HomeMy WebLinkAbout04-21-2025 - Study Session Agenda PacketSTUDY SESSION AGENDA
CITY COUNCIL MEETING
CITY OF WHEAT RIDGE, COLORADO
Monday, April 21, 2025
6:30 p.m.
This meeting will be conducted as a virtual meeting, and in person, at: 7500 West 29th
Avenue, Municipal Building, Council Chambers.
City Council members and City staff members will be physically present at the
Municipal building for this meeting. The public may participate in these ways:
1. Attend the meeting in person at City Hall. Use the appropriate roster to sign
up to speak upon arrival.
2. Provide comment in advance at www.wheatridgespeaks.org (comment by
noon on April 21, 2025)
3. Virtually attend and participate in the meeting through a device or phone:
Click here to pre-register and provide public comment by Zoom (You must
preregister before 6:00 p.m. on April 21, 2025)
4. View the meeting live or later at www.wheatridgespeaks.org, Channel 8, or
YouTube Live at https://www.ci.wheatridge.co.us/view
Individuals with disabilities are encouraged to participate in all public meetings
sponsored by the City of Wheat Ridge. The City will upon request, provide auxiliary
aids and services leading to effective communication for people with disabilities,
including qualified sign language interpreters, assistive listening devices, documents
in Braille, and other ways of making communications accessible to people who have
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communication, or document in a different format, please use this form or contact
ADA Coordinator, (Kelly McLaughlin at ada@ci.wheatridge.co.us or 303-235-2885) as
soon as possible, preferably 7 days before the activity or event.
Public Comment on Agenda Items
1. Jeffco Economic Development Corporation
2. Procurement Policy and Guidelines Update
3. Council’s Vision and Mission Statements
4. Staff Report(s)
5. Elected Officials’ Report(s)
ITEM NO. 1
Memorandum
TO: Mayor and City Council
THROUGH: Patrick Goff, City Manager
FROM: Allison Scheck, Deputy City Manager
DATE: April 21, 2025
SUBJECT: Jeffco Economic Development Corporation
ISSUE:
The City is a member of the Jefferson County Economic Development Corporation
(Jeffco EDC). Councilor Hoppe is Council’s liaison to the EDC and serves as the municipal representative on the board’s executive committee.
Jansen Tidmore, President and CEO of the EDC, will provide an overview of the
organization’s work including sectors and initiatives, and a recap of 2024 at the study
session.
PRIOR ACTION:
The Mayor appoints a member of Council to serve as a member of the EDC’s board of
directors. Councilor Janeece Hoppe was appointed to the EDC board in 2022.
FINANCIAL IMPACT:
None.
BACKGROUND:
The Jeffco EDC is a public-private, nonprofit partnership dedicated to enhancing the
economic vitality of Jefferson County, Colorado. Its primary mission is to attract, retain,
and expand businesses that create high-quality, primary jobs, thereby fueling the
county’s economic health and prosperity.
Purpose and Key Functions
• Business Support and Expansion: Jeffco EDC assists businesses in launching,
expanding, or relocating within Jefferson County. Through its BizHub platform, it
offers access to financial incentives, hiring and training resources, and facilities
support.
• Industry Cluster Development: The organization focuses on strengthening key
industry sectors such as advanced manufacturing, aerospace, bioscience,
Study Session Memo – Jeffco EDC Update
April 21, 2025
Page 2
energy, IT, and outdoor recreation, aligning with the county’s economic strengths.
• Policy Advocacy: Jeffco EDC actively engages in policy advocacy through its
Government Affairs Committee, which monitors and influences legislation at
local, state, and federal levels to foster a business-friendly environment.
• Community Collaboration: The organization collaborates with local
municipalities and chambers of commerce to support economic development
initiatives, ensuring a coordinated approach to regional growth.
Support for Local Municipal Economic Development
Jeffco EDC plays a pivotal role in supporting local municipal economic development by:
• Providing Resources and Expertise: Offering tools and guidance to
municipalities for business attraction and retention strategies.
• Facilitating Partnerships: Connecting local governments with industry leaders
and investors to promote economic initiatives.
• Enhancing Workforce Development: Collaborating with educational institutions
and workforce centers to align training programs with industry needs.
Through these efforts, Jeffco EDC contributes to a robust and dynamic economic
landscape in Jefferson County, benefiting both businesses and residents.
ITEM NO. 2
Memorandum
TO: Mayor and City Council
THROUGH: Patrick Goff, City Manager
Allison Scheck, Deputy City Manager
FROM: Whitney Mugford-Smith, Procurement Manager
DATE: April 7, 2025
SUBJECT: Procurement Policy and Guidelines Update
ISSUE:
The City of Wheat Ridge’s procurement program supports departments across the City by ensuring millions of dollars in project, supplier and contractor spending is properly
solicited and reported, and that best value is achieved. Staff is working to implement software improvements to streamline and modernize this program. In preparation for
these changes, staff has revised the existing procurement guidelines to provide
increased clarity, improved procedures, increased thresholds to streamline the process, and additional information about legal and ethical requirements.
PRIOR ACTION:
The last revision of the procurement policy and guidelines was approved by Council in December 2018.
FINANCIAL IMPACT:
There is no financial impact as a result of implementing these guidelines.
BACKGROUND:
In 2022, the City retained the consultancy firm BerryDunn to conduct a full and sweeping
analysis of the City’s current systems and business processes. This included finance, revenue, building permitting, personnel and courts. With BerryDunn, the City conducted a
Request for Proposal (RFP) process to determine the best system or package of systems
to best serve the City’s needs. Staff learned through this process that no single system
exists to serve the City’s needs and that instead, systems tailored to specific needs will
best serve the needs of business owners, residents, staff and other stakeholders. This “best of breed” approach led staff to select the following systems:
Study Session Memo – Procurement Guidelines Update April 21, 2025
Page 2
Area System Implementation Timing
Revenue – tax and licensing GovOS April – March 2025
Permitting – building, right-of-way
and code enforcement
OpenGov (grant
funding secured)
April 2024 – January 2025
Finance – accounting, general
ledger, cashiering, budgeting,
procurement, contract management
OpenGov January 2025-March 2026
HRIS – payroll, personnel,
applicant tracking, time keeping,
performance
Paycom February – July 2025
Courts – judicial management *TBD – (grant
funding secured)
June 2025 – May 2026
Staff is pleased to report that the OpenGov Procurement implementation is going
smoothly and is ahead of schedule. With this implementation and evolution of market
conditions since the last update, now is the ideal time to revisit the procurement limits
and thresholds.
DISCUSSION:
With an emphasis on modernizing the way the City does business; staff recommends the
following updates to the City’s procurement policy and guidelines:
• Streamline limits; currently, there are three different sets of limits and thresholds which leads to confusion as to which rules apply for which kind of procurement
(goods and services, professional services, construction)
• Increase limits to reflect the evolution of the market and streamline the approval process
• Include various procurement methods such as cooperative procurement and
bake-offs
• Include all procurement related policies
• Align responsibilities for various stages of the procurement process
• Remove redundancies and prioritize the most important information
The chart below outlines the proposed procurement thresholds, approval
authorizations, applicable procurement method and acceptable payment methods:
Study Session Memo – Procurement Guidelines Update April 21, 2025
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Procurement Thresholds
Approval
Authorizations
Procurement
Method
Payment Methods
Up to $10,000
(currently $5,000)
Discretionary –
Department designee
may authorize.
Competitive quotes are
encouraged, not required. No purchase requisition required,
unless a PO is requested by
vendor
Preferred payment
method is by City
P-card (VISA). *
Over $10,000 up to
$75,000
(currently $5,000-
$25,000)
Purchases over
$10,000 up to
$75,000 require a department director’s
approval.
Obtain three written quotes
from three different vendors for
“apples-to-apples” comparisons. Document vendor choice with
added explanation, if necessary.
PO is required for purchases of
$10,000 or more.
Paid via invoice,
pay application, or
P-Card as appropriate. *
Over $75,000 and up
(Currently $25,000 and $50,000 based on
the commodity)
City Manager may
authorize purchases up to $150,000 via
signature. City Council
approval is required for purchases over
$150,000.
Formal bid process is required,
PO and / or contract.
Paid via invoice or
pay application.
Staff researched several agencies in the metro area and around the state to help drive
these updates, thresholds and limits. See below for a summary of this information.
Many neighboring municipalities are currently working on similar efforts or have recently completed this modernization work.
Agency Name Discretionary Spend Documented Quote Formal Solicitation Construction Limit Board/Council Approval Limit
Englewood $10,000 10k - 125k $125,000 $250,000
Arvada $10,000 10k - 50k $50,000 $500,000
Longmont $10,000 10k - 250k $250,000 unbudgeted only
Brighton $15,000 15k - 50k $50,000 $500,000
Thornton $10,000 10 - 60k $60,000 n/a
Lakewood $10,000 10k - 80k $80,000 unbudgeted only
Lafayette $7,500 7500 - 50k $25,000 $50,000 $100,000
Centennial $5,000 5k-30k $30,000
$150,000 & $300,000
(capital)
Study Session Memo – Procurement Guidelines Update April 21, 2025
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Agency Name Discretionary Spend Documented Quote Formal Solicitation Construction Limit Board/Council Approval Limit
Erie $10,000 up to 50k $50,000 $100,000
Northglenn $10,000 up to 25k $25,000 $75,000
Denver $25,000 up to 150k $150,000 $500,000
Wheat Ridge
(current) $5,000 5k - 25k $25,000 $100,000 $75,000
Wheat Ridge (proposed) $10,000 10k - 75k $75,000 $150,000
Finally, the revised guidelines include all procurement related policies including:
• Ethics
• Procurement Card
• Progressive Encumbrance
As substantive formatting changes were made to the 2025 policy and guidelines
document, it was not practical to redline and update the previous version. A copy of the
2018 version is available upon request.
NEXT STEPS:
Staff is requesting consensus from Council to move forward with the adoption of the
2025 revised procurement policy and guidelines by resolution.
ATTACHMENTS:
1. 2025 Procurement Policy and Guidelines Draft
2. Side-by-Side Comparison chart – Original and Updated Versions of Procurement
Guidelines
ATTACHMENT 1
Table of Contents:
1. Legal Authority and Procurement Ethics
a. Home Rule Authority……………………………………………… 1
b. Public Procurement Ethics………………………………………. 1
c. State Statutes……………………………………………………… 2
2. Procurement Approach and Methodology
a. Procurement Structure……………………………………………. 2
i. Limits and Thresholds
ii. Records
b. Sourcing Options…………………………………………………… 7
i. Alternative Methods
c. Evaluations…………………………………………………………. 9
d. Awards………………………………………………………………. 9
e. Debriefs……………………………………………………………… 9
f. Cooperative Procurement Approach…………………………….. 10
g. Receiving Goods…………………………………………………… 10
h. Amendments ……………………………………………………….. 10
i. Agency Goals………………………………………………………. 11
3. IT-Specific Procurement
4. Construction
a. Bond Requirements…………………………………………………12
b. Liquidated Damages……………………………………………….. 13
c. Retainage Requirements………………………………………….. 13
d. Change Orders…………………………………………………….. 13
e. Progressive Encumbrances……………………………………….. 14
5. Other Procurement Services and Information
a. Surplus Property……………………………………………….…… 14
b. End of Year Carryovers……………………………………………. 15
c. Protest Procedures and Considerations…………………………. 16
d. P-Card……………………………………………………………….. 17
6. Acronyms and Definitions
7. Exhibits
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Section 1: Legal Authority and Procurement Ethics
a. Home Rule Authority
The City of Wheat Ridge’s primary function is to provide essential services to residents, which
requires the procurement of materials, supplies, equipment, and services. Procurement is a
significant part of the City’s budget, so it’s crucial to ensure cost savings and efficiency through
effective procurement practices. This can be achieved by applying strategic techniques,
balancing competing priorities, and optimizing processes.
State Statute ~ C.R.S. Title 31 grants home rule municipalities the authority to create their own
more stringent procurement and contract guidelines as appropriate for that municipality. This
allows the City to develop public procurement regulations and guidelines which must be
conducted with transparency and impartiality. As an established home rule City in the state of
Colorado, Wheat Ridge is subject to the rules and guidelines contained herein. The City also
follows the Colorado Procurement Code as it applies to Home Rule cities. A consistent and
standardized approach is essential to ensure the efficiency and effectiveness of the City’s
operations.
These procurement guidelines are designed to protect staff and elected officials from improper
and / or unethical conduct and ensure that all materials, supplies, equipment, services, and
construction are acquired properly. Adherence to these guidelines is critical for maintaining
integrity and compliance.
b. Public Procurement Ethics
In addition to the City’s ACTION values, the following attributes are valued in our public
procurement process:
Collaboration – Bringing together various stakeholders to provide a better experience for City
employees and ultimately our residents.
Ethics – Acting in a manner true to these values…essential to preserve the public’s trust.
Impartiality – Unbiased decision-making and action…essential to ensure fairness for the public
good.
Professionalism – Upholding high standards of job performance and ethical behavior…essential
to balance diverse public interests.
Service – Obligation to assist stakeholders…essential to support the public good.
Transparency – Easily accessible and understandable policies and processes…essential to
demonstrate responsible use of public funds.
The City has adopted the National Institute for Public Procurement (NIGP) and the Universal
Public Procurement Certification Council (UPPCC) Code of Ethics to further guide the
procurement process and ensure financial stewardship to the residents of Wheat Ridge. The
City also follows the State’s guidance as prescribed by R-24-101-107-01 Ethics. The following
statement applies to “all individuals who are involved in any aspect of the procurement process
within the state of Colorado, regardless of whether they are employed by the state, shall not:
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a. Engage in or give the appearance of unethical or compromising practice in
relationships, actions, and communications related to the procurement process.
b. Solicit or accept money, loans, credits, or prejudicial discounts, and avoid the
acceptance of gifts, entertainment, favors, or services from another party which
might influence, or appear to influence a procurement decision.
c. Offer money, loans, credits, prejudicial discounts, gifts, entertainment, favors, or
services with the intent to influence, or in such a manner that might influence, a
procurement decision.
d. Make material misrepresentations in any communications related to a
procurement proceed, including, but not limited to information presented in
proposals and bids.
Violation of this rule by an individual acting on behalf of the state may result in removal of the
individual from the procurement process and imposition of any applicable remedies. Violation of
this rule by a vendor or contractor may result in that vendor’s or contractor’s disqualification
from award of any contract that was impacted by the violation, the imposition of contractual
remedies under any contract, and/or remedies available in article 109 of the code.”
Conflicts of interest, actual, potential, or apparent should be avoided and / or mitigated.
The NIGP Code of Ethics is included as Exhibit 7a.
The UPPCC Code of Ethics is included as Exhibit 7b.
c. State Statutes
Statutes relating directly and indirectly to Procurement are scattered throughout the Colorado
Revised Statutes. General Procurement authority is provided in C.R.S. Title 24, Article 101-112,
which grants municipalities the power to enter into contracts and to acquire, hold, lease, and
dispose of property, both real and personal.
A municipality is also authorized by C.R.S. ~ 29-1-201, et seq., to cooperate and contract with
other governmental entities (including the state and federal governments and other political
subdivisions) to provide functions or services authorized to each of the cooperating or
contracting entities. These statues might be used to reduce costs through cooperative
purchasing.
Additionally, pursuant to C.R.S. ~ 24-110-1-1, -201, et seq., municipalities may reduce some
Procurement costs by participating in the state procurement program administered by the
Colorado Office of the State Controller within the Department of Personnel and Administration.
Section 2: Procurement Approach and Methodology
a. Procurement Structure
The City follows a combination of centralized and decentralized procurement practices.
Centralized procurement is defined as an organizational structure in which the rights, powers,
duties, and authority relating to procurement are vested in the chief procurement officer (CPO) /
procurement manager. While the CPO may delegate some of these powers to others, the final
authority resides with them. While decentralized procurement is defined as an organizational
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structure in which designated personnel/operating departments from within the organization
have the delegated authority to select the sources of supply and contract directly with suppliers
without consulting or receiving approval from the chief procurement officer (CPO)/ procurement
manager.
City Council: The Wheat Ridge City Council has authorized the City Manager to establish
procurement guidelines and regulations for all City personnel. City Council must provide
approval for all purchases $150,000 and over and appropriate all expenditures.
City Manager: The City Manager serves at the City’s Chief Executive Officer and is
responsible for the conduct of all City departments. In the absence of the City Manager, the
Deputy City Manager or other designee shall bare that responsibility. The City Manager and City
Council possess the sole authority for any deviation from the procurement guidelines set forth
herein. If improper procurement practices occur, the City Manager may invoke disciplinary
action(s) upon the individual, division and/or department. Disciplinary action may be in the form
of restricted procurement delegation, restitution, suspension, termination or any other form of
discipline deemed appropriate by the City Manager. The City Manager is responsible for signing
all contracts up to $150,000 and will sign City Council approved contracts over $150,000 once
approval is granted.
Deputy City Manager: The Deputy City Manager has the authority to hire a procurement
manager and other administrative department personnel. The Procurement and Contracting
Division works under the supervision of the Deputy City Manager.
Department Directors: The City Council and City Manager have delegated procurement
authority to Department Directors up to $75,000. Department directors are responsible for
ensuring that all personnel in their departments are knowledgeable of and fully understand
procurement guidelines and process. Department directors agree to work with their departments
to plan purchases to the extent possible to allow for increased transparency and competition
among the supplier community. Procurement authority may be further delegated within a
department at the discretion of the department director with the realization that the ultimate
authority lies with the director, and they are responsible for their employees’ conduct.
Procurement Manager: The procurement manager is responsible for the daily operations
conducted by the Procurement and Contracting Division. The procurement manager has the
actual authority and power to ensure compliance with the contents of this policy manual. It is
their responsibility to comply with the following:
a. To purchase or contract for all supplies and services required by any department,
division, or authority that derives its support wholly or in part from the City—all in
accordance with procurement guidelines contained herein—and such rules, regulations,
and procedures as the procurement manager may adopt for the internal management
and operation of the Procurement and Contracting Division, together with such other
rules and regulations as passed by the City Manager and/or City Council, City Code,
State or federal agency
b. The City’s centralized and decentralized combined procurement system. Competitive
quotation activities may be delegated to department directors or division
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managers/supervisors in accordance with the guidelines herein, provided the
documentation is submitted to the procurement system via completed intake form or
procurement requisition including supporting documentation demonstrating competition
was sought and providing product or service specifications. Purchases less than
$10,000 are considered discretionary. When possible, payments for discretionary
purchases shall be made using a City-issued (VISA) Procurement card (P-Card)
c. Administer, implement, and audit the City’s P-Card program with the assistance of the
Procurement Coordinator. The program allows for streamlined purchasing power for
items costing less than $10,000. P-Card Program audits include ensuring all
transactions are appropriate per this policy and that all required documents are
accounted for.
d. Securing the highest quality in supplies, equipment, and contractual services at the least
expense, from the most responsive and responsible bidder to obtain best value for the
City
e. Ensuring full and open competition as possible on all purchases and sales and hold all
delegated procurements to the same standard. Competitive quotations are strongly
recommended even for discretionary purchases under the $10,000 threshold
f. Remain informed on current developments in the field of procurement, pricing, market
conditions and new products. Division staff benefits from research done in the field of
procurement by other governmental jurisdictions, national technical societies, trade
associations having national recognition, and by private businesses and organizations,
and shares this knowledge when appropriate with internal stakeholders
g. Maintain and administer official City of Wheat Ridge forms and procurement templates
as necessary for compliance with these guidelines
h. Maintain the City’s software systems as they relate to the procurement process. The City
of Wheat Ridge Procurement and Contracting Division utilizes the OpenGov
Procurement Platform, to source vendors and post competitive solicitations
i. Whenever possible, seek to maximize the benefits and the possibilities of buying in bulk
to take full advantage of the economy of scale through quantity discounts
j. As a government entity, the City is entitled to certain tax exemptions. The Procurement
Division requests all tax exemptions to which the City is entitled. Not paying sales tax is
a standard exemption example; however, vendors are entitled to request information to
support the exemption.
k. The Procurement Division and the Finance Division share knowledge of projects,
agreements and purchase orders related to specific expenditures and revenue sources
(i.e. grants, IGA’s, MOU’s, etc.) to secure maximum efficiency in both procurement and
accounting processes
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l. Administer collection of surplus items, equipment, vehicles, etc. belonging to the City,
and coordinate pick-up for auction, or other method of disposal, in the best interest of the
City
m. As an added service, the Procurement Division coordinates with the Police Department
concerning disposal of unclaimed goods or evidence items. Municipal Code Sec. 19-80
establishes requirements for advertisement of evidence items prior to disposal
n. Determine whether to participate in, sponsor, conduct, or administer cooperative
procurement agreements with the State or one or more political subdivisions of the State
of Colorado, such as the Multiple Assembly of Procurement Officials (MAPO), and utilize
other cooperative procurement agreements so to best benefit the City
Department / Division Managers: Managers and Supervisors are granted procurement
authority by the City Manager through their respective Department Directors and have the
following responsibilities:
a. Their division expenditures and the resulting paperwork
b. Prompt attention to invoices and receipts ensures the City that bills will be paid in a
timely fashion—avoiding late charges—as well as the possibility of prompt payment
discounts. All discrepancies need to be reported promptly to procurement and
finance so any issues may be appropriately resolved
c. Any damage(s) or shortage(s) on received shipments should be noted on both the
freight receipt and the department copy of the receipt as well as communicated
promptly to the procurement team for resolution
d. Managers shall ensure that deliveries are carefully inspected and there is no damage
or shortages of merchandise – any issues need to be promptly reported to
procurement for resolution
Delegations to other City Officials: Notwithstanding the provisions of this section,
procurement authority with respect to certain supplies, services or construction may be
delegated to other City officials by the procurement manager, when such delegation is deemed
necessary.
Any department director, manager or authorized employee delegated the task to sample or test
equipment, uniforms, chemicals, etc., for the purpose of judging suitability or fitness in advance
of a purchase, shall notify the Procurement and Contracting Division upon receipt of goods to be
sampled. Their assessment of the goods will be promptly shared with the Procurement Division
via written communication.
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i. Procurement Limits and Thresholds
Procurement Thresholds Approval Authorizations Procurement Method Payment Methods
up to $10,000 Discretionary – Department designee may authorize.
Competitive quotes are encouraged, not required. No purchase requisition required, unless a PO is requested by vendor
Preferred payment method is by City P-card (VISA). *
Over $10,000 up to $75,000
Purchases over
$10,000 up to $75,000 require a department director’s approval.
Obtain three written quotes from
three different vendors for “apples-to-apples” comparisons. Document vendor choice with added explanation, if necessary. PO is required for purchases of $10,000 or more.
Paid via invoice, pay
application, or P-Card as appropriate. *
$75,000 and up City Manager may authorize purchases up to $150,000 via signature. City Council approval is required for purchases over $150,000.
Formal bid process is required,
PO and / or contract.
Paid via invoice or
pay application.
*P-Card payments are encouraged for any reoccurring charges like annual software purchases.
P-Card payments are encouraged for all purchases up to $10,000. Individual P-Card limits are
$10,000 per transaction and up to $20,000 per month. Temporary increases are allowed and
require Department Director approval via email. Department P-Cards have higher limits to allow
for software purchases and other large orders including furniture or emergencies.
ii. Records
Maintaining a record of Procurement activities and decisions is an important aspect of effective
procurement. Typical procurement records include: requisitions or intake forms – these may be
electronic or otherwise documented; quotes from competitive suppliers including price, sales
terms, dates and conditions; purchase orders; formal solicitation documents; supplier
performance evaluations; and general correspondence. These documents are useful in planning
future procurements, when monitoring historical use or price trends, predicting future needs,
and retaining information about suppliers, vendors and contractors.
Procurement records are considered public records after opening pursuant to the Colorado
Open Records Act (CORA). Any confidential, proprietary, or otherwise sensitive information
contained in or with any response must be clearly marked as such and is subject to potential
disclosure. If a request is made to release this information, notice must be provided to the
supplier so that they may object; however, objections must be covered by the exceptions to
CORA. The City Attorney will provide guidance as needed.
Procurement Records are maintained in OpenGov Procurement including, but not limited to:
• Procurement Records (as described above)
• Solicitation Evaluations and Matrices
• Executed Contracts
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• Certificates of Insurance
• Supplier Performance Feedback
• Contract Documents like Cure Notices, Milestone Information, etc.
• Change Orders
• Amendments
b. Sourcing Options
The City utilizes various procurement methods to achieve fair and open competition amongst
the supplier community to ensure the Wheat Ridge residents are receiving Best Value for their
tax dollars.
Procurements valued less than $10,000 do not require multiple quotes, bids, nor proposals,
however, they are encouraged. All procurements over $10,000 up to $75,000 require a minimum
of three quotes on supplier letterhead. Any procurement over $75,000 must be formally solicited
via the OpenGov Procurement platform. Below are the various procurement methods utilized by
the City:
Documented Quotes: (DQ) Informal procurement process that solicits pricing information
from multiple sources chosen by the enduser for the same or like-for-like specified products.
The City requires at three documented quotes, on a supplier letterhead or included in an email
from suppliers, for purchases valued over $10,000 but less than $75,000. These quotes become
part of the procurement file and are subject to CORA. DQs are awarded based on lowest
conforming price. If another option is determined to be Best Value to the City overall, a
justification statement must be submitted with the award recommendation.
Quick Quotes: (QQ) Informal procurement process that solicits pricing information from
multiple sources via the City’s e-procurement platform, OpenGov for the same products or
services. The City requires that these Quick Quote opportunities be published for a minimum of
three business days, and no longer than seven business days. This process may be used for
purchases up to $75,000. QQs are awarded based on lowest conforming price. If another option
is determined to be Best Value to the City overall, a justification statement must be submitted
with the award recommendation.
Request for Bid: (RFB) Formal procurement process that solicits pricing and other pertinent
information related to the specified items or services. Generally, this process is used to
standardize products or services that don’t require customization. RFBs are awarded based on
lowest conforming price. If another option is determined to be Best Value to the City overall, a
justification statement must be submitted with the award recommendation.
Request for Qualifications: (RFQ) Formal procurement process that asks potential
suppliers or consultants to share their experience and qualifications as they relate to the City’s
overarching request. RFQs are awarded based on the qualifications and past experience of the
respondents and pricing will be negotiated during the contract negotiation phase. Pricing may
be included as a factor for City-funded projects only, otherwise pricing should be withheld from
the submissions. These solicitations are recommended when the full scope of work is
undetermined or the services are expected to be provided on an as-needed or on-call basis.
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Request for Proposals: (RFP) Formal procurement process that asks potential suppliers
or consultants to provide a solution to a specific problem or issue the City is facing. That
solution should include a price and detailed timeline to address the problem or issue. RFPs are
awarded based on the perceived Best Value to the City and favorable pricing terms. These
solicitations are best for specific, complex issues that require specialized expert services.
Invitation to Bid: (IFB) Formal procurement process that solicits bids from contractors to
complete a construction project.
Procurement Bake-Off: Bake-Offs are most common in technology procurements,
however, other instances may also employ the technique, like snowplows or other equipment. A
Bake-Off refers to a competitive proof of concept where potential suppliers are asked to
demonstrate their proposed solution’s functionality and usability in real time. All suppliers are
invited to demonstrate their solution either on-site or in a virtual environment; all suppliers are
required to demonstrate a set of requirements for evaluation. Pricing is negotiated with the top-
rated supplier. If the negotiation is unsuccessful, then the next rated supplier will have an
opportunity to negotiate pricing.
The following procurement methods exist for extraordinary circumstances and should only be
used when absolutely necessary. Alternative sourcing methods include:
Emergency Procurement: Municipal Code and City Charter Chapter 6- Civil Disasters
and Emergencies provide guidance and authority for the Mayor to declare an emergency.
In addition to a civil emergency, when the function and operation of a department will be
seriously hampered or delayed through use of the normal requisitioning / procurement process,
a bona fide emergency purchase is allowed. Emergency Procurements may proceed without
following a typical procurement process. Efforts to obtain competition are recommended
whenever feasible. After the emergency is resolved, the situation will be documented including
any efforts made to secure competition. This documentation will be needed if disaster funds will
be sought.
Emergency purchase requests that arise from a failure to anticipate needs should be avoided,
and repeated requests for emergency purchases are subject to administrative review.
The City has procedures in place so that staff is able to respond to emergency situation. The
City maintains specific P-cards with higher limits that are set aside for use in case of an
emergency. All orders placed during an emergency should be documented and followed up with
a written PO as soon as possible.
Sole Source Procurement: Non-Competitive method of procurement used when only one
supplier possesses the unique ability or capability to meet the particular requirements, or only
one supplier is granted to supply a particular product or service as prescribed by the
manufacturer. In some cases, a Sole Source justification may be approved if seeking
competition would cause hardship to the City. Regardless of reason, a justification and approval
from the department director and procurement manager are needed to proceed with a Sole
Source award.
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Single Source Procurement: A procurement decision whereby purchases may be
directed to one source because of standardization, warranty, or other limiting factors, even
though other competitive sources may be available. As with a Sole Source, a justification and
approval from the department director and the procurement manager are required to proceed
with a Single Source Award.
c. Evaluations
The City always seeks to provide a fair and transparent evaluation process. Evaluation
committees are required to evaluate formal solicitations in which the award is not based on low
bid. At least three (3) City employees will evaluate the proposals and provide objective feedback
in addition to a score. Evaluations are based on the evaluation criteria listed in the solicitation
document. The evaluation criteria weights may be listed in the solicitation but are not required,
the issuing department will determine the weight of each criterion prior to the evaluation beginning.
Each member of the committee will have access to the solicitation, the responses, and the
evaluation matrix. Each individual is responsible for performing their own evaluation
independently from the rest of the committee. A reasonable timeline for evaluation will be given
to the members and the procurement team will schedule an evaluation meeting to discuss the
results once complete. At that time, it may be determined that another phase is needed, or an
award will be recommended based on the completed evaluations.
Prior to issuing the award, references may be consulted; this will be completed by the
procurement team or by the issuing department and proper documentation will be kept as part
of the procurement file.
While evaluation materials are subject CORA, we seek to protect the individuals’ identities by
issuing evaluator numbers to everyone on the committee. All committees are to remain
confidential until an award is made.
d. Awards
Awards are given to the supplier that offers the Best Value overall to the City. The City has a
standard template for notifying awarded and non-awarded suppliers of the solicitation outcome.
The letters are contained in the procurement SharePoint and can be shared as needed. The
Procurement Manager will send the notices out after the intent to award, ideally after a contract
has been routed for signature. As a best practice, we often include the bidtab and combined
evaluation sheets along with the awards information to help alleviate the need for a debrief
meeting and lessen CORA requests.
e. Debriefs
Many suppliers will request a debrief after an award is made in an effort to understand the
strengths and weaknesses contained in their submissions. A good debrief focuses on factual
information and not on a feeling – “the proposal lacked” or “information was missing” never “we
had heard from another agency that” or “we felt that.” Always deliver objective feedback to help
the supplier improve future submissions. When providing feedback to an awarded supplier,
focus on their strengths.
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f. Cooperative Procurement Approach
The City of Wheat Ridge encourages cooperation in solicitations and contracts whenever
practicable. Cooperative procurement is the action taken when two or more entities combine
requirements to obtain the advantages of purchases, including administrative savings and other
benefits. This is also referred to a joint procurement. These efforts may also result in
cooperative contracts which allow other entities to utilize the preceding process to contract with
the supplier under the same terms and conditions, also known as a “piggyback.” The City of
Wheat Ridge includes cooperative language in both solicitations and contracts which allow other
agencies to utilize our agreements without the need for a separate competitive procurement
process.
We have access to a large volume of cooperative contracts including, but not limited to:
• Colorado State Price Agreements
• NASPO ValuePoint
• MAPO Contracts
• CDOT Contracts
• Sourcewell
• OMNIA
• BuyBoard
• HGAC
• TIPS
Whenever a new consortium or cooperative opportunity arises, the procurement and contracts
team makes an effort to join on behalf of the City to allow our departments to utilize as many
cooperative agreements as is beneficial to the City.
g. Receiving Goods
As previously stated, when goods are received, it is the duty of the department manager /
supervisor to inspect the goods and report any issues to the procurement team immediately for
resolution. Damaged goods are not to be accepted and should be refused. The City assumes
ownership as soon as the goods are accepted from the delivery company / shipper. Please
note: warranty periods generally begin at time of acceptance.
h. Amendments
Occasionally, changes to active agreements are needed in order to complete an active project.
In these cases, an amendment is requested by the issuing department and the procurement
team will issue a formal amendment to the contract and will seek signatures as appropriate.
Signatures will be applied based on the financial impact of the amendment – following
thresholds as listed previously. Any changes in excess of 10% of the original will be considered
for re-solicitation. Amendments seek to make one or more of the following adjustments:
a. Statement of Work
b. Timeline
c. Compensation
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i. Agency Goals
The City works hard to ensure fair and open competition amongst all suppliers. Whenever
possible, local suppliers are sought as we want to see our community continue to thrive. It may
not always be feasible to award local suppliers, but the effort should be made.
The City also values sustainability and we encourage purchasing sustainable products and / or
services whenever practicable and beneficial to the City.
Section 3: Information Technology Procurement
All Information Technology (IT) related purchases must be vetted and approved by the IT
Manager or designee. The following exceptions have been made to help expedite service to the
City:
a. External mice and keyboards
b. Headphones and headsets
All other IT-related purchases must be approved in writing by the IT Manager, including,
but not limited to:
a. Software, regardless of annual cost
i. Any Cloud Service Purchases must also include a completed Cloud Services
Questionnaire for all evaluated systems. The questionnaire must be vetted
and approved by IT prior to the purchase being executed.
b. Web-based subscriptions
c. Computers, tablets, phones, mobile devices
d. Monitors and screens
These requirements exist to protect the City’s budget and more importantly the City’s IT security
at-large. By vetting these items appropriately, the City will have greater access to protections
against bad actors.
a. AI Policy
Vendors and Contractors hired by the City must disclose their use of AI and are accountable for
the same responsible use of AI as City staff. This includes verification of AI results and citation
including what data is used. Sensitive data may never be put into an AI.
Please refer to the City’s AI policy for more information.
Section 4: Construction Projects
As noted above, the City utilizes an Invitation to Bid process to solicit contractors to complete
construction projects where unit prices and / or a lump sum is bid by the contractor. Projects
may also be bid as design-build, design-bid- build, construction manager at risk (CMAR) or
Construction Management / General Contractor (CM/GC), or as an RFP. Construction projects
will follow the same procurement and approval thresholds as all other procurements.
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There are desired and specific requirements for formal construction bids, including (but not
limited to):
• Requiring a 5% bid bond
• Scope of Work (SOW)
• Period of performance (POP)
• Insurance
• Payment and Performance Bonds valued at 100% of the contract total
• Certifications and licenses – qualifications
• Retainage
o Retainage is capped at 5% of the total project and allows the City to pay any
subcontractors or fix any issues left unresolved by the prime contractor.
• References
Administration of the contract is the responsibility of the requesting department, project manager
or project coordinator, or another party, as assigned. The contract administrator accepts
responsibility for:
• Inspecting, accepting and recording contractor performance
• Communicating with contractors regarding the City’s requirements
• Evaluating contractor performance
• Notifying the procurement manager promptly of any disputes, failures to perform, or
other problems with contractors
• Documenting all activities of the contract and ensuring that copies of important
documents are retained and/or forwarded to the procurement team
• Processing payments and approving retainage amounts, and processing contract close-
out documents, including requests to advertise project acceptance
• Managing change order requests and authorizations (see below)
• Managing grant requirements
• Monitoring contractors for compliance with local, state and/or federal law
Procurement and Contracting Division’s responsibility includes:
• Maintain the City’s record file of the contract
• Review all requests for changes in delivery, price, or specifications
• Create purchase orders with contract administrator’s approval
• If necessary, resolve disputes with contractors
• Issue cure notices, demand letters, and contract default/termination notices to
contractors, if required
b. Bond Requirements
Bid Bonds require the awarded contractor to perform the work as described or pay a 5% fee to
the City if they decide they cannot perform after they have submitted their bid.
Beyond requiring a 5% bid bond, construction projects awarded at $100,000 or more may also
include a requirement for the vendor to provide a 100% performance bond and a 100% payment
bond. These bonds must be satisfactory to the City, executed by a surety company authorized
to do business in the state of Colorado or otherwise secured in a manner satisfactory to the City,
in an amount equal to 100% of the price and/or compensation specified in the contract. The
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performance bond provides protection for all persons supplying labor and material to the
contractor or its subcontractor for the performance of the work provided for in the contract.
Service contracts may also be subject to performance and payment bond requirements at the
discretion of the Department Director and Procurement Manager.
c. Liquidated Damages
Depending on the size of the project, the timeline allowed, and inconvenience to the City
liquidated damages may apply on construction projects. Liquidated damage amounts are
discretionary, and are not to be punitive, but should reflect damages and inconveniences (time,
labor and expenses) to the City if the work is not completed on time. For most construction
projects the City follows the Colorado Department of Transportation (CDOT) schedule of
liquidated damages (more fully described in bid documents), as follows if liquidated damages
are even applied.
Schedule of Liquidated Damages (LD)
Contract Amount Contract Amount
For More Than Up to and Including LD per Contract Day
$ 0 $ 150,000 $ 500
$ 150,000 $ 500,000 $ 1,000
$ 500,000 $ 1,000,000 $ 1,600
$ 1,000,000 $ 2,000,000 $ 2,300
$ 2,000,000 $ 4,000,000 $ 4,100
$ 4,000,000 $ 10,000,000 $ 5,800
$ 10,000,000 --- $ 7,000
d. Retainage Requirements
For any Construction Contracts valued over $150,000 a maximum of 5% retainage will be
withheld until after the final project acceptance has been advertised. The City must release the
remaining 5% within 60 days of the contract completion provided there have been no appeals
made against the Prime Contractor by any of the subcontractors.
e. Change Orders
The purpose of a change order is to recognize changes that may occur on jobs, resulting in
amendment to the project scope, timeline and/or cost. Change orders generally apply to active
construction projects and affect the Statement of Work as previously agreed upon. Change
orders which do not exceed 10% of the original total including contingency may be executed
without re-solicitation with the approval of the Project Manager, Department Director,
Procurement Manager, and the City Manager. Change orders that only affect the project
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timeline may be approved by the Project Manager and Department Director. Change orders
affecting the overall costs will follow the same authority thresholds contained herein.
Construction change orders which authorize an improvement under a construction contract may
be executed without competition when:
a. The improvement is required for the completion of an improvement that is
currently under construction pursuant to a competitive bidding or competitive
proposal process
b. The improvement results from the unforeseen physical conditions at the site of
the improvement under construction and is required for the completion of the
improvement under construction
c. A written finding has been made by the City Engineer, or designee, that it is in the
City’s best interest to negotiate with a specific (generally on-site) contractor for
the construction of the improvement(s)
f. Progressive Encumbrance
The City of Wheat Ridge manages several projects each year, with some of those spanning
multiple fiscal years. The Progressive Encumbrance policy provides an appropriate mechanism
for the City to implement, manage, and ultimately pay for major construction projects throughout
the City that span multiple years. The full policy is contained herein as Exhibit 7e. At the
discretion of the Finance Manager and Procurement Manager, a progressive encumbrance of
funds may be considered if the capital program or project meet all of these following criteria:
a. Major capital program or project funded by debt or other obligations that is anticipated to
span multiple fiscal years;
b. Not to Exceed costs can be determined and have been or will be negotiated for all work;
c. The deferred portion of the encumbrance for design or construction is estimated to be
$1M or greater;
d. The program or project has a sound, comprehensive financial plan to encompass the
entire contract value.
In order to gain approval, the following documents are required:
a. Project cashflow to highlight when funds are needed over the project timeline
b. Complete scope of work for the project including total costs or not to exceed costs
c. Progressive Encumbrance Justification - signed by the Project Manager, Finance
Manager, Procurement Manager, Department Director and the City Manager.
Section 6: Other Procurement Services and Information
a. Surplus Property and End of Life Disposal
The final step in the procurement process is disposal of an item or items when they are no
longer useful to the City. As needed, procurement will request surplus item lists from all City
departments. When the reports are received, transfer to other departments is encouraged prior
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to sending items to public auction. Some items may also be traded-in for new equipment, sale
or donation.
Many electronic items may be recycled as opposed to being sent to auction to control how these
items enter the waste stream at the end of their useful life. The IT Division has a process to
erase data from devices such as computers, laptops, smart phones, cell phones, etc. Data in
printer/copiers should also be erased prior to disposal, trade-in or return at the end of a lease.
The City also participates in a program which sends older, yet still operable IT items to an
organization that provides IT equipment to community members who may not otherwise be able
to obtain those items.
The terms and conditions associated with the City’s acceptance of state or federal grant funds
may also stipulate how an item or asset must be treated at the end of the grant, or the end of
the useful life of the item purchased with grant funds, and how any proceeds from a sale must
be handled. It is the disposing department’s responsibility to inform procurement of any grant
provisions that must be followed.
To avoid any appearances of impropriety in the disposition program, employees of the City may
not purchase items unless the sale is to the highest bidder at a public auction or by sealed bid
after appropriate public notification of the sale.
Additionally, there are specific procedures followed by the Police Department prior to
establishing evidence items as surplus property per Municipal Code Chapter 2, Article I, Sec 2-5
– Disposition of unclaimed property.
b. Grants
Grant funds are available from a number of sources (local, regional and federal) and are
identified for specific uses. With each funding source and grant program, there are allowances
and restrictions. These requirements are the responsibility of and must be administered by the
requesting department. In addition to the City’s standard processes and approval requirements,
tracking grant expenses, requesting reimbursement, tracking revenue, monitoring allowed costs,
advertising the bid correctly and working with qualified vendors are all important considerations
when using grant funds.
When grant funds are utilized, the City will follow the most stringent procurement guidelines.
Those guidelines may be the ones described herein, or if more restrictive, the grant
procurement guidelines will be followed. When the City accepts grant funds from any source,
the City also agrees to any audit requirements included as part of the grant.
Copies of all grant applications and grant award documents are to be provided to the
procurement division, prior to formal solicitation posting.
Other sources of funds may be received in the form of Intergovernmental Agreements; these too
require extra attention to the details of the agreement. Communication between all affected
departments is key to successful procurement, administration, payments and revenues, and to
project close-out.
c. End of Year Carryovers
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Procurement and Finance actively collaborate throughout the Fiscal Year and require active
participation of all departments to successfully close out each year. The first critical action is
getting invoices paid for all deliveries, and all work completed in the current fiscal year, January
1 – December 31. In this capacity the procurement and finance meet in October of each year to
establish appropriate dates which are shared with all departments in early November of each
year. The purpose of these meetings and designated dates is to facilitate proper accounting of
City funds. Money budgeted and expenses approved for a specific fiscal year must be
accounted for. In addition to the accounting work done by finance, and budgeting by all
departments, the City hires an independent auditing firm to review the handling of public funds,
and ensure public trust.
If necessary, a purchase order can be carried over to the next year. This is done when an item is
not delivered by January 31, or if a project is not completed by the same date. The open POs
that are to be carried over are listed and summarized, and if approved by Council in early to
mid-February of the following year, the total amount is added to the then-current budget as a
Supplemental Budget Appropriation and the vendor continues to work off the established PO
number. It is important that departments do not budget for an expense in the next year and also
carry over an existing encumbrance for the same expense. Properly projecting expenses and
revenues is an important function of the budget process.
Purchases and invoices that are not included as part of this process will trigger additional
scrutiny by the external auditors which can result in punitive measures against the City. It is
critical that finance and procurement are notified of any outstanding items no later than January
31 each year.
Carryover requests must be approved by the Department Director and the procurement
manager. If not carried over, and not spent, any remaining money in the budget will no longer be
available for spending.
Multi-year agreements, or those agreements issued with an option to renew for an additional
term(s), are not examples of purchases that are carried over from one year to the next; they
must be budgeted for each year.
d. Protest Procedures and Considerations
Any actual or prospective supplier, contractor or vendor who is aggrieved in connection with the
solicitation or award of a contract and/or purchase order regardless of funding source may
protest to the Procurement Manager. The protest must be submitted in writing to the
Procurement Manager within seven working days of the non-award notice or intent to award
posting, whichever is first.
The Procurement Manager has the authority to settle and resolve a protest of an aggrieved
bidder, contractor or vendor, actual or prospective, concerning a solicitation or award of a
contract. An affiliated department director, and/or the City Attorney may provide input to assist
with the determination. Bid protests must include the solicitation name and number. The
following conditions are grounds for protest, one or all must be present and documented for the
protest to be considered:
1. Violation of law, regulations or policy
2. Unfair evaluation or award process
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3. Undisclosed errors in solicitation affecting the outcome
4. Conflict of interest or unethical conduct
Bid protests must be signed by the person submitting the protest and include the preferred
remedy requested by protestor.
A written decision regarding the protest will be rendered within 14 working days after the protest
is filed. The written decision will contain a statement of the reason(s) for sustaining or denying
the bid protest. The following process will be followed for each protest:
1. The formal, written protest is received by the Procurement Manger.
2. Procurement Manager will notify the Deputy City Manager of the protest then review the
documentation and determine if other City representatives need to be involved including
the City Attorney and / or City Manager. Direct contact by the protesting party with the
City Manager or City Council violates the City’s protest policy. Those individuals will be
notified as deemed appropriate by the Deputy City Manager.
3. The procurement process will be paused until a determination has been rendered.
4. Written determination will be delivered to the protesting party within 14 working days of
the protest receipt.
5. Appeals must be filed within 5 working days to the Deputy City Manager with a copy sent
to the Procurement Manager. Appeals will be reviewed by the City Attorney and City
Manager. The final determination will be made within 14 working days or the appeal
receipt.
A protest will delay the contract award until after a final decision has been rendered.
e. Supplier Performance
It is the responsibility of each project lead to fill out the Vendor Performance Evaluation.
Additional documentation may be required as backup to any feedback provided in the
evaluation. These evaluations serve as a basis to award or not award those same vendors in
the future. The evaluation form is included in the procurement file and can be found within the
procurement module in OpenGov.
f. P-Cards
The City supports the use of procurement cards (P-Cards) due to the ease created by their use
and the rebate the City receives as part of the program. Employees are encouraged to use their
P-Cards to complete individual purchases valued at $10,000 or less with a monthly allowance
up to $20,000. For reoccurring costs, procurement recommends the use of the department P-
Cards which are managed by Directors or their designee to maintain revolving costs and avoid
the potential for late fees or a lapse in service due to employee turnover or other circumstance.
The P-Card Policy is included herein as Exhibit 7f.
Section 6: Acronyms and Definitions
Acronyms
A&E Architectural and Engineering
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ACTION City Values: Accountability, Change, Teamwork, Integrity, Opportunity, NOW!
BAFO Best and Final Offer
CORA Colorado Open Records Act, see FOIA
C.R.S. Colorado Revised Statute
DBE Disadvantaged Business Enterprise
EIN Employer Identification Number
MAPO Multiple Assembly of Procurement Officials (regional cooperative)
NASPO National Association of State Purchasing Officials
PO Purchase Order
PR Purchase Requisition
T&C Terms and Conditions
Definitions
A
Allowable Cost: a cost that is reasonable, allocable to the given cost objective, in accordance
with Generally Accepted Accounting Practices (GAAP) and Federal Cost Accounting Standards,
and if appropriate – grant awards, in accordance with the terms of the contract, and not
prohibited by law or regulation.
Alternate bid: 1. A substitute bid. 2. A bid submitted with an intentional substantive variation to
a basic provision, specification, term, or condition of the solicitation.
Award: 1. The final acceptance by an entity of a bid or proposal from an offeror. 2. The
presentation of a purchase agreement or contract to a supplier.
B
BAFO: A process requested from one proposer or short-listed proposers for their best price(s)
for a specific solicitation prior to determining a contract award. Sometimes used during the
Request for Proposals method of procurement.
Best Value: 1. A procurement method that emphasizes value over price. 2. An assessment of
the return that can be achieved over the useful life of the item, e.g., the best combination of
quality, service, time, price.
Blanket Purchase Order: a contract under which a contractor or vendor agrees to provide
goods or services to a purchaser on a demand basis; the contract generally establishes prices,
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terms, conditions, and the period covered, although no quantities are specified; shipments are
to be made when and as required by the purchaser.
Brand Name or Equal Specification: a specification using one or more manufacturers’ brand
names, with identifying model numbers, to describe the standards of quality, performance, and
other characteristics needed to meet the requirements of a solicitation, and which invites bids
for equivalent products from any manufacturer.
C
Common Law: 1. Law based on custom and usage, or confirmed by court decisions, rather
than law created by the enactment of legislative bodies. 2. The body of law created by court
decisions rendered by judges; also known as case law or judicial law. 3. Principles and rules by
which rights and obligations in commercial transactions are determined, found in the Uniform
Commercial Code (2) business law.
Competitive Range: The group of responsible proposers chosen for additional discussions and
negotiations based on an evaluation of their proposals, which are determined to be responsive
and have a reasonable chance of being selected for an award.
Conflict of Interest: A situation that gives a person, while acting in their official capacity, the
opportunity through actions or decisions to direct or influence an outcome for personal benefit.
Construction: The process of using labor to build, alter, repair, improve, or demolish any
structure, building, or public improvement; generally, does not apply to routine maintenance,
repair, or operation (MRO) of existing real property.
Contingency: a possible future event or condition, which cannot be determined with certainty,
that may necessitate special measures.
D
Damages: Compensation, usually a monetary judgment, awarded to one party in a contract
who suffers harm or loss that is the result of negligence or breach of contract on the part of
another party.
Designee: A duly authorized representative.
E
Equivalent: Items that correspond or are virtually identical, particularly in function or effect, and
are able to be used for the same purpose.
Extended Price: The price for the total number of items ordered, calculated by multiplying the
quantity ordered by the unit price.
F
Fair and Reasonable: A price that is fair to both contracting parties, considering the market
range for the good or service, agreed upon conditions, promised quality, and timeliness of
contract performance.
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Freight on Board (FOB): 1. Origin - vendor makes delivery at port of origin, and all
risk and costs from that point on are the purchaser’s, 2. Destination – vendor is responsible for all risk until shipper delivers to final destination and the receiving party signs for receipt and acceptance of the product.
G Grant: 1. A transfer of federal government funds to state or local governments to
support or stimulate programs authorized by federal or state laws in order to accomplish objectives that are locally defined and managed under a broad federal or state program. 2. The furnishing of assistance by a jurisdiction, whether financial or otherwise, to any person to support a program authorized by law; does not include an award whose primary purpose is to procure supplies, services, or construction. I Indemnity: Contractual mechanism where one party (the indemnitor) agrees to cover
losses or damages suffered by another party (the indemnitee) due to a specific event or circumstance. L Law of Agency: The Law of Agency states that an agent is someone who acts on behalf of a principal. It is a product of common law that focuses not only on the creation
of agent relationships, but also the liability for losses suffered by others who deal with agents. There are two ways to create an agency relationship: 1) by agreement between the principal and agent, and 2) by law.
N Non-Conformance: The failure of material or services to meet specified requirements for any characteristic or requirement. Non-responsible: 1. A contractor, business entity, or individual that responds to a solicitation but does not have the ability or capability to fully perform the solicitation’s requirements. 2. A business entity or individual who does not possess the integrity and
reliability to assure contractual performance. Non-responsive: A response to a solicitation that does not conform to the mandatory
or essential requirements contained in the solicitation. Q Qualified Bidder: A bidder determined by the purchasing organization to meet the minimum standards of business competence, reputation, financial ability, and product quality for placement on the bidders list. U Unallowable Cost: Expense incurred by the contractor that does not meet the authorized criteria under the contract terms.
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Section 7: Exhibits
7a. Institute for Public Procurement (NIGP) Code of Ethics
7b. Universal Public Procurement Certification Council (UPPCC)
Code of Ethics
7c. Progressive Encumbrance Policy
7d. P-Card Policy
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Exhibit 7a.
NIGP Code of Ethics
NIGP: The Institute for Public Procurement is a not-for-profit charitable association serving the
public procurement profession. The NIGP-CPP Certification Program certifies qualified
practitioners in the field of public procurement who have met the professional competency
standards established by the NIGP Certification Commission.
The NIGP-CPP Code of Ethics applies to those individuals seeking the NIGP-CPP certification
(candidates) and all individuals certified and recertified by the NIGP Certification Commission
(certificants). This Code of Ethics sets appropriate and enforceable professional conduct standards
and identifies the minimum ethical behavior requirements for NIGP Certified Procurement
Professional candidates and certificants.
The NIGP Certification Commission requires that all candidates and certificants attest to the
following ethical principles:
Keeps the governmental organization informed, through appropriate channels, on problems and
progress of applicable operations by emphasizing the importance of the facts.
Subscribes to and supports the professional aims and objectives of NIGP - The Institute for Public
Procurement.
Ethical principles related to public procurement practice:
1. I will seek or accept a position only when fully in accord with the professional principles
applicable thereto and when confident of possessing the qualifications necessary to serve
under those principles to the advantage of my employing organization.
2. I will guide my actions in all professional matters and activities by the highest standards of
integrity and honesty; and will act professionally in all matters for each client or employer or
agency.
3. I believe in the dignity and worth of public service rendered by my organization, and the
societal responsibilities necessary to produce results for the community I serve as a trusted
public servant.
4. I am governed by the highest ideals of honor and integrity in all public and personal
relationships in order to merit the respect and inspire the confidence of the organization
and the public being served.
5. I believe that personal aggrandizement or personal profit obtained through misuse of public
or personal relationships is dishonest and not tolerable.
6. I will identify and eliminate participation in operational situations where a conflict of
interest may be involved.
7. I believe that public procurement professionals should at no time, or under any
circumstances, accept directly or indirectly, gifts, gratuities, or other things of value from
suppliers, which might influence or appear to influence purchasing decisions.
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8. I will resist encroachment on control of personnel to preserve integrity as a professional
manager.
9. I will address all personnel matters under my authority on a merit basis, and in compliance
with applicable laws prohibiting discrimination on the basis of religious and political beliefs,
skillsets, abilities, perspectives, background experiences, gender, age, race, ethnicity,
education, socioeconomic background, sexual orientation, and geographic location.
10. I will not seek or dispense personal favors and will handle each administrative challenge
objectively and empathetically, without discrimination.
11. I subscribe to and support the professional aims and objectives of NIGP - The Institute for
Public Procurement.
12. I will fully comply with the certification requirements including policies, procedures,
guidelines, and schemes established by the NIGP Certification Commission as modified
from time to time.
13. I will provide accurate, complete, and truthful representations concerning all certification
and recertification documentation and pledge to provide additional documentation
required by the Commission as requested during the assessment of my applications.
Further, I understand that any falsification or misrepresentation of these documents will
result in the termination of my application.
14. I will maintain the security of all NIGP-CPP examination information and materials and will
not disclose any exam content to include exam questions. I will not participate in fraudulent
test taking practices. Further, I will report the unauthorized distribution of exam questions
or any fraudulent exam-taking practices.
15. I will honor the use of the designation as authorized and only in the approved matter.
16. I will not use the certification in such a manner as to cause disrepute.
17. I will not use the certification in a misleading manner.
18. I will not make misleading or unauthorized statements about the certification.
19. If my designation lapses, or is suspended or withdrawn by the Commission for any reason, I
will discontinue the use of the NIGP-CPP trademark, will remove the credential from any
documents bearing my name and credentials, and return the certificate issued by the
Commission until such time as my designation is restored.
20. I will voluntarily and immediately report to the Commission any felony convictions or other
legal disposition that would constitute violations of this Code of Ethics that have not
already been disclosed, regardless of when they occurred, and report any conditions that
prohibit fulfillment of duties as set forth in the competency requirements.
21. I will accept responsibility for maintaining the NIGP-CPP designation through
recertification, as applicable, and for adhering to the NIGP-CPP Code of Ethics.
Page 24
Exhibit 7b.
UPPCC Code of Ethics
All applicants and certified professionals shall subscribe to and be bound by
the following Code of Ethics & Professional Conduct.
• I shall only seek or accept a position of employment when fully in accord with the professional
principles applicable thereto, and when confident of possessing the qualifications to serve under
those principles to the advantage of my employer.
• I shall endeavor to keep myself knowledgeable and current on the practices and issues related to
my profession.
• I shall conduct myself in a professional manner that reflects the dignity and worth of the services
rendered by my employment and the societal responsibilities assumed as a trusted public servant.
• I shall be governed by the highest ideals of honor and integrity in all public and personal
relationships in order to merit the respect and inspire the confidence of my employer and the public
served.
• I shall neither seek nor accept any form of personal aggrandizement or profit through misuse of
public or personal relationships.
• I shall identify and eliminate participation of any individual in operational situations where a
conflict of interest may be involved.
• I shall not at any time or under any circumstances accept directly or indirectly, gifts, gratuities or other
things of value from suppliers, which might influence or appear to influence the performance of my
professional duties.
• I shall keep my governmental organization informed, through appropriate channels, on problems
and progress of applicable operations by emphasizing the importance of the facts.
• I shall handle all personnel matters on a merit basis.
• I shall neither seek or dispense personal favors that are in conflict with my professional duties.
• I shall handle each administrative problem objectively and empathetically without discrimination.
• I shall subscribe to and support the professional aims and objectives of the Universal Public
Procurement Certification Council.
Prohibited Acts
Individuals currently certified by the UPPCC, certified in a retired status or
applying for UPPCC certification may be subject to review and appropriate
action including revocation or denial of certification for conduct detrimental to
the dignity and respect for their position, including, but not limited to, the
commission of any of the following Prohibited Acts:
• A material misstatement or misrepresentation or fraud on application materials for
certification or recertification.
• Willful violation of examination procedures, confidentiality or security.
• Failure to report or concealing knowledge of potentially illegal activity by any staff, volunteer or
Page 25
vendor related to his or her job or professional activities.
• Failure to pay certification or recertification fees in a timely manner.
• Misrepresentation or improper use of the CPPO, the CPPB or any other professional credential.
• Conviction for or entry of a plea of nolo contendere to any crime involving an individual’s professional practice in the field of public procurement including but not limited to matters of conduct related to his or her employment and/or conduct related to professional associations and other professional activities.
• Failure to comply with the Code of Ethics & Professional Conduct provisions listed above or
other behavior that may bring discredit to the profession.
Policies & Procedures
All candidates for certification and persons currently certified by the UPPCC
must comply with the UPPCC Code of Ethics & Professional Conduct. The
UPPCC Code of Ethics & Professional Conduct is the basis for the UPPCC
Disciplinary Policy.
For the purpose of UPPCC policy and procedures for addressing
complaints against candidates enrolled in UPPCC certification programs
who are either a current applicant, a certified professional, a certified
professional with retired status or an individual who is representing him
or herself as having a current certification (hereafter “Respondent”). Any
individual may file a written complaint against a Respondent. The written
complaint must include the date, stated complaint, relevant supporting
materials, and the complainant’s phone number and email address. The
complaint should be addressed to the UPPCC Executive Director. The
complaint shall be reviewed by the UPPCC Executive Director to ascertain
if the criteria for acceptance of a complaint are met. The acceptance criteria
are as follows:
• Complainant must have personal knowledge of the alleged violation or misbehavior or must
be in a position to supply relevant reliable evidence of the violation.
• Complainant must demonstrate by documentation and factual evidence that the
complaint involves an issue or issues directly related to one or more items of the UPPCC
Code of Ethics and Professional Conduct. Matters of a personal nature or matters not
related to the UPPCC Code of Ethics & Professional Conduct will not be considered.
• In order for the complaint to be processed, the UPPCC records must show the
named Respondent is, at the time of filing, an applicant, a certified professional, a certified
professional with retired status or an individual who is representing him or herself as
having a current certification.
Page 26
Exhibit 7c.
Wheat Ridge Progressive Encumbrance Policy
POLICY City of Wheat Ridge manages several projects each year, with some of those spanning multiple fiscal years. This policy provides an appropriate mechanism for the City to implement, manage, and ultimately pay for major construction projects throughout the
City that span multiple years.
A. Process 1. Prior to execution of the contract, the Project Manager will request approval from
the Finance Manager, Procurement Manager and the Director of Public Works to
utilize the Progressive Encumbrance of Funds Policy (the policy”) for a multi-year
construction project.
2. The Project Manager will complete an Authorization for Use of Progressive
Encumbrance Form (“Progressive Encumbrance Form”) and send to the Finance
Manager, Procurement Manager and Department Director for approval. In
addition to the Progressive Encumbrance Justification, Project Manager will
submit a financial plan for review.
3. Once approved, the Project Manager will work with Procurement to ensure the
contract captures the progressive encumbrance per the “Contract Modifications”
listed below.
B. Project Eligibility At the discretion of the Finance Manager and Procurement Manager, a progressive encumbrance of funds may be considered if the capital program or project meet all of these following criteria:
1. Major capital program or project funded by debt or other obligations that is
anticipated to span multiple fiscal years;
2. Not to Exceed costs can be determined and have been or will be negotiated for
all work;
3. The deferred portion of the encumbrance for design or construction is estimated
to be $1M or greater;
4. The program or project has a sound, comprehensive financial plan to encompass
the entire contract value.
C. Required Documentation In order to gain approval, the following documents are required:
1. Project cashflow to highlight when funds are needed over the project timeline
Page 27
2. Complete scope of work for the project including total costs or not to exceed
costs
3. Progressive Encumbrance Justification - signed by the Project Manager, Finance
Manager, Procurement Manager, Department Director and the City Manager.
In the event additional encumbrances are required due to changes in scope, etc. all of
the following must be met:
1. New funding becoming available (e.g. new bond issuance, funding provided by
another entity via IGA or other contract vehicle.)
2. Project moving to another phase (e.g. from design to construction phases or
completing other major milestones.)
3. Change Order increasing the budget and project costs above the previously
approved amount.
a. An additional Progressive Encumbrance Justification is required for each
additional encumbrance
b. Progressive Encumbrance Justification must specify amount being added
as well as the new total not to exceed
c. Approvals are required
E. Contract Modifications Any agreement which intends to utilize a progressive encumbrance must also include
the following provisions;
a. Appropriation and Encumbrance. Notwithstanding any other term, provision, or condition herein, all payment obligations under this Contract shall be limited to the funds appropriated or otherwise made available by the
Wheat Ridge City Council, paid into the appropriate fund and encumbered for
this contract. As of the date of this Contract, Dollars ($000.00) have been appropriated for this Contract. The Project Manager will notify Contractor when additional funds are appropriated and encumbered for this Contract by providing Contractor with a fully executed Progressive Encumbrance Form –
attached as Exhibit A. The Progressive Encumbrance Form is only valid when
signed by the Project Manager, Department Director, Finance Manager and Procurement Manager or designee. Any work performed, or costs incurred, by Contractor exceeding the total amount appropriated and encumbered for this Contract as stated or increased by a subsequent fully executed
Progressive Encumbrance Justification is done without authorization and at
Contractor’s sole risk. b. The issuance of any form of order or directive by the City which would cause the aggregate amount payable to the Contractor to exceed the amount appropriated and encumbered for the Work to be performed in accordance
with the Contract Documents is expressly prohibited. In no event shall the
issuance of any change order or other form of order or directive by the City be considered valid or binding if it requires additional compensable Work to be
Page 28
performed, which Work will cause the aggregate amount payable for such Work to exceed the amount appropriated and encumbered for the Work, unless and until such time as the Contractor has been advised in writing by a
fully executed Progressive Encumbrance Form that an appropriation and
encumbrance sufficient to cover the entire cost of such additional Work has been made. It shall be the responsibility of the Contractor to verify that the amounts already appropriated and encumbered for the Work are sufficient to cover the entire cost of such Work, and any Work undertaken or performed in
excess of the amount appropriated and encumbered is undertaken or
performed in violation of the terms of this Agreement, without the proper authorization for such Work, and at the Contractor’s own risk and sole expense.
Page 29
Exhibit 7d.
Wheat Ridge P-Card Policy and Guidelines
PURPOSE
Employees support the City of Wheat Ridge by procuring goods and services with the flexibility and
convenience of a procurement card (P-Card). As such, it is important to establish a clearly defined
policy for the City’s expectations of staff when utilizing this resource.
1. Eligibility
In general, an employee who has successfully completed their probationary review period is
eligible for a city-issued P-Card. If it would be in the best interest of the department based on an
employee’s role, a supervisor may authorize a procurement card prior to an employee completing
probation. Volunteers and variable employees are ineligible for a P-Card.
2. Process
Prior to issuance of a P-Card, the supervisor will review this Administrative Guideline with the
employee and provide the employee an Employee Agreement. The Agreement must be signed by
both supervisor and employee and given to the P-Card administrator. The P-Card administrator will
order the P-Card and provide procurement card resources and training prior to an employee’s first
purchase.
3. Employee Training
Employees will receive training when a P-Card is initially issued to ensure they understand the
proper usage, policies, and responsibilities associated with the card. Additionally, annual refresher
training will be conducted to keep employees updated on any changes to the P-Card policy and to
reinforce best practices. In cases where an employee violates the Employee Agreement, targeted
training will be provided to address the specific issues and prevent future occurrences. This
ongoing training program is designed to maintain a high standard of compliance and accountability
in the use of P-Cards.
4. Limits
a. Employees are eligible for a $20,000 billing cycle limit, with a one-time purchase limit of
$10,000.
b. Department cards are eligible for a $150,000 billing cycle limit, with a one-time
purchase limit of $75,000. Department cards are not allowed off City property.
c. A Director, at their discretion, may authorize a credit limit increase exceeding standard
limits for specific transactions not exceeding $75,000, unless the City Manager or City
Council approval is granted. All requests will need to be made to the P-Card
administrator in writing.
Page 30
d. All transaction approvals are subject to the City’s signature authority. E.g. Transactions
over $10,000 need to be approved by a director.
5. Purchases Above $10,000
A single purchase for goods or services greater than $10,000 requires at least three documented
quotes obtained by the employee. The director shall verify that multiple quotes were obtained, and
the best value was selected for the City. Copies of the documented quotes need to be uploaded
with the transaction’s receipt during the reconciliation process and must be made available upon
request. This ensures transparency and accountability in the procurement process, providing
verifiable proof of competitive pricing and decision-making. These quotes must be retained for
seven (7) years per the City’s Records Retention Policy.
6. Prohibited Purchases
No P-Card transactions are allowed if there is no available budget in the general ledger (GL). An
employee who makes a prohibited purchase, such as an item for personal use outside of their job
function, is responsible for repaying the City in full for the item that was purchased in accordance
with number 8 of this guideline.
Prohibited purchase examples include, but are not limited to:
a. Personal items not related to work.
b. Cash advances from ATM.
c. Entertainment (unless approved by supervisor)
d. Medical expenses (unless approved by supervisor)
e. Alcohol
f. Tobacco or marijuana products
g. Gambling
h. Splitting purchases (a singular purchase exceeding the employee’s purchasing
threshold divided into multiple transactions)
7. Tax Exempt Status
The City of Wheat Ridge is a tax-exempt municipality. The City’s tax exemption is printed on the face
of the P-Card. If sales tax has been applied to a purchase, it is the employee’s obligation to contact
the vendor and obtain a refund for the sales tax. If an employee has failed to obtain a sales tax
refund, the employee may be liable for repayment of sales tax in addition to refresher training.
8. Repayment
In the event of unauthorized or prohibited purchases, the employee must repay the City within two
weeks of the transaction date. If repayment does not occur within this timeframe, the amount due
will be deducted from the employee's payroll on the next payroll date following the two-week
period. This ensures timely resolution of any outstanding balances and maintains the integrity of
the
Page 31
City's financial practices. Failure to comply with this repayment policy may result in further
disciplinary action.
9. Local Business and Gratuity
Employees are encouraged to support local businesses within the City of Wheat Ridge whenever
possible. In addition, City staff is encouraged to tip 20 - 25% gratuity for meals.
10. Business Travel
Employees are encouraged to use their P-Card when traveling on behalf of the City for travel and
accommodation, specifically meaning flights, lodging, and travel logistics. The P-Card is not to be
used for meals and incidentals when traveling. The employee should instead make a per diem
request prior to or a�er travel, consistent with Administrative Guideline No. 2 regarding travel and
payment of expenses while conducting City business. Receipts are not required for meals when a
per diem is used for travel. The City procurement card may not be used for any travel and
accommodation for non-City employees (e.g., employees' family members or significant others).
11. Receipts
The employee is responsible for providing all receipts for purchases made with the procurement
card when submitting their monthly transaction reconciliation. If a receipt lacks description of the
goods and services rendered, the employee should itemize the transaction for their approver. The
supervisor or director is responsible for verifying proper supporting documentation prior to
approving the monthly transaction reconciliation. If a receipt is lost, damaged, or unavailable; the
employee must complete a Missing Receipt Form for purchases greater than $25.
12. De Minimis
Employees shall be responsible for maintaining receipts for purchases greater than $25. Receipts
for purchases under that threshold are not required, such as for parking or sundry expenses.
13. Lost or Stolen Cards and Employee Separation
If a card is lost or stolen, the employee is responsible for notifying their supervisor and P-Card
administrator immediately. Additionally, suspicious activity or unrecognized charges on a P-Card
should be reported to a supervisor and P-Card administrator without delay.
When an employee with a P-Card is separated from the City, the supervisor of the employee shall
notify the P-Card administrator and obtain the P-Card prior to the employee’s date of separation.
The P-Card administrator will then be sent the card to deactivate the day after the employee's day
of separation and ensure the card is destroyed. The employee should notify their supervisor of any
pending transactions or autopayments associated with that card. This combined approach ensures
that all P-Cards are properly managed and secured, reducing the risk of unauthorized use.
14. Employee Accountability
Employees are expected to follow the Purchasing and Accounts Payable Calendar of Deadlines.
Failure to meet the P-Card deadline will result in the revocation of the P-Card. When requesting
personal time off, the P-Card holder is responsible for ensuring the P-Card deadlines are still met.
Page 32
Misuse, abuse, or fraudulent use of the P-Card will result in revocation of the card, and appropriate
disciplinary action will be taken, up to and including termination of employment. The City manager,
director, or P-Card administrator reserve the right to revoke an employee’s P-Card at any time for
violation of this policy. The City may pursue legal ac�on to recover damages as a result of
fraudulent actions by employees.
15. Sharing P-Card Information
Due to security concerns, the transmission of P-Card data via email is strictly prohibited. Email is
not a secure method for sharing sensitive information, and transmitting card details in this manner
can expose the City and its employees to significant security risks, including fraud and
unauthorized transactions. Additionally, sharing P-Card information via email is a viola�on of our
agreement with our P-Card provider. Employees must use secure methods to share P-Card details,
such as encrypted messaging platforms, direct in-person communication, secure card-reading
technology, phone calls (to a person, not leaving messages), or online forms for processing
transactions. When using phone calls, employees must ensure they receive a receipt before the
call is complete to verify that the charge was processed immediately and not at a later time. Any
breach of this policy will result in disciplinary action, up to and including revocation of the
procurement card and potential termination of employment.
16. Online Purchases
Employees must use secure websites for online purchases and ensure vendor legitimacy. Secure
websites typically have URLs that begin with "htps://" and display a padlock icon in the address bar.
This indicates that the site uses encryption to protect sensitive information. Employees should
verify these security features before making any online transactions to safeguard the City's financial
information.
17. Billing and Shipping Addresses
All purchases made with a P-Card must use the billing address of City Hall, which is 7500 W. 29th
Ave. Wheat Ridge, CO 80033. Using the correct billing address is essential, as failing to do so may
result in charges being rejected or flagged for fraud. Additionally, all items purchased with a P-Card
must be shipped to a city-owned address unless prior approval is obtained from a supervisor for an
alternative shipping location. Adhering to these address requirements helps ensure the security
and legitimacy of transactions and supports efficient management of City resources.
18. Technology Purchases
Technical products such as wireless keyboards and mice, headphones, and headsets may be
purchased at the buyer’s discretion, assuming they have the budget to pay for those products.
However, a P-Card may not be used to purchase significant hardware (e.g., mobile devices, laptops,
monitors, desktops) or software (e.g., Software as a Service (SaaS) subscriptions, software
applications) without consulting with the IT Manager. This consultation is particularly important
when these purchases are made in lieu of the IT Budget Request process to ensure alignment with
the City's technology strategy, maintain compatibility, and uphold security standards across the
City's technology infrastructure.
Page 33
19. Review & Approval Process
Monthly audits of P-Card transactions will be conducted by the P-Card administrator to ensure
compliance with this policy. Card holders and Supervisors will receive training on how to review and
approve P-Card transactions effectively.
20. Technology Integration
Employees are encouraged to make digital copies of receipts as soon as possible for use with
online reconciliation tools. The reconciliation process is now solely digital, facilitating efficient and
accurate record-keeping. This practice ensures that records are readily available for review and
auditing. Additionally, automated alerts will be implemented for suspicious transactions or when
limits are approached. P-Card holders are also advised to set alerts for when transactions have
been posted, providing an additional layer of oversight and timely awareness of account activity.
21. Feedback Mechanism
Employees may suggest improvements to the P-Card policy and program based on their
experiences and challenges by providing feedback through established channels. P-card program
administrator will provide all cardholders with the method to provide feedback.
22. Regular Policy Reviews
This P-card policy will be reviewed regularly to adapt to changing needs and technological
advancements.
Side-by-Side Comparison
Original and Updated Versions of Procurement Guidelines
Section Original (12.18 Version) Updated Version (4.25 Version)
Introduction /
Purpose
Emphasizes compliance
with laws and resource
efficiency
Same core message but rewritten
with a clearer, more strategic tone
focusing on fairness and
transparency
Definitions Scattered or implicit
definitions
Consolidated into one clear section
with detailed explanations of key
terms
Procurement
Methods &
Thresholds
Informal/formal bidding
thresholds vaguely
defined
Clear thresholds, better defined
procurement methods (micro, small,
formal)
Vendor Selection Brief guidance, vague
evaluation criteria
More detailed, transparent evaluation
criteria and vendor due diligence
procedures
Sole Source &
Emergency
Procurement
Loosely defined;
emergency procurement
briefly noted
Tighter requirements for sole source
with documentation; expanded
emergency procurement protocol
Contract
Management
Light mention of vendor
agreements
Clearer contract management
responsibilities, performance
monitoring, and documentation
standards
Ethics & Compliance Minimal mention of ethics
or conflicts of interest
Comprehensive ethics policy with
conflict of interest examples and
legal compliance emphasis
Documentation &
Recordkeeping General statements Specific recordkeeping standards and
retention guidance
Formatting &
Accessibility
Text-heavy,
inconsistencies in
formatting
Streamlined layout, clearer headings
and bullet points for readability
ATTACHMENT 2
Memorandum
TO:
THROUGH:
FROM:
DATE:
SUBJECT:
Mayor and Council
Patrick Goff, City Manager
Allison Scheck, Deputy City Manager
Marianne Schilling, Assistant City Manager
April 21, 2025
Council’s Vision and Mission Statements
ISSUE:
On January 31 and February 1, 2025, City Council held a retreat to discuss their
aspirations for Wheat Ridge over the next 15 years. At the retreat, Council worked on
creating new vision and mission statements and agreed that Councilors Hoppe and
Hultin would propose a final version of each for consideration.
Included with this report are the final draft statements, ideals to support and
operationalize the vision and mission, and priorities for 2025 and 2026 that draw from
the existing workplan. While staff is focused on a lengthily immediate workplan, city
management recommends Council move forward with a final version of the vision and
mission and allow the next Council to finalize specific goals and priorities for 2027 and beyond.
PRIOR ACTION:
Council holds a retreat on an annual or biannual basis to consider big picture and long-range issues. Over the years, Council has adopted vision statements that help shape
future work.
FINANCIAL IMPACT:
None.
BACKGROUND:
The retreat was comprised of three main exercises.
Exercise 1: How we envision Wheat Ridge fifteen years from now
The first exercise of the 2025 Council Retreat involved envisioning the Next Chapter of
Wheat Ridge:
ITEM NO. 3
Study Session Memo – Vision, Mission and Council Retreat Recap
April 21, 2025
Page 2
“The Wheat Ridge Mayor and City Council picture the Next Chapter of Wheat Ridge as a
strong, diverse, and connected community where people feel safe, supported and able
to thrive. A community that provides opportunities for young people to prosper, be bold,
and transition into new stages of life with resilience. Wheat Ridge is a place of places
with an emphasis on inclusivity, cultural richness, and creative hubs to foster
collaboration and innovation. Wheat Ridge has a thriving local economy that attracts
visitors from afar to celebrate and enjoy the diverse and flourishing businesses and
community heritage Wheat Ridge has to offer.”
Exercise 2: Vision and Mission
Prior to the retreat, Mayor and Council each worked on individual drafts of vision and
mission statements. At the retreat, they prioritized elements and further worked to
refine two drafts of each vision and mission. They agreed that Councilors Hoppe and
Hultin would finalize a draft of each statement based on the two drafts. The two drafts
of each vision and mission statement are as follows:
Vision
Draft 1: “Wheat Ridge is a dynamic and equitable community where collaboration,
respect and empowerment shape our identity and guide our growth.”
Draft 2: “We are a welcoming and dynamic community where innovation, meets
tradition and everyone feels empowered and engaged to shape the City’s future.”
Mission
Draft 1: “The City of Wheat Ridge ensures people, places and businesses thrive by
embracing inclusive engagement, committing to resource stewardship, and valuing
connectivity to enhance the everyday experience for all who call Wheat Ridge home.”
Draft 2: “To foster a high quality of life by promoting sustainable development,
maintaining diverse and flourishing neighborhoods and businesses, and prioritizing the
well-being of residents. Cultivating collaboration, innovation and resource stewardship,
we are dedicated to creating an inclusive, vibrant City for all who engage within our
community or call Wheat Ridge home.”
Study Session Memo – Vision, Mission and Council Retreat Recap
April 21, 2025
Page 3
Councilors Hoppe and Hultin propose the following final vision and mission statements
based on the drafts above
Vision
“Wheat Ridge is a dynamic and welcoming community where collaboration with all
people guides growth by embracing equity, innovation and tradition.”
Mission “Wheat Ridge cultivates opportunities to grow and generates resilience by embracing
inclusive engagement, committing to resource stewardship, and valuing connectivity
between people, places and businesses.”
From these statements, staff has provided suggestions for ideals to help further guide
the organization’s work along with priorities that support these ideals that are informed
by the 2025 and 2026 workplan (see attached).
Exercise 3: Broad Ambitions
As the organization has an extensive workplan for the next two years as directed by
Council, a new list of specific items was not created or discussed at this retreat. Rather,
Council discussed broad ambitions and areas of focus beyond the current workplan.
The topics in the following table were discussed as important considerations for future
work over the next 10 to 15 years.
1. Leverage artificial intelligence (AI) to assist with service delivery
Discover how the City can embrace AI to become more efficient and provide
exceptional service.
2. Diversify the City’s financial portfolio
Consider enhanced and new sustainable revenue sources and diversify the local
economy through growth of the private business sector and reinvestment in the
Wadsworth corridor.
3. Consider overall services in Wheat Ridge
Ensure that residents have the services they need through enhanced partnerships
and collaboration with service providers including the various utility districts.
4. Emergency preparedness and resilience
Consider and plan for risks including wildfire and other weather-related events.
Study Session Memo – Vision, Mission and Council Retreat Recap
April 21, 2025
Page 4
5. Move and improve City facilities
Relocate and consolidate City facilities, improve retained facilities, improve and
enhance outdoor pool and recreation center.
6. Promote Wheat Ridge as a Destination
Capitalize on the City’s unique location in the Denver metro area to encourage
tourism and commerce through shop local campaigns and by highlighting the unique
businesses that exist in the city.
7. Continued infrastructure improvements and connectivity
Advocate for transportation improvements to advance economic opportunities
(examples could include I-70 and Kipling and Highway 58 interchange improvements)
and prioritize connectivity to parks.
8. Continue community engagement
Continue with the current level of engagement to ensure alignment with the
community’s needs and desires including partners such as the Jeffco School District.
9. Evaluate Community Needs
Ensure the City is aware of the community’s needs around the aging population,
affordable housing, schools and access to fresh food.
10. Get the Lutheran Legacy Campus redevelopment right
Ensure the Lutheran Legacy Campus Master Plan is implemented so as to realize
the community’s vision for the 100-acre campus which includes a new city hall and
other civic spaces.
Next Steps:
Staff is requesting that Council finalize the vision and mission statements for the City and provide feedback on the suggested ideals and priorities.
ATTACHMENTS:
1. Vision, Mission, Ideals and 2025/2026 Strategic Priorities
WHEAT RIDGE VISION, MISSION & IDEALS
VISION
Wheat Ridge is a dynamic and welcoming community where collaboration with all people
guides growth by embracing equity, innovation, and tradition.
MISSION
Wheat Ridge cultivates opportunities to grow and generates resilience by embracing
inclusive engagement, committing to resource stewardship, and valuing connectivity
between people, places and businesses.
ATTACHMENT 1
WHEAT RIDGE IDEALS
1. WHEAT RIDGE FOSTERS A DYNAMIC AND WELCOMING COMMUNITY
1. Promote inclusivity and a sense of belonging for all residents.
2. Encourage community engagement and participation in local initiatives.
3. Create and promote unique experiences for residents, businesses and visitors
2. WHEAT RIDGE VALUES INCLUSIVE COLLABORATION
1. Strengthen partnerships with residents, businesses, and organizations.
2. Forge strategic partnerships to enhance service delivery and quality of life.
3. Create platforms and programs that encourage and foster community leadership
opportunities
3. WHEAT RIDGE GUIDES GROWTH WITH EQUITY, INNOVATION AND TRADITION
1. Ensure growth and development are inclusive and equitable.
2. Support innovative approaches to urban planning and services.
3. Preserve and celebrate the community’s heritage and traditions.
4. WHEAT RIDGE EMBRACES INCLUSIVE COMMUNITY ENGAGEMENT
1. Create and support programs that encourage diverse voices in decision-making.
2. Strengthen partnerships with community organizations to ensure broad representation.
3. Increase accessibility to public meetings, events, and resources.
5. WHEAT RIDGE COMMITS TO RESOURCE STEWARDSHIP
1. Implement sustainable practices in city planning, infrastructure, and services.
2. Promote responsible land use, energy efficiency, and environmental conservation.
3. Ensure fiscal responsibility and equitable resource distribution.
6. WHEAT RIDGE VALUES CONNECTIVITY BETWEEN PEOPLE, PLACES AND
BUSINESSES
1. Expand and improve transportation infrastructure, including pedestrian and bike-friendly
options.
2. Invest in technology and digital access to support business and community engagement.
3. Develop mixed-use spaces that bring people, businesses, and public amenities together.
7. WHEAT RIDGE SEEKS OPPORTUNITIES TO GROW
1. Support local businesses with resources, incentives, and networking opportunities.
2. Encourage entrepreneurship and workforce development through training programs.
3. Strengthen economic policies that adapt to market changes and community needs.
8. WHEAT RIDGE GENERATES RESILIENCE
1. Prioritize the aging stormwater system
2. Implement emergency preparedness strategies to prepare and protect the community
and workforce
3. Prioritize the City’s fiscal sustainability
2025/2026 STRATEGIC PRIORITIES
1. Complete and Implement Current Planning Efforts
• Complete and begin implementation of the City Plan
• Implement the Wheat Ridge Prosperity Plan according to the timeline
• Complete and begin implementation of the Stormwater Master Plan;
recommend implementation of a Stormwater Utility Fee
• Complete and begin implementation of the Parks and Recreation Pathway
• Implement the Sustainable Wheat Ridge Action Plan according to the timeline
2. Prioritize Significant Development Efforts
• Guide the development of the Lutheran Legacy Campus
• Support the next phases of the Clear Creek Crossing development
• Support the next phases of the Wheat Ridge Ward Station area development
3. Modernize Systems to Harness Efficiency, Drive Customer Service and
Enhance Public Safety
• Complete the Systems Transformation project including permitting, tax and
licensing, e-citation, human resources, finance, budget and court systems
• Implement photo and red light radar
• Research and implement artificial intelligence (AI) integrations to create staff
capacity and enhance the customer experience
4. Implement the Capital Improvement Program
• Complete the Improve Wadsworth project
• Complete the design and construction of a pedestrian path on the west side of
Wadsworth from 32nd to 35th Avenues
• Finalize the West 38th Avenue design and seek construction funding to augment
bond funds
• Complete the 2J projects identified for 2025-2026
• Complete the Youngfield beautification project
• Improve bike and pedestrian facilities as budgeted
• Determine the future of City facilities
5. Ensure Fiscal Sustainability and Community Resiliency
• Review the City’s Investment Policy
• Ensure the segregation and strategic use of one-time revenues
• Determine a future strategy for sustainable revenue sources for capital improvements
and the stormwater system
• Complete disaster recovery and business continuity plans
• Enhance the City’s emergency preparedness plan and strategies
6. Complete Community Priorities in Parks, Outdoor Spaces and Public Art
• Complete major parks projects including The Green at 38th and Panorama Tennis Courts
• Determine the future of the Anderson Pool including a funding strategy for
replacement
• Expand the Community Garden program
• Implement identified trail improvements
• Complete budgeted public art projects including Youngfield Street and Wadsworth
Boulevard
• Develop partnerships and identify funding to retain and redevelop recreational
opportunities and park space at the former Kullerstrand and Wilmore Davis schools
7. Support the Built Environment
• Complete the building code update
• Work on inclusionary zoning to support growth of affordable housing
• Focus on engineering, education and enforcement to improve traffic safety and modify
driver behavior throughout the City
• Implement the Naturally Occurring Affordable Housing program
• Ensure compliance with evolving state land use and permitting regulations