Space
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 2022 Strategic Accomplishments
• Carried out efforts to plan, strategize, draft, and publish a new Open Space Management Plan with the help of a consultant
• Enhanced technician capabilities through training and education and provided for more natural resource management expertise, implemented OSHA HAZWOPER certification requirements for Environmental Services
• Continued work funded by the NACD Grant for education and planning efforts to implement sustainable agricultural practices within the City
• Changed city ordinance to allow ADA mobility devices on the Conservation Trail
• Began planning of work funded by the JeffCo Trails Partnership grant to support trail improvements as well as new signage and kiosks along the CCT
• Refined approach to PEH issues by hiring 3 part time Environmental Services Technicians for large clean-up efforts and open space restoration projects
• Purchased a Pontoon Boat for water quality testing and aquatic vegetation control 2023 Strategic Priorities
• Improve Water Quality at Prospect Lake by purchasing nanobubble generators to increase available oxygen and create a healthy aquatic ecosystem
• Continue to explore and receive grants to assist with trail and open space initiatives through our partners at JeffCo Open Space, CPW, GOCO, and others
• Purchase and install trail counters to collect visitor numbers and data related to trail use which can be used to obtain funding and inform future management
• Collaborate with Colorado Department of Agriculture to continue mapping and treatment program for invasive vegetation throughout Open Space
• Implement priorities outlined by the new Open Space Management Plan
• Priortize fire fuels reduction and implement Fire Management Plan
• Hire seasonals for data collection and natural resources management
163 2023 Adopted Budget
01-605 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
No Staff Authorized 0 0 0 0
0 0 0 0
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $57,054 $38,754 $38,791 $0
Materials and Supplies $13,707 $19,800 $17,450 $23,200
Other Services and Charges $42,077 $98,027 $73,395 $126,380
Capital Outlay $0 $12,450 $12,450 $25,000
$112,838 $169,031 $142,086 $174,580
Staffing and Financial Summary
Total 2023 Budget by Object
Natural Resources
Personnel
Services
0%Materials and
Supplies
13%
Other Services
and Charges
73%
Capital
Outlay
14%
164 2023 Adopted Budget
Parks and Recreation
Anderson Building
01-620
Core Business
• Manage access to the outdoor pool and changing areas and provide indoor activity
space for:
o Parks and recreation activities
o Community programs
o Special events
o Local youth groups
o Private rentals
o League play and practices
2022 Strategic Accomplishments
• Continued to increase rental revenue by providing rental space to returning rental
groups
• Hired and trained four new Facility Assistants
• Provided space for Sun Camp to operate within a safe environment, under state
licensing guidelines
• Reopened lower lobby restrooms for Sun Camp use
• Upgraded all security cameras to the new operating system
2023 Strategic Priorities
• Improve HVAC system by replacing two furnace/AC units
• Brainstorm ideas to further increase revenue opportunities
• Address infrastructure needs by replacing domestic water boiler
• Install electronic signboards/monitors in the upper lobby area
• Update paint in upper and lower lobbies
• Install two new security cameras (gym and front entrance)
165 2023 Adopted Budget
01-620 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Recreation Coordinator 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $73,909 $81,841 $80,115 $92,692
Materials and Supplies $1,322 $4,165 $2,708 $6,100
Other Services and Charges $612 $1,958 $925 $1,500
Capital Outlay $0 $0 $0 $0
$75,843 $87,964 $83,748 $100,292
Staffing and Financial Summary
Total 2023 Budget by Object
Anderson Building
Personnel
Services
92%
Materials and
Supplies
6%Other Services
and Charges
2%
166 2023 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
2022 Strategic Accomplishments
• Expanded field rentals by contracting with three new rental groups
• Revised field use priorities and field allocation process to better serve Wheat Ridge-based
user groups
• Continued to offer age-appropriate progressive athletic programs for youth by creating
new in-house Summer Soccer League
• Re-opened our newly renovated fields at Prospect Park to programming and rentals
• Returned the Middle School Sports Program to full operations
• Hosted a successful MSSP Cross Country Meet at Prospect Park
• Hosted a successful MSSP Track Meet at Wheat Ridge High School
• Increased summer soccer camp enrollments to become the single largest Challenger Camp
in Colorado for the summer of 2022
2023 Strategic Priorities
• Research strategies for re-introducing spring/summer adult sports leagues
• Utilize grant funding to re-engage local elementary schools with after school sports
program
• Offer two Challenger camps in the summer of 2022
• Develop additional age-appropriate progressive athletic programs for youth
167 2023 Adopted Budget
01-621 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Recreation Supervisor 1 1 1 1
Recreation Coordinator 0.5 0.5 0.5 0.5
Recreation Leader 0.5 0.5 0.5 0.5
2 2 2 2
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $177,105 $210,076 $193,714 $236,066
Materials and Supplies $20,167 $20,598 $19,913 $18,582
Other Services and Charges $2,335 $6,125 $6,475 $3,680
Capital Outlay $0 $0 $0 $0
$199,607 $236,799 $220,102 $258,328
Staffing and Financial Summary
Total 2023 Budget by Object
Athletics
Personnel
Services
91%
Materials and
Supplies
7%
Other Services
and Charges
2%
168 2023 Adopted Budget
Parks and Recreation
General Programs
01-622
Core Business
• Provide a state-licensed preschool program and summer day camp program
• Provide quality educational arts and crafts and general interest programs for parents and
children, preschoolers, youth, teens and adults
• Coordinate community special events including the Easter Egg Hunt, Holiday Celebration,
Performances in the Park, and other seasonal special events
• Offer and implement quality therapeutic recreation programs including sports, fitness,
outdoor recreation, general interest, and special events
• Coordinate inclusion opportunities for individuals of all abilities
2022 Strategic Accomplishments
• Relocated our Summer Sun Camp to the Anderson Building allowing the City to expand
participation limits from 39 to 60 campers and, in addition, sold out all 60 spots on the
first day of registration
• Grew licensed preschool program back to pre-pandemic levels
• Partnered with Jefferson County Communities That Care to offer free, monthly Teen
Night events for the community
• Rebranded Daddy Daughter Dance to Ties & Tiaras Dance and increased enrollment
numbers
2023 Strategic Priorities
• Continue to offer and grow the middle school and teen programs through partnership
with Jeffco CTC
• Utilizing research and survey responses, develop additional 1-day special events for the
community
• Continue to identify and focus on the aspects of Therapeutic Recreation offerings that
the community desires, including the promotion of inclusion opportunities and available
scholarships
169 2023 Adopted Budget
01-622 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Recreation Supervisor 1 1 1 1
Recreation Leader 0.5 0.5 0.5 0.5
Recreation Coordinator 1 1 1 1
2.5 2.5 2.5 2.5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $257,642 $314,994 $314,365 $345,110
Materials and Supplies $15,931 $43,917 $43,882 $56,384
Other Services and Charges $7,565 $12,223 $12,173 $5,580
Capital Outlay $0 $0 $0 $0
$281,137 $371,134 $370,420 $407,074
Staffing and Financial Summary
Total 2023 Budget by Object
General Programs
Personnel
Services
85%
Materials and
Supplies
14%
Other Services
and Charges
1%
170 2023 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
2022 Strategic Accomplishments
• Conducted a facility audit to prioritize repairs
• Continued to educate the community on water safety for families
• Continued to offer pool operator and lifeguard training instructor courses for head
lifeguards and part-time pool managers
• Continued to look at industry trends and investigate those that would be beneficial to
the Wheat Ridge community
• Offered extended pool season through Labor Day (weekends only after school was back
in session)
• Offered vending machines and food trucks to the public
2023 Strategic Priorities
• Research and brainstorm creative ways to recruit and retain staff
• Continue to offer safe programming to the community
• Prioritize repairs and maintenance schedules
• Continue to educate the community on water safety for families
• Offer extended pool season through Labor Day (weekends only after school is back in
session)
• Continue to offer a variety of vending options
171 2023 Adopted Budget
01-623 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Pool Manager 0.5 0.5 0.5 0.5
0.5 0.5 0.5 0.5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $136,108 $215,908 $168,808 $191,105
Materials and Supplies $43,328 $61,800 $50,000 $63,225
Other Services and Charges $25,045 $28,530 $26,007 $43,525
Capital Outlay $0 $10,000 $0 $0
$204,481 $316,238 $244,815 $297,855
Staffing and Financial Summary
Total 2023 Budget by Object
Outdoor Pool
Personnel
Services
64%
Materials and
Supplies
21%
Other Services
and Charges
15%
172 2023 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 pursue and maintain physical, emotional and social health as well as
opportunities to be involved in their community through recreation programs, social events,
trips and tours throughout the Denver-metro area
• Develop sponsorships to enhance programming
• Increase fundraising through Wheat Ridge Community Foundation
• Create partnerships with other organizations that meet the needs of the Wheat Ridge
community
• Manage the Active Adult Center volunteer program
2022 Strategic Accomplishments
• Managed facility operational changes due to COVID-19 including new registration process,
class changes and facility/equipment safety protocol
• Continued with monthly registration with drop-in fitness classes for contact tracing and
tracking revenue more efficiently
• Implemented new program passes for enrichment programs
• Increased revenue of general programs in accordance with the cost recovery
• Continued to provide online class options to more vulnerable and isolated seniors
• Organized Volunteer and Recruitment Fair
• Created online volunteer orientation with Google classroom
• Successfully implemented extended travel with 3 domestic destinations generating revenue
2023 Strategic Priorities
• Create new fitness programming and personal training
• Return to Drop-In Fitness status
• Utilize new Drop-In Fitness digital card
• Continue providing online class options to more vulnerable and isolated seniors
• Collaborate with Marketing to create an AAC sponsorship packet
• Expand Domestic and International travel destinations and trip frequency
• Monitor and prioritize five-year replacement schedule for capital equipment repair and
replacement
173 2023 Adopted Budget
01-624 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Recreation Supervisor 1 1 1 1
Recreation Coordinator 1.625 1.625 2 2
Operations Support Technician II 2 2 2 2
4.625 4.625 5 5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $334,550 $384,724 $385,890 $457,467
Materials and Supplies $15,289 $46,670 $33,805 $56,018
Other Services and Charges $6,390 $11,444 $10,788 $11,187
Capital Outlay $0 $0 $0 $0
$356,229 $442,838 $430,483 $524,672
Staffing and Financial Summary
Total 2023 Budget by Object
Active Adult Center
Personnel
Services
72%
Materials and
Supplies
11%
Other Services
and Charges
2%
174 2023 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 historical assets of the City
• Maintain facility and grounds of the Richards-Hart Estate to provide a unique setting for
weddings, receptions, and events
2022 Strategic Accomplishments
• Awarded History Colorado grant funds for preservation and rehabilitation work at the
Pioneer Sod House and Richards-Hart Estate
• Assisted with promotion and marketing of Historical Park special events
• Partnered with the Wheat Ridge Historical Society to install a storage shed at the
Historic Park for collection management and storage
• Assisted the Wheat Ridge Historical Society with funding archivist work for managing
and preserving the historical collections
2023 Strategic Priorities
• Effectively and appropriately address all corrective and preventative maintenance
needs for the Historic Properties within the scope of work identified for 2023
• Continue History Colorado-funded preservation projects at the Pioneer Sod House and
Richards-Hart Estate
• Seek grant funding for projects related to preserving historic properties
175 2023 Adopted Budget
01-625 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
No Staff Authorized 0 0 0 0
0 0 0 0
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $14,328 $17,527 $17,627 $17,800
Materials and Supplies $8,718 $5,325 $5,425 $13,000
Other Services and Charges $23,701 $51,475 $50,898 $36,533
Capital Outlay $0 $0 $0 $0
$46,747 $74,327 $73,950 $67,333
Staffing and Financial Summary
Total 2023 Budget by Object
Historic Buildings
Personnel
Services
27%
Materials and
Supplies
19%
Other Services
and Charges
54%
176 2023 Adopted Budget
Parks and Recreation
Recreation Center Facility Operations
01-626
Core Business
• Operate and manage a 70,000 square-foot recreation center
• Process activity registration, facility and park rentals, pass sales, point-of-sale items,
and facility maintenance
• Provide information services for aquatics, general programs, fitness, therapeutic
recreation, youth, and adult athletics
• Coordinate and schedule rental usage of Recreation Center ballrooms, park shelters,
and pavilions
2022 Strategic Accomplishments
• Managed facility operational changes due to COVID-19, including the new registration
process, class changes, and facility/equipment safety protocol
• Continued implementing facility interior re-design project
• Worked closely with Facility Manager on transitioning facility maintenance into that
position
• Worked closely with City team on obtaining a new ERP service for the City
• Completed customer appreciation event in the summer with food and giveaways to
patrons
• Completed a center closure week for the first time in 3 years
2023 Strategic Priorities
• Monitor and assist in prioritization of the five-year replacement schedule for capital
equipment repair and replacement
• Continue to implement facility interior re-design project
• Use Service Sustainability data to inform proposed facility usage fees for 2024
• Recertify all Team Members in CPR/AED/First Aid to maintain a safe facility for patrons
• Continue to implement sustainability plan for the facility
177 2023 Adopted Budget
01-626 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Facility Operations Supervisor 1 1 1 1
Facility Coordinator 1 1 1 1
Facility Assistant 1.5 1.5 1.5 2
Operations Support Technician III 1 1 1 1
Custodian 1 0 0 0
Facility Maintenance Supervisor 1 0 0 0
6.5 4.5 4.5 5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $511,844 $525,805 $523,628 $655,536
Materials and Supplies $22,734 $41,520 $30,150 $36,510
Other Services and Charges $42,164 $59,657 $52,167 $19,957
Capital Outlay $0 $0 $0 $0
$576,743 $626,982 $605,945 $712,003
Staffing and Financial Summary
Facility Operations
Total 2023 Budget by Object
Personnel
Services
92%
Materials and
Supplies
5%
Other Services
and Charges
3%
178 2023 Adopted Budget
Parks and Recreation
Recreation Center Aquatics
01-627
Core Business
• Provide a variety of programs and services for all ages and swimming abilities
• Provide a safe and fun environment for recreational swimming and quality programs
• Maintain aquatic facilities and schedule aquatic programming
• Provide education on safety and facility usage information to 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
2022 Strategic Accomplishments
• Continued to offer safe programming to the community in the “new normal”
• Monitored and prioritized five-year replacement schedule for capital equipment repair
and replacement
• Continued to educate the community on water safety for families
• Continued to offer a varity of programs to meet the needs of the community with
limited resources
2023 Strategic Priorities
• Research and brainstorm creative ways to recruit and retain staff
• Continue to offer safe programming to the community
• Prioritize repairs and maintenance schedules
• Continue to educate the community on water safety principals
• Continue to offer a safe and well maintained facility
• Minimize down time by recruiting full-time lifeguards
179 2023 Adopted Budget
01-627 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Recreation Supervisor 1 1 1 1
Recreation Coordinator 1 1 1 1
Pool Manager 1.5 1.5 1.5 1.5
Head Lifeguard 0 0 0 5
3.5 3.5 3.5 8.5
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $681,232 $791,974 $691,521 $950,495
Materials and Supplies $51,416 $74,723 $65,000 $73,590
Other Services and Charges $25,853 $52,923 $43,670 $57,370
Capital Outlay $0 $0 $0 $0
$758,500 $919,620 $800,191 $1,081,455
Staffing and Financial Summary
Total 2023 Budget by Object
Aquatics
Personnel
Services
88%
Materials and
Supplies
7%Other Services
and Charges
5%
180 2023 Adopted Budget
Parks and Recreation
Recreation Center Fitness
01-628
Core Business
• Coordinate and supervise comprehensive fitness programs for all ages, including
specialty fitness classes, massage, reiki, acupuncuture, personal training, aerobics,
cycling, Silver Sneakers, and other fitness/wellness programming
• Supervise certified fitness staff, including personal trainers, head weight room
attendants, weight room attendants, specialty fitness instructors, fitness Instructors,
wellness therapists, martial arts instructors, dance instructors, and fitness coordinator
• Maintain operations of the fitness facility, services, and equipment
• Offer the SilverSneakers and the Renew Active program for members of the Kaiser,
Secure Horizon, Anthem, Aetna, AARP, Humana, United Health, and other health plans
● Offer CancerFit program for participants with a cancer diagnosis
● Provide fitness programming for evolving fitness trends
• Provide Reformer programming in Fitness Studio
2022 Strategic Accomplishments
• Transitioned program instructors and service providers from employees to contract
employees
• Continued to increase useage numbers and participation in all areas of programming
after the COVID-19 Pandemic
● Replaced two pieces of cardio equipment and two ellipticals
● Purchased new weighted barbells and updated the aerobics room stereo
● Offered Arthritis Foundation’s Walk With Ease Program with grant dollars received
2023 Strategic Priorities
• Continue to provide innovative programming, delivered through a variety of means
• Increase personal training options such as group training, couples, and program design
(not one-on-one)
• Increase wellness options and/or add on services such as hot stones for a massage
• Work closely with marketing to help develop a marketing plan specific to fitness and
wellness
181 2023 Adopted Budget
01-628 2020
Authorized
2021
Authorized
2022
Authorized
2023
Adopted
Recreation Coordinator 1 1 1 1
1 1 1 1
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Personnel Services $271,192 $306,519 $287,525 $328,870
Materials and Supplies $4,594 $11,200 $10,750 $11,250
Other Services and Charges $5,124 $10,626 $7,199 $6,472
Capital Outlay $0 $0 $0 $0
$280,910 $328,345 $305,474 $346,592
Staffing and Financial Summary
Total 2023 Budget by Object
Fitness
Personnel
Services
95%
Materials and
Supplies
3%
Other Services
and Charges
2%
182 2023 Adopted Budget
Public Art Fund
Special Funds
Fund 12
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $277,316 $377,723 $394,756 $685,156
Revenues
Building Use Tax $48,367 $50,000 $80,000 $20,000
Building Permits $13,201 $14,000 $17,000 $6,000
Plan Review Fees $6,358 $7,000 $11,000 $3,000
Development Review Fees $585 $150 $100 $100
Interest $44 $100 $300 $200
One Percent Public
Projects $24,443 $427,283 $367,000 $151,000
Total Revenues $92,998 $498,533 $475,400 $180,300
Total Available Funds $370,314 $876,256 $870,156 $865,456
Expenditures
Public Art Acquisition $0 $185,000 $185,000 $518,000
Total Expenditures $0 $185,000 $185,000 $518,000
Ending Fund Balance $370,314 $691,256 $685,156 $347,456
Public Art Fund
Special Fund 12
Core Business
In 2010, the City Council adopted Resolution 63 establishing, a committed public art fund as defined by GASB No. 54 for use in all areas of the City. Revenues are generated from:
• 1% of the total amount received by the City for plan reviews, building permit fees, development review fees, and use tax charged in connection with all private site development having an anticipated construction cost of $100,000 or greater • 1% of the budget of City and State capital construction projects of $50,000 or more, which projects are located within any urban renewal area within the City
183 2023 Adopted Budget
Police Investigation Fund Special Funds Fund 17
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund
Balance $37,016 $37,020 $36,483 $35,493
Revenues
Interest $4 $10 $10 $10
Miscellaneous
Revenue $0 $0 $0 $0
Total Revenues $4 $10 $10 $10
Total Available Funds $37,020 $37,030 $36,493 $35,503
Expenditures
Operating Supplies $0 $0 $0 $0
Other Major
Equipment $0 $9,000 $1,000 $9,000
Contract Services $537 $0 $0 $0
Total Expenditures $537 $9,000 $1,000 $9,000
Ending Fund Balance $36,483 $28,030 $35,493 $26,503
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 a 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 2023 Adopted Budget
Open Space Fund
Special Fund 32
Core Business
• Established in 1972, the Open Space Fund is a restricted fund according to GASB No. 54.
and is funded by the half-cent sales tax per capita allotment through Jefferson County
Open Space for the purpose of acquiring, developing, and maintaining open space and
park properties within the City of Wheat Ridge
• The fund receives approximately $1.5 million in attributable share revenue from
Jefferson County Open Space per year
• The fund receives park fee dedication revenue from new developments in Wheat Ridge
2022 Strategic Accomplishments
• Completed Prospect Phase II
• Completed community engagement associated with “The Green at 38th”
• Open Space Management Plan contract was awarded, and work is underway
• Funded 9 full-time benefitted salaries for open space and park maintenance positions
• Secured grant funding for Clear Creek Trail improvements
2023 Strategic Priorities
• Complete Open Space Management Plan
• Complete “The Green at 38th”
• Complete ARPA funded projects at Fruitdale, Panorama, and Tabor Lake
• Replace dugouts, backstops, and fences at Panorama Park & Randall Park
• Demolish the house at Randall Park and begin community garden project
• Fund 9 full-time benefitted salaries for open space and park maintenance positions
Clear Creek Trail Improvements 185 2023 Adopted Budget
Fund 32 2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $3,639,108 $4,679,151 $4,679,151 $3,481,585
Revenues
State Grants $110,000 $862,900 $512,900 $0
Open Space Tax $1,612,113 $1,550,000 $1,700,000 $1,600,000
Developer Fees $697,567 $298,856 $190,175 $721,651
County Grants $150,000 $200,000 $98,468 $331,968
Other Open Space Grants $0 $0 $0 $50,000
Interest Earning $131 $250 $900 $900
Land Sales $0 $100,000 $0 $0
Miscellaneous Fees $40,175 $800,000 $47,800 $800,000
Transfer from General Fund $0 $0 $0 $1,659,000
Total Revenues $2,609,986 $3,812,006 $2,550,243 $5,163,519
Total Available Funds $6,249,094 $8,491,157 $7,229,394 $8,645,104
Expenditures
Acquisitions $525,743 $0 $0 $0
Development Projects $482,951 $6,126,724 $2,689,094 $3,462,630
Maintenance Projects $137,966 $995,175 $636,175 $2,341,000
Salaries and Benefits $423,282 $532,449 $422,540 $562,871
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $1,569,942 $7,654,348 $3,747,809 $6,366,501
Ending Fund Balance $4,679,152 $836,809 $3,481,585 $2,278,603
Restricted Fund Balance $1,701,709 $1,043,161 $1,392,310 $1,043,161
Unrestricted Fund Balance $2,977,443 ($206,352)$2,089,275 $1,235,442
Special Funds
Open Space Fund
186 2023 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 default judgment fee • The 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 2022 Strategic Accomplishments
• Provided financial assistance for substance abuse and mental health evaluations
• Provided financial assistance to indigent defendants in support of behavior modification and counseling, including food bags, bus vouchers, and storage locker.
• Supported victims of crime by collecting and distributing direct services fund
• Enhanced courtroom security 2023 Strategic Priorities
• Consider the needs of the distressed population through programs and services; provide financial assistance to indigent defendants for substance abuse, mental health evaluations, counseling, and support behavior modification.
• Referrals to homeless and housing navigators
• Support victims of crime by collecting and distributing direct services funds
• Replace security scanner
187 2023 Adopted Budget
Fund 33 2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $94,334 $83,116 $93,803 $83,523
Revenues
$1 Court Fees $593 $1,000 $400 $500
$4 Court Fees $2,372 $3,000 $1,200 $2,000
Direct Victim Services $2,950 $3,000 $2,000 $2,000
Warrants/Judgements $2,040 $2,250 $600 $1,000
Transcript Fees $0 $1,000 $0 $500
Miscellaneous Income $0 $0 $0 $0
Interest $19 $50 $120 $150
Total Revenues $7,974 $10,300 $4,320 $6,150
Total Available Funds $102,308 $93,416 $98,123 $89,673
Expenditures
Transcript Fees $0 $1,000 $500 $750
Equipment Maintenance $0 $2,000 $1,000 $2,000
Court $4 Expenses $3,622 $20,000 $10,000 $25,000
Warrants/Judgements $1,920 $2,250 $600 $1,000
Direct Victim Services $2,915 $4,000 $1,500 $3,750
Probation $1 Expenses $48 $3,000 $1,000 $3,000
Total Expenditures $8,505 $32,250 $14,600 $35,500
Ending Fund Balance $93,803 $61,166 $83,523 $54,173
Special Funds
Municipal Court Fund
188 2023 Adopted Budget
Conservation Trust Fund
Special Fund 54
Core Business
• Established in 1974, the Conservation Trust Fund is a restricted fund according to GASB No.
54. Per the Colorado Constitution, the Conservation Trust Fund receives 40% of the net
proceeds of the Colorado Lottery
• Conservation Trust funds are distributed on a quarterly, per capita basis to municipalities,
counties, and other eligible entities for parks, recreation, and open space purposes
• Conservation Trust funds are used for new projects as well as maintenance projects
2022 Strategic Accomplishments
• Completed Recreation Center, Anderson Building & Active Adult Center maintenance projects
• Completed Prospect Park Phase II
• Completed playground replacements at Apel-Bacher Park and Creekside Park, including a
community engagement process
• Completed various ADA projects
2023 Strategic Priorities
• Complete Recreation Center, Anderson Building & Active Adult Center maintenance projects
(focusing efforts on maintaining our existing assets in 2023)
• Replace treadmills at Wheat Ridge Recreation Center
189 2023 Adopted Budget
Fund 54 2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $788,255 $898,853 $898,853 $399,470
Revenues
Colorado Lottery $379,826 $350,000 $375,000 $400,000
Interest $888 $1,111 $15,000 $14,960
Transfers from General Fund $0 $0 $0 $0
Total Revenues $380,714 $351,111 $390,000 $414,960
Total Available Funds $1,168,969 $1,249,964 $1,288,853 $814,430
Expenditures
Development Projects $0 $506,470 $503,470 $0
Maintenance Projects $270,115 $395,913 $385,913 $665,150
General Fund Transfers $0 $0 $0 $0
Total Expenditures $270,115 $902,383 $889,383 $665,150
Ending fund Balance $898,854 $347,581 $399,470 $149,280
Special Funds
Conservation Trust Fund
190 2023 Adopted Budget
Equipment Replacement Fund
Special Funds
Fund 57 2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $87,206 $83,860 $83,860 $243,813
Revenues
Transfer from General
Fund $0 $500,000 $500,000 $500,000
Interest $54 $100 $200 $200
Total Revenues $54 $500,100 $500,200 $500,200
Total Available Funds $87,260 $583,960 $584,060 $744,013
Expenditures
Police Radios $0 $344,348 $340,247 $0
Other Major Equipment $3,399 $0 $0 $0
Professional Services $0 $0 $0 $0
Total Expenditures $3,399 $344,348 $340,247 $0
Ending Fund Balance $83,861 $239,612 $243,813 $744,013
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.
2022 Strategic Accomplishments
•Replaced radio inventory, upgrading to a more reliable and robust system allowing Wheat
Ridge to interface seamlessly with peer agencies
•Realized savings by partnering with a local agency partner in the consortium to migrate to an
effective, reliable and cost effective solution
2023 Strategic Priorities
•Save for Enterprise Resource Planning (ERP) system acquisition
191 2023 Adopted Budget
Police Department Crime Prevention/Code Enforcement Fund
Special Fund 63
Core Business
•Administer and fund crime prevention programs, community awareness events, andeducational classes taught by the Police Department and the Community ServicesTeam
•Develop programs to deter and prevent crime and enhance the quality of life forresidents and businesses in the community
•Administer funds designated through the hotel/motel tax to programs relating tothe Crime Free Program and Hotel Ordinance
•Help hotels and motels comply with the Crime Free Program Hotel Ordinance toreduce the number of calls for police service
2022 Strategic Accomplishments
•Worked with local businesses to prevent crime through education
•Partnered with Neighborhood Watch groups to provide crime and quality of life
updates.
•Built relationships with management and ownership of local hotel/motels to address
repeated criminal activity and how the police department can assist in crime
reduction
•Promoted current ID Theft Prevention/Scams using Zoom presentations within the
elderly communities to combat the rise in ID Thefts during COVID-19
•Promoted and hosted “Coffee with a Cop” events in several locations in the
community as well as a “Hops with Cops” event at a restaurant/bar to include
evening hours to engage more members of the community in informal conversations
regarding policing
2023 Strategic Priorities
•Partner with the Homeless and Housing Navigators, Crash and Traffic Team, and
Community Services Team to reduce crime through proactive policing strategies
•Increase face-to-face relationships with citizens and promote police department
programs such as Coffee with a Cop and the Dog Walker Watch program
•Lead crime prevention strategies that target high crime areas and promote
innovative crime reduction techniques to build stronger relationships with the
community
•Realign Crime Prevention Officers assigned areas to promote Relationship Based
Policing strategies and contact with residents and local businesses
192 2023 Adopted Budget
Crime Prevention/Code Enforcement Fund
Fund 63 2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $292,218 $157,827 $249,694 $499,887
Revenues
Lodger's Tax $405,652 $450,000 $600,000 $540,000
No Proof of Insurance $11,854 $20,000 $15,000 $15,000
Interest $30 $100 $125 $150
Miscellaneous Revenue $0 $0 $0 $0
Total Revenues $417,536 $470,100 $615,125 $555,150
Total Available Funds $709,754 $627,927 $864,819 $1,055,037
Expenditures
Personnel Services $439,748 $585,207 $342,032 $618,781
Materials & Supplies $7,574 $19,250 $14,000 $21,300
Other Services & Charges $12,738 $16,848 $8,900 $16,298
Total Expenditures $460,060 $621,305 $364,932 $656,379
Ending Fund Balance $249,694 $6,622 $499,887 $398,658
Special Funds
193 2023 Adopted Budget
Capital Improvement Program (CIP)
The Capital Improvement Program (CIP) is a multi-year
program aimed at upgrading, maintaining, and expanding
City facilities, buildings, grounds, streets, and other public
infrastructure. The intent of the CIP is to serve as a guide in
the multi-year programming and funding of projects to
meet the increasing demand for capital improvements
throughout the City and to maintain existing facilities.
There is an extensive list of capital projects that are
evaluated each year based upon community need, funding
needs, potential funding sources, and the priority with
respect to all other needs within the City.
A multi-year program has been established with a 10-year
CIP, which assigns a preliminary schedule and provides a
description and future cost of these projects.
2023
Budget Priorities
• Continue reconstruction
and improvements of
Wadsworth Boulevard
• Update storm sewer
master plan
• Complete designated
bridge, striping, and
preventative maintenance
projects
• Implement the
Neighborhood Traffic
Management Program
Clear Creek Street Maintenance
194 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $3,958,049 $11,975,910 $11,975,910 $12,557,081
Revenues
Lodger's Tax $270,435 $300,000 $400,000 $360,000
Grant - Wadsworth Widening (FED)$5,617,444 $9,087,498 $11,938,817 $0
Grant - Wadsworth Widening (CDOT & Other)$466,141 $2,460,000 $3,210,000 $10,160,000
2018 DRCOG TIP - Wads $0 $2,028,275 $6,520,000 $3,720,000
2022 DRCOG TIP $0 $0 $0 $900,000
Public Improvement Fee $27,756 $0 $53,970 $40,000
Interest $63 $125 $400 $175
Misc. Revenue $10,190,147 $0 $184,161 $0
Transfer from General Fund for CIP $1,300,000 $6,995,445 $6,995,445 $3,000,000
Total Revenues $17,871,986 $20,871,343 $29,302,793 $18,180,175
Total Available Funds $21,830,035 $32,847,253 $41,278,703 $30,737,256
Expenditures
Drainage $92,161 $251,100 $55,000 $100,000
Streets $9,500,127 $27,959,336 $28,129,016 $25,765,000
Traffic $23,500 $200,000 $60,000 $200,000
Facilities $0 $0 $0 $0
Parks & Recreation Projects $0 $728,846 $24,931 $0
Economic Development $0 $85,000 $0 $25,000
Municipal Projects $238,337 $200,545 $152,675 $592,246
Utility Undergrounding $0 $0 $0 $0
Rented Office Space $0 $300,000 $300,000 $0
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $9,854,125 $29,724,827 $28,721,622 $26,682,246
Ending Fund Balance $11,975,910 $3,122,426 $12,557,081 $4,055,010
Special Funds
Capital Improvement Program (CIP)
195 2023 Adopted Budget
Capital Improvement Program
Project Profile
MISCELLANEOUS DRAINAGE IMPROVEMENT PROJECTS
STORM SEWER REPAIR
PR
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C
T
DE
S
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T
I
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N
The City’s storm water drainage network lacks sufficient facilities, is aging and falling into
disrepair. This budget allocates funding each year to address identified needs related to
the storm sewer system. In 2023, a consultant will be hired to update the City’s 1979
master plan to prioritize the repairs and future improvements. In addition, a watershed
master plan will be included to allow the City to improve its Community Rating System
(CRS) class above the current Class 5.
BE
N
E
F
I
T
S
Prioritizing the lining of the metal pipes that are in poor condition will extend the useful
life of the pipe and prevent an unexpected, potentially hazardous collapse, with the
accompanying costly emergency repairs. Identifying and prioritizing future
improvements will help reduce the likelihood of localized flooding. Improving the City’s
CRS class will provide additional floodplain insurance discounts to policy holders.
VISION 1. – Wheat Ridge is an attractive and inviting city
GOAL
PL
A
N
E
S
T
I
M
A
T
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S
EXPENDITURES 2023 2024 2025
Drainage $100,000 $0 $0
Streets
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $100,000 $0 $0
Bottom of Metal Pipe at 44th and Miller
Localized Street Flooding 196 2023 Adopted Budget
Capital Improvement Program
Project Profile
PUBLIC IMPROVEMENT PROJECTS – DEVELOPMENT RELATED
PR
O
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E
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DE
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R
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T
I
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N
Public improvement projects provide additional public infrastructure investment in
coordination with development/redevelopment projects, thus leveraging funding to
provide additional public benefit beyond the development itself. Typically these projects
close sidewalk gaps, extend storm sewer, or provide minor street widening.
BE
N
E
F
I
T
S
These projects provide overall public benefit in partnership with private redevelopment.
They will provide opportunities to strategically coordinate with private partners to
complete public improvements.
VISION 5. – Wheat Ridge has diverse transportation
GOAL
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2023 2024 2025
Drainage
Streets $100,000 $100,000 $100,000
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $100,000 $100,000 $100,000
Marshall Street Sidewalk Gap
197 2023 Adopted Budget
Capital Improvement Program
Project Profile
BICYCLE AND PEDESTRIAN IMPROVEMENTS
PR
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I
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This program includes a variety of projects that often include re-striping streets to add
bike lanes, closing gaps in sidewalks, and adding other bicycle and pedestrian facilities.
For 2023, there will be two projects, the first is to add bicycle and pedestrian facilities to
35th Avenue between Teller and Sheridan Streets for an estimated $500,000. The second
project is to start the pre-construction work for a multi-use path on the west side of
Wadsworth Boulevard between 32nd and 35th Avenues, including reconstructing the
intersection of 32nd and Wadsworth to better accommodate bicycles and pedestrians. A
grant was recently received that contributes $6.5 million towards the Wadsworth Path.
Additionally, CDOT will contribute $700,000 towards the Wadsworth Path.
BE
N
E
F
I
T
S
Provides alternative transportation and recreation options for residents, including
improved and safer access to schools, parks, businesses, and other destinations. In many
cases, it also reduces roadway speeds and enhances livability in neighborhoods, as well
as improving linkages within Wheat Ridge and with neighboring communities.
VISION 5. – Wheat Ridge has diverse transportation
GOAL 2. – Implement top three priorities of bike/pedestrian plan
PL
A
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T
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EXPENDITURES 2023 2024 2025
Drainage
Streets $1,500,000 $6,500,000 $0
Traffic
Facilities
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $1,500,000 $6,500,000 $0
Future Location of Wadsworth Path
198 2023 Adopted Budget
Capital Improvement Program
Project Profile
ADA IMPROVEMENTS
PR
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DE
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I
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These improvements are associated with the completion of the City’s Americans with
Disabilities Act (ADA) Transition Plan. The locations for accessible improvements are
selected based on community need and priority, such as proximity to schools and
resident requests, and where other street work is being done. Starting in 2023, the
amount was increased by $25,000 to restart the sidewalk grinding program to eliminate
trip hazards caused by uneven sidewalks.
BE
N
E
F
I
T
S
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.
VISION 5. – Wheat Ridge has diverse transportation
GOAL
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2023 2024 2025
Drainage
Streets $75,000 $75,000 $75,000
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $75,000 $75,000 $75,000
ADA Ramp
Uneven Sidewalk 199 2023 Adopted Budget
Capital Improvement Program
Project Profile
STREETLIGHTS – INSTALLATION OF NEW LIGHTS
PR
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DE
S
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I
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N
The City of Wheat Ridge has a process that enables residents to request additional
streetlights to improve their quality of life. Requests must meet the City’s policies
regarding spacing and location to be considered. If a request meets the policy, new lights
can be installed through a petition process and approval by City Council, with the
installation completed by Xcel Energy.
BE
N
E
F
I
T
S
The installation of additional lighting in Wheat Ridge provides added traffic and
neighborhood safety in addition to increased aesthetic value.
VISION 1. – Wheat Ridge is an attractive and inviting city
GOAL
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2023 2024 2025
Drainage
Streets $10,000 $10,000 $10,000
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $10,000 $10,000 $10,000
Typical Street Light
200 2023 Adopted Budget
Capital Improvement Program
Project Profile
WADSWORTH BOULEVARD IMPROVEMENTS
PR
O
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T
DE
S
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T
I
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N
Phase 1 of this project modernizes and improves Wadsworth Boulevard between 41st
Avenue and I-70 with an efficient and safe intersection design at 44th Avenue, a new
traffic signal at 38th, safer entrances and exits for vehicles accessing businesses. South of
41st, a sidewalk on the west and a bicycle/pedestrian path on the east side will extend to
35th Avenue. At the north end, a connection will be made to the Clear Creek Trail on the
east side. Construction started in Fall 2021 and is expected to continue through 2024. An
additional $10.5 million has been split between 2023 and 2024 to complete Phase 2
between 35th and 41st Avenues.
BE
N
E
F
I
T
S
The reconstruction of Wadsworth Boulevard will address future needs for capacity and
safety, drainage and utilities, bicycle and pedestrian mobility, and overall public safety.
The improvements will reduce congestion and better manage access which will provide
opportunities for future redevelopment and economic growth in the corridor.
VISION 5. – Wheat Ridge has diverse transportation
GOAL 3. – Increase connectivity to surrounding communities and local gathering centers
PL
A
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S
T
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M
A
T
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EXPENDITURES 2023 2024 2025
Drainage
Streets $20,930,000 $6,560,000 $0
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $20,930,000 $6,560,000 $0
Wadsworth Rendering Between 35th Ave and I-70
201 2023 Adopted Budget
Capital Improvement Program
Project Profile
STRIPING MAINTENANCE
PR
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J
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DE
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I
P
T
I
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N
Maintenance and upkeep of the City’s pavement markings are essential to overall traffic
safety. These include centerline and lane markings, crosswalks, intersections, and bicycle
lanes. With the City’s commitment to improving multi-modal transportation options,
continued upkeep of pavement markings is important, especially with the
implementation of bicycle lanes on several important routes. Project priority is given to
maintaining striping on roadways with high traffic volumes and/or bike lanes.
BE
N
E
F
I
T
S
Striping maintenance maintains and enhances overall safety by clearly defining the
operating space for vehicles, bicycles, and pedestrians.
VISION 5. – Wheat Ridge has diverse transportation
GOAL
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2023 2024 2025
Drainage
Streets $150,000 $150,000 $150,000
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $150,000 $150,000 $150,000
32nd Avenue – Crosswalk Striping 32nd Avenue – Bike Lane Striping
202 2023 Adopted Budget
Capital Improvement Program
Project Profile
PREVENTATIVE MAINTENANCE PROJECTS
PR
O
J
E
C
T
D
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S
C
R
I
P
T
I
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N
Each year, the City performs a variety of preventative maintenance projects to maintain
the City’s roadway infrastructure of over 100 miles. 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. In 2023, the proposed programs are, 29th Avenue – Sheridan to Fenton,
Ridge Road – Quail to Miller, Kendal – 29th to 30th, and Simms and Swadley north of
Ridge Road.
BE
N
E
F
I
T
S
The preventative maintenance projects provide for the most effective and economic
maintenance of the City’s streets for the long-term. These projects also leverage bicycle
and pedestrian, utility, and drainage improvements when feasible.
VISION 1. – Wheat Ridge is an attractive and inviting city
VISION 8. – Wheat Ridge has diverse transportation
PL
A
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T
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M
A
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S
EXPENDITURES 2023 2024 2025
Drainage
Streets $3,000,000 $2,250,000 $2,250,000
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $3,000,000 $2,250,000 $2,250,000
Crack Sealing
Asphalt Paving
203 2023 Adopted Budget
Capital Improvement Program
Project Profile
NEIGHBORHOOD TRAFFIC MANAGEMENT
PR
O
J
E
C
T
DE
S
C
R
I
P
T
I
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N
The Neighborhood Traffic Management Program (NTMP) is a process that allows
residents to request traffic calming measures on local residential streets. This ongoing
program may result in physical improvements, such as speed humps, or may just involve
elevated enforcement and education. The goal is to calm traffic on residential streets to
enhance livability and safety.
BE
N
E
F
I
T
S
Implementation of the NTMP on a neighborhood street helps to reduce traffic speeds,
heighten awareness of speeding issues, and improve neighbor relations.
VISION 3. – Wheat Ridge has great neighborhoods
GOAL 2. – Facilitate neighbor-to-neighbor relations
PL
A
N
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S
T
I
M
A
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EXPENDITURES 2023 2024 2025
Drainage
Streets
Traffic $100,000 $100,000 $100,000
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $100,000 $100,000 $100,000
Neighborhood traffic calming devices
204 2023 Adopted Budget
Capital Improvement Program
Project Profile
TRAFFIC SIGNAL IMPROVEMENTS
PR
O
J
E
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T
DE
S
C
R
I
P
T
I
O
N
The City’s traffic signals are critical to overall traffic operations and safety. Aging signal
systems require ongoing maintenance and upgrades to function properly and meet
changing traffic demands. For 2023, the City will conduct an evaluation of the traffic
signal infrastructure to determine needs and develop a master plan to identify and
prioritize future upgrades to modernize the entire system.
BE
N
E
F
I
T
S
Modernized traffic signals maintain traffic flow, reduce congestion, and increase safety.
VISION 5. – Wheat Ridge has diverse transportation
GOAL
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2023 2024 2025
Drainage
Streets
Traffic $100,000 $0 $0
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects
Utility Undergrounding
TOTAL $100,000 $0 $0
44th & Vance Traffic Signal 38th & Yukon Traffic Signal
205 2023 Adopted Budget
Capital Improvement Program
Project Profile
GATEWAY SIGNAGE PROGRAM
PR
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DE
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I
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This program consists of installing gateway/entryway signs on priority streets around the
City’s boundary to let people know that they have arrived in Wheat Ridge. Both larger
and smaller entryway signs have been installed in the past based on direction received
from Council. The 2023 project involves developing a master plan for the City’s Gateway
Signage Program to prioritize the installation of future signs.
BE
N
E
F
I
T
S
Gateway/entry signs highlight the boundary of the City and alert the traveling public that
they have arrived in Wheat Ridge.
VISION 1. – Wheat Ridge is an attractive and inviting city
VISION
PL
A
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E
S
T
I
M
A
T
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S
EXPENDITURES 2023 2024 2025
Drainage
Streets
Traffic
Facilities
Parks & Recreation Projects
Economic Development $25,000 $0 $0
Municipal Capital Projects
Utility Undergrounding
TOTAL $25,000 $0 $0
Kipling Street & I-70 Gateway Sign 26th & Pierce Entry Sign
206 2023 Adopted Budget
Capital Improvement Program
Project Profile
CITY HALL IMPROVEMENTS / MAINTENANCE
PR
O
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E
C
T
DE
S
C
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T
I
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N
Key improvements have been identified to expand functionality, improve safety, provide
room for growth, and update outdated workspaces. Over the last two years, the City has
improved the City Hall Lobby, Community Development and Police Department. In 2023,
these funds will be used to improve courtroom security and the court administrative
offices.
BE
N
E
F
I
T
S
These changes address growth within the Police Department, courtroom safety, and
greater functionality for the Court administrative team.
VISION 1. – Wheat Ridge is an attractive and inviting city
GOAL
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2023 2024 2025
Drainage
Streets
Traffic
Facilities
Parks & Recreation Projects
Economic Development
Municipal Capital Projects $392,246 $0 $0
Utility Undergrounding
TOTAL $392,246 $0 $0
Wheat Ridge City Hall
207 2023 Adopted Budget
Capital Improvement Program
Project Profile
Aerial Photography/GIS Updates
PR
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DE
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I
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N
This program includes a variety of projects that often include obtaining updated aerial
photographs, updating the city’s Right-of-Way maps, and other mapping needs. For
2023, the project involves updating the city’s mapping to meet new federal requirements
that have been adopted for the Geographic Positioning System or GPS.
BE
N
E
F
I
T
S
This ongoing 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, floodplain boundaries and
elevations, and legal needs and requirements.
VISION 5. – Wheat Ridge has diverse transportation
GOAL
PL
A
N
E
S
T
I
M
A
T
E
S
EXPENDITURES 2023 2024 2025
Drainage
Streets
Traffic
Facilities
Economic Development
Municipal Capital Projects $200,000 $0 $0
Utility Undergrounding
TOTAL $200,000 $0 $0
Urban Renewal Areas Map Produced with GIS
208 2023 Adopted Budget
REVENUES
2021 2022 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
30-580-00-589 Beginning Fund Balance $3,958,049 $11,975,910 $11,975,910 $12,557,081 $4,055,010 $151,010 $32,010 $268,010 $304,010 $340,010 $376,010 $412,010
30-500-00-508 Lodger's Tax $270,435 $300,000 $400,000 $360,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000
30-520-12-539 Grant - Wadsworth Widening (FED)$5,617,444 $9,087,498 $11,938,817 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-13-539 Grant - Wadsworth Widening (CDOT & Other)$466,141 $2,460,000 $3,210,000 $10,160,000 $0 $0 $0 $0 $0 $0 $0 $0
30-525-00-540 2018 DRCOG TIP - Wads $0 $2,028,275 $6,520,000 $3,720,000 $0 $0 $0 $0 $0 $0 $0 $0
To be assigned 2022 DRCOG TIP $0 $0 $0 $900,000 $6,300,000
30-550-00-551 Public Improvement Fee $27,756 $0 $53,970 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000
30-580-00-581 Interest $63 $125 $400 $175 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
30-580-00-588 Misc. Revenue $10,190,147 $0 $184,161 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-590-00-591 Transfer from General Fund for CIP $1,300,000 $6,995,445 $6,995,445 $3,000,000 $5,625,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000
TOTAL REVENUE $17,871,986 $20,871,343 $29,302,793 $18,180,175 $12,366,000 $4,441,000 $4,441,000 $4,441,000 $4,441,000 $4,441,000 $4,441,000 $4,441,000
TOTAL AVAILABLE FUNDS $21,830,035 $32,847,253 $41,278,703 $30,737,256 $16,421,010 $4,592,010 $4,473,010 $4,709,010 $4,745,010 $4,781,010 $4,817,010 $4,853,010
EXPENDITURES
2021 2022 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
DPW DRAINAGE
30-302-800-833 Misc. Drainage Improvements Projects $92,161 $196,100 $0 $100,000 $0 $0 $620,000 $970,000 $970,000 $970,000 $970,000 $970,000
30-302-800-841 Lena Gulch Flood Mitigation $0 $30,000 $30,000 $0 $125,000 $1,500,000 $0 $0 $0 $0 $0 $030-302-800-837 Clear Creek Master Plan Update $0 $25,000 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DRAINAGE $92,161 $251,100 $55,000 $100,000 $125,000 $1,500,000 $620,000 $970,000 $970,000 $970,000 $970,000 $970,000
DPW STREETS
30-303-800-840 Minor Street Improvement Projects $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-851 Public Improvement Projects, Dev. Related $7,170 $76,770 $64,516 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
30-303-800-852 Bike/Pedestrian Improvements $0 $42,500 $42,500 $1,500,000 $6,500,000 $0 $150,000 $0 $0 $0 $0 $0
30-303-800-896 Sidewalk Improvements $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-860 G Line Station Street Projects $95,916 $103,078 $96,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-861 ADA Improvements $43,740 $50,000 $50,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000
30-303-800-864 Street Lights, Installation of Approved Lights $0 $25,000 $6,000 $10,000 $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 $8,118,434 $24,008,088 $23,420,000 $20,930,000 $6,560,000 $0 $0 $0 $0 $0 $0 $0
30-303-800-866 Bridge Maintenance Projects $40,780 $500,000 $600,000 $0 $400,000 $375,000 $0 $0 $0 $0 $0 $0
30-303-800-867 Striping Maintenance $4,730 $276,949 $276,949 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000
30-303-800-884 Preventative Maintenance Projects $1,189,357 $2,876,951 $2,873,051 $3,000,000 $2,250,000 $2,250,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000
30-303-800-892 38th Ave Revitalization $0 $0 $700,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL STREETS $9,500,127 $27,959,336 $28,129,016 $25,765,000 $16,045,000 $2,960,000 $3,485,000 $3,335,000 $3,335,000 $3,335,000 $3,335,000 $3,335,000
DPW TRAFFIC
30-304-800-844 Neighborhood Traffic Management Projects $23,500 $100,000 $60,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
30-304-800-847 Traffic Signal Improvements $0 $100,000 $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL TRAFFIC $23,500 $200,000 $60,000 $200,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
DPW FACILITIES
30-305-800-811 New Shop Funding $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DPW FACILITIES $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
PARKS & RECREATION CAPITAL PROJECTS
30-603-800-862 Wheat Ridge Recreation Center $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-603-800-864 Municipal Parking Lots $0 $578,846 $24,931 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-603-800-866 Parks and Forestry Building $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL PARKS & RECREATION $0 $728,846 $24,931 $0 $0 $0 $0 $0 $0 $0 $0 $0
ECONOMIC DEVELOPMENT
30-610-700-724 Gateway Signage Program $0 $85,000 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL ECONOMIC DEVELOPMENT $0 $85,000 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
MUNICIPAL CAPITAL PROJECTS
30-610-800-811 City Hall Improvements/Maintenance $235,679 $165,340 $125,000 $392,246 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-872 Aerial Photography/GIS Updates $2,658 $35,205 $27,675 $200,000 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-873 PD Evidence $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL MUNICIPAL $238,337 $200,545 $152,675 $592,246 $0 $0 $0 $0 $0 $0 $0 $0
UTILITY UNDERGROUNDING EXPENDITURES
30-306-800-802 Easements and ROW $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL UNDERGROUNDING $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
RENTED OFFICE SPACE
30-610-650-660 Operating Supplies $0 $15,000 $15,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-700-704 Contractual Services $0 $13,500 $13,500 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-700-758 Rentals and Leases $0 $99,500 $99,500 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-700-759 Telephone Expense $0 $15,000 $15,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-802 Office Furniture and Equipment $0 $110,000 $110,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-808 Capital Lease $0 $1,000 $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-809 Other Major Equipment $0 $46,000 $46,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL MUNICIPAL $0 $300,000 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
Transfers
30-902-890-891 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL TRANSFERS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $9,854,125 $29,724,827 $28,721,622 $26,682,246 $16,270,000 $4,560,000 $4,205,000 $4,405,000 $4,405,000 $4,405,000 $4,405,000 $4,405,000
ENDING FUND BALANCE $11,975,910 $3,122,426 $12,557,081 $4,055,010 $151,010 $32,010 $268,010 $304,010 $340,010 $376,010 $412,010 $448,010
209 2023 Adopted Budget
In November 2016, Wheat Ridge voters approved ballot question 2E, a temporary 0.5% increase to
the City’s sales and use tax rate, in order to fund investments that would improve transportation
infrastructure, create opportunities for economic development and enable additional
“placemaking” to attract those wanting to live, work and play in Wheat Ridge. In 2017, City Council
adopted Resolution 02-2017, establishing the restricted 2E Fund as defined by GASB No. 54 to
segregate revenues and expenditures for the 2E projects. In the spring of 2017, the City sold bonds
that generated $33 million in funds for the following four projects.
Improvements to Anderson Park
• Status: Project complete
• 2E funds spent: $4,599,945
This project included a complete renovation and
modernization of the Anderson Building, which
reconfigured the space to allow for additional
programming and improved the locker rooms for the
outdoor pool. The project also improved the sports fields,
installed new baseball field lights, constructed a new
performance pavilion, created new access to Clear Creek,
built new trails, and resurfaced the parking lots.
Clear Creek Crossing Access Ramps
• Status: Complete
• 2E funds spent through 2022: $21,045,244
The City initially allocated $10 million of 2E funds
towards the construction of the on and off-ramps
from I-70 to the Clear Creek Crossing mixed-use
development. The initial $10 million was spent
between 2017 and August 2020. A provision in the
City’s intergovernmental agreement with Longs
Peak Metropolitan District (LPMD) specifies the City
pay the total cost of the access ramp project and be reimbursed for all expenses above $10
million once bonds are issued by LPMD. LMPD repaid the City approximately $9.8 million in
November 2021 and the repayment was captured as revenue in the Capital Improvement
Project (CIP) fund for future spending per Council’s direction. The access ramp project was
complete in the summer of 2022.
Development activities are underway at Clear Creek Crossing. The multifamily housing
development, a convenience store and gas station and Foothills Credit Union are open for
210 2023 Adopted Budget
business. A number of other private developments are under construction, are under the City’s
review or are in the planning stages. Finally, a new hospital campus is under construction by SCL
Health. Clear Creek Crossing is an exciting mixed-use development for the City that will generate
economic and recreational benefits for years to come.
Wadsworth Improvement Project
•Status: Under construction and funded by the CIP
•2E Funds spent through 2022: $7,362,060
In April 2016, the City of Wheat Ridge
initiated the improvement project for
Wadsworth Boulevard between 35th
Avenue and I-70. The first phase, an
Environmental Assessment, was completed
in 2019 with input from the local
community. Construction on the first phase
of the project from 41st Avenue to I-70 will
begin in the fall of 2021 at a project cost of
approximately $35 million. 2E funding,
along with $1.25 million of additional
Capital Improvement Program (CIP) funds, were used to provide the City’s local match for
two federal transportation grants and a CDOT Main Streets grant totaling $19.2 million.
Additionally, the City was awarded two federal safety grants with CDOT matches for a total
of $4.7 million. CDOT has also committed $4.1 million in maintenance funding towards the
project. Two other grants totaling $3.8 million were also received. Funding for construction
in 2021 through 2024 is budgeted in the CIP budget, Fund 30.
Wheat Ridge · Ward Station
•Status: Design, right-of-way acquisitions and
construction underway
•2E Funds spent: $2,414,643
The City originally allocated $12 million of 2E funds to
address traffic, and multi-modal transportation needs
to facilitate redevelopment and economic
development opportunities in the area surrounding
the G Line commuter rail station. Designs for street
improvements were completed in 2021, with
construction starting in 2022. Designs for a pedestrian bridge, plaza, and trail from the station
area south to the I-70 frontage are 30% complete. Funding for additional design, right-of-way
acquisitions, and construction of the public improvements will be appropriated in the Renewal
Wheat Ridge Projects Budget, Fund 40, in 2023. Private investments are ongoing with
townhomes and apartments under construction by Toll Brothers, Remington Homes, and the
Forum Group.
211 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $8,553,992 $5,455,875 $5,096,312 $6,981,316
Revenues
2E Sales Tax $3,950,088 $4,185,737 $4,212,183 $4,410,364
2E Use Tax $178,612 $141,667 $184,478 $166,667
2E Building Use Tax $632,587 $1,069,865 $1,000,000 $333,333
2E Auto Use Tax $367,848 $227,370 $383,333 $366,667
2E Audit Proceeds $29,137 $41,667 $25,833 $42,833
Bond Proceeds - Par $0 $0 $0 $0
Bond Proceeds - Premium $0 $0 $0 $0
Interest Income $7,640 $6,060 $41,853 $94,545
Miscellaneous Income $306,790 $0 $0 $0
Transfer from General Fund $0 $0 $0 $0
Total Revenues $5,472,702 $5,672,366 $5,847,680 $5,414,409
Total Available Funds $14,026,694 $11,128,241 $10,943,992 $12,395,725
Expenditures
Clear Creek Crossing $2,215,698 $93,376 $93,376 $0
Gold Line Station $284,719 $0 $0 $0
Wadsworth $2,807,183 $381,783 $367,000 $100,000
Anderson Park $0 $0 $0 $0
Bond Issuance Costs $500 $3,500 $3,500 $3,500
Debt Payment $3,497,100 $3,498,800 $3,498,800 $3,502,800
Total Expenditures $8,805,200 $3,977,459 $3,962,676 $3,606,300
Ending Fund Balance $5,221,494 $7,150,782 $6,981,316 $8,789,425
Special Funds
Investing 4 the Future - Projects Funded by 2E
212 2023 Adopted Budget
2023 10-yr 2E budget
Stop 0.5%September
REVENUES 2017 2018 2019 2020 2021 2022 2022 2023 2024 2025 2026 2027
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED
31-580-00-589 Beginning Fund Balance $0 $33,403,757 $29,280,505 $20,410,710 $8,553,992 $5,455,875 $5,096,312 $6,981,316 $8,789,425 $10,757,049 $7,266,749 $3,767,449
31-500-00-510 2E Sales Tax $3,220,444 $3,225,880 $3,417,598 $3,576,439 $3,950,088 $4,185,737 $4,212,183 $4,410,364 $4,542,675 $0 $0 $0
31-500-00-511 2E Use Tax $147,569 $337,688 $184,327 $144,449 $178,612 $141,667 $184,478 $166,667 $171,667 $0 $0 $031-500-00-512 2E Building Use Tax $445,649 $553,509 $227,519 $398,211 $632,587 $1,069,865 $1,000,000 $333,333 $343,333 $0 $0 $0
31-500-00-513 2E Auto Use Tax $344,270 $292,724 $308,128 $303,731 $367,848 $227,370 $383,333 $366,667 $377,667 $0 $0 $031-500-00-514 2E Audit Proceeds $0 $32,243 $21,855 $1,062 $29,137 $41,667 $25,833 $42,833 $22,583 $0 $0 $0TOTAL TAXES $4,157,932 $4,442,044 $4,159,427 $4,423,892 $5,158,272 $5,666,306 $5,805,827 $5,319,864 $5,457,924 $0 $0 $0
31-510-00-510 Bond Proceeds - Par $30,595,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $031-510-00-511 Bond Proceeds - Premium $2,687,079 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL BOND PROCEEDS $33,282,079 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-580-00-581 Interest Income $251,406 $563,228 $570,873 $223,899 $7,640 $6,060 $41,853 $94,545 $10,000 $10,000 $0 $0
31-580-00-588 Miscellaneous Income $0 $0 $119,450 $287,209 $306,790 $0 $0 $0 $0 $0 $0 $0TOTAL OTHER REVENUE $251,406 $563,228 $690,323 $511,108 $314,430 $6,060 $41,853 $94,545 $10,000 $10,000 $0 $0
31-590-00-591 Transfer from General Fund $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
TOTAL REVENUE $37,691,417 $5,005,272 $4,849,750 $4,935,000 $5,472,702 $5,672,366 $5,847,680 $5,414,409 $5,467,924 $10,000 $0 $0
TOTAL AVAILABLE FUNDS $37,691,417 $38,409,029 $34,130,255 $25,345,710 $14,026,694 $11,128,241 $10,943,992 $12,395,725 $14,257,349 $10,767,049 $7,266,749 $3,767,449
EXPENDITURES
2017 2018 2019 2020 2021 2022 2022 2023 2024 2025 2026 2027
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED
CLEAR CREEK CROSSING
31-101-700-750 Professional Services $274,936 $117,812 $263,630 $530,609 $224,648 $93,376 $93,376 $0 $0 $0 $0 $031-101-800-801 Environmental $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-101-800-805 Construction $0 $2,967,817 $5,832,698 $8,748,668 $1,991,050 $0 $0 $0 $0 $0 $0 $0TOTAL CLEAR CREEK CROSSING $274,936 $3,085,629 $6,096,328 $9,279,277 $2,215,698 $93,376 $93,376 $0 $0 $0 $0 $0
GOLD LINE STATION
31-102-700-750 Professional Services $5,871 $491,098 $952,335 $406,151 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-801 Visioning $50,112 $3,213 $0 $0 $0 $0 $0 $0 $0 $0 $0 $031-102-800-802 Planning $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-102-800-803 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $031-102-800-804 ROW $0 $0 $186,784 $34,360 $1,440 $0 $0 $0 $0 $0 $0 $031-102-800-805 Construction $0 $0 $0 $0 $283,279 $0 $0 $0 $0 $0 $0 $0
TOTAL GOLD LINE STATION $55,983 $494,311 $1,139,119 $440,511 $284,719 $0 $0 $0 $0 $0 $0 $0
WADSWORTH
31-103-700-750 Professional Services $37,188 $87,417 $383,188 $147,911 $50,689 $0 $0 $0 $0 $0 $031-103-800-801 Environmental $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-103-800-802 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $031-103-800-803 ROW $0 $0 $108,354 $3,423,819 $2,756,494 $0 $0 $0 $0 $0 $0
31-103-800-805 Construction $0 $0 $0 $0 $0 $381,783 $367,000 $100,000 $0 $0 $0 $0TOTAL WADSWORTH $37,188 $87,417 $491,542 $3,571,730 $2,807,183 $381,783 $367,000 $100,000 $0 $0 $0 $0
ANDERSON PARK
31-104-700-750 Professional Services $0 $433,941 $117,204 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-801 Waterline $10,615 $144,793 $0 $0 $0 $0 $0 $0 $0 $0 $0 $031-104-800-802 Owner's Rep $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-803 Master Plan $143,568 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $031-104-800-804 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-104-800-805 Construction $0 $1,373,271 $2,376,553 $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL ANDERSON PARK $154,183 $1,952,005 $2,493,757 $0 $0 $0 $0 $0 $0 $0 $0 $0
ISSUANCE COSTS
31-600-700-750 Professional Services $274,915 $3,863 $500 $500 $500 $3,500 $3,500 $3,500 $500 $500 $500 $4,00031-600-700-760 Bond Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
31-600-700-765 Surety Bond $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $031-600-700-770 Misc Expense - General $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL ISSUANCE COSTS $274,915 $3,863 $500 $500 $500 $3,500 $3,500 $3,500 $500 $500 $500 $4,000
DEBT PAYMENTS
31-610-900-901 2E DEBT SERVICE - PRINCIPAL $2,800,000 $2,400,000 $2,465,000 $2,565,000 $2,665,000 $2,720,000 $2,720,000 $2,860,000 $3,000,000 $3,150,000 $3,260,000 $2,710,00031-610-900-902 2E DEBT SERVICE - INTEREST $690,455 $1,105,300 $1,033,300 $934,700 $832,100 $778,800 $778,800 $642,800 $499,800 $349,800 $238,800
TOTAL DEBT PAYMENTS $3,490,455 $3,505,300 $3,498,300 $3,499,700 $3,497,100 $3,498,800 $3,498,800 $3,502,800 $3,499,800 $3,499,800 $3,498,800 $2,710,000
TOTAL PROJECT EXPENDITURES $522,290 $5,619,362 $10,220,746 $13,291,518 $5,307,600 $475,159 $460,376 $100,000 $0 $0 $0 $0
TOTAL DEBT SERVICE EXPENDITURES $3,765,370 $3,509,163 $3,498,800 $3,500,200 $3,497,600 $3,502,300 $3,502,300 $3,506,300 $3,500,300 $3,500,300 $3,499,300 $2,714,000TOTAL EXPENDITURES $4,287,660 $9,128,525 $13,719,546 $16,791,718 $8,805,200 $3,977,459 $3,962,676 $3,606,300 $3,500,300 $3,500,300 $3,499,300 $2,714,000
ENDING FUND BALANCE $33,403,757 $29,280,504 $20,410,709 $8,553,992 $5,221,494 $7,150,782 $6,981,316 $8,789,425 $10,757,049 $7,266,749 $3,767,449 $1,053,449
01/14/2023 3:17 PM2132023 Adopted Budget
I-70/Kipling Corridor Urban Renewal Plan Area
RENEWAL WHEAT RIDGE BOND PROJECTS
About the Bond Projects
In June 2021, the Wheat Ridge Urban Renewal Authority dba
Renewal Wheat Ridge (RWR) adopted Resolution 17-2021,
authorizing the issuance of bonds to be used for public
improvements within the I-70/Kipling Corridor Urban
Renewal Plan Area (Plan Area).
On Novmeber 9, 2021, RWR issued Tax Increment Revenue
Refunding and Improvement Bonds with net proceeds of
$35,730,000. Each year, RWR transfers sufficent funds to
cover identified public improvement projects to the City’s
Bond Projects funds, resulting in a zero ending fund balance
at the end of each fiscal year.
Construction projects began in 2022 and are estimated to be
complete in 2025. The public improvements are located in
three main areas:
• Applewood – The I-70/32nd Avenue/ Youngfield
Street corridor
• Wheat Ridge · Ward G-Line Station – The area on the
north and south sides of the G-Line near the station
• Kipling Street – The Kipling Corridor from 38th Avenue
to I-70
2023 Budget Priorities
• Complete the construction
plans for the I-70/32nd/
Youngfield projects
• Complete repairs to the
Youngfield Bridge over
Clear Creek
• Reconstruct the 38th/
Kipling intersection
• Complete several
maintenance projects at
the Recreation Center
• Complete the construction
plans and right-of-way
acquisition for the Plazas,
Pedestrian Bridge, and
Trail at the G-Line Station
• Reconstruct 52nd Avenue,
Tabor Street, Ridge Road,
and the 52nd/Ward and
Ridge/Ward intersections
214 2023 Adopted Budget
2021
Actual
2022
Adjusted
2022
Estimated
2023
Adopted
Beginning Fund Balance $0 $0 $0 $0
Revenues
Transfer from Renewal Wheat Ridge $0 $5,900,000 $10,367,687 $6,582,725
Total Revenues $0 $5,900,000 $10,367,687 $6,582,725
Total Available Funds $0 $5,900,000 $10,367,687 $6,582,725
Expenditures
Applewood Activities $0 $750,000 $950,000 $700,000
Kipling Activities $0 $1,000,000 $1,200,000 $4,432,725
Ward TOD Activities $0 $4,150,000 $8,217,687 $1,450,000
Total Expenditures $0 $5,900,000 $10,367,687 $6,582,725
Ending Fund Balance $0 $0 $0 $0
Special Funds
Renewal Wheat Ridge Bond Projects
215 2023 Adopted Budget
I-70 Bridge Over 32nd Avenue
Projects Funded by RWR Bond Proceeds
Applewood Projects Profile
APPLEWOOD AREA
PR
O
J
E
C
T
D
E
S
C
R
I
P
T
I
O
N
Several projects are planned in the Applewood area along the I-70/32nd Avenue/
Youngfield Street corridor.
• I-70/32nd Avenue Interchange Enhancements –This project will add decorative
elements to the bridge over 32nd Avenue to enhance its appearance.
• Youngfield Streetscape – The area on the west side of Youngfield Street between
approximately 28th and 40th Avenues will be improved to enhance the appearance of
this largely unmaintained area. Improvements could include landscaping, gateway
signage, and decorative fencing.
• 32nd Avenue bike/pedestrian improvements– bike and pedestrian improvements will
be made from Youngfield to Clear Creek Drive
The estimated cost for these interchange and corridor-related projects is $6 million. A
grant was recently obtained that will contribute $890,000 towards the 32nd bike lanes.
BE
N
E
F
I
T
S
The beautification of the I-70/32nd Avenue/Youngfield Street corridor will greatly
enhance the appearance of this important entryway to the City adjacent to the City’s
premier shopping center and the emerging Clear Creek Crossing development.
VISION 4. – Wheat Ridge has a choice of economically viable commercial areas
GOAL 2. – Provide support to existing commercial areas
PL
A
N
ES
T
I
M
A
T
E
S EXPENDITURES 2023 2024 2025
Professional Services
ROW
Construction $700.000 $4,400,000 $0
TOTAL $700,000 $4,400,000 $0
I-70 Eastbound On-Ramp
216 2023 Adopted Budget
Projects Funded by RWR Bond Proceeds
Kipling Projects Profile
KIPLING AREA
PR
O
J
E
C
T
D
E
S
C
R
I
P
T
I
O
N
Three projects are planned along the Kipling Street corridor.
• I-70/Kipling Street Interchange Enhancements –This project will add decorative
elements to the bridge, abutments, and medians to enhance their appearance when
the interchange is reconstructed by CDOT.
• 38th Avenue/Kipling Street Intersection Reconstruction – The intersection will be
reconstructed to add double left-turn lanes to the 38th Avenue approaches and make
pedestrian safety improvements.
• Wheat Ridge Recreation Center Projects – Several repair projects will be done
including replacing mechanical equipment and the roof, repairing the parking lot and
bridge over Lena Gulch, and adding an electronic message board.
Estimated costs are as follows: $5 million for the I-70 interchange enhancement; $1.2
million for the Kipling Street intersection reconstruction; and $4.4 million for the
Recreation Center projects.
BE
N
E
F
I
T
S
The beautification of the I-70/Kipling Street corridor will greatly enhance the appearance
of this important entryway to the City. Reconstructing the 38th Avenue/Kipling Street
intersection will improve pedestrian safety, provide more capacity for the 38th Avenue
approaches and reduce congestion adjacent to nearby commercial developments.
VISION 4. – Wheat Ridge has a choice of economically viable commercial areas
GOAL 2. – Provide support to existing commercial areas
PL
A
N
ES
T
I
M
A
T
E
S EXPENDITURES 2023 2024 2025
Professional Services
ROW
Construction $4,432,725 $5,000,000
TOTAL $4,432,725 $5,000,000
I-70 Bridge Over Kipling Street
38th Avenue & Kipling Street
217 2023 Adopted Budget
Projects Funded by RWR Bond Proceeds
Wheat Ridge · Ward Station Projects Profile
WHEAT RIDGE · WARD GOLD LINE STATION AREA
PR
O
J
E
C
T
D
E
S
C
R
I
P
T
I
O
N
These projects will address traffic and multi-modal transportation needs for the area
surrounding the G Line commuter rail station at Ridge and Ward Roads. The
improvements include:
• Reconstruction of 52nd Avenue, Tabor Street, and Ridge Road
• Installation of a pedestrian bridge over the tracks, including plazas on each end
• Construction of a multi-use trail from the south plaza to the I-70 Frontage Road
The total cost of the improvements is $20.4 million with the first $1.1 million being paid
for with 2E funds. A grant was recently obtained that will contribute $8.3 million towards
the pedestrian bridge, plazas, and trail.
BE
N
E
F
I
T
S
Public infrastructure investments at the Wheat Ridge · Ward Station Area facilitate and
enhance private sector investments. The investments are creating a new mixed-use,
multi-modal, and pedestrian-friendly neighborhood with a dynamic mix of jobs and
housing. Ongoing development expands the City’s housing diversity by providing a mix of
for rent and for sale multi-family housing products. The adopted vision 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 vision also includes a goal of creating a trail
system and other iconic features that help brand the area as a regional destination
accessible and visible from both the G Line and I-70.
VISION 5. – Wheat Ridge has diverse transportation
GOAL 5. – Increase multi-modal access to G Line stations
PL
A
N
ES
T
I
M
A
T
E
S EXPENDITURES 2023 2024 2025
Professional Services
ROW
Construction $1,450,000 $9,650,000 $0
TOTAL $1,450,000 $9,550,000 $0
Pedestrian Bridge Over Tracks
Station Area Projects
218 2023 Adopted Budget
2023 Fund 40 Bond Activities
REVENUES 2021 2022 2022 2023 2024 2025 2026 2027 2028 2029 2030ACTUALADJUSTEDESTIMATEDADOPTEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSED
Beginning Fund Balance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
40-580-00-581 Interest Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
To be assigned DRCOG TIP 2022 $0 $0 $0 $9,190,00040-580-00-588 Miscellaneous Income $0 $0 $0 $3,523,089 $0 $0 $0 $0 $0 $0 $0TOTAL OTHER REVENUE $0 $0 $0 $3,523,089 $9,190,000 $0 $0 $0 $0 $0 $040-590-00-592 Transfer from Renewal Wheat Ridge $0 $5,900,000 $10,367,687 $3,059,636 $4,860,000 $5,000,000 $0 $0 $0 $0 $040-590-00-591 Transfer from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL TRANSFER IN $0 $5,900,000 $10,367,687 $3,059,636 $4,860,000 $5,000,000 $0 $0 $0 $0 $0
TOTAL REVENUE $0 $5,900,000 $10,367,687 $6,582,725 $14,050,000 $5,000,000 $0 $0 $0 $0 $0
TOTAL AVAILABLE FUNDS $0 $5,900,000 $10,367,687 $6,582,725 $14,050,000 $5,000,000 $0 $0 $0 $0 $0
EXPENDITURES 2021 2022 2022 2023 2024 2025 2026 2027 2028 2029 2030ACTUALADJUSTEDESTIMATEDADOPTEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDPROPOSEDAPPLEWOOD ACTIVITIES40-101-700-750 Professional Services $0 $750,000 $950,000 $0 $0 $0 $0 $0 $0 $0 $040-101-800-802 ROW Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $040-101-800-805 Construction $0 $0 $0 $700,000 $4,400,000 $0 $0 $0 $0 $0 $0TOTAL APPLEWOOD ACTIVITIES $0 $750,000 $950,000 $700,000 $4,400,000 $0 $0 $0 $0 $0 $0
KIPLING ACTIVITIES
40-102-700-750 Professional Services $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $040-102-800-804 ROW Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
40-102-800-805 Construction $0 $1,000,000 $1,200,000 $4,432,725 $0 $5,000,000 $0 $0 $0 $0 $0TOTAL KIPLING ACTIVITIES $0 $1,000,000 $1,200,000 $4,432,725 $0 $5,000,000 $0 $0 $0 $0 $0
WARD TOD ACTIVITIES
40-103-700-750 Professional Services $0 $710,000 $900,000 $0 $0 $0 $0 $0 $0 $0 $040-103-800-803 ROW Acquisition $0 $190,000 $4,500 $1,450,000 $0 $0 $0 $0 $0 $0 $040-103-800-805 Construction $0 $3,250,000 $7,313,187 $0 $9,650,000 $0 $0 $0 $0 $0 $0
TOTAL WARD TOD ACTIVITIES $0 $4,150,000 $8,217,687 $1,450,000 $9,650,000 $0 $0 $0 $0 $0 $0OTHER ACTIVITIES40-104-700-750 Professional Services $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $040-104-800-804 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $040-104-800-805 Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL OTHER ACTIVITIES $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $0 $5,900,000 $10,367,687 $6,582,725 $14,050,000 $5,000,000 $0 $0 $0 $0 $0
ENDING FUND BALANCE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
01/14/2023 3:22 PM2192023 Adopted Budget
Pay-for-Performance Compensation Plan
The City’s compensation plan for full-time/part-time benefitted employees is designed as a
financially sustainable plan that supports recruitment and retention of top talent. Additionally,
the compensation plan is market-based and fully aligned with the City’s performance
management plan (PMP), and is reflective of an overall pay-for-performance system of total
rewards. The City’s pay-for-performance model is consistent with the culture and commitment
to the City’s core values of A.C.T.I.O.N! (Accountability, Change, Teamwork, Integrity,
Opportunity, NOW!). It is important for the City to reward employees who exemplify these core
values and help achieve the City’s strategic results.
The City’s 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 qualified individuals who
respond quickly, think creatively, and achieve meaningful results.
The City strives to attract and retain a highly skilled workforce that is efficient,
productive, and innovative. Rewards are based on behaviors, contributions, and
performance that demonstrate a commitment to public service and the City’s core
values. Employees are rewarded for taking personal responsibility to develop their
skills, provide excellent customer service, and develop positive relationships within
the community. Employees are expected to continually strive to learn as well as
apply problem-solving and customer service skills to further the City’s mission.
The total compensation package consists of base pay, comprehensive benefits, peer
recognition, and wellness programs, as well as development opportunities based on
financial conditions and strategic objectives.
The compensation plan consists of three sub plans: 1) a pay-for-performance open range plan
(which includes civilian and police sergeants and higher ranks) and 2) a seven-step sworn plan
and open range plan for traditionally non-benefited part-time and variable hour employees.
Cost of Living Adjustment – in August 2022, the City implemented a mid-year cost of living
adjustment (COLA) due to the market increase in the Denver/Boulder area in order to attract and
retain qualified talent. Due to attrition and the challenge in recruiting qualified employees in such
a tight market, the COLA did not increase the budget in 2022 and instead drew from existing
authorized funds. The COLA ranged from 1-7% depending on salary grade with lower grades,
typically front line workers, receiving the higher percentage. Directors, Chief of Police and City
Manager did not receive a COLA in 2022.
220 2023 Adopted Budget
Market Survey Update - the City conducted a market analysis update in 2022 to see how the
City’s pay practices compare to other municipalities in the Denver/Boulder market. The pay plans
included in this document do not reflect the changes because the work is still underway and will
be included in the final 2023 Adopted Budget document. Changes will be effective in 2023 to
ensure the City is competitive with the Denver/Boulder market. Prior to this update, the City
conducted a market survey in 2021 and chose to do so again in 2022 due to the volatile nature
of the employment market and the perception of the market increase.
Following the performance evaluation due dates scheduled in the fall of 2022, employees may
receive an increase based on how they met the core values and competencies of the PMP system.
Performance increases are not guaranteed. The merit budget is determined and approved by
City Council on an annual basis according to what other comparable organizations are providing
and what the City can afford for that fiscal year. Unforeseen factors that could impact the local,
state or national economy cannot always be predicted.
221 2023 Adopted Budget
2023
Police Officer
Steps 1 2 3 4 5 6 7
Recruit
POST Certified
Academy
Competed FTO Completed 1 yr
Annual $65,000 $68,557 $73,000 $77,851 $82,522 $87,500 $100,000
Hourly $31.2500 $32.9601 $35.0962 $37.4284 $39.6741 $42.0674 $48.0770
6.8%6.1%6.2%5.7%5.7%12.5%
Sergeant
Commander
Division Chief
$67.69 $104.87
$140,800 $218,130
Range Minimum Range Maximum
$107,784 $145,584
$69.992
$55.48 $86.04
$51.8193
Range Minimum Range Maximum
$115,390 $178,970
Police Officer Pay Plan
Police Department
Range Minimum Range Maximum
% spread between steps
222 2023 Adopted Budget
Non-Exempt Summary Report 2023
Range Range Range
Minimum Midpoint Maximum
Salary Grade 10
Salary Grade 20 $35,360 $41,495 $47,630
Parks & Recreation Custodian $17.0000 $19.9495 $22.8020
Salary Grade 30 $38,020 $45,626 $53,230
Parks & Recreation Maintenance Worker I - Parks $18.2788 $21.9356 $25.5918
Public Works Maintenance Worker I - Public Works
Parks & Recreation Recreation Leader
Salary Grade 40 $40,804 $48,965 $57,126
Parks & Recreation Forestry Assistant $19.6173 $23.5409 $27.4644
Parks & Recreation Garden Coordinator
Parks & Recreation Head Lifeguard
Parks & Recreation Horticulture Assistant
Salary Grade 50 $43,730 $52,470 $61,210
Administrative Services Accounting Technician $21.0240 $25.2260 $29.4279
Administrative Services Administrative Specialist
Police Department Civilian Report Taker
Parks & Recreation Facility Assistant
Municipal Court Judicial Assistant I
Administrative Services Licensing Technician
Parks & Recreation Maintenance Worker II - Parks
Parks & Recreation Operations Support Technician II - P&R
Administrative Services Payroll Specialist
Parks & Recreation Pool Manager
Police Department Records Management Specialist I
Administrative Services Revenue Technician
Salary Grade 60 $50,280 $60,341 $70,400
Mayor's Office Administrative Assist. to Mayor & City Council $24.1750 $29.0101 $33.8452
Community Development Administrative Assistant - Comm. Dev.
Public Works Administrative Assistant - Public Works/Eng
Police Department Community Service Officer
Parks & Recreation Environmental Interpreter
Police Department Evidence Technician I
Public Works Facilities Maintenance Technician
Public Works Fleet Mechanic
Parks & Recreation Forestry Technician
Job Titles Listed by Salary Grade
Salary Grade Job Title
No Positions
223 2023 Adopted Budget
Non-Exempt Summary Report 2023
Range Range
Minimum Maximum
Salary Grade 60 - con't $50,280 $60,341 $70,400
Administrative Services GIS Technician $24.1750 $29.0101 $33.8452
Parks & Recreation Horticulture Technician
Administrative Services Human Resources Technician
Municipal Court Judicial Assistant II
Public Works Maintenance Worker II - Public Works
Parks & Recreation Maintenance Worker III - Parks
Parks & Recreation Operations Support Technician III - P&R
Police Department Records Management Specialist II
Parks & Recreation Recreation Coordinator
Parks & Recreation Rental and RecTrac Coordinator
Public Works Traffic Operations Technician I
Public Works Utility Locator
Salary Grade 70 $57,830 $69,392 $80,960
Police Department Administrative Program Coordinator $27.8014 $33.3615 $38.9216
Public Works Engineering Technician I
Public Works Equipment Operator I
Police Department Evidence Technician II
Public Works Facilities Maintenance Supervisor
Police Department Investigative Technician
Administrative Services Technical Support Specialist
Police Department Lead Records Management Specialist
Municipal Court Probation Officer
Public Works Traffic Operations Technician II
Salary Grade 80 $66,500 $79,801 $93,100
Municipal Court Court Marshal $31.9712 $38.3659 $44.7596
City Clerk's Office Deputy City Clerk
Public Works Engineering Technician II
Public Works Equipment Operator II
Public Works Fleet Mechanic- Lead
Community Development Plans Reviewer/Inspector
Public Works Traffic Operations Technician III
Salary Grade 90 $73,150 $87,780 $102,410
Police Department Community Service Supervisor $35.1683 $42.2019 $49.2356
Police Department Engineering Technician III
Administrative Services Records Supervisor
Job Titles Listed by Salary Grade
Salary Grade Job Title
224 2023 Adopted Budget
Exempt Summary Report 2023
Job Titles Listed by Salary Grade
Range Range Range
Minimum Midpoint Maximum
Salary Grade 200 $54,744 $68,430 $82,116
Administrative Services Communication Specialist $26.3192 $32.8990 $39.4788
Parks & Recreation Graphic Designer
Parks & Recreation Marketing Specialist
Community Development Planner I
Salary Grade 210 $61,580 $76,980 $92,380
Administrative Services Homeless Navigator $29.6058 $37.0096 $44.4135
Administrative Services Housing Navigator
Administrative Services Human Resources Business Partner
City Manager's Office Management Analyst
Community Development Neighborhood Engagement Specialist
Administrative Services Procurement Coordinator
Administrative Services Revenue Auditor
Administrative Services Sustainability Coordinator
Parks & Recreation Volunteer and Events Coordinator
Salary Grade 220 $69,280 $86,600 $103,920
Administrative Services Accountant $33.3077 $41.6346 $49.9615
Community Development Civil Engineer I
Police Department Crime/Research/Analyst
Administrative Services Executive Assistant
Parks & Recreation Forestry & Open Space Supervisor
Administrative Services GIS Analyst
Parks & Recreation Grant & Special Projects Administrator
Parks & Recreation Operations Supervisor - Parks
Parks & Recreation Project Coordinator
Parks & Recreation Recreation Supervisor
Administrative Services Risk Management Coordinator
Administrative Services Sr Human Resources Business Partner
Community Development Stormwater Coordinator
Police Department Training and Accreditation Manager
Salary Grade 230 $77,940 $97,430 $116,920
Administrative Services Accounting Supervisor $37.4712 $46.8413 $56.2115
Public Works Operations Supervisor - Public Works
Administrative Services Payroll Supervisor
Administrative Services Sr. System Administrator
Salary Grade Job Title
225 2023 Adopted Budget
Exempt Summary Report 2023
Job Titles Listed by Salary Grade
Range Range
Minimum Maximum
Salary Grade 240 $87,690 $109,610 $131,530
Public Works Civil Engineer II $42.1587 $52.6971 $63.2356
City Manager's Office Economic Development/Urban Renewal Mgr
City Manager's Office Deputy Court Administrator
Administrative Services Network Administrator
Police Department Public Information Officer (PIO) - PD
Community Development Senior Neighborhood Planner
Community Development Senior Planner
Salary Grade 250 $98,650 $123,310 $147,970
Parks & Recreation Communications and Engagement Manager $47.4279 $59.2837 $71.1394
Municipal Court Court Administrator
Public Works Facilities Manager
Parks & Recreation Parks, Forestry & Open Space Manager
Administrative Services Procurement Manager
Parks & Recreation Recreation Manager
Salary Grade 260 $110,980 $138,720 $166,460
Community Development Engineering Manager $53.3558 $66.6923 $80.0288
Administrative Services Finance Manager
Administrative Services Human Resources Manager
Administrative Services IT Manager
Community Development Planning Manager
City Managers Office Assistant City Manager
Salary Grade 270
No Positions
Salary Grade 280 $140,460 $175,570 $210,680
Administrative Services Deputy City Manager $67.5288 $84.4087 $101.2885
Community Development Director of Community Development
Parks & Recreation Director of Parks & Recreation
Public Works Director of Public Works
Salary Grade 290 $177,770 $222,210 $266,650
Police Department Chief of Police $85.4663 $106.8317 128.1971
Salary Grade 300 $224,990 $281,240 $337,490
City Manager's Office City Manager $108.1683 $135.2115 $162.2548
Salary Grade Job Title
226 2023 Adopted Budget
2020 2021 2022 2023AuthorizedAuthorizedAuthorizedAuthorizedGENERAL FUND
LEGISLATIVE
Legislative Services
Mayor - 1 position Elected Elected Elected Elected
Council Member - 8 positions Elected Elected Elected Elected
Total 0.000 0.000 0.000 0.000
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
Assistant City Manager 0.000 0.000 0.000 1.000
Assistant to the City Manager 1.000 1.000 1.000 0.000
Management Analyst 0.000 0.000 0.000 1.000
Economic Development Manager 1.000 1.000 1.000 1.000
Sustainability Coordinator 0.500 1.000 1.000 1.000
Housing Navigator (time limited)0.000 0.000 1.000 1.000
Homeless Navigator 1.000 1.000 1.000 1.000
Total 4.500 5.000 6.000 7.000
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
Judicial Assistant II 0.000 0.000 4.000 4.000
Deputy Court Clerk II 3.000 3.000 0.000 0.000
Judicial Assistant I 0.000 0.000 2.000 2.000
Deputy Court Clerk I 3.000 3.000 0.000 0.000
Probation Officer 1.000 1.000 1.000 1.000
Court Marshal 1.250 3.000 3.000 3.000
Total 10.250 12.000 12.000 12.000
Staffing Table
227 2023 Adopted Budget
2020 2021 2022 2023AuthorizedAuthorizedAuthorizedAuthorized
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
Risk Management Coordinator 0.000 0.000 0.000 1.000
Administrative Assistant - Mayor and Council 1.000 1.000 1.000 1.000
Operations Support Technician II 1.000 0.000 0.000 0.000
Administrative Specialist 0.000 1.000 1.000 1.000
Subtotal 4.000 4.000 4.000 5.000
Communications and Engagement
PIO/Communications Manager 1.000 1.000 0.000 0.000
Communications and Engagement Manager 0.000 0.000 1.000 1.000
Digital Communications Specialist 1.000 1.000 0.000 0.000
Communications Specialist 0.000 0.000 1.000 1.000
Subtotal 2.000 2.000 2.000 2.000
Financial Services
Finance Manager 1.000 1.000 1.000 1.000
Accountant 1.000 1.000 1.000 1.000
Accounting Technician 1.000 1.000 1.000 1.000
Payroll Supervisor 1.000 1.000 1.000 1.000
Payroll Technician 0.500 0.500 0.500 0.500
Revenue Auditor 1.000 1.000 1.000 1.000
Revenue Technician 1.000 1.000 1.000 1.000
Licensing Technician 0.000 1.000 1.000 1.000
Accounting Supervisor (time limited)0.000 0.000 1.000 1.000
Subtotal 6.500 7.500 8.500 8.500
Human Resources
Human Resources Manager 1.000 1.000 1.000 1.000
SR Human Resources Business Partner 0.000 2.000 2.000 2.000
Human Resources Business Partner 2.000 1.000 1.000 1.000
Human Resources Technician 1.000 0.000 1.000 1.000
Subtotal 4.000 4.000 5.000 5.000
Procurement
Procurement Manager 0.000 0.000 1.000 1.000
Purchasing and Contracting Agent 1.000 1.000 0.000 0.000
Procurement Coordinator 0.000 0.000 1.000 1.000
Buyer II 1.000 1.000 0.000 0.000
Subtotal 2.000 2.000 2.000 2.000
Information Systems
IT Manager 1.000 1.000 1.000 1.000
Network Administrator 1.000 1.000 1.000 1.000
Sr. IT Support Technician 2.000 2.000 2.000 0.000
Systems Analyst 0.000 0.000 0.000 2.000
GIS Analyst 1.000 1.000 1.000 1.000
IT Support Technician 1.000 1.000 1.000 0.000
Technical Support Specialist 0.000 0.000 0.000 1.000
GIS Technician 0.000 0.000 1.000 1.000
Subtotal 6.000 6.000 7.000 7.000
Total 24.500 25.500 28.500 29.500
228 2023 Adopted Budget
2020 2021 2022 2023AuthorizedAuthorizedAuthorizedAuthorized
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
Vacancy - to be determined based on need 1.000 0.000 0.000 0.000
Subtotal 3.000 2.000 2.000 2.000
Planning
Planning Manager 1.000 1.000 1.000 1.000
Senior Planner 1.000 2.000 2.000 2.000
Senior Neighborhood Planner 1.000 1.000 1.000 1.000
Planner II 1.000 0.000 0.000 0.000
Planner I 1.000 1.000 1.000 1.000
Neighborhood Engagement Specialist 1.000 1.000 1.000 1.000
Plan Reviewer/Inspector (time limited)0.000 1.000 1.000 1.000
Landscape Inspection Program Manager 0.750 0.750 0.750 0.750
Subtotal 6.750 7.750 7.750 7.750
Engineering
Engineering Manager 1.000 1.000 1.000 1.000
Civil Engineer II 3.000 3.000 3.000 3.000
Stormwater Coordinator 1.000 1.000 1.000 1.000
Engineering Technician III 2.000 2.000 2.000 2.000
Civil Engineer I (formerly TBD position in Administration)0.000 1.000 1.000 1.000
Subtotal 7.000 8.000 8.000 8.000
Total 16.750 17.750 17.750 17.750
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 Program Coordinator 0.000 0.000 2.000 2.000
Administrative Assistant 2.000 2.000 0.000 0.000
Public Information Officer 0.000 0.000 1.000 1.000
Subtotal 5.000 5.000 6.000 6.000
Community Services Team
Community Service Team Supervisor 1.000 1.000 2.000 2.000
Community Service Officer - Lead 1.000 1.000 0.000 0.000
Subtotal 2.000 2.000 2.000 2.000
Crime Prevention Team
Police Sergeant 0.500 0.500 0.500 0.500
School Resource Officer 2.000 2.000 2.000 2.000
Crime Prevention Officer 0.000 1.000 1.000 1.000
Subtotal 2.500 3.500 3.500 3.500
Grants
Police Officer 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
229 2023 Adopted Budget
2020 2021 2022 2023AuthorizedAuthorizedAuthorizedAuthorized
Staffing Table
Records Team
Records Supervisor 1.000 1.000 1.000 1.000
Lead Records Management Specialist 1.000 1.000 1.000 1.000
Records Management Specialist 6.000 6.000 5.000 5.000
Subtotal 8.000 8.000 7.000 7.000
Accreditation & Training
Accreditation Manager/Training Coordinator 1.000 0.000 0.000 0.000
Training and Accreditation Program Manager 0.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Patrol Operations
Division Chief 1.000 1.000 1.000 1.000
Police Commander 2.000 2.000 2.000 2.000
Police Sergeant 7.000 7.000 7.000 7.000
Police Officer 41.000 42.000 44.000 44.000
Tele-Serve Technician 0.000 0.000 2.000 2.000
Subtotal 51.000 52.000 56.000 56.000
Investigations Bureau
Police Commander 1.000 1.000 1.000 1.000
Police Sergeant 3.000 3.000 3.000 3.000
Police Officer 15.000 14.000 14.000 14.000
Operations Support Tech III 0.000 0.000 0.000 0.000
Investigative Technician 2.000 2.000 2.000 2.000
Sr. Evidence Technician 1.000 1.000 1.000 1.000
Evidence Technician 1.000 1.000 1.000 1.000
Crime Analyst 1.000 1.000 1.000 1.000
Property Crimes Detective 0.000 1.000 1.000 1.000
Subtotal 24.000 24.000 24.000 24.000
Crash & Traffic Team
Police Sergeant 1.000 1.000 1.000 1.000
Police Officer 4.000 4.000 4.000 4.000
Subtotal 5.000 5.000 5.000 5.000
Total 99.500 101.500 105.500 105.500
PUBLIC WORKS DEPARTMENT
Operations
Public Works Director 1.000 1.000 1.000 1.000
Operations Manager 0.000 0.000 0.000 0.000
Operations Supervisor 1.000 1.000 1.000 1.000
Administrative Assistant 2.000 2.000 2.000 2.000
Equipment Operator II 3.000 3.000 3.000 3.000
Equipment Operator I 3.000 3.000 3.000 3.000
Maintenance Worker II 5.000 5.000 6.000 7.000
Lead Mechanic 1.000 1.000 1.000 1.000
Mechanic 1.000 1.000 1.000 1.000
Traffic Operations Tech III 1.000 1.000 1.000 1.000
Traffic Operations Tech II 1.000 1.000 1.000 1.000
Traffic Operations Tech I 0.000 0.000 0.000 1.000
Civil Engineer II 1.000 1.000 1.000 1.000
Engineering Technician III 3.000 3.000 3.000 3.000
Utility Locates Technician 0.000 0.000 1.000 1.000
Subtotal 23.000 23.000 25.000 27.000
230 2023 Adopted Budget
2020 2021 2022 2023AuthorizedAuthorizedAuthorizedAuthorized
Staffing Table
Facilities Maintenance
Manager of Facility Operations 0.000 0.000 0.000 1.000
Facility Maintenance Supervisor 0.000 0.000 0.000 2.000
Facility Maintenance Technician 0.000 0.000 0.000 1.000
Custodian 0.000 0.000 0.000 1.000
Subtotal 0.000 0.000 0.000 5.000
Total 23.000 23.000 25.000 32.000
PARKS AND RECREATION
Administration
Parks & Recreation Director 1.000 1.000 1.000 1.000
Grant & Special Project Administrator 1.000 1.000 1.000 1.000
Subtotal 2.000 2.000 2.000 2.000
Recreation
Recreation Manager 1.000 1.000 1.000 1.000
Marketing Generalist 1.000 1.000 1.000 1.000
Volunteer and Event Coordinator 0.000 0.000 0.000 1.000
Graphic Designer 0.000 0.000 1.000 1.000
Subtotal 2.000 2.000 3.000 4.000
Parks Maintenance
Parks, Forestry, and Open Space Manager 1.000 1.000 1.000 1.000
Operations Supervisor 2.000 2.000 2.000 2.000
Parks Project Coordinator 1.000 1.000 1.000 1.000
Crew Leader - Parks Maintenance 2.000 2.000 0.000 0.000
Parks Maintenance Worker II 3.000 3.000 3.000 3.000
Parks Maintenance Worker I 2.000 2.000 4.000 4.000
Facility Maintenance Technician 1.000 0.000 0.000 0.000
Operations Support Technician III 1.000 1.000 1.000 1.000
Garden Coordinator 0.000 0.000 0.000 1.000
Subtotal 13.000 12.000 12.000 13.000
Forestry
Forestry Technician 2.000 2.000 1.000 1.000
Horticulture Technician 1.000 1.000 2.000 2.000
Horticulture Assistant 1.000 1.000 1.000 1.000
Environmental Interpreter 0.000 0.000 1.000 1.000
Subtotal 4.000 4.000 5.000 5.000
Anderson Building
Recreation Coordinator 0.500 0.500 0.500 0.500
Subtotal 0.500 0.500 0.500 0.500
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 0.500 0.500 0.500 0.500
Recreation Coordinator 1.000 1.000 1.000 1.000
Subtotal 2.500 2.500 2.500 2.500
231 2023 Adopted Budget
2020 2021 2022 2023AuthorizedAuthorizedAuthorizedAuthorized
Staffing Table
Outdoor Pool
Pool Manager 0.500 0.500 0.500 0.500
Subtotal 0.500 0.500 0.500 0.500
Active Adult Center
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 1.625 1.625 2.000 2.000
Operations Support Technician II 2.000 2.000 2.000 2.000
Subtotal 4.625 4.625 5.000 5.000
Facilities Maintenance (Moved to Public Works in 2023)
Manager of Facility Operations 1.000 1.000 1.000 0.000
Facility Maintenance Supervisor 1.000 2.000 2.000 0.000
Facility Maintenance Technician 0.000 1.000 1.000 0.000
Custodian 0.000 1.000 1.000 0.000
Subtotal 2.000 5.000 5.000 0.000
Facility Operation
Facility Operations Supervisor 1.000 1.000 1.000 1.000
Facility Coordinator 1.000 1.000 1.000 1.000
Facility Assistant 1.500 1.500 1.500 2.000
Operations Support Technician III 1.000 1.000 1.000 1.000
Custodian 1.000 0.000 0.000 0.000
Facility Maintenance Supervisor 1.000 0.000 0.000 0.000
Subtotal 6.500 4.500 4.500 5.000
Aquatics
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 1.000 1.000 1.000 1.000
Pool Manager 1.500 1.500 1.500 1.500
Head Lifeguard 0.000 0.000 0.000 5.000
Subtotal 3.500 3.500 3.500 8.500
Fitness
Recreation Coordinator 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Total 44.125 44.125 46.500 49.000
General Fund Total 223.625 229.875 242.250 253.750
OPEN SPACE FUND
Forestry & Open Space Supervisor 0.000 0.000 1.000 1.000
Parks Maintenance Worker III 0.000 0.000 1.000 1.000
Parks Maintenance Worker II 3.000 3.000 2.000 2.000
Parks Maintenance Worker I 4.000 4.000 3.000 3.000
Forestry Assistant 2.000 2.000 2.000 2.000
Open Space Fund Total 9.000 9.000 9.000 9.000
CRIME PREVENTION
Police Sergeant (PD)0.500 0.500 0.500 0.500
Crime Prevention Officer (PD)1.000 1.000 1.000 1.000
Community Service Officer - Comm. Services (PD) 6.000 6.000 6.000 6.000
Crime Prevention Fund Total 7.500 7.500 7.500 7.500
Grand Total 240.125 246.375 258.750 270.250
232 2023 Adopted Budget
5-Year Staffing Plan
2023 FTE 2024 FTE 2025 FTE 2026 FTE 2026 FTE TOTAL FTE
Risk Management Coordinator 1.00 Cyber Security Analyst 1.00
Total 1.00 Total 1.00 Total 0.00 0.00 0.00 2.00
Management Analyst 1.00Total1.00 Total 0.00 Total 0.00 0.00 0.00 1.00
Total 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00
Total 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00
Total 0.00 Total 0.00 Total 0.00 0.00 0.00 0.00
Volunteer and Event Coordinator 1.00 Parks Maintenance Worker 2.00 Landscape Project Technician 1.00 Parks & Recreation Software Administrator 1.00
Facility Assistant 0.50 Forestry Supervisor 1.00 Agronomic Technician 1.00Garden Coordinator 1.00
Head Lifeguard 5.00
Total 7.50 Total 3.00 Total 1.00 Total 2.00 Total 0.00 13.50
Records Technician 1.00 Operations Support Technician 1.00 Training Coordinator 1.00 Patrol Coordinator (Civilian)1.00Patrol Officer 2.00 Patrol Officer 1.00 Patrol Officer 2.00
Total 0.00 Total 3.00 Total 2.00 Total 3.00 Total 1.00 9.00
Public Works Maintenance Worker II 1.00 Public Works Equipment Operator II 1.00 Mechanic 1.00
Traffic Technician 1.00 Street Lighting Maintenance Coord 1.00 Public Works Maintenance Worker II 1.00Asset Management Specialist 1.00 Total 2.00 Total 3.00 Total 2.00 Total 0.00 Total 0.00 7.00
TOTAL FTE 11.50 10.00 5.00 5.00 1.00 32.50
ADMINISTRATIVE SERVICES
CITY CLERK'S OFFICE
COMMUNITY DEVELOPMENT
MUNICIPAL COURT
PARKS AND RECREATION
PUBLIC WORKS
CITY MANAGER'S OFFICE
POLICE DEPARTMENT
233 2023 Adopted Budget
General Fees
Business License Fee $20.00 If paid by Jan 31st of 2023
Kennel License Fee $35.00
Arborist License Fee $25 - $35
Pawnbroker License Fee $5,000.00
Short-term Rental License Fee $200.00
Tobacco Product Retail License Fee $300.00
Tobacco Product Retail Annual Renewal Fee $250.00
Hotel License Fee $300.00
Massage Business License Fee $25.00
Massage Business Manager License No Fee
Telephone Occupation Fee per Line $8.24
Electric Vehicle Charging Station Fee $1.00 Per hour
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
Transfer of Ownership - New Owners $500.00
Transfer of Ownership - Reallocation of Ownership $400.00
Change of Trade Name $20.00
Change of Location - Within Wheat Ridge $250.00
Modification of Premises $50.00
2023 Fee Schedule
Administrative Services Fees
234 2023 Adopted Budget
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
Transfer of Ownership - New Owners $500.00
Transfer of Ownership - Reallocation of Ownership $400.00
Change of Trade Name $20.00
Change of Location - Within Wheat Ridge $250.00
Modification of Premises $50.00
* Medical fee reduced for cultivation and infused product on the initial application when applying for a
medical center
2023 Fee Schedule
Administrative Services Fees (con't)
235 2023 Adopted Budget
Amusement Device Licenses
Amusement Establishment 1-3 Devices $60.00 Yearly per machine
Amusement Center 4-10 Devices $60.00 Yearly per machine
Amusement Arcade 11+ Devices $60.00 Yearly per machine
Amusement Arcade Application 11+ Devices $50.00 One time, non-refundable
Copies N/C First 10 pages
(Includes CORA)$0.25 Additional pages
Copies/Microfilm $0.25 Per page/no research
Certified copies $2.00 Per page
Video Copies $30.00
CORA Research fees $0.00 No charge for the first hour
$33.00 Each additional hour; rounded to ¼ hour
Code of Laws $125.00 Per copy
Code of Laws binder $25.00 Each
Liquor/beer code $20.00 Per copy
NEC Codes $15.00 Per copy
Printed documents Actual cost
Code supplements Actual cost plus shipping
City Charter $15.00 Per copy
Not provided by the City
Returned check fee $26.00 Per check
FAX copies N/C
City flags $105.00 3 x 5 feet
$125.00 4 x 6 feet
2023 Fee Schedule
City Clerk Fees
Transcripts of City Council meetings
236 2023 Adopted Budget
Liquor Licensing Fees
New Licensing Application $750.00
Transfer Application $750.00
Fees per License Type
Brewpub $75.00
Beer/Wine $48.75
Club $41.25
Hotel/Restaurant $75.00
Tavern $75.00
Lodging/Entertainment $75.00
Distillery Pub $75.00
Vintners Restaurant $75.00
Retail Liquor Store $22.50
FMB Beer (any type)$3.75
License Renewal Fees
License Renewal Application $75.00
(Includes $75 application fee)
Brewpub $150.00
Beer/Wine $123.75
Club $116.25
Hotel/Restaurant $150.00
Tavern $150.00
Lodging/Entertainment $150.00
Distillery Pub $150.00
Vintners Restaurant $150.00
Retail Liquor Store $97.50
FMB Beer (any type)$78.50
Late Renewal Application $500.00 Up to 90 days past expiration
Additional $25 per day After 90 days past expiration
Art Gallery Permit $103.75 Includes application and permit fee
Temporary Alcohol Permit $100.00 Transfers only
Change of Location $750.00
Modification of Premises $75.00
Manager Registration $30.00 Hotel/Restaurant/Tavern/Lodging
Change of Corp Officer $100.00 Each New Officer or Member
Special Event Permit - Liquor $50.00 Per day (Non-Profits, Charitable Orgs.)
Special Event Permit - Beer $10.00 Per day (Non-Profits, Charitable Orgs.)
City Clerk Fees (con't)
2023 Fee Schedule
237 2023 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 $200.00
O & M Schedule and SMA recording $100.00
Trip generation study review $200.00
$600.00
Resubmittal Fees
Third submittal $300.00 (Half of the 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
Public Works and Engineering 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
2023 Fee Schedule
Boring
Surcharge for working without a permit
Permits for work in excess of two million
238 2023 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 $10.00 Each plus research time
Floodplain Permit - Class I
Fence, less than or equal to 200 feet in length $100.00
Fence, greater than 200 feet in length $200.00
Fence, with a break-away design $500.00
Shed or deck $100.00
Detached garage $200.00
Addition to a habitable structure $800.00
Fill, less than or equal to 500 cubic yards $800.00
Fill, greater than 500 cubic yards $2,000.00
Utility Facility $200.00
Roadway/ Trail $800.00
Bridge/ Culvert $1,000.00
Construction of a habitable structure $1,000.00
All other structures - fee to be determined by estimating processing expenses
Floodplain Permit - Class II
Construction of a habitable structure $1,000.00
Publication/ Public Notice Fee $120.00
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.
2023 Fee Schedule
Public Works and Engineering Fees (con't)
Black & white plots/drawings/aerial photos
Color plots/drawings/aerial photos
239 2023 Adopted Budget
LAND USE APPLICATION FEES
Pre-application Meeting $200
Neighborhood Meeting $150 if required
Publication/Public Notice $200 per hearing or rehearing
1 acre or less $1,000 With rezoning, add rezone fees
Over 1 acre, add $200 per acre
Concept Plan 1 acre or less $700
Over 1 acre, add $200 per acre
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
Master Sign Plan Application fee $1,000
1 acre or less (administrative)*$700
1 acre or less (non-administrative)*$1,000
Over 1 acre, add $500 per acre
Outline Development Plan
1 acre or less $1,000
Over 1 acre, add $200 per acre
Specific Development Plan
1 acre or less*$1,000
Over 1 acre, add $500 per acre
Administrative Amendment
1 acre or less*$500
Over 1 acre, add $200 per acre
Non-administrative amendments follow ODP/SDP fee schedule
$700
* reduce fee by $300 if it does not include architectural sheets
2023 Fee Schedule
Community Development Planning & Zoning Fees
Annexation
Floodplain Exemption
Planned Building Group
Rezoning (straight)
Planned Development
240 2023 Adopted Budget
Right-of-Way Vacation if processed separate from plat $500
Site Plan 1 acre or less*$700
Over 1 acre, add $200 per acre
Administrative $200 With site plan, add Site Plan fees
Non Administrative $400 With site plan, add Site Plan fees
Subdivision – Administrative $400
Partial right-of-way processing fee $100
Application fee $700
Nonresidential/multifamily, add $200 per acre
Single-family/duplex, add $100 per lot
Partial right-of-way processing fee $100
Application fee $1,000
Nonresidential/multifamily, add $200 per acre
Single-family/duplex, add $100 per lot
One-Year – Application fee $400
30-Day – Application fee $200
30-Day – Renewal (only 2 allowed)$100 Per renewal
Administrative $200
Non-administrative $400
OTHER FEES
Address Change/ Assignment $25
Zoning Letters $25 Per hour (1 hour minimum)
Plats & Development Plans $13 First page + $10/additional page
Boundary Surveys $20 First page + $10/ additional page
Other Documents $13 First page + $5/each additional page
SF/Duplex:based on prevailing costs
Excavation & Embankment $7.21 per square yard
Reconditioning $1.97 per square yard
Sidewalk $43.02 per square yard
Curb & Gutter $20.64 per linear foot
Type of Residential Land Value Per Unit Fee
Single and Multi-Family $3.64 / sf $2,497.29
Urban Renewal Area $3.64 / sf $2,2021.62
Mixed Use Development $3.64 / sf $2,2021.63
Within ½ mile of the transit station $3.64 / sf $2,2021.64
Senior Housing $3.64 / sf $1,783.78
* reduce fee by $300 if it does not include architectural sheets
Community Development Planning & Zoning Fees (con't)
Recording Fees (subject to
change per Jeffco)
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
Subdivision – Minor
Subdivision – Major
Temporary Permit
Variance
1.5
1.7
1.7
1.7
2023 Fee Schedule
2.1
Density
Factor
Streetscape Fee-in-Lieu of
Construction
Parkland Fee-in-Lieu of
dedication
241 2023 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 fraction of, 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 the normal bus. hours $60.00 /hr. (min. 2 hours)
Additional review of plans $60.00 /hr. (min. 2 hours)
Investigative fee (work without a permit)Equal to the permit fee
Permit card replacement $25.00
Permit extension fee One-half the original permit fee
Use Tax 3% on 60% of the valuation
2023 Fee Schedule
Community Development Building FeesBuilding Permit Fees (fees are dependent on valuation amount)
242 2023 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 - Structure 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
2023 Fee Schedule
Community Development Building Fees (con't)
243 2023 Adopted Budget
Address Check $15.00 Each 30 minute increment (30 min minimum)
Records Check $15.00 Each 30 minute increment (30 min minimum)
Registered Sex Offender List N/C
Sex Offender Initial Registration $75.00
Annual Renewal $25.00
$13.00 Per case
Dispatch Audio or Video Recording N/A
Contact JeffCom at 303-237-2220 or at
https://www.jeffcom911.org/request-records/
Dog Licensing Fees $20.00 For each animal, regardless of whether
it has been spayed or neutered
Evidence Photo (Online or Disk)$10.00 Minimum, depending on the format
Evidence Audio Recordings $10.00 Minimum, depending on the format
Evidence Video Recordings $10.00 Minimum, depending on the format
Pawn Shops $5,000.00 Per year
$1.00 Per transaction
Bonding Fee $50.00 Per warrant
Administration Citation Fees
First Citation $150.00
Second Citation $250.00
Third Citation $500.00
Administrative Hearing $100-200 No fee if the 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
Body Camera Footage $30.00
Per Hour (1 hour minimum, then 15 min increments)
Police Department Fees
Report Fees
2023 Fee Schedule
244 2023 Adopted Budget
Anderson Community Building Gymnasium $45.00 Per hour
Anderson Community Building Classroom $35.00 Per hour
Anderson Community Building Fitness room $35.00 per hour
Anderson Community Building Damage Deposit $50.00 Refundable
Richards Hart Estate $300/$500 Damage deposit ($500 if alcohol is served)
Available Monday -Sunday 8 am to 11 pm
Friday evenings & weekend events (Oct.-Apr.)$135.00 Per hour /six-hour minimum
Friday evenings & weekend events (May-Sept.)$185.00 Per hour/ six-hour minimum
All-day rental (Oct.-Apr.)$1,200.00
All-day rental (May-Sept.)$1,400.00
Weekday events (Oct. - Apr.)$90.00 Per hour/three-hour min.
Weekday events (May-Sept.)$115.00 Per hour/three-hour min.
Liability insurance fee $102.00 26- 50 people
(required by City insurance)$110.00 51-75 people
Outdoor Pool in Anderson Park
Daily Admission Resident Non-Resident
Youth (3-17) & Senior (65+)$5 to $6 $6 to $7
Adult (18-64)$6 to $7 $7 to $8
10 Visit Pass
Youth (3-17) & Senior (65+)$45 to $53 $54 to $63
Adult (18-64)$54 to $63 $63 to $74
Season Pass
Youth (3-17) & Senior (65+)$74 to $87 $94 to $110
Adult (18-64)$94 to $110 $114 to $133
Household of 3 240 to $280 270 to $345
* $40 to $50 for each additional household member
Special Events
Full Day (# of hours)$6,000.00 $6,000.00
1/2 Day (# of hours)$3,000.00 $3,000.00
Outdoor Pool Pavilion Rental
Picnic Pavilion $70.00 Per hour- up to 30 seated/45 Capacity
Shade Sail $45.00 Per hour- up to 10 capacity
Wheat Ridge Recreation Center
Daily Admission Resident Jeffco Non Resident
Youth 3-17 years $5.00 $6.00 $7.00
Senior 65 and over $5.00 $6.00 $7.00
Adult 18 and over $6.50 $7.50 $8.50
10 Visit Pass (15% off daily admission)Resident Jeffco Non Resident
Youth 3-17 years $43.00 $51.00 $60.00
Senior 65 and over $43.00 $51.00 $60.00
Adult 18 and over $56.00 $64.00 $73.00
2023 Fee Schedule
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
245 2023 Adopted Budget
Monthly Pass Resident Jeffco Non Resident
Youth (3-17) and Seniors (65+)$30.00 $36.00 $42.00
Adult $39.00 $45.00 $51.00
Household of 2 $63.00 $70.00 $80.00
Household of 3 $84.00 $98.00 $112.00
Annual Pass Resident Jeffco Non Resident
Youth (3-17) and Seniors (65+)$290.00 $330.00 $370.00
Adult $390.00 $430.00 $470.00
Household of 2 $630.00 $710.00 $790.00
Household of 3 $820.00 $940.00 $1,060.00
Area Cost Days Available Hours Available
Lap pool (schools/per hour/per lane)$15.00 varies varies
Lap Pool (USA Team and other/per hour/per lane)$18.00 varies varies
Aerobics room (per hour)$45.00 varies varies
Activity rooms 1 & 2 (per hour)$35.00 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 $65.00 Mon - Fri Before 5pm
Per hour/per section $95.00 Fri eve, Sat, Sun Fri: 5pm and after; Sat 11 am -midnight; Sun: noon - 8 pm
Min. 4 hours Rental on Weekends
Three sections/kitchen (Oct-Apr)$1,800.00 Sat-Sun Sat: 10 am - midnight; Sun: 11 am - 8 pm
Three sections/kitchen (May-Sept)$2,000.00 Sat-Sun Sat: 10 am - midnight; Sun: 11 am - 8 pm
Damage deposit/ per section $100.00 Sat-Sun No alcohol
$300.00 All sections/no alcohol
$500.00 Fri - Sun All sections/serving alcohol
Additional Fees
Kitchen Fee $75.00
Liability insurance fee $110.00 100-150 people
(required by City insurance)$128.00 151-250 people
Security for events over 100, serving alcohol, and running
past 8 PM for Ballroom
$200.00
Active Adult Center Cost Days Available Hours Available
Prospect Hall (per hour)$75.00 Mon - Sun Mon - Fri: 4 - 10 pm; Sat & Sun: 8 am - 10 pm
Security/damage deposit - no alcohol $100.00
Security/damage deposit - with alcohol $200.00
Liability insurance (required by City)$110.00
Security for events over 100, serving alcohol, and running
past 8 PM for PH
$200.00
Arts/Craft room (per hour)$35.00 Mon - Sun Mon - Fri: 4 - 10 pm; Sat & Sun: 8 am - 10 pmSecurity/damage deposit $100.00Ketner room (per hour)$35.00 Mon - Sun Mon - Fri: 4 - 10 pm; Sat & Sun: 8 am - 10 pmSecurity/damage deposit $100.00
Annual Pass - Various packages may be available for promotional purposes
Recreation Center Ballroom (Packages may be available)
Parks and Recreation Fees (con't)
$5 to $10 per month for each additional household member
$50 to $75 per pass per year for each additional household member
2023 Fee Schedule
246 2023 Adopted Budget
Field Rental Fees Non-Profit
All grass field rentals $50.00 Without lights/ includes one field prep
All grass field rentals $65.00 With lights/ includes one field prep
Youth baseball and softball fields $45.00 Without lights/ includes one field prep
Youth baseball and softball fields $60.00 With lights/ includes one field prep
Additional field prep $35.00 Each
Anderson Baseball Field $70.00 Without lights
Anderson Baseball Field $85.00 With lights
Tournaments:
Players Fees $25.00 Per player; this reflects a percentage of the cost of facility/field use,
maintenance & staff costs for regular league play
Tennis and Pickleball 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
Park Pavilions
Large Park Pavilions
Anderson Park 100 maximum occupancy
Discovery Park 75 maximum occupancy
Prospect Park 150 maximum occupancy
Mon - Thurs $125.00 Residents can reserve before March 1 at discounted rate of $115
Fri - Sun $230.00 Residents can reserve before March 1 at discounted rate of $200
Damage Deposits - All Parks $100.00 Groups of 50 or more persons; refundable
Residents may reserve pavilions beginning January 2; non-residents may reserve pavilions/shelters beginning March 1
Parks and Recreation Fees (con't)
The following policy and fee structure apply to local youth groups using fields for tournaments within their respective seasons:
*Each group is limited to two tournaments per season
*The hourly field use fee (as listed above) is waived in lieu of a $35 fee for each field prep and a field reservation fee of $8 per hour
Note: any use of fields by local youth groups outside of the approved seasonal date range assigned to each club/sport will incur
standard rental rates.
Wheat Ridge Youth Sports Organizations
Includes the following Wheat Ridge organizations: Wheat Ridge area Baseball Association, Wheat Ridge Youth Football, Wheat Ridge Girl's
Softball Association, Wheat Ridge Avalanche Soccer, Piranhas Swim Team, Sts. Peter & Paul Athletic Association and Beth Eden Athletics
Association.
Non-Refundable Application Processing Fees
2023 Fee Schedule
247 2023 Adopted Budget
Small Park Pavilions
Panorama Park 30 maximum occupancy
Randall Park 30 maximum occupancy
Paramount Park 30 maximum occupancy
Fruitdale Park 30 maximum occupancy
Mon - Thurs $51.75 Residents can reserve before March 1
Fri - Sun $65.00 Residents can reserve before March 1
Parks without Rentable Space
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 50 or more persons; refundable
Rental Exceptions
Carnation Festival N/C
WR/Arvada Kiwanis N/C One-time weekday use of Anderson Pavilion
2023 Fee Schedule
Parks and Recreation Fees (con't)
248 2023 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 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 $30.00 Per hour
Coin Handling Fee $30.00 Per hour for processing of coins
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 $35.00
Deferred judgment $75.00
Deferred prosecution $75.00
Juvenile Expungement No Charge
Sealing of Record--convictions $65.00
2023 Fee Schedule
Municipal Court Fees
Injury accident
249 2023 Adopted Budget
Drug/drug paraphernalia
destruction fee
$10.00 Municipal Code of Laws: 16-131, 132 & 133
Filing for bonds $10.00 Judge may waive
Payment plan $25.00 Annually
Probation fee $75.00 Up to six-month probation
$150.00 Over six-month probation
Stay of execution (SOE)$25.00 Judge may waive
Witness fee $5.00
Per civilian witness, if the defendant found guilty at trial or
if the defendant fails to appear at trial and witness served
Bench warrant $50.00
Default judgment $30.00
Failure to appear $25.00
Insufficient funds or returned
check $26.00
Late fee for parking summons $15.00
Officer appearance fee $30.00 If the 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 Waivable if indigence is proven
Jury trial cost varies Cost of jurors who appeared for or served on a jury panel
Failure to Appear or Comply Fees
Municipal Court Fees (con't)
250 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 29,080 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 1,803 1,798 1,798 1,798
625 Medicare Portion FICA 422 420 420 420
630 ICMA Retirement 1,745 1,740 1,740 1,740
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $33,049 $32,958 $32,958 $32,958
651 Office Supplies 56 200 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
MATERIALS & SUPPLIES $56 $200 $0 $0
702 Conference/Meeting 49 500 0 500
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 50 0 0
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 1,000 500 1,000
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 250 1,500 1,500 1,500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $299 $3,050 $2,000 $3,000
800 Office Furniture & Equipment 0 0 0 0
802 Office Equipment 0 0 0 0
806 Software 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$33,404 $36,208 $34,958 $35,958
City Treasurer
01-101
251 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 0 0 0 0
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 25,500 25,500 25,500 25,000
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 74,089 110,400 110,400 110,400
620 FICA Expenses Employer 4,003 6,606 6,696 6,696
625 Medicare Portion FICA 936 1,544 1,566 1,566
630 ICMA Retirement 0 0 0 0
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $104,529 $144,050 $144,162 $143,662
651 Office Supplies 0 600 500 600
654 Photocopy/Printing 0 500 400 500
655 Postage 0 0 0 0
660 Operating Supplies 1,660 450 350 450
MATERIALS & SUPPLIES $1,660 $1,550 $1,250 $1,550
702 Conference/Meeting 17,421 41,900 20,050 32,100
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 2,510 2,600 2,592 2,600
712 Annual Appreciation Dinner 4,831 6,000 6,000 6,000
716 Legislative Membership 36,141 36,957 32,865 37,555
723 Tuition Reimbursement 0 0 0 0
728 Training 0 0 0 0
740 Auto Mileage Reimbursement 387 1,000 500 1,000
750 Professional Service 75,000 125,000 125,000 125,000
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 148,765 333,950 312,950 347,650
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 2,500 0 0
OTHER SERVICES & CHARGES $285,055 $549,907 $499,957 $551,905
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:$391,243 $695,507 $645,369 $697,117
General Government - Legislative Services
01-102
252 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 433,083 583,770 533,495 664,935
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 132 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 26,236 36,100 32,630 41,843
625 Medicare Portion FICA 6,136 8,430 7,631 9,541
630 ICMA Retirement 25,713 34,966 32,081 40,493
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $491,300 $663,266 $605,837 $756,812
651 Office Supplies 438 650 500 500
654 Photocopy/Printing 0 525 300 525
655 Postage 8 3,900 4,400 4,400
660 Operating Supplies 1,221 600 750 750
MATERIALS & SUPPLIES $1,667 $5,675 $5,950 $6,175
702 Conference/Meeting 4,994 3,320 3,435 3,520
704 Contractual Services 97,859 47,064 35,045 33,600
706 Dues/Books/Subscriptions 956 1,200 1,310 1,310
712 Annual Appreciation Dinner 0 0 0 0
716 Legislative Membership 0 0 0 0
723 Tuition Reimbursement 0 0 0 0
728 Training 780 1,775 1,850 2,025
740 Auto Mileage Reimbursement 0 120 120 120
750 Professional Service 37,315 46,500 47,500 47,500
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
784 Jeffco Treas Collection Fees 11,434 13,000 14,000 14,000
799 Miscellaneous Services and Charges 16,737 17,844 18,052 18,802
OTHER SERVICES & CHARGES $170,074 $130,823 $121,312 $120,877
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:$663,041 $799,764 $733,099 $883,864
Administrative Services - Finance
01-103
253 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 114,906 116,611 118,182 125,332
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 6,625 7,230 7,327 7,770
625 Medicare Portion FICA 1,549 1,687 1,714 1,817
630 ICMA Retirement 6,891 6,975 7,091 7,520
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $129,972 $132,503 $134,314 $142,4391
651 Office Supplies 27 100 1,500 200
654 Photocopy/Printing 0 1,500 0 1,000
655 Postage 0 3,500 1,000 2,000
660 Operating Supplies 7,652 7,750 7,750 8,750
MATERIALS & SUPPLIES $7,679 $12,850 $10,250 $11,950
702 Conference/Meeting 2,609 5,180 2,500 4,200
704 Contractual Services 4,766 1,000 700 100,000
706 Dues/Books/Subscriptions 4,876 8,035 8,035 8,125
710 Marketing and Sponsorships 232,638 273,450 193,450 137,400
714 Legals & Publishing 0 0 0 0
718 TIF- Wheat Ridge Urban Renewal Authority 905,891 1,016,400 1,057,498 1,200,000
719 Economic Development Incentive 0 35,000 1,000 79,000
720 Economic Development - WRURA 0 300,000 300,000 0
721 NRS Implementation 279,150 280,000 140,000 253,500
728 Training 0 0 0 0
740 Auto Mileage Reimbursement 160 1,000 1,000 1,000
750 Professional Service 17,703 18,600 18,600 20,100
798 Management Contingent 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,447,792 $1,938,665 $1,722,783 $1,803,325
892 Neighborhood Revitalization 28,942 31,058 0 0
CAPITAL OUTLAY $28,942 $31,058 $0 $0
DEPARTMENT ACCOUNT TOTALS:$1,614,385 $2,115,076 $1,867,347 $1,957,714
City Manager's Office - Economic Development
01-105
254 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 397,502 476,821 475,321 412,705
604 Deferred Compensation 21,192 22,624 33,951 33,951
606 Auto Allowance 3,750 3,600 6,000 6,000
607 Cell Phone Allowance 625 600 600 600
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 20,744 22,031 24,551 20,668
625 Medicare Portion FICA 5,791 6,354 6,510 5,602
630 ICMA Retirement 11,441 12,828 15,280 11,182
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $461,044 $544,858 $562,213 $490,708
651 Office Supplies 47 100 100 100
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 13,267 88,200 78,000 0
MATERIALS & SUPPLIES $13,314 $88,300 $78,100 $100
702 Conference/Meeting 7,737 18,260 15,260 18,260
704 Contractual Services 39,030 0 0 42,900
706 Dues/Books/Subscriptions 1,015 3,010 3,010 3,020
712 Annual Appreciation Dinner 0 0 0 500
726 Recruitment & Advertising 0 0 0 0
728 Training 554 3,000 2,500 0
740 Auto Mileage Reimbursement 1,983 1,750 1,750 250
750 Professional Service 13,761 521,000 515,000 10,000
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
798 Management Contingency 17,060 100,000 75,000 75,000
799 Miscellaneous Services and Charges 39,549 49,700 37,000 0
OTHER SERVICES & CHARGES $120,690 $696,720 $649,520 $149,930
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:$595,048 $1,329,878 $1,289,833 $640,738
City Manager's Office - City Manager
01-106
255 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 0 0 0 0
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 0 0 0 0
625 Medicare Portion FICA 0 0 0 0
630 ICMA Retirement 0 0 0 0
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $0 $0 $0 $0
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0 0 0 0
704 Contractual Services 83,050 90,000 90,000 90,000
706 Dues/Books/Subscriptions 0 0 0 0
714 Legals & Publishing 0 0 0 0
721 NRS Implementation 0 0 0 0
728 Training 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 232,284 340,000 260,000 320,000
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $315,334 $430,000 $350,000 $410,000
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:$315,334 $430,000 $350,000 $410,000
General Government - City Attorney
01-107
256 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 87,863 90,941 93,412 100,000
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 4,370 500 1,000 1,000
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 5,371 5,609 5,792 6,200
625 Medicare Portion FICA 1,256 1,313 1,354 1,449
630 ICMA Retirement 5,283 5,436 5,605 6,000
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $104,144 $103,799 $107,163 $114,649
651 Office Supplies 729 1,000 1,000 1,500
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $729 $1,000 $1,000 $1,500
702 Conference/Meeting 2,743 3,000 2,500 3,500
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 615 3,200 1,500 1,500
708 Election Expense 13,068 14,000 100 20,000
714 Legals & Publishing 9,240 16,000 10,000 10,000
715 Recording Fees 3,607 3,500 3,000 3,000
721 NRS Implementation 0 0 0 0
728 Training 648 13,000 3,000 4,000
740 Auto Mileage Reimbursement 0 500 250 500
750 Professional Service 22,848 30,500 13,000 28,000
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 $52,769 $83,700 $33,350 $70,500
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:$157,643 $188,499 $141,513 $186,649
City Clerk's Office
01-108
257 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 552,411 837,241 640,000 1,032,996
604 Deferred Compensation 10,918 10,808 10,808 10,808
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 625 600 600 600
610 Overtime and Premium Pay 837 4,500 3,500 5,400
617 Temporary Personnel - Hourly 11,071 6,000 6,000 7,200
619 Temporary Personnel - Non Hourly 13,784 17,200 15,000 18,725
620 FICA Expenses Employer 33,845 55,731 46,731 65,529
625 Medicare Portion FICA 8,133 13,219 11,219 15,431
630 ICMA Retirement 22,886 43,746 34,746 52,715
640 Outside Personnel Services 35,261 46,900 32,284 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $689,771 $1,035,945 $800,888 $1,209,404
651 Office Supplies 1,130 2,800 2,000 2,250
654 Photocopy/Printing 0 500 500 500
655 Postage 0 0 0 0
660 Operating Supplies 11,537 16,700 14,000 16,700
MATERIALS & SUPPLIES $12,667 $20,000 $16,500 $19,450
702 Conference/Meeting 1,932 7,700 6,200 7,850
704 Contractual Services 3,427 1,800 1,000 1,200
706 Dues/Books/Subscriptions 1,797 2,160 2,160 2,160
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 0 750 750 1,000
732 Witness & Juror Fees 65 1,000 500 900
740 Auto Mileage Reimbursement 0 400 400 400
750 Professional Service 16,282 24,000 18,000 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 10,000 5,000 5,000
OTHER SERVICES & CHARGES $23,503 $47,810 $34,010 $39,510
802 Office Furniture & Equipment 0 3,000 3,000 2,000
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $3,000 $3,000 $2,000
DEPARTMENT ACCOUNT TOTALS:$725,941 $1,106,755 $854,398 $1,270,364
Municipal Court
01-109
258 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 305,273 319,228 300,000 447,279
604 Deferred Compensation 10,497 10,500 10,909 11,847
606 Auto Allowance 3,750 3,600 3,600 3,600
607 Cell Phone Allowance 625 600 600 600
610 Overtime and Premium Pay 0 0 500 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 18,317 20,291 18,600 26,610
625 Medicare Portion FICA 4,441 4,784 4,350 6,485
630 ICMA Retirement 9,109 10,616 9,500 16,046
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 16,000 0 0
PERSONNEL SERVICES $352,011 $385,619 $348,059 $512,467
651 Office Supplies 711 1,000 800 1,000
654 Photocopy/Printing 21 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 1,183 1,200 1,200 1,200
MATERIALS & SUPPLIES $1,915 $2,200 $2,000 $2,200
702 Conference/Meeting 3,986 4,275 4,350 8,200
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 5,492 2,599 2,584 2,884
714 Legals & Publishing 0 0 0 0
715 Recording Fees 0 0 0 0
728 Training 0 2,000 1,000 2,000
732 Witness & Juror Fees 0 0 0 0
740 Auto Mileage Reimbursement 80 200 50 200
750 Professional Service 125 1,500 0 0
755 Computer Software 0 0 0 0
759 Telephone Expense 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $9,683 $10,574 $7,984 $13,284
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:$363,609 $398,393 $358,043 $527,951
Administrative Services - Administration
01-111
259 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 362,815 426,337 377,757 461,265
604 Deferred Compensation 0 0 0 0
610 Overtime and Premium Pay 0 0 250 0
617 Temporary Personnel - Hourly 997 0 4,010 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 21,552 23,931 23,670 28,598
621 Workers' Compensation 0 0 0 0
623 Unemployment Insurance 13,397 15,000 25,000 15,000
625 Medicare Portion FICA 5,040 5,560 5,536 6,688
630 ICMA Retirement 21,518 23,135 22,665 27,675
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $425,320 $493,963 $458,888 $539,226
651 Office Supplies 1,784 2,500 1,500 500
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $1,784 $2,500 $1,500 $500
702 Conference/Meeting 519 2,300 600 2,300
704 Contractual Services 500 500 500 500
706 Dues/Books/Subscriptions 7,702 10,070 10,220 10,490
712 Employee Functions 25,570 52,000 32,000 37,000
724 Pre-Employment Physicals 36,549 55,000 37,500 40,000
726 Recruitment & Advertising 22,624 26,000 26,000 26,000
728 Training 1,476 13,020 5,000 13,200
729 Safety 20,159 21,037 19,835 22,835
731 Wellness Program 10,186 27,100 9,850 18,850
740 Auto Mileage Reimbursement 0 1,000 450 500
750 Professional Service 47,702 67,000 60,000 75,500
776 Other Equip Maintenance 0 0 0 0
797 Vacation Accrual Cash-Out 0 0 0 0
OTHER SERVICES & CHARGES $172,989 $275,027 $201,955 $247,175
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:$600,093 $771,490 $662,343 $786,901
Administrative Services - Human Resources
01-112
260 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 141,250 169,514 91,886 161,435
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 26,000 32,125 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 8,781 10,480 7,689 10,009
625 Medicare Portion FICA 2,054 2,454 1,798 2,341
630 ICMA Retirement 8,447 9,878 5,513 9,686
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $160,532 $218,326 $139,011 $183,471
651 Office Supplies 104 500 300 500
654 Photocopy/Printing 0 500 500 500
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $104 $1,000 $800 $1,000
702 Conference/Meeting 147 4,500 3,528 4,500
704 Contractual Services 41,354 43,017 36,000 43,017
706 Dues/Books/Subscriptions 8,942 8,854 8,843 8,843
714 Legals & Publishing 0 0 0 0
715 Recording Fees 0 0 0 0
728 Training 0 0 0 1,000
732 Witness & Juror Fees 0 0 0 0
740 Auto Mileage Reimbursement 299 1,000 300 750
750 Professional Service 55,181 67,300 60,138 41,600
755 Computer Software 34,278 38,345 43,962 41,462
759 Telephone Expense 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $140,201 $163,016 $152,771 $141,172
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:$300,836 $382,342 $292,582 $325,643
Administrative Services - Communications and Engagement
01-113
261 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 0 0 0 134,469
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 0 0 0 8,337
625 Medicare Portion FICA 0 0 0 1,949
630 ICMA Retirement 0 0 0 8,069
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $0 $0 $0 $152,824
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 0 0 0 88,680
MATERIALS & SUPPLIES $0 $0 $0 $88,680
702 Conference/Meeting 0 0 0 0
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
712 Annual Appreciation Dinner 0 0 0 0
726 Recruitment & Advertising 0 0 0 0
728 Training 0 0 0 2,000
740 Auto Mileage Reimbursement 0 0 0 1,500
750 Professional Service 0 0 0 0
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $0 $0 $0 $3,500
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:$0 $0 $0 $245,004
City Manager's Office - Homeless Navigation Program
01-114
262 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 127,003 152,842 154,265 172,960
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 7,665 9,508 9,564 10,723
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 1,793 2,227 2,237 2,508
630 ICMA Retirement 7,052 9,208 9,256 10,377
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $143,513 $173,785 $175,322 $196,568
651 Office Supplies 363 500 200 500
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 200 80 200
MATERIALS & SUPPLIES $363 $700 $280 $700
702 Conference/Meeting 379 4,100 1,297 4,100
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 1,065 1,600 460 1,590
712 Employee Functions 0 0 0 0
723 Tuition Reimbursement 0 0 0 0
728 Training 595 3,000 1,800 3,000
740 Auto Mileage Reimbursement 0 750 100 250
750 Professional Service 0 1,287 1,287 0
759 Telephone Expense 0 0 0
776 Other Equipment Maintenance/Repair 0 200 0 0
797 Vacation Accrual Cash-Out 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $2,039 $10,937 $4,944 $8,940
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:$145,915 $185,422 $180,546 $206,208
Administrative Services - Procurement
01-116
263 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 531,339 613,363 485,962 703,052
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 11,502 10,000 35,000 2,000
614 Standby Pay 19,658 19,500 19,500 0
617 Temporary Personnel - Hourly 0 0 9,200 0
620 FICA Expenses Employer 34,128 37,911 34,079 43,588
625 Medicare Portion FICA 7,981 8,882 7,970 9,632
630 ICMA Retirement 30,454 36,722 29,158 42,182
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $635,062 $726,378 $620,869 $800,454
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 13,923 14,050 9,300 13,500
MATERIALS & SUPPLIES $13,923 $14,050 $9,300 $13,500
702 Conference/Meeting 419 6,500 5,000 10,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 4,084 5,300 2,000 5,300
728 Training 10,155 26,500 9,000 24,500
740 Auto Mileage Reimbursement 43 900 100 900
750 Professional Service 64,642 159,070 154,570 191,000
755 Computer Software 0 0 0 0
759 Telephone Expense 387,386 307,800 330,000 309,634
774 Facility Repair & Maint 0 0 0 0
776 Other Equipment Maintenance 586,855 754,137 666,668 806,049
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,053,584 $1,260,207 $1,167,338 $1,347,383
802 Office Furniture & Equipment 30,657 17,975 9,675 15,975
803 Tools and Work Equipment 0 0 0 0
806 Computer Software 1,882 33,000 12,000 5,000
808 Capital Leases 55,946 62,000 66,200 63,200
809 Other Major Equipment 245,152 315,487 388,130 385,703
CAPITAL OUTLAY $333,636 $428,462 $476,005 $469,878
DEPARTMENT ACCOUNT TOTALS:$2,036,206 $2,429,097 $2,273,512 $2,631,215
Administrative Services - Information Technology
01-117
264 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 296,356 337,473 327,473 366,757
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 20,650 27,065 27,065 27,560
614 Standby Pay 17,026 24,973 19,973 25,243
617 Temporary Personnel - Hourly 62,102 122,283 88,200 129,844
620 FICA Expenses Employer 23,333 30,164 30,164 35,981
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 5,457 7,062 7,062 8,418
630 ICMA Retirement 17,074 20,239 20,239 22,005
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $441,999 $569,259 $520,176 $615,808
651 Office Supplies 23 300 300 500
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 45,261 88,935 83,935 79,190
MATERIALS & SUPPLIES $45,284 $89,235 $84,235 $79,690
702 Conference/Meeting 0 0 0 2,500
704 Contractual Services 63,733 104,040 104,040 137,405
706 Dues/Books/Subscriptions 0 0 0 2,000
728 Training 0 0 0 4,120
730 Uniforms & Protective Clothing 1,616 2,760 2,250 3,500
740 Mileage 0 965 400 1,000
750 Professional Services 8,073 191,535 3,000 0
758 Rentals & Leases 3,000 3,500 3,000 3,605
759 Telephone Expense 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair & Maintenance 171,420 189,382 189,382 167,450
776 Other Equipment Maintenance 21,435 25,435 25,435 15,695
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $269,277 $517,617 $327,507 $337,275
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 4,598 4,000 4,000 5,150
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 20,061 115,755 100,000 0
CAPITAL OUTLAY $24,659 $119,755 $104,000 $5,150
DEPARTMENT ACCOUNT TOTALS:$781,219 $1,295,866 $1,035,918 $1,037,923
Public Works - Facilities Maintenance
01-118
265 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 0 0 0 69,929
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 0 0 0 4,335
625 Medicare Portion FICA 0 0 0 1,013
630 ICMA Retirement 0 0 0 4,196
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $0 $0 $0 $79,473
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 0 0 0 60,655
MATERIALS & SUPPLIES $0 $0 $0 $60,655
702 Conference/Meeting 0 0 0 0
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 5,000
712 Annual Appreciation Dinner 0 0 0 0
726 Recruitment & Advertising 0 0 0 0
728 Training 0 0 0 1,500
740 Auto Mileage Reimbursement 0 0 0 750
750 Professional Service 0 0 0 50,000
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $0 $0 $0 $57,250
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:$0 $0 $0 $197,378
City Manager's Office - Sustainability
01-119
266 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 232,364 236,717 239,152 252,429
604 Deferred Compensation 12,370 12,764 12,917 12,917
606 Auto Allowance 3,750 3,600 3,600 3,600
607 Cell Phone 0 0 0 0
610 Overtime and Premium Pay 1,600 2,000 2,000 2,000
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 11,858 12,860 12,500 13,323
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 3,283 3,531 3,468 3,660
630 ICMA Retirement 3,228 3,621 3,277 4,073
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 7,000 0 0
PERSONNEL SERVICES $268,454 $282,093 $276,914 $292,002
651 Office Supplies 696 1,000 1,000 1,000
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 1,089 0 0 0
MATERIALS & SUPPLIES $1,786 $1,000 $1,000 $1,000
702 Conference/Meeting 1,632 5,500 1,000 4,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 724 1,000 1,000 1,000
712 Employee Functions 0 0 0 0
718 Ordinance Enforcement 0 0 0 0
728 Training 40 500 200 500
730 Uniforms & Protective Clothing 0 140 140 200
740 Auto Mileage Reimbursement 0 150 150 150
750 Professional Service 0 0 0 0
758 Rentals & Leases 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $2,396 $7,290 $2,490 $5,850
802 Office Furniture & Equipment 0 600 600 0
CAPITAL OUTLAY $0 $600 $600 $0
DEPARTMENT ACCOUNT TOTALS:$272,636 $290,983 $281,004 $298,852
Community Development - Administration
01-120
267 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 550,228 617,970 615,231 702,899
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 42,000 42,000 0
620 FICA Expenses Employer 33,331 40,879 37,591 43,581
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 7,795 9,530 8,792 10,192
630 ICMA Retirement 32,690 39,598 31,032 42,173
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $624,044 $749,977 $734,646 $798,845
651 Office Supplies 0 0 150 0
654 Photocopy/Printing 1,399 900 900 900
655 Postage 16,181 27,500 17,500 17,500
660 Operating Supplies 3,279 14,620 7,000 10,620
MATERIALS & SUPPLIES $20,858 $43,020 $25,550 $29,020
702 Conference/Meeting 5,681 28,500 8,500 21,700
704 Contractual Services 19,200 20,160 20,160 21,168
706 Dues/Books/Subscriptions 4,586 6,110 6,110 6,110
712 Employee Functions 0 0 0 0
728 Training 0 3,400 200 4,910
730 Uniforms & Protective Clothing 0 1,500 1,500 580
740 Auto Mileage Reimbursement 159 2,850 850 1,000
750 Professional Service 141,156 350,959 350,959 400,000
758 Rentals & Leases 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $170,782 $413,479 $388,279 $455,468
802 Office Furniture & Equipment 495 3,600 3,600 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 2,675 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $3,170 $3,600 $3,600 $0
DEPARTMENT ACCOUNT TOTALS:$818,854 $1,210,076 $1,152,075 $1,283,333
Community Development - Planning
01-121
268 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 0 0 0 0
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 0 0 0 0
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 0 0 0 0
630 ICMA Retirement 0 0 0 0
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $0 $0 $0 $0
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 608 1,750 1,000 1,750
655 Postage 0 0 0 0
660 Operating Supplies 2,365 1,000 1,000 1,000
MATERIALS & SUPPLIES $2,973 $2,750 $2,000 $2,750
702 Conference/Meeting 0 0 0 0
704 Contractual Services 2,012,664 1,958,287 2,232,820 1,290,000
706 Dues/Books/Subscriptions 0 500 500 500
718 Ordinance Enforcement 0 0 0 0
712 Employee Functions 0 0 0 0
728 Training 0 0 0 0
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair & Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $2,012,664 $1,958,787 $2,233,320 $1,290,500
802 Office Furniture & Equipment 0 2,400 2,400 600
803 Tools and Work Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $2,400 $2,400 $600
DEPARTMENT ACCOUNT TOTALS:$2,015,637 $1,963,937 $2,237,720 $1,293,850
Community Development - Building
01-122
269 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 722,519 729,869 737,173 828,944
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 0 1,000 1,000 1,000
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Non-Hourly 18,301 0 0 0
620 FICA Expenses Employer 44,290 47,408 47,875 51,393
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 10,358 11,071 11,197 12,019
630 ICMA Retirement 42,130 45,872 46,330 49,736
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $837,598 $835,220 $843,575 $943,092
651 Office Supplies 257 1,000 350 800
654 Photocopy/Printing 0 250 250 250
655 Postage 0 250 0 250
660 Operating Supplies 387 4,100 3,000 3,450
MATERIALS & SUPPLIES $644 $5,600 $3,600 $4,750
702 Conference/Meeting 744 1,500 500 1,610
704 Contractual Services 15,509 53,190 37,190 22,100
706 Dues/Books/Subscriptions 2,980 2,575 2,275 5,234
718 Ordinance Enforcement 0 0 0 0
712 Employee Functions 0 0 0 0
728 Training 375 6,675 4,500 6,225
730 Uniforms & Protective Clothing 908 600 600 1,050
740 Auto Mileage Reimbursement 0 100 0 100
750 Professional Service 250 21,500 16,500 0
760 Utilities 0 0 0 0
774 Facility Repair & Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 700 0 700
798 Management Contingency 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 500
OTHER SERVICES & CHARGES $20,767 $86,840 $61,565 $37,519
802 Office Furniture & Equipment 0 0 0 2,550
803 Tools and Work Equipment 1,849 8,700 8,290 500
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $1,849 $8,700 $8,290 $3,050
DEPARTMENT ACCOUNT TOTALS:$860,858 $936,360 $917,030 $988,411
Community Development - Engineering
01-123
270 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 489,565 557,593 675,000 717,238
605 Extra Duty Pay 136,036 152,250 136,000 93,610
607 Cell Phone Allowance 0 0 0 0
610 Overtime and Premium Pay 2,603 4,000 3,000 4,000
614 Standby Pay 0 0 0 0
617 Temp. Personnel Hourly 0 0 0 0
620 FICA Expenses Employer 4,146 8,843 12,000 15,725
625 Medicare Portion FICA 8,744 8,396 9,000 10,396
630 ICMA Retirement 4,093 7,730 12,000 15,218
633 Police Retirement 46,199 49,499 49,499 51,846
634 State Disability 15,161 12,857 12,857 13,508
642 Compensation Adjustments 0 37,500 0 0
PERSONNEL SERVICES $706,546 $838,668 $909,356 $921,541
651 Office Supplies 5,326 8,300 6,800 7,300
654 Photocopy/Printing 7,129 8,040 7,500 9,840
655 Postage 374 12 12 700
660 Operating Supplies 12,803 15,868 15,570 15,070
MATERIALS & SUPPLIES $25,632 $32,220 $29,882 $32,910
702 Conference/Meeting 25,239 33,725 15,000 36,300
704 Contractual Services 118,249 113,644 113,644 152,856
706 Dues/Books/Subscriptions 12,501 14,905 11,445 14,420
728 Training 593 0 0 0
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
741 Uniform Allowance 29,846 34,600 32,600 37,200
750 Professional Service 949,394 1,064,818 994,818 1,159,460
755 Computer Software 0 0 0 0
776 Other Equipment Maintenace 772 6,000 1,000 3,000
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,136,595 1,267,692.00 $1,168,507 $1,403,236
802 Office Furniture & Equipment 0 4,100 2,100 5,200
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $4,100 $2,100 $5,200
DEPARTMENT ACCOUNT TOTALS:$1,868,773 $2,142,680 $2,109,845 $2,362,887
Police - Administration
01-201
271 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 49,749 82,452 60,000 100,000
605 Extra Duty Pay 0 0 0 0
610 Overtime and Premium Pay 21,543 70,538 40,000 73,138
614 Standby Pay 0 0 0 0
618 Court Pay 0 0 0 0
620 FICA Expenses Employer 0 0 0 0
625 Medicare Portion FICA 930 1,237 1,200 1,450
630 ICMA Retirement 0 0 0 0
633 Police Retirement 6,763 9,786 9,500 11,015
634 State Disability 1,605 2,553 1,500 2,874
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $80,589 $166,566 $112,200 $188,477
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0 0 0 0
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 3,000 3,000 3,000
730 Uniforms and Protective Clothing 7,513 10,000 16,000 10,000
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 6,720 0 5,000 11,157
755 Computer Software 0 0 0 0
758 Rentals and Leases 800 3,200 4,800 4,800
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $15,033 $16,200 $28,800 $28,957
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 66,000 0 0 0
CAPITAL OUTLAY $66,000 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$161,623 $182,766 $141,000 $217,434
Police - Grants
01-202
272 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 134,838 137,509 137,509 158,636
605 Extra Duty Pay 0 0 0 0
610 Overtime and Premium Pay 3,330 1,200 4,000 1,800
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 31,892 28,080 26,000 46,800
618 Court Pay 0 250 100 250
620 FICA Expenses Employer 10,138 10,266 10,266 12,737
625 Medicare Portion FICA 2,371 2,400 2,400 2,979
630 ICMA Retirement 8,058 8,251 8,251 9,517
633 Police Retirement 0 0 0 0
634 State Disability Insurance 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $190,626 $187,956 $188,526 $232,719
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 274 675 675 675
MATERIALS & SUPPLIES $274 $675 $675 $675
702 Conference/Meeting 100 100 50 100
704 Contractual Services 5,305 11,500 4,500 10,000
706 Dues/Books/Subscriptions 0 0 0 0
720 Veterinary Services 0 1,000 500 1,000
721 Jeffco Animal Shelter 83,336 95,722 81,553 89,684
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
755 Computer Software 0 0 0 0
776 Other Equipment Maintenace 0 0 0 0
799 Miscellaneous Services and Charges 0 20,000 0 40,000
OTHER SERVICES & CHARGES $88,741 $128,322 $86,603 $140,784
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$279,641 $316,953 $275,804 $374,178
Police - Community Services Team
01-203
273 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 217,450 288,563 125,000 292,767
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 8,870 11,800 7,000 15,500
617 Temporary Personnel - Hourly 0 0 0 0
618 Court Pay 0 500 250 500
620 FICA Expenses Employer 0 0 0 0
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 3,233 3,226 1,500 4,244
630 ICMA Retirement 49 0 0 0
633 Police Retirement 22,767 33,182 15,000 33,667
634 State Disability 4,037 5,971 5,971 8,783
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $256,406 $343,242 $154,721 $355,461
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0 0 0 0
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
776 Other Equipment Maintenace 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $0 $0 $0 $0
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$256,406 $343,242 $154,721 $355,461
Police - Crime Prevention Team (SRO)
01-205
274 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 326,115 446,148 258,251 435,306
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 3,691 8,820 8,820 7,560
617 Temporary Personnel - Hourly 0 0 0 0
618 Court Pay 0 0 0 0
620 FICA Expenses Employer 19,491 27,641 20,000 26,987
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 4,558 6,464 5,000 6,311
630 ICMA Retirement 19,347 26,769 15,000 26,117
633 Police Retirement 0 0 0 0
634 State Disability Insurance 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $373,203 $515,842 $307,071 $502,281
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 290 290 1,075
MATERIALS & SUPPLIES $0 $290 $290 $1,075
702 Conference/Meeting 0 0 0 0
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
776 Other Equipment Maintenace 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $0 $0 $0 $0
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$373,203 $516,132 $307,361 $503,356
Police - Records Team
01-206
275 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 81,557 84,620 84,620 93,640
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
618 Court Pay 0 0 0 0
620 FICA Expenses Employer 5,079 5,239 5,302 5,805
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 1,188 1,225 1,240 1,357
630 ICMA Retirement 4,864 5,075 5,131 5,618
633 Police Retirement 0 0 0 0
634 State Disability Insurance 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $92,689 $96,159 $96,293 $106,420
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
657 Range Supplies 37,336 74,283 74,283 68,331
660 Operating Supplies 0 2,500 2,500 500
MATERIALS & SUPPLIES $37,336 $76,783 $76,783 $68,831
702 Conference/Meeting 9,475 29,360 27,300 41,800
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 76,700 139,500 124,500 116,500
730 Uniforms and Protective Clothing 56,321 72,000 57,000 71,500
740 Auto Mileage Reimbursement 0 400 200 400
750 Professional Service 5,979 18,150 18,150 19,200
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
776 Other Equipment Maintenace 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $148,475 $259,410 $227,150 $249,400
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:$278,499 $432,352 $400,226 $424,651
Police - Accreditation & Training
01-207
276 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 4,565,753 4,718,423 4,350,000 4,990,877
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 231,043 264,000 264,000 264,000
614 Standby Pay 5,251 10,000 6,000 6,000
618 Court Pay 14,603 20,190 12,000 20,190
620 FICA Expenses Employer 9,325 0 12,000 6,066
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 65,433 66,065 66,065 70,949
630 ICMA Retirement 8,875 0 12,000 5,870
633 Police Retirement 479,432 516,516 516,516 562,698
634 State Disability Insurance 118,079 125,082 125,082 128,851
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $5,497,794 $5,720,276 $5,363,663 $6,055,501
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
657 Range Supplies 0 0 0 0
660 Operating Supplies 23,636 29,050 29,050 43,700
MATERIALS & SUPPLIES $23,636 $29,050 $29,050 $43,700
702 Conference/Meeting 1,107 1,010 500 1,010
704 Contractual Services 86,880 138,000 175,538 124,760
706 Dues, Books and Subscriptions 0 0 0 0
727 Expense Reimbursement 0 500 250 500
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 8,083 10,500 10,500 11,500
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 4,567 8,080 8,080 8,080
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
776 Other Equipment Maintenace 18,302 21,140 10,000 22,540
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $118,939 $179,230 $204,868 $168,390
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 959 17,255 17,255 16,850
809 Other Major Equipment 1,999 16,817 16,817 53,100
CAPITAL OUTLAY $2,958 $34,072 $34,072 $69,950
DEPARTMENT ACCOUNT TOTALS:$5,643,327 $5,962,628 $5,631,653 $6,337,541
Police - Patrol Operations
01-211
277 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 1,948,595 2,064,317 2,064,317 2,260,608
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 105,046 175,392 125,392 181,632
614 Standby Pay 46,745 61,740 43,240 61,740
617 Temp Personnel-Hourly 0 0 0 0
618 Court Pay 2,948 6,000 3,750 6,000
620 FICA Expenses Employer 18,068 19,103 15,000 20,883
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 27,593 28,715 22,000 32,777
630 ICMA Retirement 18,007 18,506 12,000 19,217
633 Police Retirement 180,216 201,174 175,000 221,233
634 State Disability Insurance 39,512 43,752 38,000 48,380
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $2,386,731 $2,618,699 $2,498,699 $2,852,470
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 13,421 12,950 12,950 17,255
MATERIALS & SUPPLIES $13,421 $12,950 $12,950 $17,255
702 Conference/Meeting 44 650 550 1,000
704 Contractual Services 147,672 167,890 167,890 199,847
706 Dues/Books/Subscriptions 0 0 0 0
727 Expense Reimbursement 377 3,000 1,770 3,000
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 1,054 2,000 1,160 2,000
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 6,011 7,406 7,406 10,561
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 500 250 500
776 Other Equipment Maintenace 198 400 300 400
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $155,356 $181,846 $179,326 $217,308
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 23,234 0 0 0
CAPITAL OUTLAY $23,234 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$2,578,742 $2,813,495 $2,690,975 $3,087,033
Police - Investigations Bureau
01-212
278 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 422,341 451,409 280,000 437,813
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 26,243 16,820 30,000 19,916
614 Standby 0 22,395 15,000 22,395
618 Court Pay 0 1,500 750 1,500
620 FICA Expenses Employer 0 0 0 0
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 6,157 6,503 6,503 6,347
630 ICMA Retirement 0 0 0 0
633 Police Retirement 45,881 51,816 31,816 50,347
634 State Disability Insurance 9,554 10,499 10,499 10,345
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $510,176 $560,942 $374,568 $548,663
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 398 500 250 500
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 2,684 7,600 3,800 3,820
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
776 Other Equipment Maintenace 54 1,200 600 1,200
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $3,136 $9,300 $4,650 $5,520
802 Office Furniture & Equipment 0 0 0 0
809 Other Major Equipment 7,340 1,250 600 1,250
CAPITAL OUTLAY $7,340 $1,250 $600 $1,250
DEPARTMENT ACCOUNT TOTALS:$520,652 $571,492 $379,818 $555,433
Police - Crash & Traffic Team
01-213
279 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 1,455,246 1,615,558 1,497,968 1,918,740
604 Deferred Compensation 10,409 10,036 7,325 10,465
606 Auto Allowance 3,750 3,600 2,700 3,600
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 34,752 50,000 50,000 55,000
614 Standby Pay 16,595 17,500 17,500 20,000
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 90,078 102,069 92,766 118,805
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 21,067 23,946 21,721 27,820
630 ICMA Retirement 77,765 90,301 85,195 106,153
642 Compensation Adjustments 0 23,000 0 0
PERSONNEL SERVICES $1,709,663 $1,936,010 $1,775,175 $2,260,583
651 Office Supplies 469 500 500 1,000
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 229,933 250,000 231,692 237,900
661 Oil & Gas - Shops 214,436 246,850 219,750 261,500
662 Vehicle & Equipment Maintenance 64,211 68,500 71,500 81,250
663 Hazardous Waste Disposal 1,212 1,500 1,500 2,680
665 Special Equipment 0 0 0 0
MATERIALS & SUPPLIES $510,261 $567,350 $524,942 $584,330
702 Conference/Meeting 0 500 500 6,500
704 Contractual Services 213,835 293,886 262,000 280,200
706 Dues/Books/Subscriptions 1,118 2,000 2,895 4,600
728 Training 2,326 6,000 7,000 14,000
730 Uniforms & Protective Clothing 13,126 14,000 15,000 21,650
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 0 14,779 0 105,000
758 Rentals and Leases 0 0 0 0
760 Utilities 1,822 2,500 1,500 2,500
761 Street Lighting 0 0 0 0
774 Facility Repair & Maintenance 14,424 39,676 24,000 19,000
776 Other Equipment Maintenance 0 0 0 0
OTHER SERVICES & CHARGES $246,652 $373,341 $312,895 $453,450
802 Office Furniture and Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
807 Fleet Replacement 583,763 1,343,795 1,343,795 935,000
809 Other Major Equipment 46,574 66,110 43,956 48,000
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $630,337 $1,409,905 $1,387,751 $983,000
DEPARTMENT ACCOUNT TOTALS:$3,096,913 $4,286,606 $4,000,763 $4,281,363
Public Works - Operations
01-303
280 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 211,063 216,866 216,866 238,227
604 Deferred Compensation 10,304 10,585 10,585 10,700
606 Auto Allowance 3,750 3,600 3,600 3,600
607 Cell Phone Allowance 625 600 600 600
610 Overtime and Premium Pay 0 0 0 0
617 Temporary Personnel - Hourly 0 0 0 0
619 Temporary Personnel - Non Hourly 0 0 0 0
620 FICA Expenses Employer 12,688 15,180 13,446 14,406
625 Medicare Portion FICA 3,045 3,588 3,145 5,270
630 ICMA Retirement 3,809 5,749 5,749 5,121
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 62,000 20,000 7,000
PERSONNEL SERVICES $245,283 $318,168 $273,991 $284,924
651 Office Supplies 4,664 4,500 4,000 4,500
654 Photocopy/Printing 0 400 0 400
655 Postage 48 400 0 400
660 Operating Supplies 961 3,450 1,500 2,050
MATERIALS & SUPPLIES $5,673 $8,750 $5,500 $7,350
702 Conference/Meeting 6,856 1,705 1,550 6,405
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 2,846 1,299 1,000 5,709
728 Training 4,301 4,000 2,500 4,000
730 Uniforms & Protective Clothing 0 150 0 150
740 Auto Mileage Reimbursement 0 350 200 350
750 Professional Service 14,425 24,500 23,000 16,000
755 Computer Software 2,701 8,588 3,063 1,800
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 and Charges 0 0 0 0
OTHER SERVICES & CHARGES $31,129 $40,592 $31,313 $34,414
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:$282,085 $367,510 $310,804 $326,688
Parks and Recreation - Administration
01-601
281 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 155,870 216,712 216,712 309,628
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 0 0
617 Temporary Personnel - Hourly 51,400 22,478 22,000 23,712
620 FICA Expenses Employer 12,300 14,876 14,800 20,577
625 Medicare Portion FICA 2,877 3,468 3,461 4,812
630 ICMA Retirement 9,242 13,003 13,003 23,457
640 Outside Personnel Services 300 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $231,989 $270,537 $269,976 $382,186
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 10,795 25,820 25,820 31,202
655 Postage 6,000 9,975 13,796 15,164
660 Operating Supplies 14,624 45,186 45,186 36,700
MATERIALS & SUPPLIES $31,419 $80,981 $84,802 $83,066
702 Conference/Meeting 446 1,770 1,431 4,670
704 Contractual Services 2,417 2,517 2,442 67,011
706 Dues/Books/Subscriptions 2,180 4,365 3,273 4,585
728 Training 358 4,200 200 4,200
730 Uniforms & Protective Clothing 0 1,000 1,000 2,000
740 Auto Mileage Reimbursement 369 901 820 878
750 Professional Service 600 2,500 2,000 2,000
755 Computer Software 883 930 340 9,590
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 $7,254 $18,183 $11,506 $94,934
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:$270,661 $369,701 $366,284 $560,186
Parks and Recreation - Recreation
01-602
282 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 677,434 675,145 599,819 778,968
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 19,549 14,684 11,700 16,360
614 Standby Pay 5,835 8,900 7,261 7,987
617 Temporary Personnel - Hourly 93,060 120,000 100,000 256,359
620 FICA Expenses Employer 48,057 50,173 37,189 75,369
625 Medicare Portion FICA 11,239 11,726 8,697 18,550
630 ICMA Retirement 38,712 40,469 35,989 46,748
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $893,887 $921,097 $800,655 $1,200,341
651 Office Supplies 1,379 2,000 1,000 1,500
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 53,340 76,350 77,297 75,700
663 Hazardous Waste Disposal 0 100 50 100
MATERIALS & SUPPLIES $54,719 $78,450 $78,347 $77,300
702 Conference/Meeting 987 1,500 800 8,500
704 Contractual Services 95,500 138,861 125,000 141,500
706 Dues, Books, Subscriptions 150 4,475 2,950 4,300
728 Training 6,439 6,500 6,500 7,500
730 Uniforms & Protective Clothing 14,926 17,800 14,500 21,055
740 Auto Mileage Reimbursement 0 600 0 300
750 Professional Service 4,280 22,158 19,608 21,500
755 Computer Software 864 1,259 927 1,000
758 Rentals and Leases 250 4,000 0 1,000
760 Utilities 13,573 10,000 5,800 4,500
774 Facility Repair and Maintenance 79,895 165,850 131,000 200,000
776 Other Equipment Maintenance 21,592 20,896 19,870 17,000
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $238,455 $393,899 $326,955 $428,155
800 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 212,304 206,000 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $212,304 $206,000 $0
DEPARTMENT ACCOUNT TOTALS:$1,187,061 $1,605,750 $1,411,957 $1,705,796
Parks and Recreation - Parks Maintenance
01-603
283 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 186,721 233,512 179,733 251,448
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 5,362 10,035 9,273 10,816
614 Standby Pay 772 2,900 3,332 3,465
617 Temporary Personnel - Hourly 10,848 106,305 26,305 0
620 FICA Expenses Employer 12,341 21,866 15,573 16,397
625 Medicare Portion FICA 2,886 5,110 3,680 4,128
630 ICMA Retirement 10,827 14,011 10,762 16,230
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $229,756 $393,739 $248,658 $302,484
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 53 0 0 300
660 Operating Supplies 36,909 73,100 64,133 82,994
663 Hazard Waste Disposal 0 300 0 0
MATERIALS & SUPPLIES $36,962 $73,400 $64,133 $83,294
702 Conference/Meeting 0 530 0 1,050
704 Contractual Services 14,016 147,800 68,808 142,508
706 Dues/Books/Subscriptions 1,423 2,260 1,844 3,221
728 Training 1,848 6,000 2,000 7,190
730 Uniforms & Protective Clothing 3,341 6,150 5,360 8,550
740 Auto Mileage Reimbursement 0 0 0 150
750 Professional Service 125 2,600 0 1,600
755 Computer Software 2,500 4,575 2,500 2,500
758 Rentals and Leases 2,492 6,710 3,600 4,000
760 Utilities 59 0 0 0
774 Facility Repair and Maintenance 0 85,000 54,000 14,000
776 Other Equipment Maintenance 2,186 8,400 7,000 8,500
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $27,990 $270,025 $145,112 $193,269
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 23,553 23,553 12,000
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $23,553 $23,553 $12,000
DEPARTMENT ACCOUNT TOTALS:$294,708 $760,717 $481,456 $591,047
Parks and Recreation - Forestry
01-604
284 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 674 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 52,326 36,000 36,000 0
620 FICA Expenses Employer 3,286 2,232 2,262 0
625 Medicare Portion FICA 768 522 529 0
630 ICMA Retirement 0 0 0 0
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $57,054 $38,754 $38,791 $0
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 1,517 1,500 0 500
655 Postage 0 0 0 0
660 Operating Supplies 12,190 17,800 17,450 22,700
663 Hazardous Waste Disposal 0 500 0 0
MATERIALS & SUPPLIES $13,707 $19,800 $17,450 $23,200
702 Conference/Meeting 150 2,200 350 1,500
704 Contractual Services 26,345 53,847 43,195 50,100
706 Dues/Books/Subscriptions 185 255 200 155
728 Training 1,935 3,800 3,000 5,500
730 Uniforms & Protective Clothing 2,894 2,675 2,750 4,975
740 Auto Mileage Reimbursement 0 300 0 150
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
758 Rentals and Leases 3,174 6,900 2,900 3,000
760 Utilities 0 0 0 0
774 Facility Repair and Maintenance 6,691 25,050 18,000 51,000
776 Other Equipment Maintenance 702 3,000 3,000 10,000
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $42,077 $98,027 $73,395 $126,380
800 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 12,450 12,450 25,000
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $12,450 $12,450 $25,000
DEPARTMENT ACCOUNT TOTALS:$112,838 $169,031 $142,086 $174,580
Parks and Recreation - Natural Resources
01-605
285 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
620 FICA Expenses Employer 0 0 0 0
621 Workers' Compensation 318,450 325,000 282,202 296,312
623 Unemployment Insurance 0 0 0 0
624 Work Comp Deductible 42,120 40,000 50,000 50,000
625 Medicare Portion FICA 0 0 0 0
626 Medical 2,142,617 2,281,851 1,984,115 2,325,000
627 Dental 105,094 105,000 95,000 100,000
628 LTD/STD 70,219 71,000 65,000 71,000
629 Life/ADD/DEP 37,355 37,000 32,000 35,000
PERSONNEL SERVICES $2,715,856 $2,859,851 $2,508,317 $2,877,312
651 Office Supplies 0 0 0 0
653 Postage 18,923 20,000 20,000 22,000
654 Photocopy/Printing 14,003 15,000 15,000 15,000
660 Operating Supplies 1,383 2,300 1,200 2,300
MATERIALS & SUPPLIES $34,309 $37,300 $36,200 $39,300
704 Contractual Services 181,791 195,000 242,742 430,000
750 Professional Services 53,445 0 0 0
758 Rentals & Leases 5,566 5,520 5,520 175,020
759 Telephone Expense 0 0 0 0
760 Xcel - Electric/Gas 448,914 393,053 442,453 452,850
761 Xcel - Street Lights 645,538 600,000 688,201 747,258
762 Water/Sewer 311,375 365,791 363,507 338,587
763 Symmetry - Natural Gas 56,351 111,300 76,846 66,793
774 Facility Repair/Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
777 COVID-19 238,620 380,633 183,803 53,644
781 Personal & Property Liability 344,613 373,099 373,000 409,534
782 Uninsured Losses 44,763 100,000 100,000 100,000
783 Hail Storm Losses 0 0 0 0
797 Bonus Pay Incentive 0 0 0 0
799 Misc. Services & Charges 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $2,330,975 $2,524,396 $2,476,072 $2,773,686
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 47,256 50,474 50,474 53,496
902 Debt Service Interest 32,911 29,694 29,693 26,671
903 Finance Origination Fees 0 0 0 0
904 Lease Payment 0 0 0 0
DEBT SERVICE $80,167 $80,168 $80,167 $80,167
DEPARTMENT ACCOUNT TOTALS:$5,161,308 $5,501,715 $5,100,756 $5,770,465
General Government - Central Charges
01-610
286 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 22,549 23,655 22,889 26,819
610 Overtime and Premium Pay 0 804 804 804
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 44,928 49,887 49,453 57,330
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 4,124 4,760 4,535 4,968
622 MEDICAL/DENTAL INSURANCE 0 0 0 0
625 Medicare Portion FICA 965 1,114 1,061 1,162
630 ICMA Retirement 1,343 1,621 1,373 1,609
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $73,909 $81,841 $80,115 $92,692
651 Office Supplies 168 200 200 500
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 1,154 3,965 2,508 5,600
MATERIALS & SUPPLIES $1,322 $4,165 $2,708 $6,100
702 Conference/Meeting 0 0 0 0
704 Contractual Services 558 1,488 805 0
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 54 120 120 800
730 Uniforms & Protective Clothing 0 350 0 700
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 $612 $1,958 $925 $1,500
800 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$75,843 $87,964 $83,748 $100,292
Parks and Recreation - Anderson Building
01-620
287 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 137,358 140,362 128,415 151,765
610 Overtime and Premium Pay 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 12,538 33,950 31,432 44,315
619 Temporary Personnel - Non-Hourly 4,653 0 0 0
620 FICA Expenses Employer 9,022 10,868 9,911 11,756
625 Medicare Portion FICA 2,109 2,542 2,318 2,749
630 ICMA Retirement 8,133 8,421 7,705 9,106
640 Outside Personnel Services 3,292 13,933 13,933 16,375
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $177,105 $210,076 $193,714 $236,066
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 20,167 20,598 19,913 18,582
MATERIALS & SUPPLIES $20,167 $20,598 $19,913 $18,582
702 Conference/Meeting 0 2,130 2,130 2,130
704 Contractual Services 2,084 2,940 2,940 0
706 Dues/Books/Subscriptions 0 330 330 0
728 Training 251 200 550 600
730 Uniforms & Protective Clothing 0 525 525 950
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 $2,335 $6,125 $6,475 $3,680
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:$199,607 $236,799 $220,102 $258,328
Parks and Recreation - Athletics
01-621
288 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 156,434 160,331 160,331 171,342
610 Overtime and Premium Pay 0 236 236 338
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 61,188 99,605 99,113 110,742
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Employer Expenses 12,613 16,204 16,100 22,263
622 Medical/Dental Insurance 0 0 0 0
625 Medicare Portion FICA 2,950 3,784 3,765 4,225
630 ICMA Retirement 9,352 9,626 9,620 8,210
640 Outside Personnel Services 15,105 25,208 25,200 27,990
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $257,642 $314,994 $314,365 $345,110
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 15,931 43,917 43,882 56,384
MATERIALS & SUPPLIES $15,931 $43,917 $43,882 $56,384
702 Conference/Meeting 0 1,770 1,770 2,170
704 Contractual Services 4,838 7,543 7,543 0
706 Dues/Books/Subscriptions 0 275 220 0
728 Training 1,532 1,035 1,140 1,810
730 Uniforms & Protective Clothing 1,195 1,500 1,500 1,500
740 Auto Mileage Reimbursement 0 100 0 100
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
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 $7,565 $12,223 $12,173 $5,580
800 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$281,137 $371,134 $370,420 $407,074
Parks and Recreation - General Programs
01-622
289 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 21,763 22,226 22,226 25,194
610 Overtime and Premium Pay 1,149 5,000 2,900 3,099
614 Standby Pay 60 100 100 200
617 Temporary Personnel - Hourly 102,254 172,000 127,000 143,715
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Employer Expenses 7,770 12,358 12,358 14,090
622 Medical/Dental Insurance 0 0 0 0
625 Medicare Portion FICA 1,817 2,890 2,890 3,295
630 ICMA Retirement 1,294 1,334 1,334 1,512
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $136,108 $215,908 $168,808 $191,105
651 Office Supplies 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 43,328 60,000 50,000 63,225
663 Hazardous Waste Disposal 0 1,800 0 0
MATERIALS & SUPPLIES $43,328 $61,800 $50,000 $63,225
702 Conference/Meeting 0 0 0 0
704 Contractual Services 2,048 5,300 5,000 4,500
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 955 2,900 1,307 850
730 Uniforms & Protective Clothing 1,344 1,530 2,500 2,075
740 Auto Mileage Reimbursement 0 300 0 300
750 Professional Service 0 0 0 0
758 Rentals and Leases 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair and Maintenance 20,699 18,500 17,200 35,800
776 Other Equipment Maintenance 0 0 0 0
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $25,045 $28,530 $26,007 $43,525
800 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 10,000 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $10,000 $0 $0
DEPARTMENT ACCOUNT TOTALS:$204,481 $316,238 $244,815 $297,855
Parks and Recreation - Outdoor Pool
01-623
290 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 237,883 262,637 262,637 297,204
610 Overtime and Premium Pay 72 5 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 44,649 61,039 66,152 85,016
619 Temporary Personnel - Non-Hourly 11,441 773 0 0
620 FICA Employer Expenses 17,671 20,110 20,110 23,850
622 Medical/Dental Insurance 0 0 0 0
625 Medicare Portion FICA 4,133 4,688 4,688 5,578
630 ICMA Retirement 14,466 15,728 15,728 17,831
640 Outside Personnel Services 4,235 19,744 16,575 27,988
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $334,550 $384,724 $385,890 $457,467
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 45 1,000 300 5,000
655 Postage Costs 509 2,032 750 4,007
660 Operating Supplies 14,735 43,638 32,755 47,011
MATERIALS & SUPPLIES $15,289 $46,670 $33,805 $56,018
702 Conference/Meeting 0 1,930 1,030 2,897
704 Contractual Services 4,416 5,468 5,468 1,480
706 Dues/Books/Subscriptions 0 608 1,270 940
728 Training 979 1,770 1,420 1,770
730 Uniforms & Protective Clothing 0 560 550 1,000
740 Auto Mileage Reimbursement 0 108 50 100
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair and Maintenance 0 0 0 0
776 Other Equipment Maintenance 995 1,000 1,000 3,000
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $6,390 $11,444 $10,788 $11,187
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$356,229 $442,838 $430,483 $524,672
Parks and Recreation - Active Adult Center
01-624
291 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 0 0 0 0
610 Overtime and Premium Pay 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 13,295 16,375 16,375 16,535
617 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Employer Expenses 837 1,033 1,015 1,025
622 Medical/Dental Insurance 0 0 0 0
625 Medicare Portion FICA 196 119 237 240
630 ICMA Retirement 0 0 0 0
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $14,328 $17,527 $17,627 $17,800
651 Office Supplies 1,497 275 275 1,400
654 Photocopy/Printing 2,142 1,500 1,500 5,700
655 Postage Costs 247 300 400 350
660 Operating Supplies 4,833 3,250 3,250 5,550
MATERIALS & SUPPLIES $8,718 $5,325 $5,425 $13,000
702 Conference/Meeting 0 0 0 0
704 Contractual Services 19,929 46,750 47,148 28,855
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 688 750 750 1,250
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 822 700 700 1,000
755 Computer Software 0 700 700 800
758 Rentals and Leases 1,066 1,600 1,600 2,280
760 Utilities 377 48 0 48
774 Facility Repair and Maintenance 820 500 0 500
776 Other Equipment Maintenance 0 427 0 800
799 Miscellaneous Services & Charges 0 0 0 1,000
OTHER SERVICES & CHARGES $23,701 $51,475 $50,898 $36,533
800 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$46,747 $74,327 $73,950 $67,333
Parks and Recreation - Historic Buildings
01-625
292 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 236,822 234,438 231,555 294,223
610 Overtime and Premium Pay 923 3,600 3,600 4,397
614 Standby Pay 2,033 2,444 1,917 2,496
617 Temporary Personnel - Hourly 222,454 233,646 236,439 290,302
620 FICA Employer Expenses 28,354 30,200 29,358 37,875
622 Medical/Dental Insurance 0 0 0 0
625 Medicare Portion FICA 6,631 7,047 6,866 8,559
630 ICMA Retirement 14,627 14,430 13,893 17,684
640 Outside Personnel Services 0 0 0 0
642 Compensation Adjustments 0 0 0 0
PERSONNEL SERVICES $511,844 $525,805 $523,628 $655,536
651 Office Supplies 0 700 675 700
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 660 75 100
660 Operating Supplies 22,734 40,160 29,400 35,710
663 Hazardous Waste Disposal 0 0 0 0
MATERIALS & SUPPLIES $22,734 $41,520 $30,150 $36,510
702 Conference/Meeting 0 2,655 1,769 2,170
704 Contractual Services 28,440 39,705 39,705 7,319
706 Dues/Books/Subscriptions 0 530 530 200
728 Training 1,105 1,400 1,380 3,100
730 Uniforms & Protective Clothing 3,640 5,705 5,370 5,705
740 Auto Mileage Reimbursement 446 543 543 663
750 Professional Service 0 6,240 0 0
755 Computer Software 2,109 2,879 2,870 800
758 Rentals and Leases 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair and Maintenance 6,405 0 0 0
776 Other Equipment Maintenance 19 0 0 0
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $42,164 $59,657 $52,167 $19,957
802 Office Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$576,743 $626,982 $605,945 $712,003
Recreation Center - Facilities
01-626
293 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 203,576 207,188 207,188 477,129
610 Overtime and Premium Pay 12,417 15,890 15,890 16,400
614 Standby Pay 834 1,560 1,087 1,360
617 Temporary Personnel - Hourly 401,421 499,560 399,560 346,761
619 Temporary Personnel - Non Hourly 3,524 0 0 0
620 FICA Employer Expenses 38,385 44,871 44,871 65,012
622 Medical/Dental Insurance 0 0 0 0
625 Medicare Portion FICA 8,977 10,494 10,494 15,206
630 ICMA Retirement 12,098 12,411 12,431 28,627
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $681,232 $791,974 $691,521 $950,495
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 51,416 74,723 65,000 70,790
663 Hazardous Waste Disposal 0 0 0 2,800
MATERIALS & SUPPLIES $51,416 $74,723 $65,000 $73,590
702 Conference/Meeting 0 1,930 1,880 3,480
704 Contractual Services 3,758 12,257 12,000 5,100
706 Dues/Books/Subscriptions 0 440 440 0
728 Training 1,550 7,140 1,786 7,500
730 Uniforms & Protective Clothing 3,576 5,539 4,600 4,980
740 Auto Mileage Reimbursement 0 0 0 300
755 Computer Software 0 2,964 2,964 2,400
758 Rentals and Leases 0 0 0 0
760 Utilities 0 0 0 0
774 Facility Repair and Maintenance 16,969 22,653 20,000 33,610
776 Other Equipment Maintenance 0 0 0 0
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $25,853 $52,923 $43,670 $57,370
802 Office Equipment 0 0 0 0
809 Other Major Equipment 0 0 0 0
812 Building Improvements 0 0 0 0
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$758,500 $919,620 $800,191 $1,081,455
Recreation Center - Aquatics
01-627
294 2023 Adopted Budget
Account Name/Detailed Explanation
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
602 Staff Salaries & Wages 47,115 48,319 48,246 57,903
610 Overtime and Premium Pay 0 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 119,436 139,604 139,400 161,347
619 Temporary Personnel - Non-Hourly 82,642 0 0 0
620 FICA Employer Expenses 15,449 13,519 11,634 13,913
622 Medical/Dental Insurance 0 0 0 0
625 Medicare Portion FICA 3,613 3,158 2,721 3,253
630 ICMA Retirement 2,816 2,899 2,895 3,474
640 Outside Personnel Services 120 99,020 82,629 88,980
PERSONNEL SERVICES $271,192 $306,519 $287,525 $328,870
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 50 50 50
660 Operating Supplies 4,594 11,150 10,700 11,200
MATERIALS & SUPPLIES $4,594 $11,200 $10,750 $11,250
702 Conference/Meeting 0 885 855 1,085
704 Contractual Services 3,666 6,000 4,800 0
706 Dues/Books/Subscriptions 0 110 110 0
728 Training 1,458 2,300 1,050 4,950
730 Uniforms & Protective Clothing 0 350 0 350
740 Auto Mileage Reimbursement 0 87 75 87
755 Computer Software 0 894 309 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 $5,124 $10,626 $7,199 $6,472
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:$280,910 $328,345 $305,474 $346,592
Recreation Center - Fitness
01-628
295 2023 Adopted Budget
Public Art Fund Long-term Financial Plan
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
2026
Proposed
Budget
2027
Proposed
Budget
2028
Proposed
Budget
12-580-00-589
BEGINNING FUND
BALANCE $84,906 $185,313 $177,903 $286,303 $315,603 $327,728 $339,853 $351,978 $364,103
PRIVATE DEVELOPMENT REVENUES
12-500-02-505 Building Use Tax $48,367 $50,000 $80,000 $20,000 $8,500 $8,500 $8,500 $8,500 $8,500
12-510-00-516 Building Permits $13,201 $14,000 $17,000 $6,000 $2,000 $2,000 $2,000 $2,000 $2,000
12-550-05-551 Plan Review Fees $6,358 $7,000 $11,000 $3,000 $1,300 $1,300 $1,300 $1,300 $1,300
12-550-06-551 Development Review Fees $585 $150 $100 $100 $125 $125 $125 $125 $125
12-580-00-581 Interest $44 $100 $300 $200 $200 $200 $200 $200 $200
TOTAL REVENUES $68,555 $71,250 $108,400 $29,300 $12,125 $12,125 $12,125 $12,125 $12,125
TOTAL AVAILABLE FUNDS $153,461 $256,563 $286,303 $315,603 $327,728 $339,853 $351,978 $364,103 $376,228
EXPENDITURES - ART ACQUISITIONS
12-601-800-809 Anderson Park $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $0 $0 $0 $0 $0 $0 $0 $0 $0
ENDING FUND BALANCE $153,461 $256,563 $286,303 $315,603 $327,728 $339,853 $351,978 $364,103 $376,228
12-580-01-589
BEGINNING FUND
BALANCE $192,410 $192,410 $216,853 $398,853 $31,853 $31,853 $31,853 $31,853 $31,853
PUBLIC DEVELOPMENT REVENUES
12-580-00-582 Tabor Street Reconstruction $0 $0 $0 $0 $0 $0 $0 $0 $0
32nd & Xenon Traffic Signal $0 $0 $0 $0 $0 $0 $0 $0 $0
Clear Creek Crossing $24,443 $0 $0 $0 $0 $0 $0 $0 $0
Wadsworth Widening $0 $427,283 $367,000 $100,000 $0 $0 $0 $0 $0
Ward TOD - URA Bond $0 $0 $0 $0 $169,000 $0 $0 $0 $0
Kipling Corridor - URA Bond $0 $0 $0 $12,000 $0 $50,000 $0 $0 $0
Green at 38 $0 $0 $0 $34,000 $0 $0 $0 $0 $0
Applewood - URA Bond $0 $0 $0 $0 $44,000 $0 $0 $0 $0
35th Avenue Bike Lanes $0 $0 $0 $5,000 $0 $0 $0 $0 $0
TOTAL REVENUES $24,443 $427,283 $367,000 $151,000 $213,000 $50,000 $0 $0 $0
TOTAL AVAILABLE FUNDS $216,853 $619,693 $583,853 $549,853 $244,853 $81,853 $31,853 $31,853 $31,853
EXPENDITURES - ART ACQUISITIONS
12-601-800-810 Clear Creek Crossing $0 $185,000 $185,000 $0 $0 $0 $0 $0 $0
12-601-800-812 Wadsworth Widening $0 $0 $0 $467,000 $0 $0 $0 $0 $0
12-601-800-813 Ward TOD - URA Bond $0 $0 $0 $0 $169,000 $0 $0 $0 $0
12-601-800-814 Kipling Corridor - URA Bond $0 $0 $0 $12,000 $0 $50,000 $0 $0 $0
12-601-800-815 Green at 38 $0 $0 $0 $34,000 $0 $0 $0 $0 $0
12-601-800-816 Applewood - URA Bond $0 $0 $0 $0 $44,000 $0 $0 $0 $0
12-601-800-817 35th Avenue Bike Lanes $0 $0 $0 $5,000 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $0 $185,000 $185,000 $518,000 $213,000 $50,000 $0 $0 $0
ENDING FUND
BALANCE $216,853 $434,693 $398,853 $31,853 $31,853 $31,853 $31,853 $31,853 $31,853
Total Private and Public $370,314 $691,256 $685,156 $347,456 $359,581 $371,706 $383,831 $395,956 $408,081
Fund 12
296 2023 Adopted Budget
Police Investigation Fund
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
17-580-00-589
BEGINNING FUND
BALANCE $37,016 $37,020 $36,483 $35,493
REVENUES
17-580-00-581 Interest $4 $10 $10 $10
17-580-00-588 Miscellaneous Revenue $0 $0 $0 $0
TOTAL REVENUES $4 $10 $10 $10
TOTAL AVAILABLE FUNDS $37,020 $37,030 $36,493 $35,503
EXPENDITURES
17-202-650-660 Operating Supplies $0 $0 $0 $0
17-202-700-704 Contract Services $537 $0 $0 $0
17-202-800-806 Computer Software $0 $5,000 $1,000 $5,000
17-202-800-809 Other Major Equipment $0 $4,000 $0 $4,000
17-202-800-812 Building Improvements $0 $0 $0 $0
TOTAL EXPENDITURES $537 $9,000 $1,000 $9,000
ENDING FUND
BALANCE $36,483 $28,030 $35,493 $26,503
Fund 17
297 2023 Adopted Budget
OPEN SPACE 2021 2022 2022 2023 2024 2025 2026 2027 2028FUND 32 ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
32-580-00-589 BEGINNING FUND BALANCE $3,639,108 $4,679,151 $4,679,151 $3,481,585 $2,278,603 $2,400,966 $2,957,208 $2,396,855 $2,319,424
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 $0 $0 $0 $0 $0 $0 $0 $0 $0
Local Government Grant Prospect Park $0 $350,000 $350,000 $0 $0 $0 $0 $0 $0
School Yard Initiative $110,000 $0 $0 $0 $0 $0 $0 $0 $0
Resilient Communities Grant $0 $162,900 $162,900 $0 $0 $0 $0 $0 $0
Panorama Park Tennis Courts $0 $350,000 $0 $0 $0 $0 $0 $0 $0
32-520-00-540 Jefferson County Open Space Tax $1,612,113 $1,550,000 $1,700,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000 $1,600,000
32-550-00-555 Developer Fees $697,567 $298,856 $190,175 $721,651 $0 $0 $0 $0 $0
32-520-00-564 Jefferson County Local Government Grant
Prospect Park Renovation $0 $0 $0 $0 $0 $0 $0 $0 $0
Clear Creek Trail $0 $0 $0 $0 $0 $0 $0 $0 $0
Grant Projects $150,000 $200,000 $98,468 $331,968 $0 $0 $0 $0 $0
32-520-00-549 Other Open Space Grants $0 $0 $0 $50,000 $0 $0 $0 $0 $0
32-580-00-556 Land Sales $0 $100,000 $0 $0 $0 $0 $0 $0 $0
32-580-00-581 Interest Earnings $131 $250 $900 $900 $900 $900 $900 $900 $900
32-580-00-588 Miscellaneous Fees $40,175 $800,000 $47,800 $800,000 $0 $0 $0 $0 $0
32-590-00-591 Transfer from General Fund $0 $0 $0 $1,659,000 $0 $0 $0 $0 $0TOTAL REVENUES $2,609,986 $3,812,006 $2,550,243 $5,163,519 $1,600,900 $1,600,900 $1,600,900 $1,600,900 $1,600,900
TOTAL AVAILABLE FUNDS $6,249,094 $8,491,157 $7,229,394 $8,645,104 $3,879,503 $4,001,866 $4,558,108 $3,997,755 $3,920,324
EXPENDITURESAcquisitions
32-601-800-809 Park Acquisition $525,743 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $525,743 $0 $0 $0 $0 $0 $0 $0 $0
Development Projects
32-601-800-859 Anderson Park Master Plan/Park Renovation $0 $0 $0 $0 $500,000 $0 $0 $0 $0
32-601-800-879 Prospect Park Improvements $435,349 $2,126,520 $2,126,520 $0 $0 $0 $1,500,000 $1,000,000 $0
32-601-800-878 Open Space Master Plan $0 $100,000 $100,000 $0 $0 $0 $0 $0 $0
32-601-800-881 The Green - Ridge at 38 $47,602 $3,825,204 $412,574 $3,412,630 $0 $0 $0 $0 $0
32-601-800-888 Playground Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0
32-601-800-882 Peaks to Plains Strategic Plan $0 $25,000 $25,000 $0 $0 $0 $0 $0 $0
32-601-800-883 Outdoor Fitness Court $0 $50,000 $25,000 $0 $0 $0 $0 $0 $0
32-601-800-861 Happiness Gardens Expansion $0 $0 $0 $50,000 $0 $0 $0 $0 $0
Subtotal $482,951 $6,126,724 $2,689,094 $3,462,630 $500,000 $0 $1,500,000 $1,000,000 $0
Maintenance Projects
32-601-800-869 Jeffco Open Space River Corridor $0 $25,000 $25,000 $0 $0 $0 $0 $0 $0
32-601-800-870 Open Space Improvements $119,791 $29,345 $21,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,00032-601-800-871 Park Maintenance Projects $18,175 $540,175 $190,175 $2,304,000 $375,000 $425,000 $25,000 $25,000 $25,000
32-601-800-872 Trail Replacement/Repair $0 $400,000 $400,000 $12,000 $0 $0 $0 $0 $0
32-601-800-873 Prospect Park Improvements $0 $655 $0 $0 $0 $0 $0 $0 $0
Subtotal $137,966 $995,175 $636,175 $2,341,000 $400,000 $450,000 $50,000 $50,000 $50,000
Park Maintenance Staff
32-601-600-602 Salaries $316,948 $399,287 $320,000 $441,533 $454,779 $468,422 $482,475 $496,949 $511,858
32-601-600-610 Overtime $6,725 $8,629 $10,000 $8,888 $8,977 $9,067 $9,157 $9,249 $9,341
32-601-600-614 Standby Pay $4,228 $3,482 $2,800 $3,586 $3,622 $3,658 $3,695 $3,732 $3,769
32-601-600-620 FICA $20,316 $23,804 $17,786 $27,375 $28,196 $29,042 $29,913 $30,811 $31,73532-601-600-622 Medical/Dental $52,654 $67,500 $48,114 $48,595 $49,081 $49,572 $50,068 $50,568 $51,074
32-601-600-625 Medicare $4,594 $5,790 $4,640 $6,402 $6,594 $6,792 $6,996 $7,206 $7,422
32-601-600-630 ICMA Retirement $17,817 $23,957 $19,200 $26,492 $27,287 $28,105 $28,949 $29,817 $30,711
Subtotal $423,282 $532,449 $422,540 $562,871 $578,536 $594,659 $611,252 $628,332 $645,911
Transfers
32-601-890-891 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0
32-601-890-892 Recreation Center $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL EXPENDITURES $1,569,942 $7,654,348 $3,747,809 $6,366,501 $1,478,536 $1,044,659 $2,161,252 $1,678,332 $695,911
ENDING FUND BALANCE $4,679,152 $836,809 $3,481,585 $2,278,603 $2,400,966 $2,957,208 $2,396,855 $2,319,424 $3,224,413
RESTRICTED FUND BALANCE $1,701,709 $1,043,161 $1,392,310 $1,043,161 $1,043,161 $1,043,161 $1,043,161 $1,043,161 $1,043,161
UNRESTRICTED FUND BALANCE $2,977,443 ($206,352)$2,089,275 $1,235,442 $1,357,805 $1,914,047 $1,353,694 $1,276,263 $2,181,252
298 2023 Adopted Budget
Municipal Court Fund
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
33-580-00-589
BEGINNING FUND
BALANCE $94,334 $83,116 $93,803 $83,523
REVENUES
33-560-00-562 $1 of Court Fees $593 $1,000 $400 $500
33-560-00-563 $4 of Court Fees $2,372 $3,000 $1,200 $2,000
33-560-00-565 Direct Victim Services $2,950 $3,000 $2,000 $2,000
33-560-00-566 Warrant/Judgments $2,040 $2,250 $600 $1,000
33-560-00-567 Transcript Fees $0 $1,000 $0 $500
33-580-00-588 Miscellaneous Income $0 $0 $0 $0
33-580-00-581 Interest $19 $50 $120 $150
TOTAL REVENUES $7,974 $10,300 $4,320 $6,150
TOTAL AVAILABLE FUNDS $102,308 $93,416 $98,123 $89,673
EXPENDITURES
33-109-700-715 Transcript Fees $0 $1,000 $500 $750
33-109-700-776 Equipment Maintenance $0 $2,000 $1,000 $2,000
33-109-700-783 Court $4 Expenses $3,622 $20,000 $10,000 $25,000
33-109-700-787 Warrant/Judgments $1,920 $2,250 $600 $1,000
33-109-700-790 Direct Victim Services $2,915 $4,000 $1,500 $3,750
33-109-700-792 Probation $1 Expense $48 $3,000 $1,000 $3,000
TOTAL EXPENDITURES $8,505 $32,250 $14,600 $35,500
ENDING FUND BALANCE $93,803 $61,166 $83,523 $54,173
Fund 33
299 2023 Adopted Budget
CONSERVATION TRUST 2021 2022 2022 2023 2024 2025 2026 2027 2028FUND 54 ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
54-580-00-589 BEGINNING FUND BALANCE $788,255 $898,853 $898,853 $399,470 $149,280 $53,280 $33,280 $138,280 $243,280
REVENUES
54-520-00-539 State of Colorado Lottery $379,826 $350,000 $375,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000
54-580-00-581 Interest $888 $1,111 $15,000 $14,960 $4,000 $5,000 $5,000 $5,000 $5,000
54-580-00-588 Miscellaneous Income $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUES $380,714 $351,111 $390,000 $414,960 $404,000 $405,000 $405,000 $405,000 $405,000
TOTAL AVAILABLE FUNDS $1,168,969 $1,249,964 $1,288,853 $814,430 $553,280 $458,280 $438,280 $543,280 $648,280
EXPENDITURES
Development Projects
54-601-800-860 Facility Improvements $0 $15,000 $12,000 $0 $100,000 $100,000 $100,000 $100,000 $100,000
54-601-800-866 Prospect Park Renovation Phase II $0 $491,470 $491,470 $0 $0 $0 $0 $0 $0
54-601-800-863 Anderson Building Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0
54-601-800-864 Active Adult Center Parking Lot $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $0 $506,470 $503,470 $0 $100,000 $100,000 $100,000 $100,000 $100,000
Maintenance Projects
54-601-800-870 Recreation Facilities $239,202 $230,913 $230,913 $600,150 $350,000 $275,000 $150,000 $150,000 $150,000
54-601-800-872 Park Maintenance Projects $12,138 $0 $40,000 $50,000 $25,000 $25,000 $25,000 $25,000 $25,000
54-601-800-873 Resurface Tennis/Basketball Courts $18,775 $15,000 $15,000 $15,000 $25,000 $25,000 $25,000 $25,000 $25,000
54-601-800-879 Panorama Park Irrigation $0 $0 $0 $0 $0 $0 $0 $0 $0
54-601-800-888 Playground Replacement $0 $150,000 $100,000 $0 $0 $0 $0 $0 $0
Subtotal $270,115 $395,913 $385,913 $665,150 $400,000 $325,000 $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 $270,115 $902,383 $889,383 $665,150 $500,000 $425,000 $300,000 $300,000 $300,000
ENDING FUND BALANCE $898,854 $347,581 $399,470 $149,280 $53,280 $33,280 $138,280 $243,280 $348,280
300 2023 Adopted Budget
Equipment Replacement Fund
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
57-580-00-589
BEGINNING FUND
BALANCE $87,206 $83,860 $83,860 $243,813
REVENUES
57-590-00-591 Transfer from General Fund $0 $500,000 $500,000 $500,000
57-580-00-581 Interest $54 $100 $200 $200
TOTAL REVENUES $54 $500,100 $500,200 $500,200
TOTAL AVAILABLE FUNDS $87,260 $583,960 $584,060 $744,013
EXPENDITURES
57-204-700-750 Professional Services $0 $0 $0 $0
57-204-800-805 Police Radios $0 $344,348 $340,247 $0
57-201-800-809 Other Major Equipment $3,399 $0 $0 $0
TOTAL EXPENDITURES $3,399 $344,348 $340,247 $0
ENDING FUND
BALANCE $83,861 $239,612 $243,813 $744,013
Fund 57
301 2023 Adopted Budget
Crime Prevention Fund
2021
Actual
Budget
2022
Adjusted
Budget
2022
Estimated
Budget
2023
Adopted
Budget
63-580-00-589
BEGINNING FUND
BALANCE $292,218 $157,827 $249,694 $499,887
REVENUES
63-500-00-508 Lodger's Tax $405,652 $450,000 $600,000 $540,000
63-560-00-561 No Proof of Insurance $11,854 $20,000 $15,000 $15,000
63-580-00-581 Interest $30 $100 $125 $150
63-500-00-588 Miscellaneous Revenue $0 $0 $0 $0
TOTAL REVENUES $417,536 $470,100 $615,125 $555,150
TOTAL AVAILABLE FUNDS $709,754 $627,927 $864,819 $1,055,037
EXPENDITURES
63-201-600-602 Salaries & Wages $334,058 $452,895 $266,222 $477,724
63-201-600-610 Overtime & Premium Pay $10,032 $8,800 $4,000 $16,344
63-201-600-618 Court Pay $709 $960 $300 $813
63-201-600-620 FICA $12,363 $19,000 $10,150 $24,800
63-201-600-622 Medical/Dental Insurance $48,462 $48,474 $33,000 $50,000
63-201-600-625 Medicare Portion FICA $4,851 $6,567 $3,860 $5,800
63-201-600-630 ICMA Retirement $11,830 $27,174 $10,000 $24,000
63-201-600-633 Police Retirement $13,724 $16,937 $11,000 $15,800
63-201-600-634 State Disability Insurance $3,719 $4,400 $3,500 $3,500
PERSONNEL SERVICES $439,748 $585,207 $342,032 $618,781
63-201-650-660 Operating Supplies $7,574 $19,250 $14,000 $21,300
MATERIALS & SUPPLIES $7,574 $19,250 $14,000 $21,300
63-201-700-702 Conference/Meeting $11,349 $9,100 $5,000 $10,100
63-201-700-706 Dues, Books, Subscriptions $412 $400 $400 $350
63-201-700-730 Uniforms & Protective Clothing $593 $5,000 $2,500 $5,000
63-201-700-750 Professional Services $384 $2,348 $1,000 $848
OTHER SERVICES & CHARGES $12,738 $16,848 $8,900 $16,298
TOTAL EXPENDITURES $460,060 $621,305 $364,932 $656,379
ENDING FUND BALANCE $249,694 $6,622 $499,887 $398,658
Fund 63
302 2023 Adopted Budget
Financial Policies
CITY OF WHEAT RIDGE
ACCOUNTING, BUDGETING AND FINANCIAL POLICIES 2023
The City of Wheat Ridge, Colorado, financial policies set forth the basic framework for the fiscal
management of the City. These policies were developed within the parameters established by
applicable provisions of the Colorado Revised Statutes and the City of Wheat Ridge City Charter.
The policies are to be reviewed on an annual basis and modified to accommodate changing
circumstances or conditions.
This budget complies with the Accounting, Budgeting and Financial Policies set forth below.
Basis of Accounting
The City’s finances are accounted for in accordance with generally accepted accounting principles
(GAAP) as established by the Governmental Accounting Standards Board (GASB).
Basis of accounting refers to the point at which revenues or expenditures are recognized in the
accounts and reported in the financial statements. The government‐wide financial statements,
as well as the financial statements for proprietary funds and fiduciary funds, are reported using
the economic resource measurement focus and the accrual basis of accounting. Under accrual
basis of accounting, revenues are recorded when earned, and expenses are recorded when a
liability is incurred, regardless of when the cash is received.
Governmental fund financial statements are reported using current financial resources
measurement focus and the modified accrual basis of accounting. Under the modified accrual basis
of accounting, revenues are recognized as soon as they become both measurable and available,
and expenditures are recorded in the period that the expenditure occurs and becomes a liability.
For accounting purposes, the budget for each department is broken down into a variety of divisions
and/or program budgets. Expenditures are classified as the following:
• Personnel Services
• Services & Supplies
• Capital Outlay
Personnel Services includes salaries for full‐time and part‐time employees, overtime pay, insurance,
retirement, and other costs related to the City. The compensation plan is intended to provide all
employees with fair and equitable pay and to provide a uniform system of payment. The City has
adopted a Performance‐Based Pay Plan. This plan equates an employee’s salary based upon the
performance evaluation rating.
Services & Supplies encompasses administrative costs such as office supplies, uniforms, small tools,
ammunition, salt, sand and gravel, dues, subscriptions, travel, and training expense, safety
303 2023 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 useful life of greater than one year. This
expenditure area consists of furniture/fixtures, computer hardware, land, buildings, and other
infrastructure. A detailed “line‐item” budget is provided to departments to facilitate the monitoring
of day‐to‐day expenditures.
Basis of Budgeting
Basis of budgeting refers to the methodology used to include revenues and expenditures in the
budget. The City of Wheat Ridge budgets on a cash basis. The City does not budget for non‐cash
items such as depreciation and amortization. The revenues and expenditures are assumed to be
collected or spent during the period appropriated. Using this assumption, the current year
revenues are compared to expenditures to ensure that each fund has sufficient revenues to
cover expenditures during the budget year or that there are sufficient cash reserves in the fund to
cover a revenue shortfall. The City’s operating budget and all special funds are adopted on an
annual basis (the fiscal year begins with the first day of January and ends on the last day of
December), with all appropriations lapsing at fiscal year‐end. Capital projects and grant funds have
multi‐year budgets. Outstanding encumbrances at fiscal year‐end are re‐appropriated by approval
of the City Council in the subsequent fiscal year.
Basis of Budgeting vs. Basis of Accounting
The basis of budgeting differs from the basis of accounting only by the assumptions that are made
in regard to the timing of the recognition of revenues and expenditures. The budget assumes that
all revenues and expenditures, as well as the associated cash, will be expended or received during
the budget period. Conversely, the basis of accounting only recognizes revenues when they
become both measurable and available and expenditures when incurred. Cash is not necessarily
received or expended at the same time.
Basis of Presentation – Fund Accounting
The activities of the City are organized into separate funds that are designated for a specific purpose
or set of purposes. Each fund is considered a separate accounting entity, so the operations of each
fund are accounted for with a set of self‐balancing accounts that comprise its revenues, expenses,
assets, liabilities, and fund equity as appropriate.
The number and variety of funds used by the City promotes accountability but can also make
municipal budgeting and finance complex. Therefore, understanding the fund structure is an
important part of understanding the City’s finances. The City uses Governmental Funds, and within
this fund type, the City has Special Revenue Funds and a Capital Investment Project Fund.
The following is a description of the General Fund, Special Revenue Funds, the Capital Investment
Program (CIP), and the Renewal Wheat Ridge Bond Fund.
304 2023 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 Improvement Program (CIP) Fund account is for financial resources that must be used
for the acquisition, improvements, or construction of major capital projects. The CIP is funded by a
transfer from the General Fund in addition to other revenue sources such as grants and lodger’s tax.
The 10‐year Capital Investment Plan lists approved and anticipated capital projects of the City and is
located in the CIP tab of this budget document.
Renewal Wheat Ridge Bond Projects Fund
In June 2021, the Wheat Ridge Urban Renewal Authority dba Renewal Wheat Ridge (RWR) adopted
Resolution 17‐2021, authorizing the issuance of bonds to be used for public improvements within
the I‐70/Kipling Corridor Urban Renewal Plan Area (Plan Area). The 2022 budget includes a new
fund to pay for capital improvement projects on public property. Each year, for the duration of the
fund, RWR will transfer a payment to the fund to be used for project expenditures. The estimated
budget for the life of the fund is included in the RWR Bond Projects tab of this budget document.
305 2023 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
Capital Improvement Program (CIP)
Investing 4 the Future (2E)Renewal Wheat Ridge Bond Fund
Major Fund Types
Funds in green boxes are considered “Major
Funds.” Major funds represent significant
activities and include any fund whose
revenues or expenditures constitute more
than 10% of the revenues or expenditures of
the appropriated budget.
306 2023 Adopted Budget
Budget Process & Timeline
In accordance with the City Charter, the annual budget process and timeline are outlined in the
Budget in Brief section of this budget document.
Procurement Planning
All City purchases of goods or services are made in accordance with the State of Colorado Revised
Statutes, Wheat Ridge City Charter, and the City’s Purchasing Guidelines.
Financial Reporting
The City’s accounting records are audited by an independent certified public accounting firm
following the conclusion of each fiscal year in accordance with the City Charter and state law. The
City Manager and Administrative Services Director prepare a set of Audited Financial Statements in
accordance with generally accepted accounting principles (GAAP) as applicable to state and local
governments established by the Governmental Accounting Standards Board (GASB) for
governmental accounting and financial reporting principles. The Audited Financial Statements show
the status of the City’s finances on the basis of GAAP, along with fund revenues and expenditures on
both a GAAP basis and budget basis for comparison purposes.
Debt Management Policy
The City Council adopted a Debt Management Policy in June of 2011. This policy is included in this
section of the budget document.
Unrestricted Fund Balance Policy
The City Council adopted an Unrestricted Fund Balance Policy in June of 2011. This policy is
included in this section of the budget document.
307 2023 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,
refunding, or restructuring of debt, the City Manager shall prepare and present to City Council a
resolution of intent to issue debt and authorizing City staff to proceed with the necessary
preparations. The City Charter (Chapter XII – Municipal Funding) outlines the specific approvals (e.g.,
voter authorization, a majority vote by City Council, etc.) that are required in order for the City to
issue various types of debt, and this policy will be administered in conformity with the City Charter.
The City Manager and City Treasurer will review the Debt Management Policy annually in
connection with the City’s annual budget process to ensure that the City is adhering to the
framework outlined in this policy and make recommendations to revise the policy as needed.
Capital Investment Program
The Capital Investment Program (CIP) will be utilized to identify capital projects and/or
improvements that are part of the City’s strategic vision and economic development efforts.
The CIP will cover, at a minimum, a 10-year period and provide a projection of the
financing needs required to implement the CIP. The CIP will include the associated ongoing
operations and maintenance costs of such capital assets and/or improvements so that the total
costs of the projects are considered. The CIP will be updated annually by the City’s Public Works
Director as part of the budget process.
Financial Policies
CITY OF WHEAT RIDGE
DEBT MANAGEMENT POLICY
Adopted by City Council June 2011
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Purpose of Debt
Incurrence of debt or long-term borrowing will only be used for the purpose of providing financing
for capital assets, which include but are not limited to buildings, infrastructure, land acquisition, and
purchase of significant equipment. The City, under no circumstances, will issue debt or borrow funds
to finance City operations and maintenance costs.
The City will strive to maximize the use of pay-as-you-go financing for capital projects and
improvements. Debt borrowing will be considered when annual revenues and accumulation of fund
balances are not sufficient to provide the necessary funding for such projects.
Types of Debt
The types of debt instruments to be used by the City may include:
• General Obligation and Revenue Bonds
• Short-term notes
• Special or Local Improvement bonds
• Certificates of Participation
• Any other legally recognized security approved by City Council
Although permitted by the City Charter, the City will avoid the issuance of tax or revenue
anticipation notes.
Additionally, the City will strive to secure a fixed-rate structure when issuing debt. The City will
consider a variable rate structure when market conditions favor this type of issuance, and when
feasible, ensure there is a maximum interest rate provided within the variable rate structure.
Credit enhancements will be used only in instances where the anticipated present value savings in
terms of reduced interest expense exceeds the cost of the credit enhancement.
Level of Debt
The City’s aggregate amount of bonds or other evidence of indebtedness outstanding will not
exceed three percent (3%) of the actual valuation of the taxable property within the City, as shown
by the last preceding assessment. In determining the amount of indebtedness outstanding, the City
will adhere with the computation guidelines as established by City Charter.
The City will strive to maintain its annual debt service costs (principal and interest) for its
governmental activities at a level of no greater than 10% of general fund expenditures. The
repayment terms of the debt will not exceed the useful life of the capital asset financed. Further,
the City will seek level or declining debt repayment schedules and will not issue debt that provides
for a balloon principal payment reserved at the end of the term of the issue. Moreover, the City
will also strive to obtain redemption terms that allow for the prepayment of debt without paying a
redemption penalty.
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 September 30 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 pinsetters for bowling balls in a bowling alley located in Wheat Ridge. Effective January 1, 1989, the
City added miniature golf to the classification and required an admission tax to be levied.
Adopted - Adopted, as used in the department and division summaries within the budget document,
represents the budget as approved by the City Council.
All Funds Budget - The “all funds budget” is the total of the appropriations for all of the funds.
Allocation - Funds that are apportioned or designated to a program, function, or activity.
American Rescue Plan Act (ARPA) – The American Rescue Plan Act provided the City of Wheat Ridge
with approximately $7.9 million to help the community build relisilency following the pandemic. Several
programs, projects and initiatives are funded in this budget using ARPA dollars.
Appropriation - The legal authorization by City Council to make expenditures and/or to incur obligations
for specific purposes.
Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for
levying taxes. The County Assessor determines the assessed valuation of residential and commercial
property as a percentage of its actual value using an established base year for calculating the property
values.
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 is balancing expenditures for a fiscal year with the
expected income or revenue for the fiscal year. A budget identifies the various programs, goals,
activities, expectations, and results/benefits.
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.
GLOSSARY
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Budget Message - A summary and general discussion of the proposed budget accompanying the budget
document. The budget message is presented in writing by the City Manager.
Business License Fees - Effective December 1986, the City imposed an annual business license fee for all
vendors doing business within the City limits of Wheat Ridge. A $5 first-time application fee is charged
for new businesses, and an annual renewal fee of $20 (effective January 1, 2004) is charged on January 1
of each year and collected with the January sales tax return form.
Capital Assets - Assets of a long-term character that are intended to continue to help or be used beyond
one year, such as land, buildings, and improvements.
Capital Improvement Program (CIP) - A comprehensive program that projects the financing and
construction of major durable and fixed assets, such as streets, buildings, parks, water, and sewer lines.
Capital Outlay - Those items such as equipment, machinery, vehicles, or furniture included in the
operating budget and necessary for the delivery of services.
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 public 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.
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
decrease in net financial resources. They include such items as employee salaries, operation supplies, and
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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 end of which, a
governmental unit determines its financial positions and results of its operations.
Full-Time Equivalent (FTE) - A personnel position financed for the equivalent of 40 hours per week for
52 weeks. For example, a 0.5 FTE could work 20 hours per week for 52 weeks or 40 hours per week for
26 weeks.
Fund - Each individual fund is a separate accounting entity having its own assets, liabilities, revenues,
and expenditures. City financial resources are allocated to and accounted for in individual funds based on
legal or administrative restrictions or requirements.
Fund Balance - The net difference between expenditures and revenues at the end of the fiscal year.
GASB - Government Accounting Standards Board.
General Fund - The fund used to account for all financial resources not specifically earmarked for other
purposes. The General Fund is the primary operating fund for the City of Wheat Ridge.
Grants - Contributions or gifts of cash or other assets from another government or a private or non-
profit entity. Grants are generally to be used or expended for a specific purpose, activity, or facility.
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.
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
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house, guest ranch, mobile home, auto camp, trailer court or park, or any other place furnishing rooms or
other accommodations. In 1998, voters approved an increase of Lodger’s Tax to 10%. The tax levied and
collected is at the rate of 10% of the purchase price paid and is in lieu of the City’s sales tax. The
Lodger’s Tax is divided between the General, CIP, and Crime Prevention Funds.
MAPO - Multiple Assembly of Procurement Officials. A cooperative organization with other municipal,
County, special district, and school districts for the sole purpose of obtaining the highest level of value
for taxpayers by collectively issuing solicitations for goods and services commonly required by local
government agencies.
Materials and Supplies - Include administrative costs such as office supplies, operating supplies,
photocopy and printing expenses, postage, oil, gas, etc.
Mill Levy - Rate by which assessed valuation is multiplied to determine the tax rate. A mill is 1/10 of one
cent or $1.00 of tax for each $1,000 of assessed value. The City of Wheat Ridge has a property tax mill
levy of 1.83 mills. Other taxing entities such as fire, water, sanitation, and school districts have mill levies
as well.
Motor Vehicle Registration Fees - State law requires payment of an annual registration fee for all
vehicles. The amount of the fee is based on the class and use of the vehicle. Fees collected by the County
are allocated among the County and cities within the County on the basis of the number of vehicles
registered in each city and the unincorporated area of the County. The revenue received by a county,
city, or town from the registration fees must be spent on the construction or maintenance of roads and
bridges.
Municipal Court Fines - All fines are set by the court for each violator within legally set limits. Traffic
tickets, summons, jury trials, and forfeitures are received by the Finance Division from the Municipal
Court as city revenue.
Non-spendable Fund Balance - amounts that are not in a spendable form (such as inventory) or are
required to be maintained intact (such as the corpus of an endowment fund).
Operating Budget - The annual operating budget is the primary means by which most of the financing,
acquisition, spending and service delivery activities of a government are controlled.
Other Services and Charges - Includes such items as dues, subscriptions, travel and training expenses,
professional fees, and utility charges.
Park and Recreation Fees - The fees and charges assessed for recreation programs, activities, and
services reflect the direct costs of the program plus 30% to cover administrative costs. Direct costs include
supplies, referees, staff time, and other direct expenditures made by the City to operate a specific
program. Administrative fees reflect the cost of items such as utilities, brochure publications,
permanent staff time, janitorial work, and building maintenance. Only a portion of these expenses is
covered.
Personnel Services - Compensation for direct labor of persons in the employment of the City; includes
salaries, wages, and benefits for full-time, part-time, and temporary work, including overtime and
similar compensation.
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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 3.5% (effective
January 1, 2017).
Short-Term Rental (STR)- A dwelling unit, or portion of a dwelling unit, that is used for lodging for a
period of less than 30 consecutive days. In 2021, Council adopted regulations addressing the licensing,
taxation, and operational considerations of STRs.
State Cigarette Tax - The State taxes wholesale distributors of cigarettes. State tax stamps are issued to
the distributors as evidence of payment. Counties and cities receive a distribution from the State. The
amount received is based upon the proportion of State sales tax collected in each municipality and
unincorporated areas of the counties.
State Highway Users’ Tax Fund (HUTF) - The Highway Users’ Tax Fund is comprised of several revenue
sources. The first is the net revenues derived from the imposition of any license or registration fee,
from any “ton-mile” or “passenger-mile” tax, from penalty or judicial assessments, from certain
miscellaneous collections, and from excise taxes on gasoline or other liquid motor fuel. The second
source is the additional revenue raised by excise taxes on gasoline or other liquid motor fuel. The third
source is an allocation from the State as a partial replacement for the revenue loss due to the repeal of
the Noble Bill in 1987. Funds received from the base HUTF revenues may be used for engineering,
reconstruction, maintenance, repair, equipment, improvement, and administration of streets and roads.
Not more than 5% of these funds may be used on administration. Revenues from the additional motor
fuel taxes and the General Fund money may be used for new construction, safety improvements,
maintenance, and capacity improvements; none may be used for administrative purposes.
Strategic Goals - Outcome of vision statements established by the Mayor and City Council to guide the
goals, activities, expectations, results/benefits, organizational structure, and appropriation of responsibility
of the City Manager to cause strategic goals to be carried out, through the various executive and
administrative authority and powers (including budgetary powers) set out in the Wheat Ridge Charter.
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Swimming Pool Fees - Admission and lesson fees charged for the use of the City Swimming pool.
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.
TOD – Transit Oriented Development. In Wheat Ridge, the Wheat Ridge Ward Station area is considered a TOD.
Transfer Payments - The transfer of money from one fund to another.
Unassigned 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 include any motor vehicle, truck, tractor, trailer, or
semitrailer used to transport persons or property over public highways for compensation, are paid to
the State. The State distributes this revenue among counties based upon the proportion that state
highway mileage in the County bears to the total state highway system. There are no restrictions on
the use of this revenue. All other classes of specific ownership are paid to the County. The Jefferson
County Treasurer then distributes this revenue based upon the amount that the property tax collected by
the County and each political and governmental subdivision bears in relation to all the property taxes
collected in the County.
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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