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2017-03-06 (Regular) Meeting Agenda Packet
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood (303 - 762-2405) at least 48 hours in advance of when services are needed. 1000 Englewood Pkwy – Council Chambers Englewood, CO 80110 AGENDA City Council Regular Meeting Monday, March 6, 2017 ♦ 7:00 PM 1. Call to Order 2. Invocation 3. Pledge of Allegiance 4. Roll Call 5. Consideration of Minutes of Previous Session a. Minutes from the Regular City Council Meeting of February 21, 2017. City Council Regular - 21 Feb 2017 - Minutes 6. Recognition of Scheduled Public Comment The deadline to sign up to speak for Scheduled Public Comment is Wednesday, prior to the meeting, through the City Manager’s Office. Only those who meet the deadline can speak in this section. (This is an opportunity for the public to address City Council. There is an expectation that the presentation will be conducted in a respectful manner. Council may ask questions for clarification, but there will not be any dialogue. Please limit your presentation to five minutes.) a. Doug Cohn, an Englewood resident, will address Council regarding historic preservation. b. Art Emison will address Council regarding West Adriatic Place development issues. c. Elaine Hults, an Englewood resident, will address Council regarding communications. d. Coween Dickerson, an Englewood resident, will address Council regarding communication. 7. Recognition of Unscheduled Public Comment Speakers must sign up for Unscheduled Public Comment at the beginning of the meeting. (This is an opportunity for the public to address City Council. There is an expectation that the presentation will be conducted in a respectful manner. Council may ask questions for clarification, but there will not be any dialogue. Please limit your presentation to three minutes. Time for unscheduled public comment may be limited to 45 minutes, and if limited, shall be continued to General Discussion.) Council Response to Public Comment. 8. Communications, Proclamations, and Appointments a. A Proclamation declaring March 12-18, 2017 to be Girl Scout Week. Girls Scouts b. A Resolution appointing Bobbie Harris to Malley Center Trust Fund. Bobbie Harris Resolution Page 1 of 368 Englewood City Council Regular Agenda March 6, 2017 Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood (303 - 762-2405) at least 48 hours in advance of when services are needed. 9. Consent Agenda Items a. Approval of Ordinances on First Reading i. Partners in Energy - Memorandum of Understanding Xcel Partners in Energy To adopt an ordinance to enter into a Memorandum of Understanding (MOU) between the City of Englewood and Xcel Energy. Staff: Strategy and Innovation Officer Mark Woulf b. Approval of Ordinances on Second Reading. i. IGA Amendment for Art Shuttle Cost Sharing IGA Amendment for Art Shuttle Cost Sharing Council Bill 8 - Staff recommends Council adopt an Ordinance authorizing the Third Amendment to the Intergovernmental Agreement between the City of Englewood and the Regional Transportation District (RTD) for cost sharing for operation of the Art Shuttle for 2017. Staff: Senior Planner Harold Stitt ii. Amendment of Title 5, Chapter 3 Retail Marijuana Retail Marijuana Council Bill 9 - Staff recommends passage of the Ordinance. Pursuant to Article IV, Section 46, if a majority of the electors voting thereon shall vote in favor thereof, the same shall thereupon, without further publication, become an Ordinance of the City immediately. Staff: Acting City Clerk Stephanie Carlile c. Resolutions and Motions i. 2017 Budget Re-Appropriation; realigning existing General Funds to reflect administrative personnel moves 2017 Budget Re-Appropriation Staff recommends Council approve a resolution for a 2017 General Fund Budget Re-Appropriation to realign existing funding to reflect separating the Human Resource Department Budget, realigning internal staffing and consolidating funding for legal services. No additional funds are being requested. Director of Finance and Administrative Services Kathleen Rinkel ii. Contract for Transit Shuttle Services Transit Shuttle Services Staff recommends Council approve, by Motion, an agreement between the City of Englewood and MV Public Transportation, Inc. for the 2017 management, operation, and maintenance of the Art Shuttle. The contract amount is $336,804.00. Staff: Senior Planner Harold Stitt iii. Approval of the Parks and Recreation Master Plan Parks and Recreation Master Plan Staff recommends that Council approve a resolution adopting the 2017 Parks and Recreation Master Plan. Staff: Director of Parks, Recreation & Library Dorothy Hargrove iv. Belleview Park Trestle Bridge Repair Belleview Park Trestle Bridge Repair Page 2 of 368 Englewood City Council Regular Agenda March 6, 2017 Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood (303 - 762-2405) at least 48 hours in advance of when services are needed. Staff recommends that Council approve, by motion, the construction contract for repair and improvements to the trestle bridge for the Belleview Park Train in the amount of $103,608. Staff: Recreation Services Manager Joe Sack 10. Public Hearing Items 11. Ordinances, Resolutions and Motions a. Approval of Ordinances on First Reading b. Approval of Ordinances on Second Reading i. Amendment to 7-3-3(A)(ii)(c) Distancing Requirement Amendment to 7-3-3(A)(ii)(c) Distancing Requirement - Pdf Staff recommends an amendment to the current Ordinance requirement restricting convicted sex offenders to be Two Thousand Feet (2,000') from any school, park or playground to One Thousand Feet (1,000'). Acting City Attorney Dugan Comer c. Resolutions and Motions i. EMRF Real Estate Broker Representation EMRF Real Estate Broker Representation The EMRF Board recommends that City Council approve a resolution of support of a listing contract with NavPoint Real Estate Group to market the remaining available parcels on behalf of the EMRF Foundation. Staff: Utilities Director Tom Brennan ii. Approval of Annual iCompass Invoice Annual iCompass Invoice Staff recommends approval of the Annual invoice for iCompass in the amount of $31,715.00. Staff: Director of Finance and Administrative Services Kathleen Rinkel 12. General Discussion a. Mayor's Choice i. Executive Session - Performance Review of the City Manager pursuant to C.R.S. Section 24-6-402(4)(f)(I). b. Council Members' Choice 13. City Manager’s Report a. Future Agenda Review Agenda - Tentative Study Session Topics 14. City Attorney’s Report 15. Adjournment Page 3 of 368 MINUTES City Council Regular Meeting Tuesday, February 21, 2017 1000 Englewood Pkwy – Council Chambers 7:00 PM 1 Call to Order The regular meeting of the Englewood City Council was called to order by Mayor Jefferson at 7:13 p.m. 2 Invocation The invocation was given by Council Member Russell. 3 Pledge of Allegiance The Pledge of Allegiance was led by Council Member Russell. 4 Roll Call COUNCIL PRESENT: Mayor Joe Jefferson Mayor Pro Tem Rick Gillit Council Member Laurett Barrentine Council Member Amy Martinez Council Member Linda Olson Council Member Rita Russell Council Member Steve Yates A quorum was present. COUNCIL ABSENT: None STAFF PRESENT: City Manager Keck Acting City Attorney Comer Assistant City Manager Robinson City Clerk Ellis Deputy City Clerk Carlile Director Rinkel, Finance and Administrative Services Director Power, Community Development Director Brennan, Utilities Page 1 of 13 Draft Page 4 of 368 City Council Regular February 21, 2017 Fleet Manager White, Public Works Recreation Services Manager Spada, Parks and Recreation Senior Planner Stitt, Community Development Planner Voboril, Community Development Strategy and Innovation Officer Woulf, City Manager's Office Commander Englert, Police Department 5 Consideration of Minutes of Previous Session a) Minutes from the Regular City Council Meeting of February 6, 2017. Moved by Council Member Rick Gillit Seconded by Council Member Linda Olson TO APPROVE THE MINUTES OF THE REGULAR CITY COUNCIL MEETING OF FEBRUARY 6, 2017. For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson (Seconded By) x Laurett Barrentine x Rita Russell x Rick Gillit (Moved By) x Steve Yates x 7 0 0 Motion CARRIED. 6 Recognition of Scheduled Public Comment a) Doug Cohn, an Englewood resident, addressed Council regarding historic preservation. b) Amy Sposato addressed Council regarding Council dynamics. c) Coween Dickerson, an Englewood resident, addressed Council regarding communication. 7 Recognition of Unscheduled Public Comment a) Jerry Walker, an Englewood resident, addressed Council regarding Sanctuary Cities. b) Martin Brzeczek, a Littleton resident, addressed Council regarding the safety of the Littleton/Englewood Wastewater Treatment Plant. c) Mark Adams, an Englewood resident, addressed Council regarding Page 2 of 13 Draft Page 5 of 368 City Council Regular February 21, 2017 process. 8 Communications, Proclamations, and Appointments a) Board and Commission Recognition Newly appointed and reappointed Board and Commission Members were recognized by Council. 9 Consent Agenda Items Moved by Council Member Rick Gillit, seconded by Council Member Linda Olson to approve Consent Agenda Items 9 (a) (i), 9 (b) (i - iv) and 9 (c) (i & ii). Council Member Laurett Barrentine removed Agenda Items 9 (a) (i), 9 (b) (ii), 9 (c) (ii) from Consent Agenda. Council Member Rita Russell removed Agenda Item 9 (b) (iii) from Consent Agenda. a) Approval of Ordinances on First Reading i) Council Bill 8 - IGA Amendment for Art Shuttle Cost Sharing [Clerks note: This agenda item was removed from the Consent Agenda Motion and considered independently.] Moved by Council Member Rick Gillit Seconded by Council Member Steve Yates COUNCIL BILL NO. 8, INTRODUCED BY COUNCIL MEMBER GILLIT AN ORDINANCE AUTHORIZING A THIRD AMENDMENT TO THE INTERGOVERNMENTAL AGREEMENT AMENDING THE “ART” SHUTTLE COST SHARING INTERGOVERNMENTAL AGREEMENT BETWEEN THE REGIONAL TRANSPORTATION DISTRICT AND THE CITY OF ENGLEWOOD. For Against Abstained Amy Martinez x Joe Jefferson x Page 3 of 13 Draft Page 6 of 368 City Council Regular February 21, 2017 Linda Olson x Laurett Barrentine x Rita Russell x Rick Gillit (Moved By) x Steve Yates (Seconded By) x 5 2 0 Motion CARRIED. b) Approval of Ordinances on Second Reading. i) Council Bill 2 - Broadway and Acoma Lofts – Grant of Water Service Line Easement to the City of Englewood ORDINANCE NO. 4, SERIES OF 2017 (COUNCIL BILL NO. 2, INTRODUCED BY COUNCIL MEMBER GILLIT) AN ORDINANCE ACCEPTING A “WATER SERVICE LINE EASEMENT”FROM BROADWAY LOFTS, LLLP. TO PROVIDE WATER TO THE CITY OWNED PASEO LOCATED AT 3449 SOUTH BROADWAY. Motion CARRIED UNDER CONSENT MOTION. ii) Council Bill 3 - Partners in Energy - Memorandum of Understanding Moved by Council Member Rick Gillit Seconded by Council Member Linda Olson COUNCIL BILL NO. 3 INTRODUCED BY COUNCIL MEMBER GILLIT AN ORDINANCE AUTHORIZING A MEMORANDUM OF UNDERSTANDING FOR THE PARTNERS IN ENERGY PROGRAM BETWEEN XCEL ENERGY AND THE CITY OF ENGLEWOOD. [Clerks note: This agenda item was removed from the Consent Agenda Motion and considered independently.] Motion to table until Regular City Council Meeting on March 6, 2017. For Against Abstained Page 4 of 13 Draft Page 7 of 368 City Council Regular February 21, 2017 Amy Martinez x Joe Jefferson x Linda Olson (Seconded By) x Laurett Barrentine x Rita Russell x Rick Gillit (Moved By) x Steve Yates x 7 0 0 Motion CARRIED. iii) Council Bill 5 - IGA to Cosponsor the US Small Business Administration’s Emerging Leaders Program Moved by Council Member Rick Gillit Seconded by Council Member Steve Yates ORDINANCE NO. 6, SERIES OF 2017 (COUNCIL BILL NO. 5 INTRODUCED BY COUNCIL MEMBER GILLIT) AN ORDINANCE AUTHORIZING AN INTERGOVERNMENTAL AGREEMENT TO COSPONSOR THE UNITED STATES SMALL BUSINESS ADMINISTRATION COLORADO EMERGING LEADERS PROGRAM BETWEEN THE U.S. SMALL BUSINESS ADMINISTRATION, THE GREATER ENGLEWOOD CHAMBER OF COMMERCE AND THE CITY OF ENGLEWOOD. [Clerks note: This agenda item was removed from the Consent Agenda Motion and considered independently.] For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson x Laurett Barrentine x Rita Russell x Rick Gillit (Moved By) x Steve Yates (Seconded By) x 5 2 0 Motion CARRIED. iv) Council Bill 7 - Intergovernmental Agreement – VALE Grant Page 5 of 13 Draft Page 8 of 368 City Council Regular February 21, 2017 ORDINANCE NO. 5, SERIES OF 2017 (COUNCIL BILL NO. 7 INTRODUCED BY COUNCIL MEMBER GILLIT) AN ORDINANCE AUTHORIZING THE APPLICATION FOR AND ACCEPTANCE OF A VICTIM ASSISTANCE LAW ENFORCEMENT (VALE) GRANT FROM THE VICTIM ASSISTANCE LAW ENFORCEMENT BOARD OF THE 18TH JUDICIAL DISTRICT. Motion CARRIED UNDER CONSENT MOTION. c) Resolutions and Motions i) Biosolids Hauling Trailer Purchase RESOLUTION NO. 35, SERIES OF 2017 A RESOLUTION AWARDING A SOLE SOURCE CONTRACT FOR THE PURCHASE OF ONE REAR DISCHARGING BIOSOLIDS TRAILER FROM TRANSWEST TRAILERS. Motion CARRIED UNDER CONSENT MOTION. ii) Purchase of Two John Deere Fairway Mowers [Clerks note: This agenda item was removed from the Consent Agenda Motion and considered independently.] Moved by Council Member Rick Gillit Seconded by Council Member Laurett Barrentine Motion approving the purchase of two (2) John Deere 7500A Precision Cut Fairway Mowers from Potestio Brothers Equipment, Inc., for $103,245.48. For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson x Laurett Barrentine (Seconded By) x Rita Russell x Rick Gillit (Moved By) x Steve Yates x 7 0 0 Page 6 of 13 Draft Page 9 of 368 City Council Regular February 21, 2017 Motion CARRIED. Moved by Council Member Rick Gillit Seconded by Council Member Linda Olson Motion to approve Consent Agenda Items 9 (b) (i), 9 (b) (iv), and 9 (c) (i). For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson (Seconded By) x Laurett Barrentine x Rita Russell x Rick Gillit (Moved By) x Steve Yates x 7 0 0 Motion CARRIED. 10 Public Hearing Items a) A public hearing to gather public input regarding amending the current distancing requirement for sex offenders under Title 7 -3-3(A)(ii)(c) from two thousand feet (2,000) to one thousand feet (1,000). Moved by Council Member Linda Olson Seconded by Council Member Rick Gillit TO OPEN THE PUBLIC HEARING FOR PUBLIC INPUT REGARDING SEX OFFENDER RESIDENCY RESTICTIONS. For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson (Moved By) x Laurett Barrentine x Rita Russell x Rick Gillit (Seconded By) x Steve Yates x 7 0 0 Page 7 of 13 Draft Page 10 of 368 City Council Regular February 21, 2017 Motion CARRIED. All testimony was given under oath. Those Favoring a Repeal of the Sex Offender Residency Restrictions: Brian Brockhausen - Englewood Resident Diana Brockhausen - Englewood Resident Matt Triplett - Englewood Resident Jerry Walker - Englewood Resident Robert Ellstrom - Englewood Resident Christine Ellstrom - Englewood Resident Coween Dickerson - Englewood Resident Arjay Rhoads - Englewood Resident John Cater Jan Hunsaker Beverly Casey Susan Walker Michelle Geng Mary Narden Craig Ruff Kelli Reynolds Gary Behn - Englewood Resident Carolyn Turner - Englewood Resident Those favoring Residency Restrictions for Sex Offenders: Dale Harris - Englewood Resident Jim Woodward - Englewood Resident Moved by Council Member Rick Gillit Seconded by Council Member Linda Olson TO CLOSE THE PUBLIC HEARING FOR PUBLIC INPUT REGARDING SEX OFFENDER RESIDENCY RESTICTIONS. For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson (Seconded By) x Laurett Barrentine x Page 8 of 13 Draft Page 11 of 368 City Council Regular February 21, 2017 Rita Russell x Rick Gillit (Moved By) x Steve Yates x 7 0 0 Motion CARRIED. The meeting recessed at 9:21 p.m. for a break. The meeting reconvened at 9:32 p.m. with all Council Members present. 11 Ordinances, Resolutions and Motions a) Approval of Ordinances on First Reading i) Council Bill 9 - Amendment of Title 5, Chapter 3 Retail Marijuana Moved by Council Member Amy Martinez Seconded by Council Member Laurett Barrentine COUNCIL BILL NO. 9, INTRODUCED BY COUNCIL MEMBER MARTINEZ A BILL FOR AN ORDINANCE AMENDING TITLE 5, CHAPTER 3, WITH THE ADDITION OF A NEW SECTION E, ENTITLED RETAIL MARIJUANA; AND TITLE 2, CHAPTER 6, PERTAINING TO THE LOCAL LIQUOR AND MEDICAL MARIJUANA LICENSING AUTHORITY; AND AMENDING TITLE 7, CHAPTER 6D, SECTION 12, SUBSECTION 2, (B) AND (C) (1) (a) RECREATIONAL MARIJUANA OF THE ENGLEWOOD MUNICIPAL CODE 2000. For Against Abstained Amy Martinez (Moved By) x Joe Jefferson x Linda Olson x Laurett Barrentine (Seconded By) x Rita Russell x Rick Gillit x Steve Yates x 7 0 0 Motion CARRIED. Page 9 of 13 Draft Page 12 of 368 City Council Regular February 21, 2017 b) Approval of Ordinances on Second Reading i) Council Bill 6 - Amending Title 1-10-3 Authority to Issue Subpoenas Moved by Council Member Rick Gillit Seconded by Council Member Steve Yates ORDINANCE NO. 7, SERIES OF 2017 (COUNCIL BILL NO. 6, INTRODUCED BY COUNCIL MEMBER GILLIT) AN ORDINANCE AMENDING TITLE 1, CHAPTER 10, SECTION 3, AUTHORITY TO ISSUE SUBPOENAS, OF THE ENGLEWOOD MUNICIPAL CODE 2000. For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson x Laurett Barrentine x Rita Russell x Rick Gillit (Moved By) x Steve Yates (Seconded By) x 5 2 0 Motion CARRIED. c) Resolutions and Motions i) A Resolution Adopting the Englewood Forward 2016 Comprehensive Plan Moved by Council Member Rick Gillit Seconded by Council Member Steve Yates RESOLUTION NO. 36, SERIES OF 2017 A RESOLUTION ADOPTING THE ENGLEWOOD FORWARD 2016 COMPREHENSIVE PLAN TO HELP GUIDE THE PRIVATE DEVELOPMENT COMMUNITY TO INVEST IN AND BUILD APPROPRIATELY-SCALED PROJECTS IN LOCATIONS ACCORDING TO THE EXISTING LAYOUT OF THE CITY AND THE VALUES OF ITS CITIZENRY. For Against Abstained Page 10 of 13 Draft Page 13 of 368 City Council Regular February 21, 2017 Amy Martinez x Joe Jefferson x Linda Olson x Laurett Barrentine x Rita Russell x Rick Gillit (Moved By) x Steve Yates (Seconded By) x 5 2 0 Motion CARRIED. ii) 2017 Budget Supplemental; realigning existing General Funds to reflect administrative personnel moves Moved by Council Member Rick Gillit Seconded by Council Member Steve Yates A RESOLUTION APPROVING A SUPPLEMENTAL APPROPRIATION OF FUNDS TO THE 2017 BUDGET. Motion to approve as amended (amendment to include corrections of typo's and changing the language from "supplemental appropriation" to "reappropriation".) Council Member Rick Gillit and Council Member Steve Yates withdrew the motion. Moved by Council Member Rick Gillit Seconded by Council Member Rita Russell Motion to table until Regular City Council Meeting on March 6, 2017. For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson x Laurett Barrentine x Rita Russell (Seconded By) x Rick Gillit (Moved By) x Steve Yates x 7 0 0 Page 11 of 13 Draft Page 14 of 368 City Council Regular February 21, 2017 Motion CARRIED. iii) EMRF Real Estate Broker Representation Moved by Council Member Rick Gillit Seconded by Council Member Rita Russell A RESOLUTION SUPPORTING A LISTING CONTRACT WITH NAVPOINT REAL ESTATE GROUP TO MARKET THE REMAINING AVAILABLE PARCELS ON BEHALF OF THE ENGLEWOOD MCLELLAN RESERVOIR FOUNDATION. Motion to table until Regular City Council Meeting on March 6, 2017. For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson x Laurett Barrentine x Rita Russell (Seconded By) x Rick Gillit (Moved By) x Steve Yates x 7 0 0 Motion CARRIED. 12 General Discussion a) Mayor's Choice i) Executive Session - Discussion of a personnel matter with the City Manager pursuant to C.R.S. Section 24-6-402(4)(f)(I). Moved by Council Member Rick Gillit Seconded by Council Member Steve Yates Motion to postpone Executive Session. For Against Abstained Amy Martinez x Joe Jefferson x Linda Olson x Page 12 of 13 Draft Page 15 of 368 City Council Regular February 21, 2017 Laurett Barrentine x Rita Russell x Rick Gillit (Moved By) x Steve Yates (Seconded By) x 7 0 0 Motion CARRIED. b) Council Members' Choice 13 City Manager’s Report a) Future Agenda Review This agenda item was discussed during the Study Session. 14 City Attorney’s Report 15 Adjournment MAYOR JEFFERSON MOVED TO ADJOURN. The meeting adjourned at 11:16 p.m. Acting City Clerk Page 13 of 13 Draft Page 16 of 368 P R O C L A M A T I O N WHEREAS, Juliette ‘Daisy’ Gordon Low founded the Girl Scouts of the USA on March 12, 1912; and WHEREAS this is the 100th Anniversary of Girl Scouting in Colorado; and WHEREAS, in 1917, the first Girl Scout council West of the Mississippi was formed in Colorado Springs, known as the Wagon Wheel Council; and WHEREAS, in Girl Scouts, girls develop their leadership potential through activities that enable them to discover their values, skills, and the world around them, as well as connect with others in a multicultural environment; and WHEREAS, Girl Scouts continues to create gender balanced leadership by providing girls with the tools to become leaders dedicated to making this country a better place; and WHEREAS, the Girl Scouts have made girls’ financial literacy a high priority in its programs and activities for more than 100 years and continues to develop financial empowerment programs for girls in grades K-12 to guarantee another future generation of independent female leaders; and WHEREAS, the Girl Scout Cookie Program introduces girls to the concepts of business planning and entrepreneurship and is the largest girl-led business; teaching girls the value of goal setting, decision making, money management, people skills, and business ethics; and WHEREAS, Girl Scouts teaches girls how to build healthy relationships through anti-bullying and relational aggression programs; and WHEREAS, the Girl Scouts is committed to ensuring every girl has the opportunity to explore and build an interest in science, technology, engineering, and mathematics (STEM), helping them to develop critical thinking skills, problem solving skills, and collaborative skills which are vital throughout life; and WHEREAS, in the State of Colorado, Girl Scouting reaches all 64 counties, with Girl Scout offices in Colorado Springs, Denver, Fort Collins, Grand Junction and Pueblo, and mountain camp properties near Bailey, Estes Park, Red Feather Lakes, Rye and Woodland Park; and, WHEREAS, through the dedication, time, and talent of 10,000 Colorado volunteers of different backgrounds, abilities, and areas of expertise, the Girl Scout Program is brought to more than 20,000 girls in grades K-12 across the state; and, WHEREAS, in 2016 in Colorado, more than 1,600 Girl Scouts helped make the world a better place and earned one of Girl Scouts’ highest honors, the Bronze, Silver or Gold Award; and NOW THEREFORE, I, Joe Jefferson, by authority vested in me as Mayor of the City of Englewood, do hereby applaud the commitment Girl Scouting has made to support the continued advancement of girls in their roles as leaders in City of Englewood, Colorado and declare March 12-18, 2017 to be GIRLS SCOUT WEEK GIVEN under my hand and seal this 6th day of March, 2017. Joe Jefferson, Mayor Page 17 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: DEPARTMENT: City Manager's Office DATE: March 6, 2017 SUBJECT: Resolution Appointing Bobbie Harris to the Malley Center Trust DESCRIPTION: Resolution Appointing Bobbie Harris to the Malley Center Trust RECOMMENDATION: Parks and Recreation Commission recommends City Council appoint Bobbie Harris to the Malley Center Trust Fund. ATTACHMENTS: Recommendation for appointment to MCTF Resolution - Bobbie Harris Page 18 of 368 Memorandum TO: Englewood City Council FROM: Debby Severa, Recording Secretary Parks and Recreation Commission THROUGH: Dorothy Hargrove Director of Parks, Recreation and Library The Malley Center Trust Fund currently has one trustee vacancy. The City Charter requires that trustees are appointed by City Council upon the recommendation by the Parks and Recreation Commission. At the February 9, 2017 Parks and Recreation Commission meeting, commission members reviewed the two applications for the Malley Center Trust Fund and determined that: It is the recommendation of the Parks and Recreation Commission that City Council appoint Bobbie Harris to the Malley Center Trust Fund. The motion passed by a unanimous vote. cc: Dorothy Hargrove Parks and Recreation Commission Joe Sack Allison Boyd Page 19 of 368 RESOLUTION NO. SERIES OF 2017 A RESOLUTION APPOINTING BOBBIE HARRIS TO THE MALLEY CENTER TRUST FUND BOARD FOR THE CITY OF ENGLEWOOD, COLORADO. WHEREAS, the Malley Center Trust Fund was established for the use and benefit of the Englewood Senior Citizen Recreation Center known as the Elsie Malley Centennial Center; and WHEREAS, the Trustees recommend to the City Council appropriations from the Trust Fund for the use and benefit of the Elsie Malley Centennial Center; and WHEREAS, there is a vacancy on the Malley Center Trust Fund Board; and WHEREAS, the City Charter requires that vacancies on the Malley Center Trust Fund Board be appointed by City Council upon the recommendation of the Parks and Recreation Commission; and WHEREAS, Bobbie Harris has applied to serve as a member of the Malley Center Trust Fund Board; and WHEREAS, the Parks and Recreation Commission unanimously passed a recommendation that City Council appoint Bobbie Harris to the Malley Center Trust Fund Board; and WHEREAS, the Englewood City Council desires to appoint Bobbie Harris to the Malley Center Trust Fund Board. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, THAT: Section 1. Bobbie Harris is hereby appointed to the Malley Center Trust Fund Board. Bobbie Harris term will be effective March 6, 2017 and will expire February 1, 2020. ADOPTED AND APPROVED this 6th day of March, 2017. ATTEST: Joe Jefferson, Mayor __________________________________ Stephanie Carlile, Acting City Clerk I, Stephanie Carlile, Acting City Clerk for the City of Englewood, Colorado, hereby certify the above is a true copy of Resolution No. _____, Series of 2017. ______________________________ Stephanie Carlile, Acting City Clerk Page 20 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Mark Woulf DEPARTMENT: City Manager's Office DATE: March 6, 2017 SUBJECT: Partners in Energy - Memorandum of Understanding DESCRIPTION: Partners in Energy - Memorandum of Understanding RECOMMENDATION: To adopt an ordinance to enter into a Memorandum of Understanding (MOU) between the City of Englewood and Xcel Energy. PREVIOUS COUNCIL ACTION: In 2015, the City Council approved the entrance of the City of Englewood into the Partners in Energy Program, an Xcel Energy community collaboration. On February 6, 2017, the City Council approved the Memorandum of Understanding at First Reading. On February 21, 2017, the City Council tabled the item to the March 6, 2017 Regular Council meeting to allow for a technical correction. SUMMARY: After entering into the Partners in Energy program in 2015, Xcel Energy, in partnership with Brendle Group, facilitated five community planning workshops to develop a draft Energy Action Plan for the City. Participants included city council members, city staff, local hospitals, schools, local businesses, the Chamber of Commerce and Colorado State University extension staff. The diverse planning team met from March to November of this year to brainstorm and strategize how to achieve energy efficiencies across important sectors. The result of the five community meetings is a draft energy plan that seeks to reduce energy consumption across the major sectors of our local economy. The plan proposes a few working committees to collaborate and facilitate progress in our community. The goal is to reduce energy consumption in residential, commercial, and municipal properties by 1% annually through 2030, reducing the energy cost burden on our residents. ANALYSIS: The Energy Action Plan establishes a blueprint for the City to follow in order to realize energy reduction. However, the City cannot make meaningful progress toward our energy reduction Page 21 of 368 goals without assistance from community partners. Xcel Energy, in partnership with Brendle Group, has generously offered support, both financial and staff time, in exchange for city participation and leadership to implement the Energy Action Plan. The formal partnership is essential to carry out the actions in the draft plan and will result in overall energy savings for our businesses and residents. The technical correction, made after the February 21, 2017 City Council meeting, revised the historical data to include missing data from the last month of analysis. After the missing data was included, the 3-year trend lines were adjusted. The historical data, while impacting the trend lines for both natural gas and electrical usage for the 3-year time period, does not impact the target reduction goals for the Energy Action Plan. A more detailed memorandum explaining the data is attached. The term of the Memorandum of Understanding is from March 1, 2017 through July 31, 2018. FINANCIAL IMPLICATIONS: Xcel Energy will provide the City up to $4,900 to assist in the implementation of the Energy Action Plan. The City will provide staff support for implementation; staff time is built into current work plans, no new financial impact on the City. ATTACHMENTS: Partners in Energy_Englewood_data brief Implementation MOU - Final 3-6-17 FINAL DRAFT Englewood Energy Action Plan - Updated 3-6-17 CB3 Partners in Energy Page 22 of 368 TO: City of Englewood City Council FROM: Xcel Energy Partners in Energy DATE: February 27, 2017 SUBJECT: Englewood Baseline Energy Use Update At the beginning of the Xcel Energy Partners in Energy planning process, the Xcel Energy team works to develop a community profile that identifies the amount of energy a community purchases, by fuel source, from Xcel Energy; a breakout by segment (residential, commercial, industrial); and an overlay of energy use for each segment. A community is also provided compiled information on historic rebate program participation for customers in the community. Throughout this process, all energy data complies with Xcel Energy Colorado’s and the Public Utility Commission’s data privacy policies (i.e., all summary statistics must contain at least 15 entities and no single entity can be responsible for more than 15 percent of total energy use or they are removed from the data summary). Specifically, the City of Englewood provided Xcel Energy with a shapefile of its boundary that Xcel Energy used to pull customer premises and associated data over a 36-month baseline period (2013 through 2015). The Partners in Energy team processed, conducted quality control checks, and finally presented Englewood’s aggregated energy data and statistics to inform the planning process. No 15/15 violators were identified in Englewood. After an inquiry from the City of Englewood about the significant downward trend in energy use over the baseline period (9.3 percent reduction in total energy use from 2013 to 2015), the Partners in Energy team reviewed the original data and identified a single incomplete month of data - December 2015 - in the 36-month data set. The original data were pulled on December 22, 2015 and thus, any premise meters read after the 22nd were missing from the dataset. As a result, December 2015 had an artificially low premise count and associated usage for both electricity and natural gas. The team requested a new dataset for all customer premises within the previously defined shapefile boundary for Englewood, and the updated data were processed to update the baseline values in Englewood’s Energy Action Plan (EAP). An updated version of the Englewood EAP is included as an attachment to this memo. The following is a summary of the changes to the baseline energy use data: Increase in December 2015 premise count – 70 percent of the premise meters in December 2015 were read after December 22nd and therefore missing from the original dataset. Increase in total energy use in 2015 from 2.7 million MMBtu to 2.9 million MMBtu (7 percent increase). Electricity use increased from 330 million kWh to 340 million kWh (6 percent increase) and natural gas use increased from 16 million therms to 17 million therms (9 percent increase). Page 23 of 368 No impact on energy use breakdown by source or sector. A shift from a slight decrease (2.5 percent) in electricity consumption from 2013 to 2015 to a slight increase (2.9 percent). A reduction in the 2013 to 2015 downward trend in natural gas consumption from 17 percent to 9.7 percent. A reduction in the 2013 to 2015 downward trend in total energy use from 11 percent to 4.9 percent. Though this error in the original dataset affects the baseline energy use summary for Englewood, there are no additional revisions to the EAP proposed because of the approach taken for estimating the energy use forecast, goals, and strategies, as the strategies and resulting savings were built bottom-up based on what the planning team determined could be accomplished. This approach included consideration of a projected increase in population as well as the downward baseline trend in energy use for the community that resulted in a flat line business-as-usual (BAU) energy use forecast for the Englewood EAP. Though the downward baseline energy use trend is not as significant as originally expected, the calculations still produce a flat line BAU. Because 2015 is the defined baseline year for setting the flat line BAU forecast, and this forecast is used to define the 1 percent energy use reduction per year goal, there is a slight impact to the reduction potential of the strategies included in the EAP. However, given the layering of assumptions within this type of strategic planning analysis, the impact is lost within the rounding and ‘noise’ of the analysis model. Furthermore, even if the updated baseline data were used during the plan development process, the same goals and strategies would have been identified and included in the EAP. These target goals and strategies are similar to the efforts underway in other Partners in Energy communities around Colorado and were determined to be reasonable given existing City, County Extension, and Xcel Energy resources. For the reasons stated here, it is recommended that no revisions be made to the Englewood EAP beyond the updates to the energy use baseline results (these updates have already been made to the version of the EAP attached to this memo). Attachments: Updated EAP Page 24 of 368 XCEL ENERGY PARTNERS IN ENERGY ……………………………………………………………………………………………………………………………………………… Memorandum of Understanding Implementation Phase 1 Memorandum of Understanding Phase 2: Implementation Murphy Robinson III Assistant City Manager City of Englewood 1000 Englewood Parkway Englewood, CO 80110 The intent of this Memorandum of Understanding (MOU) is to recognize the achievement of the City of Englewood in developing a city-wide Energy Action Plan. Xcel Energy, through its Partners in Energy offering, has supported the development of this Energy Action Plan. This MOU will outline how the City of Englewood and Xcel Energy will continue to work together to support the community as it implements the plan. The term of this joint support, as defined in this document, will extend from March 1, 2017 until July 31, 2018. This is a voluntary agreement and not intended to be legally binding for either party. Through this planning process the community identified a broad goal for the Energy Action Plan to drive annual energy savings of one percent each year through 2030. The table below outlines the planned impacts through the term of this agreement. City of Englewood Energy Action Plan Goal Summary Focus Area Electricity Conservation Goal (in kWh) Natural Gas Conservation Goal (in therms) Municipal/Institutional 827,300 5,500 Commercial Sector 3,089,000 47,500 Housing 360,400 26,400 Total 4,276,700 79,400 Page 25 of 368 XCEL ENERGY PARTNERS IN ENERGY ……………………………………………………………………………………………………………………………………………… Memorandum of Understanding Implementation Phase 2 Xcel Energy will support the City of Englewood in achieving the goals of the energy action plan, by area of focus, in the following ways: Municipal/Institutional: o Support for the implementation of energy-efficiency upgrades to city facilities. Develop a case study and showcase collateral to be used on the web, in newsletters, magazines, etc., to position the city to lead through example. o Assist in the design and development of an employee challenge. Support development of the challenge collateral and the tracking and measurement of results. o Provide $500.00 to be used in delivery of the employee challenge. This can be used towards a kick-off or celebration event or used to fund prizes. It can’t be used for alcohol and can’t be used to purchase or fund services or technology already rebated or discounted through Xcel Energy demand side management (DSM) programs. o Support funded by Xcel Energy for this focus area is not to exceed 85 hours. These hours will include those provided through our Partners in Energy team from the Brendle Group and does not include support provided by Xcel Energy internal staff. Commercial Sector: o Support the development and delivery of a campaign for energy efficient lighting targeting the medical facilities and campuses within the City of Englewood. Develop materials and collateral to support the campaign. Coordinate marketing efforts with Xcel Energy staff and their implementation vendors to leverage co-branding. o Assist in the development and implementation of a sustainable business program to promote awareness of sustainable business practices and recognize leaders. Support the design of the program structure, assist in developing outreach materials and program collateral necessary for delivery, and develop a system for tracking participant activity and reporting goal attainment. o Provide $750 to reimburse co-branded print expenses or advertising associated with the promotion of the lighting campaign or the sustainable business program. Provide an additional $750 to reimburse expenses associated with a recognition event or awards for the sustainability program. Marketing materials and collateral that is funded needs to be pre-approved by Xcel Energy and the purchase of any alcohol will not be reimbursed. o Support funded by Xcel Energy for this focus area is not to exceed 150 hours. These hours will include those provided through our Partners in Energy team from the Brendle Group and does not include support provided by Xcel Energy internal staff. Page 26 of 368 XCEL ENERGY PARTNERS IN ENERGY ……………………………………………………………………………………………………………………………………………… Memorandum of Understanding Implementation Phase 3 Housing: o Support the development of up to three marketing fliers or collateral pieces to promote energy efficiency to Englewood specific audiences regarding energy efficiency or possible program participation. o Coordinate the delivery of residential education workshop promotion and delivery in conjunction with the City of Littleton’s offering. o Help facilitate the integration of energy efficiency into the school curriculum through collaboration with Arapahoe County Extension Office efforts and use of Xcel Energy School Kits. Promote kits to local schools as appropriate. o Provide $900 to reimburse printing or production cost of fliers, posters, or signage. o Support funded by Xcel Energy for this focus area is not to exceed 45 hours. These hours will include those provided through our Partners in Energy team from the Brendle Group and does not include support provided by Xcel Energy internal staff. Additional Support: o Support for a community wide launch of the Energy Action Plan. This can include marketing communications support for development of flyers of press release development, assistance in developing targeted launch events for the residential and business market, and coordinating support from Xcel Energy program specialists. Provide up to $2,000 to be used for advertising, printing, food, venue or recognition awards. Funding provided can’t be used to purchase alcohol or fund any technologies or services currently rebated under the existing Xcel Energy Demand Side Management programs. o Quarterly tracking and reporting on Xcel Energy program participation by the businesses and residents in the City of Englewood. Reporting will include participant counts and energy reduction. o Continued support for the strategy teams. This will include facilitation of team calls as appropriate, task tracking and reporting, and coordination with Xcel Energy program staff. o Support funded by Xcel Energy for this work is not to exceed 75 hours. These hours will include those provided through our Partners in Energy team from the Brendle Group and does not include support provided by Xcel Energy internal staff. Page 27 of 368 XCEL ENERGY PARTNERS IN ENERGY ……………………………………………………………………………………………………………………………………………… Memorandum of Understanding Implementation Phase 4 The City of Englewood commits to supporting the Energy Action Plan to the best of its ability in the following ways: Drive the achievement of the conservation impacts and renewable energy choices outlined in the City of Englewood Energy Action Plan. o Achieve an incremental 4,276,700 kWh electricity conservation and 79,400 therms natural gas, by August 30, 2018. Municipal/Institutional: o Implement efficiency upgrades in city facilities. Continue the process of implementing projects identified for upgrades and identify new opportunities to save energy. Share the results with the community to position the City of Englewood as a leader in energy conservation. Apply for rebates and assistance from Xcel Energy to support the energy efficiency upgrades. o Support a culture of resource conservation through developing an Energy Team for the city and an employee engagement campaign , including an energy challenge. Recruit an Energy Team made up of city staff to identify city objectives, roles, and employee challenge framework based on the successful Brighton model. Provide leadership on the design and development of the employee challenge materials. Identify and develop recognition channels and rewards. Track participation and results. Goals will include informing 100% of city staff and engaging 20% to actively participate in the challenge. o Commercial Sector: Conduct a campaign to encourage medical related building stock in Englewood to implement lighting upgrades. Work with Xcel Energy to identify the segment customers and identify the most effective channel(s) to reach and influence decision makers for lighting equipment. Leverage direct contact with medical sector personnel in recruiting their support for the Englewood Energy Action Plan. Page 28 of 368 XCEL ENERGY PARTNERS IN ENERGY ……………………………………………………………………………………………………………………………………………… Memorandum of Understanding Implementation Phase 5 Develop a sustainable business program for Englewood businesses. Coordinate with Chamber of Commerce to develop a program framework and coordinate initial outreach. Provide direction and input in the development of outreach materials. Recruit businesses within Englewood. Support and coordinate recognition of qualifying businesses through events and public communication venues. o Housing: Support an outreach campaign that includes delivering education on energy conservation and solar energy through City channels and community-based events. Provide direction and support for marketing collateral development and outreach. Incorporate content on conservation opportunities into city publications. Co-host with the City of Littleton, and the Arapahoe County Extension Office, up to three workshops for residents of Englewood and Littleton with content delivered through Arapahoe County Extension Office and supported by Xcel Energy program staff. These efforts will include providing public venues for the workshops and conducting outreach to potential participants using existing City channels. Support Arapahoe County Extension Office energy conservation programming for elementary schools by leveraging outreach channels to encourage school participation and by publicly recognizing schools for their energy reduction efforts. Provide Xcel Energy an opportunity to review marketing materials to assure accuracy when they incorporate the Xcel Energy and Partners in Energy logos or reference Xcel Energy or any of its products or services. Share the collateral, Energy Action Plan document, supporting work documents, and implementation results from the City of Englewood with the public. The experience, successes, and lessons learned from this community will inform others looking at similar or expanded initiatives. Page 29 of 368 XCEL ENERGY PARTNERS IN ENERGY ……………………………………………………………………………………………………………………………………………… Memorandum of Understanding Implementation Phase 6 All communications pertaining to this agreement shall be directed to Murphy Robinson on behalf of the City of Englewood and Tami Gunderzik on behalf of Xcel Energy. Xcel Energy is excited about this opportunity to support the City of Englewood in advancing its goals around energy. The resources outlined above and provided through Partners in Energy are provided as a part of our commitment to the communities we serve and Xcel Energy’s support of energy efficiency and renewable energy as important resources to meet your future energy needs. For the City of Englewood: ______________________________________ Date: ________________________________ For Xcel Energy: _____________________________________ Date: ________________________________ Page 30 of 368 An Energy Action Plan for Englewood, Colorado DRAFT: 2/23/2017 Page 31 of 368 ENGLEWOOD ENERGY ACTION PLAN i Table of Contents Acknowledgements........................................................................................................................................ iii Executive Summary ...................................................................................................................................... iv Introduction .................................................................................................................................................... 1 Xcel Energy Partners in Energy ................................................................................................................ 1 Who Are We? ................................................................................................................................................ 3 Demographics ........................................................................................................................................... 3 Housing ..................................................................................................................................................... 4 Business and Economy ............................................................................................................................. 5 Commitment to Sustainability .................................................................................................................... 6 The Case for a Community Energy Action Plan ........................................................................................ 6 Where Are We Now? ..................................................................................................................................... 7 Baseline Energy Analysis .......................................................................................................................... 7 Community Efficiency Program Participation........................................................................................... 10 Other Energy Initiatives and Sustainability Practices .............................................................................. 11 Local Outreach and Communication Channels ....................................................................................... 13 Where Do We Want To Go? ........................................................................................................................ 14 Our Energy Vision ................................................................................................................................... 14 Focus Areas ............................................................................................................................................ 14 Focus Area 3: Housing ................................................................................................................................ 20 Goals ....................................................................................................................................................... 20 How Are We Going To Get There? .............................................................................................................. 22 Municipal/ Institutional ............................................................................................................................. 23 Commercial Sector .................................................................................................................................. 25 Housing ................................................................................................................................................... 29 How Are We Going to Stay On Course? ...................................................................................................... 31 Operational Actions and Tracking ........................................................................................................... 31 Communication and Reporting ................................................................................................................ 31 Changing Course: Corrective Action ....................................................................................................... 32 Recognition for Achieving Goals ............................................................................................................. 33 Beyond the Plan Horizon ......................................................................................................................... 33 Appendix: Implementation Memorandum of Understanding ........................................................................ 33 Page 32 of 368 ENGLEWOOD ENERGY ACTION PLAN ii Table of Figures Figure 1. Partners in Energy Process for Success ...................................................................................... 23 Figure 2. Resources from Xcel Energy for Implementation ........................................................................... 2 Figure 3. City of Englewood South Metro Suburb Map .................................................................................. 3 Figure 4. City of Englewood Demographics ................................................................................................... 4 Figure 5. Original Year of Construction for Englewood’s Housing Stock ....................................................... 5 Figure 6. Englewood Employment Base ........................................................................................................ 6 Figure 7. City of Englewood Electricity Use in 2015 ...................................................................................... 7 Figure 8. City of Englewood Natural Gas Consumption in 2015 .................................................................... 8 Figure 9. Year-to-Year Natural Gas Consumption Trends ............................................................................. 9 Figure 10. Year-to-Year Electricity Consumption Trends ............................................................................... 9 Figure 11. Dollars Spent on Total Energy in 2015 ....................................................................................... 10 Figure 12. 3-Year Average Residential Program Participation Counts ........................................................ 11 Figure 13. 3-Year Average Commercial Program Participation Counts ....................................................... 11 Figure 14. City of Englewood Citizen Newsletter ........................................................................................ 13 Figure 15. Energy Vision Cloud ................................................................................................................... 14 Figure 16. City of Englewood Municipal Energy Use ................................................................................... 15 Figure 17. Types of Medical Establishments ............................................................................................... 16 Figure 18. Historical Commercial/ Industrial Electricity Savings across Englewood .................................... 17 Figure 19. Historical Commercial/ Industrial Natural Gas Savings across Englewood ................................ 17 Figure 20. Historical Commercial/ Industrial Program Participants across Englewood ................................ 18 Figure 21. Active Commercial Zones Focus Area 3: Housing...................................................................... 19 Figure 22. Englewood's Energy Growth Forecast Based on Historic Total Energy Use and Population Trends ......................................................................................................................................................... 21 Figure 23. Englewood's Energy Action Plan Goal ....................................................................................... 21 Figure 24. Total Energy Savings by Focus Area............................................ Error! Bookmark not defined. Figure 25. Electricity Savings by Focus Area ................................................ Error! Bookmark not defined. Figure 26. Natural Gas Savings by Focus Area ............................................. Error! Bookmark not defined. Figure 27. Implementation Process ............................................................................................................. 31 Figure 28. Implementation Leaders ............................................................................................................. 32 Page 33 of 368 ENGLEWOOD ENERGY ACTION PLAN iii Acknowledgements Thanks to the following organizations and individuals for participating in developing this Energy Action Plan. Englewood’s Energy Action Planning Team The planning team was formed from a varied group of Englewood residents, businesses, elected and appointed officials, and City staff committed to working on energy efficiency in the community. Citizen Group Brett Kotal, Keep Englewood Beautiful Chad Michels, Alliance for Commerce Business and Organizational Representatives Ariel Ramos, Englewood School District David Henderson, Englewood School District Jim Hamit, Englewood Housing Authority Randy Penn, Greater Englewood Chamber of Commerce Scott Noyes, EMJD Corporation Sean Dressel, Swedish Medical Center Clifford Weinburger, Englewood Building Owner and Developer Jeff Walker, RTD Board of Directors – District D Tim Aston, CSU Extension Arapahoe County City Staff Members Alison Carney, City of Englewood Program Support Amy Martinez, City of Englewood City Council Darren Hollingsworth, City of Englewood Dave Chapman, City of Englewood Water Greg Farmer, City of Englewood Waste Water Treatment Plant Dan Long, City of Englewood Facilities Murphy Robinson, City Manager’s Office Mark Woulf, City Manager’s Office Intern Xcel Energy Representatives Tami Gunderzik, Partners in Energy Program Manager Michelle Beaudoin, Xcel Energy Account Manager Tom Henley, Xcel Energy Area Manager, Community and Local Government Affairs Susan Blythe, Brendle Group Facilitator Becky Fedak, Brendle Group Facilitator Page 34 of 368 iv CITY OF ENGLEWOOD ENERGY ACTION PLAN Executive Summary Our Vision: The City of Englewood will demonstrate forward-thinking and sustainable energy leadership in leveraging collaborative partnerships that achieve an affordable, adaptive, and renewable energy future. Our Goals: The City’s overarching goal is to reduce total energy use 1 percent annually through 2030, which could compound to reducing total energy use by 12 percent over the 2015 baseline by that time. How Will We Get There? Municipal/ Institutional Commercial Sector Housing Strategies: 1. Implement efficiency upgrades in City facilities, organize a City energy committee, implement an energy awareness and engagement campaign, and publicly share success with the community. Strategies: 2. Develop a lighting efficiency campaign targeting the medical sector. 3. Develop a sustainable business program that educates, supports, and recognizes businesses that work to improve their efficiency by joining them together as an identifiable peer group within the community. The program will include a framework that raises awareness, encourages action, and offers tangible and intangible benefits from participating. Strategy: 4. Build awareness of Xcel Energy and other programs for residential customers through a targeted, multi-pronged outreach campaign that includes connecting with residents through City channels and at community events and providing tailored information for children in Englewood’s schools. Page 35 of 368 ENGLEWOOD ENERGY ACTION PLAN v Playbook for Achieving Our Goals xcelenergy.com | © 2015 Xcel Energy Inc. | Xcel Energy is a registered trademark of Xcel Energy Inc.| Public Service Company of Colorado, an Xcel Energy Company. 15-12-104 | 12/15 Ongoing – Tracking Track implementation of strategies over time Have regular check-ins to stay on course and adjust as needed Continue to identify new outreach channels Solicit community feedback Publicly share successes Reward high performance Immediate Actions (January 2017 – Aug 2017) Convene strategy teams and City committee members Identify resources available to fully implement strategies Coordinate with City engagement and communication efforts Build employee challenge framework Coordinate on lighting efficiency approach Coordinate on residential outreach approach Develop outreach materials and case studies Identify key business sectors and develop frameworks for business program Longer-term Actions (Aug 2017 – Aug 2018) Host and attend first wave of events Implement efficiency upgrades in City facilities Roll out employee energy challenge Develop recognition models Execute on lighting campaign Offer Developer’s Packet for new construction Engage schools Develop a solar outreach campaign Develop and deliver post employee challenge survey Develop and deliver business survey Identify next wave of efficiency messaging for commercial targets Page 36 of 368 ENGLEWOOD ENERGY ACTION PLAN 1 Introduction The purpose of this plan is to outline tangible steps for the City of Englewood to move the community towards its energy goals, by increasing energy efficiency investments and participation across the community. In January of 2016, Assistant City Manager, Murphy Robinson signed a Memorandum of Understanding (MOU) with Xcel Energy, on behalf of Englewood’s City Council, to participate in Partners in Energy (see Appendix). From March to November 2016, a 19-member planning team participated in a series of workshops to develop the contents of the Energy Action Plan alongside representatives from Xcel Energy, Englewood’s electricity and natural gas provider. The team was comprised of Englewood residents, members of the business community, City staff, and representatives from the Chamber of Commerce, Englewood Housing Authority, Englewood School District , and Swedish Medical Center. The planning team reviewed utility data for their community, prioritized areas of focus for Englewood, and developed this Energy Action Plan. The group would like to carry out this plan to help the community work toward short- to mid-term energy goals, with the short-term focused on an 18-month initial implementation period (January 2017 to September 2018) and the mid-term looking out to the end of 2030. This plan includes detailed action planning for meeting the identified short-term energy goals. The process was facilitated through Xcel Energy’s Partners in Energy offering for communities and convened by the City of Englewood. The following plan provides an overview of the Englewood community, the community’s baseline energy use, documentation of the Partners in Energy planning process, a summary of priority focus areas identified by the Energy Action Team for implementation, and the near-term actions and strategies required to keep the implementation of this plan on track toward achieving its goals. Xcel Energy Partners in Energy Xcel Energy is the electric and gas utility serving the City of Englewood. In the summer of 2014, Xcel Energy launched Partners in Energy to support communities, such as City of Englewood, in developing and implementing energy action plans that supplement existing sustainability plans, strategies, and tools. The content of this plan is derived from a series of planning workshops held in the community with a planning team committed to representing local energy priorities and implementing plan strategies (Figure 1). Partners in Energy will work with City of Englewood to coordinate support for implementing the plan and will develop a Memorandum of Understanding that outlines specific support Xcel Energy will provide to help the City of Englewood deploy its strategies and achieve its goals (Figure 2). Page 37 of 368 ENGLEWOOD ENERGY ACTION PLAN 2 Project Management Communication Assistance and Resources Tracking and Measurement Celebration and Recognition of Successes Figure 2. Resources from Xcel Energy for Implementation Figure 1. Partners in Energy Process for Success Page 38 of 368 ENGLEWOOD ENERGY ACTION PLAN 3 Who Are We? Englewood is a suburban community located in the greater Denver metropolitan area and encompasses approximately 6.6 square miles within Arapahoe County. Figure 3 is a map of the City of Englewood municipal boundary in relation to the Denver metro area suburbs.1 It is bisected by US 285 (Hamden Avenue), which runs East-West through the community. In general, the community’s commercial corridors are flanked by residential neighborhoods, and there are plentiful parks and recreation opportunities in the area. Like many cities along the Front Range of Colorado, Englewood can trace its beginnings to the gold rush of the 1850s. The City was established in 1903 on land that was originally homesteaded by an Irish immigrant named Tom Skerritt. Over the subsequent decades, the Denver region grew, and along with it the City of Englewood. Demographics Englewood has a growing population – the 2014 population was approximately 32,500 – and the city has experienced approximately 2 percent annual growth since 2010. This is consistent with Denver Metro area trends where the average population growth rate is approximately 1.5 percent per year since 2010. While the overall population is growing, it appears household sizes in Englewood remain steady. In 2010, there were an estimated 2.1 persons per household, and in 2014 the estimate was 2.0 persons per 1 “Denver Area Suburb Map.” City of Englewood, Colorado. http://www.englewoodgov.org/our-community/maps-and- directions/denver-area-suburb-map Figure 3. City of Englewood South Metro Suburb Map Page 39 of 368 ENGLEWOOD ENERGY ACTION PLAN 4 household. The median age of Englewood residents is 37, which is the same as the average for the Denver Metro area. Interestingly, Englewood is experiencing a unique demographic trend for the Denver Metro area with a declining population aged between 34 and 44. However, Englewood has the highest percentage of Millennials in the Denver Metro area (19 percent), and an above average percentage of Baby Boomers, which make up 13 percent of the community’s population. In terms of energy, those people between 34 and 44 (in the Generation X range with growing families) are likely the highest ene rgy users because of their growing families. The decline in this range could have an impact on energy trends over time. Englewood is also becoming less diverse – approximately 17 percent of residents were of Hispanic or Latino origin in 2014. This a 4.6 percent decrease from 2010. Approximately 12 percent speak Spanish. For energy planning purposes, the language needs of the community are important for outreach and education efforts. Figure 4 displays the racial composition of Englewood. Figure 4. City of Englewood Demographics Housing There are approximately 15,200 housing units in Englewood, 50 percent of which are single-family detached or attached structures. Approximately 49 percent of homes are owner-occupied. The housing stock in Englewood is considered mature, with only 10 percent of all units having been built since 1990. In fact, 43 percent of all homes were built prior to 1940. Many of these older homes are large , with 57 percent of homes having five rooms or more. The combination of age and size presents a significant opportunity for potential energy efficiency improvements and savings. Furthermore, Englewood’s housing vacancy rate is 6.6 percent, meaning that the housing inventory is healthy for home buyers. This provides further evidence that energy efficiency updates for the older housing stock could be well supported. Figure 5 shows the relative age of Englewood’s housing stock. White 84.9% Black or African American 3.3% American Indian and Alaska Native 1.8% Asian 2.7% Other 7.3% 2014 American Community Survey 5-Year Estimates Page 40 of 368 ENGLEWOOD ENERGY ACTION PLAN 5 Figure 5. Original Year of Construction for Englewood’s Housing Stock Large multi-family apartments (20 or more units) comprise a significant portion of Englewood’s housing stock (24 percent). The affordability of housing and utilities for renter households are of concern - approximately 50 percent of renter households spend 30 percent or more of their monthly income on housing and utility costs. Energy efficiency improvements in these aging apartment areas could likely support revitalization and reinvestment efforts, as well as provide savings for cost-burdened residents. Business and Economy There are approximately 2,000 businesses that employ about 21,250 workers. Interestingly, E nglewood has more jobs than resident workers. Unemployment, as of 2014, was approximately 9 percent and the median household income was $42,000. Major industries in Englewood include health care; manufacturing; retail; and professional, scientific, and technical services. Figure 6 illustrates the major business types within Englewood. Built 1939 or earlier 13% Built 1940 to 1949 11% Built 1950 to 1959 29% Built 1960 to 1969 12% Built 1970 to 1979 14% Built 1980 ot 1989 11% Built 1990 to 1999 7% Built 2000 to 2009 3% Built 2010 or later 0% 2014 American Community Survey 5-Year Estimates Page 41 of 368 ENGLEWOOD ENERGY ACTION PLAN 6 Figure 6. Englewood Employment Base The City of Englewood has a Business and Employment Strategic Plan that identifies five comprehensive plan goals and objectives for the community: 1. Provide an economically viable environment that builds and maintains a diverse base of businesses. 2. Build, attract, and retain a quality workforce. 3. Promote economic growth by building on Englewood’s strong sense of community image, identity, and quality of life. 4. Recognize the importance of infrastructure and municipal services to ensure the economic viability of Englewood’s business community. 5. Recognize the unique characteristics and associated opportunities for enhancing the value of Englewood’s commercial, industrial, and mixed-use districts. Many of these goals relate to energy action planning in Englewood in that reducing the utility cost burden through energy efficiency strategies helps new and existing businesses thrive. Commitment to Sustainability Englewood’s participation in Partners in Energy was preceded by several years of sustainability work. The City is focused on initiatives aimed at increasing energy efficiency, supporting renewable energy, conserving resources, reducing waste, and increasing fuel savings for City operations in addition to promoting programs the help residents lead more environmentally friendly lifestyles. It will be essential to coordinate the Energy Action Plan so that it fits well with existing community efforts. For more information about Englewood’s green initiatives, visit the City’s website. The Case for a Community Energy Action Plan While the City of Englewood is home to a number of existing energy-related programs and initiatives, these initiatives have not historically been coordinated or tied to any overarching plan or goals. This community Energy Action Plan will serve as a guidepost for collective activities and a road map for collaborative Private Sector Services 25% Medical 22% Construction 12% Manufacturing 11% Retail 9% Food & Entertainment 6% All Other 8% Government 7% 2015 Englewood Community Profile Page 42 of 368 ENGLEWOOD ENERGY ACTION PLAN 7 initiatives that leverage available resources in a concerted and targeted fashion for results that are impactful, visible, and measurable in the community. The evolution of this plan and the resulting implementation efforts will enable businesses, residents, and the City itself to save energy and cost and inspire greater participation and pride. Where Are We Now? Baseline Energy Analysis An early step in the Partners in Energy planning process was to review current energy use in Englewood . The Xcel Energy team calculated and presented energy statistics from 2013 to 2015.2 Comparing these data helped the planning group understand how and where energy is used in the city. Electricity and natural gas data supplied by Xcel Energy show that Englewood has approximately 17,548 residential, commercial, and industrial accounts that consumed approximately 345 million kWh of electricity and 17.2 million therms of natural gas in 2015. Approximately 14,943 residential accounts consumed 96 million kWh (28 percent) of electricity and 6.9 million therms (40 percent) of natural gas while 2,605 commercial and industrial accounts consumed 249 million kWh (72 percent) of electricity and 10.3 million therms (60 percent) of natural gas in 2015. Figures 7 and 8 show Englewood’s electricity and natural gas use, respectively, in 2015. Figure 7. City of Englewood Electricity Use in 2015 2 All energy data presented through this process was developed for planning purposes and may contain variations from data obtained through other sources. All energy and program data presented here comply with Xcel Energy’s Colorado data privacy policies (all summary statistics must contain at least 15 entities, and no single entity can be responsible for more than 15 percent of the total or they will be removed from the summary). Page 43 of 368 ENGLEWOOD ENERGY ACTION PLAN 8 Figure 8. City of Englewood Natural Gas Consumption in 2015 Over the 3-year period from 2013 to 2015 for which data was available, Englewood experienced a decreasing trend for total energy use across both residential and commercial/industrial sectors. The residential sector experienced a decrease of 8.5 percent on average over the 3-year period, despite approximately 1 to 2 percent annual population growth. The commercial/industrial sector decreased 2 percent on average over the 3-year period. Over the 3-year period natural gas use decreased 9.7 percent across both sectors – 12 percent in the residential sector and 8.0 percent in the commercial/ industrial sector. Figure 9 displays the natural gas consumption year-to-year trends. Comparatively, electricity use increased 2.9 percent across both sectors over the same period corresponding to a less than one percent decrease in the residential sector offset by a 4.2 percent increase in the commercial/ industrial sector. Figure 10 displays the electricity consumption year-to-year trends. Page 44 of 368 ENGLEWOOD ENERGY ACTION PLAN 9 Figure 9. Year-to-Year Natural Gas Consumption Trends Figure 10. Year-to-Year Electricity Consumption Trends Considering community total energy costs, on average, residential premises spent $910 annually while commercial/industrial premises spent $10,300 annually. This corresponds to monthly energy costs of $76 and $860 for a residential and commercial/industrial premise, respectively. Electricity usage comprises the majority of the average annual energy cost per premise for both residential and commercial/industrial Page 45 of 368 ENGLEWOOD ENERGY ACTION PLAN 10 customers. In total, Englewood residents and businesses spent $40.3 million on energy utilities in 2015. For comparison, the City of Englewood’s Operating Fund was $44.6 million in 2015. Figure 11 shows the average dollars spent on energy per sector in 2015. Figure 11. Dollars Spent on Total Energy in 2015 Community Efficiency Program Participation Baseline data gathered to help in developing this Energy Action Plan include historic Xcel Energy demand side management (DSM) rebate program participation counts specifically for Englewood. These data (shown in Figures 12 and 13) provide a snapshot of what types of programs both residential and commercial/industrial customers are using, to what degree, and likely channels of information. They also show opportunities for greater participation in the available DSM programs and need for increased education and awareness. $9.83 $22.5 $3.79 $4.18 $0 $5 $10 $15 $20 $25 $30 Residential Commercial and IndustrialMillionsDollars Spend on Energy in 2015 Electricity Natural Gas Page 46 of 368 ENGLEWOOD ENERGY ACTION PLAN 11 Figure 12. 3-Year Average Residential Program Participation Counts Figure 13. 3-Year Average Commercial Program Participation Counts Other Energy Initiatives and Sustainability Practices The city has been proactive in addressing its own facilities and energy and resource consumption, with a variety of projects completed in the last few years. It also has participated in renewable energy opportunities, where possible, and supports a volunteer citizen board dedicated to promoting community participation and environmentally responsible behavior. Other organizations in the community have been making progress on the efficiency front as well, from the school district to the medical district. Table 1 includes many of these activities and offers a sense of investment in efficiency and sustainability . Page 47 of 368 ENGLEWOOD ENERGY ACTION PLAN 12 Table 1. Existing Energy and Sustainability Initiatives in Englewood. Energy and Sustainability Initiatives Municipal Initiatives Purchased 42 solar photovoltaic (PV) panels through the community solar operative Colorado Energy Collective and Xcel Energy to power the pumping station off Union Avenue, which yielded 24 percent payback in the first year Installed solar PV panels on four city facilities: o Englewood Civic Center o Malley Senior Recreation Center o Englewood Service Center o Police/Fire Complex Littleton/ Englewood Wastewater Treatment Plant leading conservation and process efficiency efforts including: o Lighting projects o Replacing three 150 HP drives with VFD’s o Exploring biogas and solar installation projects In 2012, participated in an energy audit with Ameresco and implemented multiple energy saving initiatives on city buildings Installed energy efficient lighting in all facilities and traffic signals Launched energy conservation program in partnership with the Colorado Energy Office (CEO) for weatherization measures, heating and electrical improvements, and water conservation measures Implemented single stream recycling program at all City facilities in 2009 made possible by Keep America Beautiful grant funding Implemented water conservation measures using technology and non-potable water for irrigation at facilities Initiated recycling and diversion efforts for construction/demolition waste and hard to recycle items (i.e., traffic signs, street signs, water meters, fleet supplies etc.) Offers the Energy Efficiency Englewood grant program to help low- and moderate-income homeowners update their homes to be more energy efficient Participates in regional, state, and federal environmental safety measures to meet air quality and emissions standards Partnered with Xcel Energy to upgrade the Civic Center to evaporative cooling Keep Englewood Beautiful (KEB) A volunteer citizen board dedicated to promoting community participation and environmentally responsible behavior through partnerships Offers cleanup coupons, household hazardous waste and electronics drop-off events, paint recycling, and other resources for residents throughout the year Arapahoe County With grant funding provided by the Colorado Energy Office, provides household weatherization for low-income residents in Englewood and the rest of the county Englewood School District Englewood Campus (middle school and high school) meets LEED certification Page 48 of 368 ENGLEWOOD ENERGY ACTION PLAN 13 o Lighting occupancy sensors, timers, and shutoffs o Building automation and demand control ventilation Swedish Medical Center Transitioned to LED lighting and net metering in all facilities Upgraded to chillers and chiller systems Local Outreach and Communication Channels Engaging the community is critical to reaching Energy Action Plan goals. Below are some of the ways that residents and businesses currently receive information about existing programs, events, and initiatives in Englewood. These and other communication channels will be helpful during implementation efforts. Local Outreach Channels Publications Englewood Citizen Newsletter (http://www.englewoodgov.org/our- community/news-and-events/citizen-newsletter) Englewood City Council Weekly Newsletter New City of Englewood Magazine (will replace newsletter) Other Media City of Englewood website (http://www.englewoodgov.org/home) Arapahoe County website (http://www.co.arapahoe.co.us/) City of Englewood Facebook Page Nextdoor Events Annual Leaf and Tire Drop Off (November) Keep Englewood Beautiful Holiday Lighting event (December) Community Spaces Englewood Civic Center Englewood Recreation Center City Center Englewood Amphitheater Figure 14. City of Englewood Citizen Newsletter Page 49 of 368 ENGLEWOOD ENERGY ACTION PLAN 14 Where Do We Want To Go? Our Energy Vision Englewood’s energy vision statement is an expression of the community’s shared energy intentions. During the first workshop, attendees were asked to complete an exercise to share their energy vision for Englewood. The planning team brainstormed a list of words, graphically displayed below in Figure 15. From these efforts, the planning team developed the following vision to inform the planning and implementation process. Focus Areas Three focus areas were identified as priorities for Englewood around which meaningful goals and action strategies were developed. The rationale behind the focus areas was built on the basis of utility data analytics, potential for energy savings, ease of implementation, and contribution to Englewood’s priorities and values. Focus Area 1: Municipal/ Institutional The City of Englewood recognizes that it has an opportunity and obligation to operate as efficiently as possible, to lead by example, and to share outcomes with the community it serves. In addition, given the combined energy use of municipal facilities and the The City of Englewood will demonstrate forward-thinking and sustainable energy leadership in leveraging collaborative partnerships that achieve an affordable, adaptive, and renewable energy future. Figure 15. Energy Vision Cloud Page 50 of 368 ENGLEWOOD ENERGY ACTION PLAN 15 Wastewater Treatment Plant it jointly operates with Littleton, this focus area accounts for about 8 percent of electricity use (26 million kWh) and 1 percent of natural gas use (84,000 therms), or about 3 to 4 percent of total community energy use. With centralized planning, authority, and commitment, the City can have a significant impact. Figure 16 shows a breakout of estimated municipal energy use for the City (the figure is based on an incomplete list of City facilities, but is illustrative to show where the greatest areas of energy use fall). Figure 16. City of Englewood Municipal Energy Use Focus Area 2: Commercial Sector The commercial sector is quite varied in Englewood both in business type and geographic location and also accounts for more than half of total community energy use. To help narrow the commercial scope, the planning team opted to start first with business types for which it has existing channels and relationships through the planning team and previous economic development activity that can be replicated to othe r business types over time. Recognizing the prominence of the medical economy in Englewood and the nature of many medical facilities that operate 24 hours every day, the sector was identified as a high potential target within the larger and more diverse commercial market. The planning team determined that focusing efforts on the needs of a particular business sector/type would benefit the sector itself as well raise awareness of its employee base. Figure 17 displays the different types of establishments included in the medical sector in Englewood.3 3 NAICS Page 51 of 368 ENGLEWOOD ENERGY ACTION PLAN 16 In addition, efforts also may be rolled out to specific corridors of greatest potential based on historical efficiency program participation as well as identified high-potential savings opportunities. The darkest elements in Figures 18 and 19 illustrate the areas with the highest energy savings from program participation. Considering the commercial/industrial sector, the northwest section of Englewood, in particular, has both high energy savings and program participation. This area is generally characterized by general and light industrial businesses. Figure 20 shows areas with the greatest number of program participants. Figure 21 shows areas of active commercial activity in Englewood and where there may be gaps in participation. Medical Establish- ment Types Hospitals Clinics Doctors/ Dentists’ Offices Physical/ Occupational Therapy Offices Rehab Facilities Laboratories/ Testing Facilities Figure 17. Types of Medical Establishments Page 52 of 368 ENGLEWOOD ENERGY ACTION PLAN 17 Figure 19. Historical Commercial/ Industrial Natural Gas Savings across Englewood Figure 18. Historical Commercial/ Industrial Electricity Savings across Englewood Page 53 of 368 ENGLEWOOD ENERGY ACTION PLAN 18 Figure 20. Historical Commercial/ Industrial Program Participants across Englewood Page 54 of 368 ENGLEWOOD ENERGY ACTION PLAN 19 Figure 21. Active Commercial Zones Page 55 of 368 ENGLEWOOD ENERGY ACTION PLAN 20 Focus Area 3: Housing The residential sector accounts for 35 percent of total baseline energy consumption in Englewood, the housing market is older (more than half of homes built before 1970 – refer to Figure 5) and many people who work in Englewood actually live outside of the City. However, the need to reach residential customers is still critical to community energy savings. As with other communities, the challenge to increasing energy savings in the residential market is raising awareness about existing programs and communicating about those programs in a way that overcomes barriers to take advantage of these programs. Education through trusted channels with clear and easy steps for participating were identified by the planning team as key to reaching this important sector. Goals The planning team was rooted in realistic expectations and setting achievable goals for the best chance of success. And, while an overarching goal is important to the community, it was developed on the basis of bottom-up targets for strategies within each focus area with the idea that making progress, sharing good outcomes, and carrying forward momentum are the best approach for longer term community support. One of the primary benefits of the planning process was to examine the potential impacts of various strategies envisioned by the community for each focus area. On the basis of these strategy impacts, the overall energy-related goal for the City of Englewood is to reduce total energy use 1.0 percent annually through 2030. This community reduction goal was developed by assuming continued average historical participation in existing Xcel Energy programs as well as increased participation related to the strategies identified in this plan for each focus area. The focus area annual reduction goals are as follows: Municipal/ Institutional – 3.5 percent of municipal energy use Key Commercial Sectors – 1.5 percent of commercial energy use (not including municipal use) Housing – 0.5 percent of residential energy use Achieving this goal has the potential to reduce Englewood’s annual carbon footprint by 3,093 MTCO2e, approximately equivalent to the carbon emitted from 650 passenger vehicles driven per year.4 Figure 22 shows Englewood’s 2.4 percent annual downward trend in historical total energy consumption (light solid) from 2013 to 2015 compared with projected growth in total energy informed by the city’s 1.8 percent forecasted annual population growth rate (dark solid). When taking the average of these two factors, the result is a relatively flat line business-as-usual (BAU) growth assumption; therefore, a zero growth BAU assumption was made for Englewood’s energy and goals forecasting (shown in Figure 22). 4 Greenhouse Gas Equivalencies Calculator (https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator). Page 56 of 368 ENGLEWOOD ENERGY ACTION PLAN 21 Figure 22. Englewood's Energy Growth Forecast Based on Historic Total Energy Use and Population Trends Figure 23 illustrates Englewood’s community reduction goal compared to the BAU forecast, as well as Xcel Energy’s statewide annual reduction goals for Colorado over the same period (1.5 percent for electricity and 1.0 percent for natural gas). The BAU line (dark solid) indicates the level of total energy use expected if no actions are taken. The Xcel Energy goal line (dashed-dot) indicates the utility’s own efficiency goals for the state. The Englewood goal line (light dashed) indicates the expected outcomes from the strategies in this plan. As shown in the figure, Englewood’s goal of 1.0 percent total energy reduction per year through 2030 is on track with Xcel Energy’s goals for Colorado. Figure 23. Englewood's Energy Action Plan Goal Page 57 of 368 ENGLEWOOD ENERGY ACTION PLAN 22 How Are We Going To Get There? Strategies are specific actions that Englewood and its partners plan to take to achieve the goals and targets stated in this plan. Englewood’s Energy Action Planning team developed energy strategies by examining energy data, brainstorming, and prioritizing possible actions, considering existing programs and opportunities, and assessing the potential impacts compared to the identified goals. Each strategy identified has its own action plan that identifies a responsible leader and team members, outlines implementation steps and a timeline, identifies partners and resources, and assigns metrics for tracking progress. While Xcel Energy is committed to providing resources to support 18 months of implementation, the full implementation of many of the strategies is dependent upon the level of resources and commitments made by Englewood and its implementation partners . By providing staffing support and/or additional incentives to encourage participation, whether in the form of additional rebates or process efficiencies, many of the strategies could have amplified impacts if they are supported both by Xcel Energy and the City of Englewood. Combined with continued historical participation rates, the strategies detailed on the following pages could provide year one (2017) energy savings of approximately 4.28 million kWh (1.2 percent of total 2015 baseline electricity consumed), and 79,400 therms (0.5 percent of total 2015 baseline natural gas consumed), equating to total energy savings of 22,500 MMBtu. Figure 24 shows the contribution from each focus area to the total energy savings. For comparison, Figures 25 and 26 below show the contributions by focus area for electricity and natural gas, respectively. Figure 24. Total Energy Savings by Focus Area Page 58 of 368 ENGLEWOOD ENERGY ACTION PLAN 23 Figure 25. Electricity Savings by Focus Area Figure 26. Natural Gas Savings by Focus Area Projected first year energy cost savings for Englewood residents and businesses will be nearly $1.3 million. The net cost to implement these strategies (which includes implementation costs incurred by all participating residents and businesses minus utility incentives) is approximately $3.4 million in the first year, with a breakeven point of 2020 assuming ongoing implementation. Moving forward, these savings will continue to increase, especially if the momentum from the first year of implementation of this plan is sustained. These strategies will help Englewood start down the path toward sustainable energy savings, but it should be noted that continuous improvements to energy efficiency and program participation, introduction of additional renewable energy sources, and adoption of other energy strategies over time will be necessary. Municipal/ Institutional The City of Englewood is keen to show leadership in energy efficiency and renewable energy using its own facilities as examples of how to manage utility costs and invest in meaningful ways that save tax-payer dollars while improving building performance. The city has been proactive in identifying opportunities to improve efficiency and take advantage of financial resources through Xcel Energy to make these improvements more cost effective. The city wants to continue in its quest for improvement, showcase successes to raise awareness and inspire more broad actions in the community, and raise awareness of city staff to take advantage of additional savings that will result from behavior change. This staff awareness will have effects beyond city facilities as employees will take what they learn home and out into the community. Strategy 1: City Showcase Description To lead by example, the city will continue to implement efficiency upgrades in its facilities, organize an energy committee, and implement an energy awareness and engagement campaign that highlights progress to date, encourages new energy-saving projects, demonstrates how to get involved in reducing energy use, and shares conservation results with city staff and the community. 2017 Targets Three to four percent annual municipal energy savings in city facilities Formation of a city staff energy committee Page 59 of 368 ENGLEWOOD ENERGY ACTION PLAN 24 Development and delivery of an employee engagement challenge Seven new lighting projects, one Custom Efficiency project, one Process Efficiency project Signage/information at all major city facilities sharing energy conservation tips and savings Implementation Steps 1. Create messaging for staff that encourages willing leaders and good cross-pollination of participants for energy committee (open forum to get members) 2. Convene committee and determine committee objectives 3. Develop framework for building/department challenge (including awards) that runs 2 to 6 months and can be repeated to keep employees engaged over time 4. Develop communications materials for the challenge that align with the Community Action Plan (signage, conservation tips, challenge results dashboard, etc.) 5. Roll out challenge and track results bi-annually; develop bi-annual employee survey to track participation and awareness 6. Implement planned lighting, process, and custom projects across facilities 7. Continue to identify potential projects and optimization opportunities 8. Develop case studies or promotional pieces illustrating high-profile City projects that save energy or produce energy 9. Work in concert with Community Action Plan activities to share promotional pieces and challenge information and results Responsible Parties Mark Woulf, City Energy Committee Organizer Darren Hollingsworth, Englewood Economic Development liaison Dan Long, City Facilities liaison Greg Farmer, Wastewater Treatment Plan liaison Murphy Robinson, City Manager’s Office liaison Alison Carney, City Communications Manager Xcel Energy Partners in Energy team and program staff Timeline January 2017: Solicit and convene a city energy committee First quarter 2017: Develop committee objectives, responsibilities, and plan for sustained participation and recognition First quarter 2017: Identify high-profile examples of city projects that can be shared to inspire further actions Second quarter 2017: Develop first city project case study and share with city staff Second quarter 2017: Build out details of building challenge framework Third quarter 2017: Set a schedule for reporting challenge results, and identify a forum for sharing results to spur competition Third quarter 2017: Roll-out building energy challenge First quarter 2018: Develop a post-challenge employee survey to gauge results Funding City of Englewood Page 60 of 368 ENGLEWOOD ENERGY ACTION PLAN 25 Xcel Energy programs Outreach Channels City of Englewood internal email distribution City of Englewood website City of Englewood magazine (to share city activities with the broader community) Measurement Employee participants in challenge Employee survey results City of Englewood utility data Xcel Energy program participation data Commercial Sector Commercial activity in Englewood accounted for 65 percent of total energy use in 2015, with 72 percent of electricity use and 60 percent of natural gas use. Looking beyond municipal operations, there is significant opportunity for improved efficiency in the commercial sector through targeted channels and strategies to raise awareness. Rather than trying to tackle all the variability of commercial customers, which could dilute efforts and outcomes, the planning team determined that focusing on a few distinct commercial sectors with the greatest opportunity for savings was the best approach and then broadening this effort in subsequent years. Englewood’s planning team identified a number of important sectors and areas for commercial activity that would benefit from increased attention and resources for energy efficiency. For example, the team identified medical establishments (22 percent of the local employment base – see Figure 17) as a key component of the local economy and a priority sector for education, awareness, and increased energy efficiency efforts. This target sector is a good place to begin given bonus Xcel Energy incentives available for lighting projects through December 2017. In addition, the team identified two commercial geographic areas of priority that are indicated in the map shown in Figure 21– South Broadway Commercial Corridor and South Santa Fe Light Industrial Area. In order to reach these businesses, the team plans to leverage existing Xcel Energy programs and develop a business program to inform and recognize efficiency efforts in the business community. These efforts are estimated to produce 1.5 percent commercial energy reduction on an annual basis. Strategy 2: Lighting Leading the Way Description To support Englewood’s commercial sector with efficiency opportunities and encouragement that will specifically help medical businesses save money and improve their bottom lines, the city and its partners will reach out to decision makers in the medical industry (including property management companies) with education about Xcel Energy’s bonus lighting rebates for medical facilities through December 2017 as an introduction to other programs. 2017 Targets Page 61 of 368 ENGLEWOOD ENERGY ACTION PLAN 26 Key customer engagement, including property management companies that own many medical facilities (start with lighting and keep engaged for other opportunities) Ten Lighting Efficiency projects Twenty-five Small Business Lighting projects Implementation Steps 1. Work with Xcel Energy to determine details of building ownership to inform outreach to key medical businesses and property owners 2. Identify key accounts and facilities contacts 3. Coordinate with Xcel Energy lighting program staff to develop targeted materials, outreach, and strategy for medical corridors 4. Identify trusted channels for outreach in the medical field (Colorado Medical Society, Colorado Hospital Association 5. Identify liaisons within Building Owners and Managers Association (BOMA) to help deliver messaging 6. Reach out to property managers in Englewood (Landlord-Tenant Energy Partnership) 7. Work with Xcel Energy to reach out to trades/contractors in Englewood to make them aware of the bonus rebates 8. Continue to leverage communication channels for projects beyond lighting and keep businesses engaged through sustainable business program (see next strategy) Responsible Parties Darren Hollingsworth, Englewood Economic Development liaison Sean Dressel, Swedish Medical Center liaison Building Owners and Managers Association liaison CBRE Property Manager for medical office buildings liaison Xcel Energy Partners in Energy team Xcel Energy Lighting Efficiency and Small Business Lighting program staff Xcel Energy liaison to CBRE Xcel Energy trade channel liaison Timeline January 2017: Solicit strategy team members and convene group First quarter 2017: Identify and refine potential key customer list (business and building owners) and collaborate with Xcel Energy key accounts representatives for direct outreach Second quarter 2017: Work with Xcel Energy Lighting Efficiency program staff to develop return on investment messaging for key medical facilities (targeting local as well as corporate decision makers) and property management companies Second-third quarter 2017: Conduct audits and initiate projects Fourth quarter 2017: Measure participation and identify next wave of efficiency messaging for the sector Funding Medical facilities Xcel Energy rebates Page 62 of 368 ENGLEWOOD ENERGY ACTION PLAN 27 Outreach Channels Direct contact with key accounts Key associations Xcel Energy contractor network Measurement Xcel Energy program participation data Developed case studies While the medical sector is a priority, there are other key commercial sectors that influence Englewood’s energy consumption and could benefit from increased awareness and optimized operations. To address this broader business audience, the city envisions developing a sustainable business recognition forum to educate, support, and recognize high-performing and engaged businesses in the community and promote energy efficiency. Strategy 3: Sustainable Business Forum Description Develop a sustainable business program that educates, supports, and recognizes businesses that work to improve their efficiency by joining them together as an identifiable peer group within the community. The program will include a framework that raises awareness, encourages action, and offers tangible and intangible benefits from participating, both for existing and new businesses. 2017 Targets An ongoing sustainable business program where businesses can report projects and progress and be rewarded with public recognition, rebate dollars, and increased public support A city channel of efficiency and rebate information for developers involved in new construction Increased participation in commercial rebate programs. Example programs and representative participation rates to help Englewood achieve its energy targets could include the following (above historic average participation): o Commercial Refrigeration: 3 o Compressed Air Efficiency: 3 o Cooling Efficiency: 10 o Custom Efficiency: 3 o Heating Efficiency: 6 o Small Business Lighting: 34 o Lighting Efficiency: 12 o New Construction: 1 o Recommissioning: 1 o Motor & Drive Efficiency: 6 o Business Energy Analysis: 2 Implementation Steps 1. Identify strategy team members and convene team Page 63 of 368 ENGLEWOOD ENERGY ACTION PLAN 28 2. Identify business sectors or geographic areas in which to begin that either are high -visibility corridors or are underserved by other offerings 3. Work with Chamber of Commerce to develop the program framework o Forum ownership (city or Chamber of Commerce) o Eligibility requirements for businesses/institutions o Annual application and review process and schedule/cycle o Levels of performance (for continued engagement) o Benefits (public recognition; branded window clings, stickers, and logos for websites and marketing materials; hosting opportunities; educational workshops, etc.) o Menu of potential eligible projects and activities o Web page for members (instructions for participation, application, recognition of businesses, opportunities for learning and other resources) 4. Develop work flow and outreach with city Communications and Community Action Plan strategies 5. Engage with the school district as it begins to design and develop the five new schools that were funded by the recent bond approval (design with efficiency in mind, leverage Xcel Energy New Construction resources, be part of the business program) 6. Build a Developer’s Packet (also available online like Business Resource Guide) to be given to developers at city Development Review Team meetings that offers Xcel Energy new construction programs, information about the potential for renewable energy, other resources, and the benefits and process to become part of the sustainable business program 7. Collaborate with the city Building Department to incorporate the Developer’s Packet in its processes 8. Research businesses and develop an initial outreach list, including facilities managers, for first- year applicants 9. Research channels/organizations to recruit participants and work with Xcel Energy and the city to determine if additional incentives could be added for sector participants 10. Develop survey for program participants to gauge interest and increased awareness in programs Responsible Parties Darren Hollingsworth, Englewood Economic Development liaison Randy Penn, Greater Englewood Chamber of Commerce Mark Woulf, City of Englewood liaison Englewood Building Department liaison Xcel Energy Partners in Energy team Xcel Energy key accounts representatives Timeline January 2017: Identify strategy team and convene First quarter 2017: Identify pilot sectors and develop list of potential businesses Frist quarter 2017: Engage the school district to ensure efficient design and use of Xcel Energy New Construction and Design Assistance resources Second quarter 2017: Work with Chamber of Commerce team member to design program framework, outreach approach, selection criteria and process, and r ecognition mechanisms for business program Page 64 of 368 ENGLEWOOD ENERGY ACTION PLAN 29 Third quarter 2017: Build Developer’s Packet and coordinate with City Building Department to present during Development Review Team meetings Third quarter 2017: Begin outreach for applications Fourth quarter 2017: Review applications and identify eligible businesses First quarter 2018: Recognize businesses (ongoing on web page and in City channels) First quarter 2018: Develop and deliver business survey on attitudes and value of program Ongoing: program maintenance and annual updates to Developer’s Packet Funding City Economic Development: staff time for research and outreach Chamber of Commerce Xcel Energy Partners in Energy staff support Outreach Channels Greater Englewood Chamber of Commerce Englewood Alliance for Commerce Colorado Advanced Manufacturing Alliance Colorado Association for Manufacturing and Technology Measurement Number of business program applicants and awards Xcel Energy program participation data Business participant survey results Housing The housing stock in Englewood is largely single-family homes that are older and likely in need of efficiency upgrades. The planning team identified education and awareness as keys to this market, with an eye toward consolidating information about available programs and resources and engaging accessible channels to sharing these resources. In addition, the vity intends to collaborate where possible with Littleton, an adjacent Partners in Energy community, on education and outreach efforts. Strategy 4: Residential Awareness Description Build awareness of Xcel Energy and other programs for residential customers by crafting a targeted, multi-pronged outreach campaign that includes connecting with residents through City channels and at community events and providing tailored information for children in Englewood’s schools. 2017 Targets Annual energy savings of 0.5 percent of residential energy use Increased new participation in Xcel Energy programs by 25 percent above historical average participation Increased Xcel Energy Home Energy Squad participation to 220 homes (above historic average participation) Page 65 of 368 ENGLEWOOD ENERGY ACTION PLAN 30 Integrated key messages from this Energy Action Plan into CSU Extension’s School Education Program Distribution of Xcel Energy School Kits to 180 students (3 elementary schools) Increased participation in Arapahoe County Weatherization program by 40 homes in Englewood (20 percent increase over 2016, pending Arapahoe County resource availability) Integrated outreach to residential customers at community events with a target of 2,000 contacts and LED bulbs distributed Implementation Steps 1. Convene strategy team and define outreach tactics 2. Coordinate with City of Littleton awareness efforts and events, including a joint energy workshop series beginning in December 2016 3. Develop appropriate and targeted rebate program information for key opportunities: workshops, in-person events, media outlets, school forums 4. Promote and leverage popularity of Englewood Cubed (Energy Efficiency Englewood) to get homeowners involved in audits and other efficiency activities using the existing waiting list and research possibility of expanding the program for greater impact 5. Develop success case study of Englewood Cubed past participant(s) to encourage community - wide participation in available programs 6. Coordinate with Arapahoe County Extension efforts to deliver “Energy in the Classroom” curriculum and identify participating teachers and schools for Xcel Energy School Kits (kits make their way home to support residential efficiency improvements) 7. Organize calendar of events and determine staffing needs 8. Coordinate with Xcel Energy to support event advertisement and staffing 9. Develop channel pieces for distribution (City, schools, local events) 10. Coordinate with Community Action Plan activities and channels to spread the word to residents (magazine, news release, in-person events) Responsible Parties Tim Aston, CSU Extension, team lead Nancy Fenton, City of Englewood liaison Xcel Energy Partners in Energy team and program vendors (Home Energy Squad) Jeremy Lott, Keep Englewood Beautiful liaison Steve Elliott, Arapahoe County Weatherization Division Manager, County liaison Ariel Ramos, Englewood School District liaison Timeline December 2016: Convene strategy team and collaborate on workshop series with Littleton January 2017: Develop Energy Action Plan press release in coordination with City First quarter 2017: Coordinate resources and develop materials First quarter 2017: Establish work plan and targets for City communications efforts (magazine, web site, etc.) Second quarter 2017: Identify sponsor at each elementary school for education program in coordination with current Arapahoe County Extension activities Throughout 2017: Attend local events with materials Third quarter 2017: Roll out school education program Page 66 of 368 ENGLEWOOD ENERGY ACTION PLAN 31 Third quarter 2017: Develop a solar (community garden and rooftop) outreach campaign in collaboration with City of Littleton Fourth quarter 2017- first quarter 2018: Roll out solar outreach campaign Funding Residences: Improvement costs Event Materials: City of Englewood, Xcel Energy, Arapahoe County Extension Outreach Channels City of Englewood website City of Englewood magazine School district classrooms, newsletter(s), and events City of Englewood events calendar Arapahoe County social media sites and bulletins Metrics Xcel Energy program participation data Number of workshop participants Number of students engaged Number of contacts made at events How Are We Going to Stay On Course? Operational Actions and Tracking The planning team will continue to meet every 6 months through the spring of 2018 to share progress, make course adjustments, and offer recognition and support. In addition, each strategy will have sub-teams that will meet regularly to flesh out the details of implementation and carry through on identified actions. A representative from each of the strategy teams will be present at the 6-month planning team meetings to share progress, successes, and challenges. In between meetings, the planning team may stay up-to-date on implementation efforts using a shared site for resources, messaging, polling, and a group calendar. Xcel Energy will provide a tracking mechanism into which progress from each strategy team will be maintained on a regular basis. This tracking will also include Xcel Energy results related to DSM program participation, which will be provided bi-annually. Communication and Reporting Because the City of Englewood considers this effort to be highly visible and important in its mission to the community, the Energy Action Plan will be included in a new communications strategy currently being STRATEGIES IMPLEMENTATION MEASUREMENT & REPORTING Figure 27. Implementation Process Page 67 of 368 ENGLEWOOD ENERGY ACTION PLAN 32 developed for the City that will update City branding, channels, and messaging. It is anticipated that updates, progress, and successes will be shared via the City website, social media outlets, periodic press releases, and the new City magazine. Changing Course: Corrective Action Even though this Energy Action Plan is designed for greatest impact over the next 18 months, the residual effect and momentum gained by showcasing efficiency, raising awareness, and leveraging resources will be cyclical and will have long-term positive implications. In addition, the nature of implementation requires staging, flexibility, and course adjustments when necessary to be successful and e xperience sustained progress. To accommodate the fluid nature of action and implementation and learn from experience early in the process, the regularly scheduled strategy team meetings as well as the planning team meetings will be a forum for agreeing on course adjustments or new approaches necessary to hit plan targets. Any adjustments will be documented and shared with the broader group and community as they occur. The continued support and insight of the planning team is crucial for this plan’s success. Individual members will be involved in advising and supporting individual strategies as well as engaging those beyond the planning team to get strategies off the ground (see Figure 27 for team leadership). Their level of effort will include 6-month planning team meetings and participation on strategy teams for which they have volunteered. If a planning team member is not able to commit to continued participation, he or she will appoint an alternate to fill the role. City of Englewood Planning Team Murphy Robinson Municipal/Institutional Team Mark Woulf Commercial Team Darren Hollingsworth Housing Team Tim Aston Partners in Energy Team Xcel Energy & Brendle Group VISION/POLICY & GOALS Figure 28. Implementation LeadersVISION/ POLICY & GOALS Figure 29. Implementation Leaders Page 68 of 368 ENGLEWOOD ENERGY ACTION PLAN 33 Recognition for Achieving Goals Each of the strategies outlined in this plan has its own methods for measuring and recognizing success; however, it will be important to let the wider community know how things are progressing and also to recognize the collaborative efforts of those involved in hitting the plan targets. At critical milestones, the City of Englewood and Xcel Energy will publish updates on progress, share successes, and congratulate participants and partners through the City’s website. Beyond the Plan Horizon Englewood may want to consider an update to this Energy Action Plan once the Partners in Energy implementation period draws to a close to set new goals for subsequent years. One option would be to include future energy goals in any future updates to the City’s Comprehensive Master Plan, Area Plans, and/or Economic Development Strategy. This recursive planning approach incorporates all the lessons learned, new technologies, new programs, changing resources, and evolving priorities for the community. Appendix: Implementation Memorandum of Understanding To be added. Page 69 of 368 ORDINANCE NO. BY AUTHORITY COUNCIL BILL NO. 3 SERIES OF 2017 INTRODUCED BY COUNCIL MEMBER BILL FOR AN ORDINANCE AUTHORIZING A MEMORANDUM OF UNDERSTANDING FOR THE PARTNERS IN ENERGY PROGRAM BETWEEN XCEL ENERGY AND THE CITY OF ENGLEWOOD. WHEREAS, in 2015 the Englewood City Council approved the acceptance of the City of Englewood into the Partners in Energy Program, an Xcel Energy community collaboration; and WHEREAS, after entering into the Partners in Energy Program in 2015, Xcel in partnership with the Brendle Group, facilitated 5 community planning workshops to develop a draft Energy Action Plan for the City; and WHEREAS, the result of the five community meetings was a draft plan that seeks to reduce energy consumption across the major sectors of our local economy; and WHEREAS, the plan proposes a few working committees to collaborate and facilitate progress in Englewood with a goal of reducing energy consumption in residential, commercial, and municipal properties by 1% annually through 2030, reducing the energy cost burden of Englewood residents and businesses; and WHEREAS, the MOU outlines how the City of Englewood and Xcel Energy will continue together to support and implement the Energy Action Plan from February 20, 2017 until July 31, 2018; WHEREAS, the passage of the proposed ordinance authorizes entering into a Memorandum of Understanding (MOU) to recognize the achievement of the City of Englewood in developing and implementing a city-wide Energy Action Plan. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, THAT: Section 1. The Xcel Energy Partners in Energy Memorandum of Understanding Implementation Phase, attached hereto as Exhibit A, is hereby accepted and approved by the Englewood City Council. Section 2. The Mayor is hereby authorized to sign said Partners in Energy Memorandum of Understanding Implementation Phase for and on behalf of the City of Englewood. Introduced, read in full, and passed on first reading on the 6th day of February, 2017. Page 70 of 368 Published by Title as a Bill for an Ordinance in the City’s official newspaper on the 9th day of February, 2017. Published as a Bill for an Ordinance on the City’s official website beginning on the 8th day of February, 2017 for thirty (30) days. Tabled on second reading on February 21, 2017 due to changes to the Memorandum of Understanding. Introduced, read in full, and passed on first reading on the 6th day of March, 2017. Published by Title as a Bill for an Ordinance in the City’s official newspaper on the 9th day of March, 2017. Published as a Bill for an Ordinance on the City’s official website beginning on the 8th day of March, 2017 for thirty (30) days. Joe Jefferson, Mayor ATTEST: Stephanie Carlile, Acting City Clerk I, Stephanie Carlile Acting, City Clerk of the City of Englewood, Colorado, hereby certify that the above and foregoing is a true copy of the Bill for Ordinance introduced, read in full, and passed on first reading on the 6th day of March, 2017. Stephanie Carlile Page 71 of 368 2 Page 72 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Harold Stitt DEPARTMENT: Community Development DATE: March 6, 2017 SUBJECT: IGA Amendment for Art Shuttle Cost Sharing DESCRIPTION: IGA Amendment for Art Shuttle Cost Sharing RECOMMENDATION: Staff recommends Council adopt an Ordinance authorizing the Third Amendment to the Intergovernmental Agreement between the City of Englewood and the Regional Transportation District (RTD) for cost sharing for operation of the Art Shuttle for 2017. PREVIOUS COUNCIL ACTION: Council approved an Intergovernmental Agreement (IGA) between the City and the Regional Transportation District (RTD) for funding of the Englewood Circulator Shuttle by Ordinance 50, Series of 2004, by Ordinance 66, Series of 2007, by Ordinance 10, Series of 2008, by Ordinance 8, Series of 2009, by Ordinance 4, Series of 2010, Ordinance 5, Series of 2011, by Ordinance 9, Series of 2012, by Ordinance 3, Series of 2013, by Ordinance 10, Series of 2014, by Ordinance 5, Series of 2015, and by Ordinance 12, Series of 2016. Council approved Council Bill 8 on first reading on February 21, 2017. Council approved by Motion, in August 2004, a contract for transit services with Laidlaw Transit Services and subsequently extended this contract by Resolution No. 87, Series of 2005, by Resolution No. 77, Series of 2006, by Motion on December 3, 2007, by Motion on March 3, 2008, by Motion on April 6, 2009. Council approved by Motion on December 21, 2009, a contract for transit services with MV Transportation, Inc., and subsequently extended this contract by Motion on February 22, 2011, by Motion on March 5, 2012, by Motion on February 4, 2013, by Motion on March 17, 2014, by Motion on February 2, 2015, and by Motion on March 14, 2016. ANALYSIS: In 2014, RTD added a provision to their standard Intergovernmental Agreement that provides for either party to amend the agreement (Paragraph 10H). For 2017 as in 2015 and 2016, this allows for a simple amendment to the IGA stipulating the new funding amounts since all other provisions of the IGA will not change. Under this third amendment, the shuttle will continue to provide the current level of service operating every 15 minutes, Monday through Friday, 6:30 AM to 6:30 PM. RTD will reimburse the City 100% of all net operating costs as set forth in Exhibit B of the IGA less estimated farebox revenue. Net operating expenses exclude Page 73 of 368 administrative costs, marketing and promotional materials cost. The total budget for 2017 shuttle operations as proposed by RTD is $376,440 composed of operating expenses of $336,804 and estimated fuel costs of $39,636. As with the prior agreements, the City will also provide fuel to reduce costs by eliminating state and federal gasoline taxes. The City will reimburse RTD an amount equal to the farebox revenue that would have been collected had the shuttle operated as a fare service rather than free service. The amount of the compensation was determined through a survey of riders conducted in October 2016. The survey results indicated the number of riders that did not have a bus pass or transfer and would be subject to the standard, reduced senior or student fare, which is the basis for the farebox revenue calculation. For calendar year 2017, total program cost is $376,440 of which the City’s portion or estimated farebox revenue amount is $65,084 and RTD’s portion is $311,356. FINANCIAL IMPLICATIONS: RTD will reimburse the City for all contract and fuel costs less the farebox revenue fare amount. For the contract period the estimated farebox revenue amount is $65,084 and is included in the approved 2017 Community Development Department budget. The IGA provides a significant portion of the financial resources necessary to continue the same level of service, operating Monday through Friday, 6:30 am to 6:30 pm at no cost to riders. ATTACHMENTS: Art Shuttle THIRD AMENDMENT For 2017 Monthly ridership 2010-2017 CB 8 IGA Art Shuttle Page 74 of 368 Page 1 of 3 THIRD AMENDMENT TO FUNDING AGREEMENT FOR RTD FUNDING OF LOCAL TRANSPORTATION SERVICES (ENGLEWOOD art SHUTTLE) This Third Amendment to FUNDING AGREEMENT FOR RTD FUNDING OF LOCAL TRANSPORTATION SERVICES (ENGLEWOOD art SHUTTLE) (“Third Amendment”) is hereby made by and between the Regional Transportation District (“RTD”) and CITY OF ENGLEWOOD (“LOCAL ENTITY”). RTD and LOCAL ENTITY also may be referred to herein as a “Party” or collectively as the “Parties.” RECITALS A. RTD and LOCAL ENTITY entered into an agreement entitled FUNDING AGREEMENT FOR RTD FUNDING OF LOCAL TRANSPORTATION SERVICES (ENGLEWOOD art SHUTTLE) dated April 4, 2014 (“Agreement”); B. Section 10.H of the Agreement provides that the Parties may amend the Agreement to account for changes in the RTD Funding by a written agreement; C. The Parties executed the First Amendment to the Agreement dated February 19, 2015, in order to provide the RTD Funding for 2015; and the Second Amendment dated April 13, 2016 in order to provide funding for 2016. D. In accordance with Section 10.H, RTD and LOCAL ENTITY now desire to amend the Agreement in order to provide the RTD Funding for 2017. Now, therefore, the Parties agree as follows: AGREEMENT 1. Except as otherwise stated herein, all initially capitalized terms shall have the same meaning as set forth in the Agreement. If there is any conflict between the terms of this Amendment and the Agreement, the terms of this Amendment shall control. As modified by this Amendment, the Agreement shall remain in full force and effect. 2. Exhibit B of the Agreement is stricken and replaced with the revised Exhibit B, which is attached hereto and incorporated by reference herein. 3. This Amendment shall become effective upon the last date executed by all Parties. Page 75 of 368 Page 2 of 3 IN WITNESS WHEREOF, the Parties have duly executed this Amendment to the Agreement. CITY OF ENGLEWOOD REGIONAL TRANSPORTATION DISTRICT By: __________________________ By: ________________________ Joe Jefferson David A. Genova Mayor General Manager & CEO Date: Date: ATTEST: By:_________________________ Loucrishia A. Ellis City Clerk APPROVED AS TO LEGAL FORM for RTD: By:_______________________ Lori L. Graham Associate General Counsel Page 76 of 368 Page 3 of 3 REVISED EXHIBIT B DESCRIPTION OF THE RTD FUNDING Expenses- January 2017 – December 2017 art operating hours expense-6096 hours @ $55.25 per hour $ 336,804 art fuel expenses $ 39,636 Total Expenses $ 376,440 Estimated Farebox Revenue- January 2017 – December 2017 Estimated Farebox Revenue* $ 65,084 * Because the City offers the art as a fare-free service, Estimated Farebox Revenue is based upon a survey performed in October 2016 by RTD that determined the average fare that would have been collected had the City charged RTD’s local fare for the art service, and using the Operating Parameters set out in Exhibit A. RTD Funding* $376,440 (Expenses) - $ 65,084 (Estimated Farebox Revenue) RTD Funding $311,356 *The RTD Funding is calculated as the Net Cost of operating the art service up to the amount set out above. Net Cost is calculated as Expenses (all operating costs for the art including fuel but not administrative costs) less Estimated Farebox Revenue. Page 77 of 368 Month Ridership Total Average Month Ridership Total Average January-10 12,131 12,131 12,131 January-14 14,803 14,803 14,803 February-10 12,654 24,785 12,393 February-14 13,952 28,755 14,378 March-10 14,672 39,457 13,152 March-14 14,494 43,249 14,416 April-10 14,253 53,710 13,428 April-14 15,239 58,488 14,622 May-10 13,047 66,757 13,351 May-14 13,811 72,299 14,460 June-10 14,717 81,474 13,579 June-14 14,245 86,544 14,424 July-10 13,876 95,350 13,621 July-14 15,379 101,923 14,560 August-10 15,804 111,154 13,894 August-14 14,467 116,390 14,549 September-10 15,616 126,770 14,086 September-14 15,070 131,460 14,607 October-10 14,852 141,622 14,162 October-14 15,149 146,609 14,661 November-10 14,043 155,665 14,151 November-14 12,111 158,720 14,429 December-10 15,390 171,055 14,255 December-14 13,629 172,349 14,362 Month Ridership Total Average Month Ridership Total Average January-11 14,863 14,863 14,863 January-15 12,722 12,722 12,722 February-11 14,325 29,188 14,594 February-15 12,961 25,683 12,842 March-11 16,934 46,122 15,374 March-15 14,454 40,137 13,379 April-11 16,081 62,203 15,551 April-15 14,264 54,401 13,600 May-11 15,547 77,750 15,550 May-15 12,878 67,279 13,456 June-11 16,832 94,582 15,764 June-15 14,369 81,648 13,608 July-11 15,277 109,859 15,694 July-15 14,014 95,662 13,666 August-11 17,461 127,320 15,915 August-15 13,653 109,315 13,664 September-11 16,223 143,543 15,949 September-15 14,220 123,535 13,726 October-11 15,660 159,203 15,920 October-15 14,378 137,913 13,791 November-11 15,494 174,697 15,882 November-15 12,841 150,754 13,705 December-11 15,010 189,707 15,809 December-15 12,706 163,460 13,622 Month Ridership Total Average Month Ridership Total Average January-12 14,892 14,892 14,892 January-16 12,728 12,728 12,728 February-12 15,379 30,271 15,136 February-16 13,686 26,414 13,207 March-12 16,637 46,908 15,636 March-16 14,519 40,933 13,644 April-12 15,575 62,483 15,621 April-16 13,636 54,569 13,642 May-12 16,576 79,059 15,812 May-16 13,228 67,797 13,559 June-12 16,324 95,383 15,897 June-16 13,990 81,787 13,631 July-12 15,782 111,165 15,881 July-16 12,369 94,156 13,451 August-12 17,802 128,967 16,121 August-16 14,398 108,554 13,569 September-12 14,345 143,312 15,924 September-16 13,143 121,697 13,522 October-12 17,322 160,634 16,063 October-16 12,965 134,662 13,466 November-12 15,384 176,018 16,002 November-16 13,104 147,766 13,433 December-12 14,208 190,226 15,852 December-16 13,190 160,956 13,413 Month Ridership Total Average Month Ridership Total Average January-13 15,337 15,337 15,337 January-17 12,991 12,991 12,991 February-13 14,354 29,691 14,846 February-17 March-13 17,024 46,715 15,572 March-17 April-13 15,202 61,917 15,479 April-17 May-13 15,564 77,481 15,496 May-17 June-13 13,905 91,386 15,231 June-17 July-13 14,914 106,300 15,186 July-17 August-13 16,308 122,608 15,326 August-17 September-13 14,523 137,131 15,237 September-17 October-13 16,012 153,143 15,314 October-17 November-13 13,827 166,970 15,179 November-17 December-13 14,180 181,150 15,096 December-17 2013 Ridership 2011Ridership 2012 Ridership 2010 Ridership art Shuttle Ridership Report 2015 Ridership 2014 Ridership 2016 Ridership 2017 Ridership Page 78 of 368 BY AUTHORITY ORDINANCE NO. COUNCIL BILL NO. 8 SERIES OF 2017 INTRODUCED BY COUNCIL MEMBER GILLIT AN ORDINANCE AUTHORIZING A THIRD AMENDMENT TO THE INTERGOVERNMENTAL AGREEMENT AMENDING THE “ART” SHUTTLE COST SHARING INTERGOVERNMENTAL AGREEMENT BETWEEN THE REGIONAL TRANSPORTATION DISTRICT AND THE CITY OF ENGLEWOOD. WHEREAS, Council has approved Intergovernmental Agreements (IGA) between the City and the Regional Transportation District (RTD) for funding of the Englewood Circulator Shuttle from 2004 through 2016; and WHEREAS, in 2014, RTD added a provision to their standard Intergovernmental Agreement that provides for either party to amend only the financial commitment under the agreement (Paragraph 10H), for 2015. This allows for a simple amendment to the IGA stipulating the new funding amounts since all other provisions of the IGA will not change, which the Englewood City Council authorized by the passage of Ordinance No. 5, Series of 2015; and WHEREAS, in 2014, RTD added a provision to their standard Intergovernmental Agreement that provides for either party to amend only the financial commitment under the agreement (Paragraph 10H), for 2015; and WHEREAS, the Englewood City Council authorized a Second Amendment to IGA entitled “Funding Agreement for RTD Funding of Local Transportation Services” (Englewood Art Shuttle) between the Regional Transportation District (RTD) and the City of Englewood, Colorado by the passage of Ordinance No. 12, Series of 2016; and WHEREAS, the passage of this ordinance allows for a simple Third Amendment to the IGA stipulating the new funding amounts since all other provisions of the IGA will not change; and WHEREAS, the City will reimburse RTD in an amount equal to the firebox revenue that would have been collected had the shuttle operated as a far service rather than that free service fares that would have been collected had the shuttle operated as a fare service rather than free service; and WHEREAS, for calendar year 2017, the estimated lost fare amount equals $65,084, which has been budgeted. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, THAT: Page 79 of 368 Section 1. The City Council of the City of Englewood, Colorado hereby authorizes the Third amendment to the IGA entitled “Third Amendment to Funding Agreement for RTD Funding of Local Transportation Services (Englewood Art Shuttle)” between the Regional Transportation District (RTD) and the City of Englewood, Colorado, as attached hereto as Exhibit A. Section 2. The Mayor and City Clerk are authorized to execute and attest said Intergovernmental Agreement for and on behalf of the City of Englewood. Introduced, read in full, and passed on first reading on the 21st day of February, 2017. Published by Title as a Bill for an Ordinance in the City’s official newspaper on the 23rd day of February, 2017. Published as a Bill for an Ordinance on the City’s official website beginning on the 22nd day of February, 2017 for thirty (30) days. Read by Title and passed on final reading on the 6th day of March, 2017. Published by Title in the City’s official newspaper as Ordinance No. , Series of 2017, on the 9th day of March, 2017. Published by Title on the City’s official website beginning on the 8th day of March, 2017 for thirty (30) days. Joe Jefferson, Mayor ATTEST: Stephanie Carlile, Acting City Clerk I, Stephanie Carlile, Acting City Clerk of the City of Englewood, Colorado, hereby certify that the above and foregoing is a true copy of the Ordinance passed on final reading and published by title as Ordinance No. , Series of 2017. Stephanie Carlile Page 80 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Stephanie Carlile DEPARTMENT: City Clerk's Office DATE: March 6, 2017 SUBJECT: Amendment of Title 5, Chapter 3 Retail Marijuana DESCRIPTION: Amendment of Title 5, Chapter 3 Retail Marijuana RECOMMENDATION: Staff recommends passage of the Ordinance. Pursuant to Article IV, Section 46, if a majority of the electors voting thereon shall vote in favor thereof, the same shall thereupon, without further publication, become an Ordinance of the City immediately. PREVIOUS COUNCIL ACTION: On August 10, 2016, an initiative Petition was filed with the Englewood City Clerk's office to allow for the sale of retail marijuana; and pursuant to the Englewood Home Rule Charter, the Petition was submitted to the voters, who passed the initiative at the General Election held on November 8, 2016. FINANCIAL IMPLICATIONS: Licensing and application fees paid to the City. Sales tax paid to the City. ALTERNATIVES: No other alternatives have been identified. ATTACHMENTS: Ordinance Title 5 Retail Marijuana Page 81 of 368 1 BY AUTHORITY ORDINANCE NO. ____ COUNCIL BILL NO. 9 SERIES OF 2017 INTRODUCED BY COUNCIL MEMBER MARTINEZ AN ORDINANCE AMENDING TITLE 5, CHAPTER 3, WITH THE ADDITION OF A NEW SECTION E, ENTITLED RETAIL MARIJUANA; AND TITLE 2, CHAPTER 6, PERTAINING TO THE LOCAL LIQUOR AND MEDICAL MARIJUANA LICENSING AUTHORITY; AND AMENDING TITLE 7, CHAPTER 6D, SECTION 12, SUBSECTION 2, (B) AND (C) (1) (a) RECREATIONAL MARIJUANA OF THE ENGLEWOOD MUNICIPAL CODE 2000. WHEREAS, on August 10, 2016 an Initiative Petition was filed with the Englewood City Clerks Office; and WHEREAS, the Englewood Home Rule Charter, Article VI, Section 46, provides that City Council shall submit same to a vote at the next General Election; and WHEREAS, On November 8, 2016, the electors passed the proposed Ballot Question, with the election results being certified on November 22, 2016 by Arapahoe County. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, AS FOLLOWS: Section 1. The City Council of the City of Englewood hereby approves amending Title 5, Chapter 3, of the Englewood Municipal Code 2000, by adding a new Section E, entitled Retail Marijuana, , which shall read as follows: 5-3E: RETAIL MARIJUANA. 5-3E-1: Purpose. A. The Englewood City Council hereby declares that this Chapter shall be deemed an exercise of the police powers of the City for the protection of the economic and social welfare and the health, peace, and morals of the people of The City. B. The City further declares that it is unlawful to cultivate, manufacture, distribute, or sell Retail Marijuana, except in compliance with the terms, conditions, limitations, and restrictions set forth in this Chapter and Section 16 of Article XVIII of the State Constitution and Article 43.4 of Title 12, C.R.S., the Colorado Retail Marijuana Code. Page 82 of 368 2 5-3E-2: Powers and Duties of the Local Licensing Authority. A. The Local Licensing Authority shall grant or refuse local Licenses for the distribution and sale of Retail Marijuana as provided by law; suspend, fine, restrict, or revoke such Licenses upon a violation of this Chapter or a rule promulgated pursuant to this Chapter; and may impose any penalty authorized by the Chapter or any rule promulgated pursuant to this Chapter, the Local Licensing Authority may take action with respect to a License pursuant to this Title, and in accordance with the procedures established pursuant to this Chapter and in Title 5. B. The Local Licensing Authority shall promulgate such rules and make such special rulings and findings as necessary for the proper regulation and control of the distribution and sale of Retail Marijuana and for the enforcement of this Chapter. C. The Local Licensing Authority hereby adopts the minimum licensing requirements of Article 43.4 of Title 12 C.R.S. to apply to the issuance of a Retail Marijuana Store License. D. On and after January 1, 2017, the Local Licensing Authority shall begin receiving and processing applications under this Chapter. The Local Licensing Authority is authorized to administratively approve any License application under this Chapter so long as the conditions set forth in the Chapter are met and the applicant has paid the operating fee and any other fees required by this Chapter. E. Prior to January 1, 2019, the Local Licensing authority may receive and process applications for a Retail Marijuana Store pursuant to Section 5-3E-4 of this Chapter only if the applicant is a Medical Marijuana Center duly licensed as of June 1, 2016 under 5- 3D-1 et. seq. of the Englewood Municipal Code 2000. 5-3E-3: Definitions. Any word or term used that is defined in any of the following provisions shall have the same meaning that is ascribed to such word or term as used in the following provisions: Article XVIII, Section 16(2) of the Colorado Constitution; the Colorado Retail Marijuana Code, C.R.S. §12-43.4-101, et seq.; Article XVIII, Section 14(1)(b-j) of the Colorado Constitution; or the Colorado Medical Marijuana Code, C.R.S. §12-43.3.101, et seq.. Colorado Medical Marijuana Code: Article 43.3 of Title 12 of the Colorado Revised Statutes, as amended, and any regulations promulgated thereto. Colorado Retail Marijuana Code: Article 43.4 of Title 12 of the Colorado Revised Statues, as amended, and any regulations promulgated thereto. Direct Measurement: A straight line from the nearest property line of the school or campus to the nearest portion of the building used for retail marijuana. Good Cause: For purposes of refusing or denying a License renewal, reinstatement, or initial License issuance means: 1. The Licensee or applicant has violated, does not meet, or has failed to comply with any of the terms, conditions, or provisions of Article 43.4 of Title Page 83 of 368 3 12 C.R.S., and rules promulgated pursuant to the CRMC, or any supplemental local law, rules, or regulations; 2. The Licensee or applicant has failed to comply with any special terms or conditions that were placed on its License pursuant to an order of the State of Local Licensing Authority; 3. The Licensed Premises have been operated in a manner that adversely affects the public health, welfare or the safety of the immediate neighborhood in which the establishment is located. Evidence to support such a finding may include: a. A continuing pattern of offenses against the public peace, as defined in Title 7 of this Code. b. A continuing pattern of criminal conduct under state or local law directly related to or arising from the Licensed Premise. License: A license or registration granted pursuant to this Chapter. Licensed Premises: The premises specified in an application for a License under this Chapter, which are owned or in possession of the Licensee and within which the Licensee is authorized to distribute, or sell Retail Marijuana in accordance with the provisions of the Colorado Retail Marijuana Code. Licensee: A person licensed or registered pursuant to the Colorado Retail Marijuana Code and this Chapter. Local Licensing Authority: The Englewood Local Liquor and Marijuana Licensing Authority. Local Licensing Official: The Director of Finance and Administrative Services or designee. Location: A particular parcel of land that may be identified by an address or other descriptive means. Multi-Tenant Building: A building that is or can be occupied by more than one tenant. Person: A natural person, partnership, association, company, corporation, limited liability company, or organization, or a manager, agent, owner, director, servant, officer, or employee thereof. Premises: A distinct and definite location, which may include a building, a part of a building, a room, or any other definite contiguous area. School: A public or private preschool or a public or private elementary, middle, junior high, or high school, college or principal campus of a college. State Licensing Authority. The Authority created for the purpose of regulating and controlling the licensing of the cultivation, manufacture, distribution, and sale of Medical and Retail Marijuana in the State, pursuant to Articles 43.3 and 43.4 of Title 12 C.R.S. Page 84 of 368 4 5-3E-4: Applications – Licenses. A. Eligibility for License. A Medical Marijuana Center who is duly licensed under Chapter 3D of the Code and the Colorado Medical Marijuana Code as of June 1, 2016 shall be permitted to convert to a Retail Marijuana Store or co-locate a Retail Marijuana Store with its Medical Marijuana Center by complying with the requirements of Title 5, Chapter 3D of the Englewood Municipal Code for a renewal of a marijuana license and by submitting an application as provided in Subsection 5-3E-4(C). B. An applicant for a Retail Marijuana Store License under this Section 5-3E-4 may either: 1) surrender its existing Medical Marijuana Center License upon receipt of a Retail Marijuana Store License, thereby entirely converting an existing Medical Marijuana Center to a Retail Marijuana Store; or 2) retain its existing Medical Marijuana Center License while co-locating a Retail Marijuana Store at the same location as permitted by 12-43.3-104 of the Colorado Retail Marijuana Code. C. Application Forms. An application for a License shall be filed with the Local Licensing Authority on forms provided by the State and Local Licensing Authority. The application shall contain such information as the State and Local Licensing Authority may require. Each application shall be verified by the oath or affirmation of the persons prescribed by the State and Local Licensing Authority. Upon receipt of notice from the State Licensing Authority of the application for a license under 12-43.4-301 of the Colorado Retail Marijuana Code, the Local Licensing Authority shall determine whether the applicant qualifies for a License under this Chapter 5- 3E. The Local Licensing Authority shall notify the State and the Applicant in writing of its determination as to whether the applicant qualifies for a License as a Retail Marijuana Store no later than forty-five (45) days from the date the application was originally received by the Local Licensing Authority. D. Other Requirements. An applicant shall file, at the time of application for a License, plans and specifications for the interior of the building. 5-3E-5: Denial of Application. A. The Local Licensing Authority shall deny a Local License if the premises on which the applicant proposes to conduct its business do not meet the requirements of this Title or for Good Cause. B. If the Local Licensing Authority denies a Local License, the Applicant shall be entitled to a hearing pursuant to this Title. The Local Licensing Authority shall provide written notice of the grounds for denial of the Local License to the applicant. C. If an application is denied, the Licensing Authority shall set forth in writing the grounds for denial. 5-3E-6: Persons Prohibited as Licensees. The Local Licensing Authority hereby adopts the provisions and restrictions set forth in 12-43.4-306 of the Colorado Retail Marijuana Code. Page 85 of 368 5 5-3E-7: Restrictions for Applications for Retail Marijuana Store Licenses. A. The Local Licensing Authority shall not receive or act upon an application for the issuance of a State or Local License pursuant to this Title: 1. Until it is established that the applicant is, or will be entitled to possession of the premises for which application is made under a lease, rental agreement, or other arrangement for possession of the premises or by virtue of ownership of the premises; 2. Where the location is an area where the Sale of Retail Marijuana as contemplated is not permitted under the applicable zoning laws; a. If the building in which Retail Marijuana is to be sold is located within: (i) two thousand (2,000) feet of a School, an alcohol or drug treatment facility, or a licensed child care facility, (ii) within two thousand five hundred (2,500) feet of a licensed Retail Marijuana Store or Medical Marijuana Business existing at the time of application; or (iii) within one hundred (100) feet of any residential dwelling unit in the City. The provisions of this Section shall not apply to a Retail Marijuana converted from or co-located with a Medical Marijuana Center under common ownership as permitted under Section 5-3E-4, or to any facility that has been previously licensed as a Medical Marijuana Business under the Code. The provisions of this Section shall not affect the renewal or re— issuance of a License once granted or apply to Licensed Premises located or to be located on land owned by a municipality; nor shall the provisions of this Section apply to existing Licensed Premises on land owned by the State, or apply to a License in effect and actively doing business before said principal campus was constructed. b. In addition to the requirements of C.R.S. §12-43.4-301, the Local Licensing Authority shall consider the evidence and make a specific finding of fact as to whether the building in which the Retail Marijuana is to be sold is located within any distance restrictions established by, or pursuant to, this Paragraph 2. c. The distances referred to in this Title are to be computed by direct measurement from the nearest property line of the land used for a School, licensed childcare facility, residential dwelling unit, or existing Retail Marijuana Store or Medical Marijuana Business to the nearest portion of the Retail Marijuana Store, using a route of direct pedestrian access. d. The City Council may at its discretion decrease, but not increase, the distances referred to in 5-3E-7(A)(2)(a). 5-3E-8: Transfer of Ownership. A. A state or Local License granted under the provisions of this Title shall not be transferable except as provided in this Section, but this Section shall not prevent a change of location as provided in C.R.S. §12-43.4-309. Page 86 of 368 6 B. For a transfer of ownership, a License Holder shall apply to the State and Local Licensing Authorities on forms prepared and furnished by the State Licensing Authority. In determining whether to permit a Transfer of Ownership, the Local Licensing Authority shall consider only the requirements of this Title, any rules promulgated by the State or Local Licensing Authority, and any other local restrictions. 5-3E-9: Review and Approval of License. The Local Licensing Authority adopts the provisions and restrictions set forth in C.R.S. §12-43.4-309 and Title 5, Chapter 1 of the Code. 5-3E-10: Licensing Renewal. A. A License shall apply for the renewal of an existing License to the Local Licensing Authority not less than forty-five (45) days prior to the date of expiration. A Local Licensing Authority shall not accept an application for renewal of a License after the date of expiration, except as provided in Subsection (B) of this Section. The State Licensing Authority may extend the expiration date of the License and accept a Late Application for Renewal of a License provided that the applicant has filed a timely renewal application with the Local Licensing Authority. All renewals filed with the Local Licensing Authority and subsequently approved by the Local Licensing Authority shall next be processed by the State Licensing Authority. The Local Licensing Authority, in its discretion, subject to the requirements of this Title and based upon reasonable grounds, may waive the forty-five (45) day time requirement set forth in this Title. The Local Licensing Authority may hold a hearing on the application for renewal only if: the Licensee has had written, verifiable complaints filed against it by the State or Local Licensing Authority; and has a history of violations as evidenced by a written determination by the State or Local Licensing Authority; or there are formal allegations against the Licensee that would constitute Good Cause. The Local Licensing Authority shall not hold a renewal hearing provided for by this Title for a Retail Marijuana Store until it has posted a notice on the Licensed Retail Marijuana Store premises in the manner described in C.R.S. §12-43.4-302 for a period not less than ten (10) days and provide notice to the Applicant at least ten (10) days prior to the hearing. The Local Licensing Authority may refuse to renew any License for good cause only after a hearing, subject to Judicial Review. B. 1. Notwithstanding the provisions of subsection (A) of this Section, a Licensee whose License had been expired for not more than ninety (90) days may file a late renewal application upon the payment of a nonrefundable late application fee of five hundred dollars ($500.00) to the Local Licensing Authority. A Licensee who files a late renewal application and pays the requisite fees may continue to operate until both the State and Local Licensing Authorities have taken final action to approve or deny the Licensee’s Late Renewal Application. 2. The Local Licensing Authority will not accept a Late Renewal Application more than ninety (90) days after the expiration of a License. If a former Licensee files a renewal application after ninety (90) days from date of expiration, the application will be treated as a new license application. A Page 87 of 368 7 former Licensee whose License has been expired for more than ninety (90) days shall not cultivate, manufacture, distribute, or sell any Retail Marijuana until all required Licenses have been obtained. 3. Notwithstanding the amount specified for the Late Application Fee, the State and Local Licensing Authority by rule or as otherwise provided by law may, in its discretion, reduce the amount of the fee. 5-3E-11: Inactive Licenses. The State or Local Licensing Authority, in its discretion, may revoke or elect not to renew any License if it determines that the Licensed Premises have been inactive, without Good Cause, for at least one (1) year. 5-3E-12: Fees. Every Retail Marijuana Store shall pay an operating fee at the time of its initial application for a license and a renewal fee at the time of each application for License renewal. This fee is imposed to offset the cost of administering this License. The initial application fee and renewal fee shall be determined by the City Council and set by Resolution, but in no event shall either fee exceed one thousand dollars ($1,000.00). 5-3E-13: Hours of Operation. A Retail Marijuana Store may engage in the sale of marijuana or marijuana products between the hours of 8:00 a.m. and 8:00 p.m. daily; provided, however, that the City Council may at its discretion extend, but not further limit, such hours of operation. 5-3E-14: Disciplinary Actions: Suspension – Revocation – Fines. A. In addition to any other sanctions prescribed by the State Licensing Authority, the Local Licensing Authority has the power, on its own motion or on complaint, after investigation and opportunity for a public hearing at which the Licensee shall be afforded an opportunity to be heard; to suspend or revoke a License issued by the Local Licensing Authority for a violation by the Licensee or by any of the agents or employees of the Licensee of the provisions of this Title, or any other terms, conditions, or provisions of the license issued by the State or Local Licensing Authority. The Local Licensing Authority has the power to administer oaths and issue subpoenas to require the presence of persons and the production of papers, books, and records necessary to the determination of a Hearing. B. The Local Licensing Authority shall provide notice of suspension, revocation, fine, or other sanction, as well as the required Notice of the Hearing pursuant to this Title, by mailing the same in writing to the Licensee at the address contained in the License. A suspension shall not be for a longer period than six (6) months. If a License is suspended or revoked, a portion of the fees paid therefore shall not be returned to the Licensee. C. 1. The Local Licensing Authority may, in its sole discretion, issue a fine in lieu of, or in addition to, a suspension. When determining whether to impose a fine in lieu of a suspension, the Local Licensing Authority make findings that: Page 88 of 368 8 a. The public welfare and morals would not be impaired by permitting the Licensee to operate during the period set for suspension and that the payment of the fine will achieve the desired disciplinary purposes; b. The books and records of the Licensee are kept in such a manner that the loss of sales that the Licensee would have suffered had a suspension gone into effect can be determined with reasonable accuracy; and c. The Licensee has not had his or her License suspended or revoked, nor had any suspension stayed by payment of a fine, during the two (2) years immediately preceding the date of the Motion or Complaint that resulted in a final decision to suspend the License. 2. The fine accepted shall be: (a) not less than five hundred dollars ($500.00) nor more than five thousand dollars ($5,000.00) for license infractions of a minor nature that do not directly impact the public health, safety, or welfare which shall include but are not limited to failure to display badges, unauthorized minor modifications of premises of a minor nature, minor clerical errors in inventory tracking procedures; and (b) not less than one thousand dollars ($1,000.00) nor more than thirty thousand dollars ($30,000.00) for violations that have an immediate impact on the public health, safety, or welfare, including, but not limited to, a violation of C.R.S. §12-43.4 – 901(4)(e). 3. Payment of a fine shall be in the form of cash or in the form of a certified check or cashier’s check made payable to the Local Licensing Authority, whichever is appropriate. D. Upon payment of the fine, the local Licensing Authority shall enter its further order permanently staying the imposition of the suspension. If the fine is paid to a Local Licensing Authority, the governing body of the Authority shall cause the moneys to be paid into the General fund of the local Licensing Authority. E. If the Local Licensing Authority does not make the findings required in this Section and does not order the suspension shall go into effect on the operative date finally set by the Local Licensing Authority. F. Each Local Licensing Authority shall report all actions taken to impose fines, suspensions, and revocations to the State Licensing Authority in a manner required by the State Licensing Authority. 5-3E-15: Inspection of Books and Records – Inspection Procedures. A. Each Licensee shall keep a complete set of all records necessary to show fully the business transactions of the Licensee, all of which shall be open at all times during business hours for the inspection and examination by the Local Licensing Authority or its duly authorized representatives. The Local Licensing Authority may require any Licensee to furnish such information as it considers necessary for the proper administration of this Title and my require an audit to be made of the books of account and records on such occasions as it may consider necessary by an auditor to be selected by the Local Licensing Authority who shall likewise have Page 89 of 368 9 access to all books and records of the Licensee, and the expense thereof shall be paid by the Licensee. B. The Licensed Premises, including any places of storage where Retail Marijuana is stored, sold or dispensed shall be subject to inspection by the Local Licensing Authorities and their investigators, during all business hours and other times of apparent activity, for the purpose of inspection or investigation. For examination of any inventory or books and records required to be kept by the Licensees, access shall be required during business hours. Where any part of the Licensed Premises consists of a locked area, upon demand to the Licensee, such area shall be made available for inspection without delay, and, upon request by authorized representatives of the State or Local Licensing Authority, the Licensee shall open the area for inspection. C. Each Licensee shall retain all books and records necessary to show fully the business transactions of the Licensee for a period of the current tax year and the three (3) immediately prior tax years. Section 2. The City Council of the City of Englewood hereby approves amending Title 2, Chapter 6, of the Englewood Municipal Code 2000, entitled Local Liquor and Medical Marijuana Licensing Authority, which shall read as follows: 2-6: Local Liquor, and Medical Marijuana, and Retail Marijuana Licensing Authority. 2-6-1: Licensing Authority Established. A. There is hereby established a Local Licensing Authority, which shall have and is vested with the authority to grant or refuse licenses for the sale at retail of malt, vinous or spirituous liquors and fermented malt beverages, as provided by law, to suspend or revoke such licenses for cause in the manner provided by law. Such authority shall have all the powers of the Local Licensing Authority as set forth in Articles 46, 47 and 48 of Title 12, C.R.S. 1973. See Title 5, Chapter 3, Article A of this Municipal Code for the organization, powers, functions and duties of the local Licensing Authority. B. There is hereby established a Local Licensing Authority to issue only the following Medical and Retail Marijuana Licenses upon payment of a fee and compliance with all Local Licensing requirements to be determined by the Local Licensing Authority as set forth in Article 43.3 and 43.4 of Title 12 C.R.S.: 1. A Medical Marijuana Center License; 2. A Medical Marijuana Optional Premises Cultivation Operation License; 3. A Medical Marijuana-Infused Products Manufacturer License. 4. A Retail Marijuana Store License. Page 90 of 368 10 Section 3. The City Council of the City of Englewood hereby approves the amending Title 7, Chapter 6D, Section 12 Subsection 2, (B) and (C) (1) (a) off the Englewood Municipal Code 2000 entitled Recreational Marijuana, which shall read as follows: 7-6D-12-2: - Recreational Marijuana. A. Purpose and Intent. The purpose of this subsection is to prohibit certain business uses related to Recreational Marijuana in the City. The City Council makes the following findings regarding its intent: 1. Pursuant to the provisions of Article XX, Section 6, of the Colorado Constitution, and as further authorized by State Statutes, including, but not limited to C.R.S. § 31-15-401, the City has broad authority to exercise its police powers to promote and protect the health, safety, and welfare of the community and its residents. These police powers include the power to regulate the nature and type of businesses allowed within such community. 2. Article XVIII, Section 16 of the Colorado Constitution specifically authorizes a municipality to "enact ordinances or regulations...governing the time, place, manner and number of recreational marijuana establishment operations." 3. Article XVIII, Section 16 of the Colorado Constitution specifically authorizes a municipality to prohibit the operation of recreational marijuana establishments: recreational marijuana cultivation facilities, recreational marijuana product manufacturing facilities, recreational marijuana testing facilities and recreational retail marijuana stores. B. Definitions. Recreational Marihuana or Marijuana: Shall mean all parts of the plant of the genus cannabis whether growing or not, the seeds thereof, the resin extracted from any part of the plant, and every compound, manufacture, salt, derivative, mixture, or preparation of the plant, its seeds, or its resin, including marijuana concentrate. "Marijuana" or "Marihuana" does not include industrial hemp, nor does it include fiber produced from the stalks, oil, or cake made from the seeds of the plant, sterilized seed of the plant which is incapable of germination, or the weight of any other ingredient combined with marihuana to prepare topical or oral administrations, food, drink or other product. Recreational Marijuana does not include Medical Marijuana as defined in Article XVIII, Section 14, of the Colorado Constitution, under the Colorado Medical Marijuana Code, 12-43.3-101 et seq. C.R.S., and Title 5, Section 3D, of the Englewood Municipal Code; and Recreational Marijuana Cultivation Facility: Shall mean and include any real property used for or upon which there is any type of structure or any such facility that includes or is associated with cultivating, preparing, or packaging Recreational Marijuana. Recreational Marijuana Establishment: Shall mean and include a Recreational Marijuana Cultivation Facility, a Recreational Marijuana Testing Facility, or a Recreational Marijuana Product Manufacturing Facility. or a Recreational Retail Marijuana Store. Page 91 of 368 11 Recreational Marijuana Product Manufacturing Facility: Shall mean and include any real property used for or upon which there is any type of structure, or any such facility that includes or is associated with manufacturing, preparing, or packaging Recreational Marijuana. Recreational Marijuana Testing Facility: Shall mean and include any real property used for or upon which there is any type of structure, or any such facility that includes or is associated with analyzing and certifying the safety and potency of medical Recreational Marijuana. Recreational Marijuana Products: Shall mean concentrated Recreational Marijuana products that are comprised of Recreational Marijuana and other ingredients and are intended for use or consumption, such as, but not limited to, edible products, ointments, and tinctures. Recreational Retail Marijuana Store: Shall mean and include any real property used for or upon which there is any type of structure, or any such facility that includes or is associated with the sale of Recreational Marijuana to consumers. C. Prohibition: 1. Recreational Marijuana Establishments are prohibited. a. This prohibition shall not apply to Medical Marijuana Centers, Medical Marijuana Primary Care-Givers, Medical Marijuana Infused Product Manufacturers, Medical Marijuana Optional Premises Cultivation Operations that are licensed in accordance with Article XVIII, Section 14, of the Colorado Constitution, the Colorado Medical Marijuana Code, and Title 5-3D EMC, or Retail Marijuana Stores. Section 4. Safety Clauses. The City Council hereby finds, determines, and declares that this Ordinance is promulgated under the general police power of the City of Englewood, that it is promulgated for the health, safety, and welfare of the public, and that this Ordinance is necessary for the preservation of health and safety and for the protection of public convenience and welfare. The City Council further determines that the Ordinance bears a rational relation to the proper legislative object sought to be obtained. Section 5. Severability. If any clause, sentence, paragraph, or part of this Ordinance or the application thereof to any person or circumstances shall for any reason be adjudged by a court of competent jurisdiction invalid, such judgment shall not affect, impair or invalidate the remainder of this Ordinance or it application to other persons or circumstances. Section 6. Inconsistent Ordinances. All other Ordinances or portions thereof inconsistent or conflicting with this Ordinance or any portion hereof are hereby repealed to the extent of such inconsistency or conflict. Section 7. Effect of repeal or modification. The repeal or modification of any provision of the Code of the City of Englewood by this Ordinance shall not release, extinguish, alter, modify, or change in whole or in part any penalty, forfeiture, or liability, either civil or criminal, which shall have been incurred under such provision, and each provision shall be treated and held as still remaining in force for the purposes of Page 92 of 368 12 sustaining any and all proper actions, suits, proceedings, and prosecutions for the enforcement of the penalty, forfeiture, or liability, as well as for the purpose of sustaining any judgment, decree, or order which can or may be rendered, entered, or made in such actions, suits, proceedings, or prosecutions. Section 8. Penalty. The Penalty Provision of Section 1-4-1 EMC shall apply to each and every violation of this Ordinance. Introduced, read in full, and passed on first reading on the 21st day of February, 2017. Published by Title as a Bill for an Ordinance in the City’s official newspaper on the 23rd day of February, 2017. Published as a Bill for an Ordinance on the City’s official website beginning on the 22nd day of February, 2017 for thirty (30) days. Read by Title and passed on final reading on the 6th day of March, 2017. Published by Title in the City’s official newspaper as Ordinance No. , Series 2017, on the 9th day of March, 2017. Published by Title on the City’s official website beginning on the 8th day of March, 2017 for thirty (30) days. This Ordinance shall take effect thirty (30) days after publication following final passage. Joe Jefferson, Mayor ATTEST: Stephanie Carlile, Acting City Clerk I, Stephanie Carlile, Acting City Clerk of the City of Englewood, Colorado, hereby certify that the above and foregoing is a true copy of the Ordinance passed on final reading and published by Title as Ordinance No. , Series of 2017. Stephanie Carlile Page 93 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Kathleen Rinkel DEPARTMENT: Finance & Administrative Services DATE: March 6, 2017 SUBJECT: 2017 Budget Re-Appropriation; realigning existing General Funds to reflect administrative personnel moves DESCRIPTION: 2017 Budget Re-Appropriation; realigning existing General Funds to reflect administrative personnel moves RECOMMENDATION: Staff recommends Council approve a resolution for a 2017 General Fund Budget Re- Appropriation to realign existing funding to reflect separating the Human Resource Department Budget, realigning internal staffing and consolidating funding for legal services. No additional funds are being requested. PREVIOUS COUNCIL ACTION: City Council approved ordinances adopting the 2017 Budget and establishing the 2017 Budget Appropriations on November 21, 2016. SUMMARY: After the General Fund budget was adopted in November, 2016, three administrative realignments have occurred to improve the City’s efficiencies: A budget analyst position was moved from the City Manager's Office to the Finance and Administrative Services office to improve coordination of budget/monitoring activities Legal costs that have been historically paid from various department budgets have been consolidated into the City Attorney's budget for monitoring and control improvements The Human Resources budget is being separated from the Finance and Administrative Services budget to track as a separate department. These adjustments will align the budget to the department that is expending the funds, allowing better visibility and budget monitoring and control of existing approved budgeted dollars. ANALYSIS: FINANCIAL IMPLICATIONS: Page 94 of 368 There is no financial impact. This is a realignment/transfer of existing approved funding. ALTERNATIVES: The alternative is to leave the budgets in the departments to which they were originally budgeted. The Budgets in those departments and the actual expenditures that will occur will be misaligned and difficult for departments to track and manage throughout the year. CONCLUSION: These administrative budget realignments reflect moves made within the City for process improvement and efficiency purposes only. This re-appropriation/transfer of funds is necessary to provide accurate budgets to which departments can measure their ongoing performance. If budgets do not align to department structure and spending, unintentional City overruns could occur. ATTACHMENTS: 2017 Budget Re-Appropriation 170306 Budget Re-Appropriation 170306 Resolution Page 95 of 368 City o f Englewood, Colorado Finance and Administrative Services 2017 Budget Supplemental Schedule Line Item Fund Description 2017 Adopted Budget Addition Legend Key (Deletion) 2017 Budget As Amended Net Change in Adopted vs Amended 2017 Budget Comments 1 General 2 Beginning Fund Balance - 1/1/2017 8,851,902 8,851,902 - 3 Revenue - 4 Property Tax 3,356,000 3,356,000 - 5 Specific Ownership Tax 300,000 300,000 - 6 Sales and Use Tax 27,135,452 27,135,452 - 7 Cigarette Tax 180,000 180,000 - 8 Franchise Tax 3,223,550 3,223,550 - 9 Hotel/Motel Tax 12,000 12,000 - 10 License & Permits 1,387,998 1,387,998 - 11 Intergovernmental Revenue 1,374,706 1,374,706 - 12 Charges for Services 2,592,400 2,592,400 - 13 Recreation Program Fees 2,750,090 2,750,090 - 14 Library Fines 18,000 18,000 - 15 Fines & Forfeitures 875,450 875,450 - 16 Interest Income 55,446 55,446 - 17 Other Income 408,106 408,106 - 18 Contribution from Component Units 1,400,000 1,400,000 - 19 Total Revenue 45,069,198 - - 45,069,198 - 20 Expenditures - - 21 Legislation 406,616 406,616 - 22 City Manager's Office (includes Denver Fire Contract)6,391,499 B 78,987 6,312,512 (78,987) 1FTE to FAS (Budget/Management Analyst) 23 City Attorney's Office 858,949 41,500 C 900,449 41,500 24 Municipal Court 1,100,207 1,100,207 - 25 Human Resources 707,885 A,C 40,000 667,885 667,885 26 Finance and Administrative Services (FAS) (includes Human Resources)2,582,592 78,987 A,B 707,885 1,953,694 (628,898) 1FTE from CMO (Budget/Management Analyst) 27 Information Technology 1,759,062 1,759,062 - 28 Community Development 2,302,797 2,302,797 - 29 Public Works 6,325,495 6,325,495 - 30 Police Services 13,665,968 C 1,500 13,664,468 (1,500) 31 Parks, Recreation and Library (PRL) Services 7,417,441 7,417,441 - 32 Communications 410,554 410,554 - 33 Contingency 200,000 200,000 - 34 Debt Service 1,561,929 1,561,929 - 35 Total Expenditures 44,983,109 828,372 828,372 44,983,109 - 36 Net Revenue (Expenditures)86,089 (828,372) (828,372) 86,089 - 37 Other Financing Sources and Uses of Funds - - 38 Transfers-In 117,033 117,033 - 39 Transfers-Out - - - 40 Total Other Financing Sources and Uses of Funds 117,033 - - 117,033 - 41 Net Change in Fund Balance 203,122 (828,372) (828,372) 203,122 - 42 Estimated Ending Fund Balance - 12/31/2017 9,055,024 (828,372) (828,372) 9,055,024 - Legend Key A B C D E F G Human Resources was consolidated with Finance and Administrative Services during the 2017 Budget Development. During 2017 it was determined to reinstate Human Resources as a separate Department. This tranaction breaks out the 2017 Human Resources' Budget from the 2017 FAS Budget. In 2017, one of the CMO's Budget/Management Analyst Postion was transferred to FAS and filled as a Budget Analyst Position. Legal Fees from Human Resources ($40,000) and Police ($1,500) to City Attorney's Budget ($41,500) 1 of 1 2/22/2017 8:13 AM Page 96 of 368 March 6, 2017 Proposed 2017 Budget Re-Appropriation 1Page 97 of 368 March 6, 2017 2 Budget Item realigned City Manager’ s Office Finance and Admin Services Police Human Resour ces City Attorney ’s Office Net Impact Reason for Transfer Budget Analyst Position ($78,987)$78,987 $0 Budget Analyst position moved to better align with existing budget functions Separating Human Resources from Finance & Administrative Services ($707,885)$707,885 $0 Current budget includes both HR and Finance and Admin Services. This will separate the funds for management as individual departments Consolidation of Outside Legal Costs ($1,500)($40,000)($41,500)$0 All non-enterprise legal costs being consolidated in City Attorney’s budget for better visibility and management of costs/services. 2017 Approved Budget (11/2016)$6,391,499 $2,582,592 $13,665,968 $0 $858,949 Impact of Budget Submittal Above ($78,987)($628,898)($1,500)$667,885 ($41,500)$0 Proposed Adjusted Budget $6,312,512 $1,953,694 $13,664,468 $667,885 $900,449 Summary of Proposed Budget Changes Page 98 of 368 RESOLUTION NO. SERIES OF 2017 A RESOLUTION APPROVING A RE-APPROPRIATION OF FUNDS TO THE 2017 BUDGET. WHEREAS, the City of Englewood is required by City Charter to ensure that expenditures do not exceed legally adopted appropriations; and WHEREAS, the 2017 Budget was submitted and approved by the Englewood City Council on November 21, 2016; and WHEREAS, staff recommends City Council approve a transfer and re-appropriation of funds for the reinstatement of the Human Resources Department the funding of which was developed and included in the Finance and Administrative Services Department 2017 Budget; and WHEREAS, staff recommends City Council approve a transfer and re-appropriation of funds for the Finance and Administrative Services Department Budget Analyst Position the funding of which was developed and included in the City Manager’s Office 2017 Budget; and WHEREAS, staff recommends City Council approve a transfer and re-appropriation of funds for the City Attorney’s Office Outside Legal Services the funding of which were developed and included in the Human Resources and Police Department 2017 Budgets; and WHEREAS, these transfers and re-appropriation was not known when the 2017 Budget was prepared; and WHEREAS, the Generals Fund’s Unassigned Fund Balance will not be affected. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, AS FOLLOWS: Section 1. The Budget for the General Fund of the City of Englewood, Colorado, is hereby amended for the year 2017, as follows: GENERAL FUND SOURCE OF FUNDS: Finance and Administrative Services Department $707,885.00 Human Resources Department 40,000.00 City Manager’s Office 78,987.00 Police Department 1,500.00 Total $828,372.00 USE OF FUNDS: Finance and Administrative Services Department $ 78,987.00 Human Resources Department 707,885.00 City Attorney’s Office 41,500.00 Total $828,372.00 Page 99 of 368 ADOPTED AND APPROVED this 6th day of March, 2017. Joe Jefferson, Mayor ATTEST: Stephanie Carlile, Acting City Clerk I, Stephanie Carlile, Acting City Clerk for the City of Englewood, Colorado, hereby certify the above is a true copy of Resolution No. , Series of 2017. Stephanie Carlile, Acting City Clerk Page 100 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Harold Stitt DEPARTMENT: Community Development DATE: March 6, 2017 SUBJECT: Contract for Transit Shuttle Services DESCRIPTION: Contract for Transit Shuttle Services RECOMMENDATION: Staff recommends Council approve, by Motion, an agreement between the City of Englewood and MV Public Transportation, Inc. for the 2017 management, operation, and maintenance of the Art Shuttle. The contract amount is $336,804.00 PREVIOUS COUNCIL ACTION: Council approved an Intergovernmental Agreement (IGA) between the City and the Regional Transportation District (RTD) for funding of the Englewood Circulator Shuttle by Ordinance 50, Series of 2004, by Ordinance 66, Series of 2007, by Ordinance 10, Series of 2008, by Ordinance 8, Series of 2009, by Ordinance 4, Series of 2010, Ordinance 5, Series of 2011, by Ordinance 9, Series of 2012, by Ordinance 3, Series of 2013, by Ordinance 10, Series of 2014, by Ordinance 5, Series of 2015, and by Ordinance 12, Series of 2016. Council approved by Motion, in August 2004, a contract for transit services with Laidlaw Transit Services and subsequently extended this contract by Resolution No. 87, Series of 2005, by Resolution No. 77, Series of 2006, by Motion on December 3, 2007, by Motion on March 3, 2008, by Motion on April 6, 2009. Council approved by Motion on December 21, 2009, a contract for transit services with MV Transportation, Inc., and subsequently extended this contract by Motion on February 22, 2011, by Motion on March 5, 2012, by Motion on February 4, 2013, by Motion on March 17, 2014, by Motion on February 2, 2015, and by Motion on March 14, 2016. ANALYSIS: In October 2014, the City issued Request For Proposals 14-023 (RFP) to provide services for the art shuttle. Based on the cost comparison, City and RTD staff determined that MV Transportation was the preferred vendor of shuttle operations for 2015. In early November, 2014, MV Transportation was notified that their bid was the lowest acceptable bid and were awarded the shuttle contract for 2015 and the option for four one-year extensions. This 2017 contract is the second of four extensions authorized in the approved 2015 contract. Page 101 of 368 FINANCIAL IMPLICATIONS: This contract is for the operation of the art Shuttle services in the amount of $336,804.00. RTD will reimburse the City for the the contract cost and fuel costs less the lost fare amount. The lost fair amount is equivalent to the fare capture rate times the percentage of riders that would not have had a RTD pass or a transfer from another RTD service, had the art Shuttle operated as a fare service charging the standard RTD full fare. The calculated lost fare amount for 2017 will be $65,084. This lost fare amount is included in the approved 2017 Community Development Department budget. Fuel for the shuttles is provided by the City and the fuel cost is then reimbursed by RTD as provided for in the IGA for Shuttle Cost Sharing. The City has provided fuel for the shuttle as part of the cost sharing arrangement with RTD since shuttle operations began in September 2004. Because the City does not pay fuel tax, the cost of fuel for the shuttle is less than fuel commercially available and the savings result in a lower cost of operation. The contract continues the same level of service operating Monday through Friday, 6:30 am to 6:30 pm at no cost to patrons. 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A3 Um?mmam3..wanna:3.Ocua?n?.25 QQ Bmw.83::m8 mamoos?mon mowm Educ:owoos?morE 2:20 owE E5.95 8 Oosm:_.BE.m 38%omSQ 330:cmmam wmummnmurowwuo?mmosmRniaam3:353:8 owm$3.38.Oosmcxma ms»:3 52a 3.moEm_mumoosmonzosmammsdmmom8:5 QQ E 3&3:8 SQ Erma Emaon onswmio ma co232218 mowm380:ommam00339 CDQOHSi 5. wanna2—£.a:_.972mg:ca9353$9:wowmondmsm5ovzmmaosm:39:95%En 25¢BE8En3.8393xmm$2:momcmo 5 oo=.:.o_.ooE.mo omms E<ommmm:o:3 ma:Ea Uowm?Bm=.aacsma?m?smwcamcwi.8 O.W.m.«-39 SN A omm Page 106 of 368 Page 107 of 368 Page 108 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Dorothy Hargrove DEPARTMENT: Parks, Recreation & Library DATE: March 6, 2017 SUBJECT: Approval of the Parks and Recreation Master Plan DESCRIPTION: Approval of the Parks and Recreation Master Plan RECOMMENDATION: Staff recommends that Council approve a resolution adopting the 2017 Parks and Recreation Master Plan. PREVIOUS COUNCIL ACTION: Council authorized on January 4, 2016 a professional services agreement with Logan Simpson for the Park and Recreation Master Plan and Pirates Cove Expansion Feasibility Study in the amount of $157,702. Council has approved and adopted previous Parks and Recreation Master Plans. The previous Master plan was adopted in 2006. SUMMARY: The 2017 Parks and Recreation Master Plan includes extensive input from Englewood citizens over the space of many months as well as research and information provided by staff and our professional consultants. The Master Plan provides staff with direction on community needs and guides priority status of future projects. The Master Plan will assist in the pursuit of grant funds from Great Outdoors Colorado and Arapahoe County Open Space funds. The Parks and Recreation Commission unanimously approved a motion at their January 12, 2017, regular meeting to recommend that Council adopt this plan as presented. The plan was discussed with the Planning and Zoning Commission and they offered no changes or additions to the plan. Page 109 of 368 ANALYSIS: FINANCIAL IMPLICATIONS: There is no immediate fiscal impact, but adoption of this Master Plan will lead to projects that will require Council support and funding in the future. ATTACHMENTS: Englewood Parks and Recreation Master Plan_Adoption Draft Parks and Recreation Commission - 12 Jan 2017 - Minutes Resolution - Parks and Recreation Master Plan Page 110 of 368 PARKS & RECREATION MASTER PLAN ADOPTION DRAFT: MARCH 2017 Page 111 of 368 II CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Centennial Park Page 112 of 368 EXECUTIVE SUMMARY ES-1 EXECUTIVE SUMMARY Englewood is a community that highly values its public parks, trails, and recreation services. These assets and services greatly contribute to residents’ quality of life, physical and mental wellbeing, neighborhood identity, and attractiveness to employers. This 2016 Parks and Recreation Master Plan replaces the 2006 plan and identifies priorities and actions to be used as a guide by elected and appointed officials, and city staff, for the next 10 years. The recommendations are based on the findings that some facilities need renovations, recreation trends and demographics are changing, existing residents would like some new amenities in their parks and recreation centers, and there are limits to what Englewood can afford. Page 113 of 368 ES-2 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN NEED FOR THIS PLAN The City’s population is growing. After decades of a nearly stable population, the City has added nearly 3,000 residents since 2010 for a total of approximately 32,000, and is projected to add an additional 6,000 residents in the next 25 years, representing a total increase of 30%. In a community with little vacant land and bounded by other municipalities, obtaining large tracts of new park land to maintain an equivalent amount of parkland per resident as the population grows is not financially feasible. As such, the City must take advantage of opportunities in underserved areas as they emerge, require residential development that increases the population to assist with the provision of facilities, lands and services, and make all of Englewood existing parklands and recreation assets function as effectively as possible to meet the needs of all residents. The public input process was extensive, and included: a community-wide mail 45,000 40,000 35,000 30,000 25,000 19601970198019902000201020142020203020402050Historical and Future Population Page 114 of 368 EXECUTIVE SUMMARY ES-3 and on-line survey; booths at Pirates Cove Family Aquatic Park (Pirates Cove), Broken Tee Golf Course, and the summer concert series at the Englewood City Center outdoor amphitheater; and open houses and ice cream socials at the Englewood Recreation Center, Belleview Park and Cushing Park. These events reached out to more than 600 people. City leaders were also involved throughout, including the Parks and Recreation Commission and City Council. The needs for facility renovations were developed by the planning team and city staff, and additional suggestions were identified by the users. A specific study regarding Pirates Cove was performed, and worksessions with staff were conducted to identify potential changes to the provision of recreation programs and services using SDscorecardtm. Major themes emerged through the process, which are described in the key recommendations below. Recommendations of possible facility improvements reflect community feedback. Over 600 people contributed to the plan throughout eight events. Page 115 of 368 ES-4 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT KEY RECOMMENDATIONS The following recommendations outline key improvements to Englewood’s parks, open spaces, greenways, and facilities. These recommendations strive to meet the needs and issues of the community in the next 10 years. Input from the public process was used to guide the recommendations along with the need to consider identified level of service, standards, and best practices. They are not listed in any order of priority. Renovate Existing Park and Recreation Assets Revamp Our Parks A few major projects recommended in the 2006 plan were accomplished with high marks from the community, such as Duncan Park renovation (via acquisition of underutilized Englewood School District property) and River Run Trailhead (thanks to Englewood’s leadership and the joint efforts of the South Platte Working Group members). Other recent improvements include the Northwest Greenbelt playground, Hosanna softball and turf field, Centennial Lakes Trail, River Run Trailhead, and the Orphan Property Trailhead. But most of the facility replacements and upgrades recommended in the 2006 Plan remain top priorities, such as ADA upgrades, shelters, restrooms, and paths, and irrigation upgrades across many of the neighborhood parks. Cushing and Jason Parks require major renovations to improve safety, functionality and user experience. Miller Field has been identified as an ideal location for a multi-purpose festival park in the heart of the City - a function that is currently missing – and one that is vital to strengthening community bonds and providing local entertainment and fun. Centennial Park should be improved with better facilities on the west side and paths to the north, and Belleview Park needs facility replacements to fulfill several unmet community needs. In addition to these major park redesigns, continued adequate maintenance of existing parks and recreation facilities should be a priority and additional funding for maintenance is needed. Update Our Greenways Little Dry Creek along Hampden Avenue was developed as a national model for urban greenways almost 30 years ago, and it is time to renovate this amazing asset through the center of the City so that it is more attractive, visible, fun and safe. Redevelopment of Little Dry Creek in this area should be done in conjunction with a comprehensive downtown plan, and portions of the project may be possible through partnerships with developers. Relatively short trail gaps occur in various locations throughout Englewood, with a high priority segment located across the street from Cushing Park along Little Dry Creek. 85% Eighty-five percent of Englewood residents use the City’s parks, and 80% have used Englewood’s recreation centers. Page 116 of 368 EXECUTIVE SUMMARY ES-5 Great Outdoors Colorado (GOCO) highlighted Duncan Park with a 2015 Starburst Community Award for creative re-use of school district land, genuine community engagement, and wise use of funds. River Run Trailhead is a great example of unified cooperation and the first of several river enhancement projects along 7 miles of the South Platte River. Photo source: https://halagear.com/ Duncan Park before Duncan Park after Page 117 of 368 ES-6 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Pirates Cove potential replacement of children’s water splash area Potential Facility Improvements: A multi-participant attraction and surfing simulator Page 118 of 368 EXECUTIVE SUMMARY ES-7 Grow Our Recreation Centers The Englewood Recreation Center needs improvements for ADA access throughout the facility, including an elevator to the second floor and changes to the entry area to accommodate it. Other improvements include moving some interior walls and repurposing existing spaces within the building to accommodate new program and administrative needs. The Malley Senior Recreation Center can better serve active adults and seniors through renovation of some underutilized spaces, as well as the main visitor contact area at the front of the building. As opportunities arise in the future for expanding the public lands adjacent to, or in the immediate vicinity of these centers, the City should consider acquiring them as a land bank for recreational or park uses, or potential facility expansion needs in the future. Improve Pirates Cove Water Park Pirates Cove is an enterprise and generates revenue in excess of expenses that are returned to the General Fund. To continue attracting families and to stay competitive with other Metro area water parks, Pirates Cove needs an exciting, multiple-participant attraction and replacement of the childrens’ play structure. It would also benefit from adding a climbing wall in the pool area and a surfing simulator. Shade structures, group rental pavilions, seating and upgrades to the children’s water splash area are needed as well. These Pirates Cove improvements were developed concurrent with the Parks and Recreation Master Plan. The results of the expansion feasibility study are found in a separate report. Page 119 of 368 ES-8 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Resolve Conflicts at “Dog-Privileged” Parks Englewood is the only city in Colorado that allows dog owners to let dogs off- leash in specific urban parks at designated times of the day. The practice has become very popular – so much so that Englewood now attracts dog owners from throughout the metro area – resulting in user conflicts when dogs are released into a multiple use environment and some dog owners fail to follow the regulations. There are maintenance, enforcement, and funding models employed by other communities that should be evaluated, and a public process conducted in order to define how the community should proceed in the future. The plan recommends some solutions, including consideration of new designated, fenced dog parks and the possibility of licensing to ensure safety and compliance with off-leash rules. License fees might be sufficient to pay for a part-time Park Ranger to help with education and enforcement. Enhance Recreational Services The Parks and Recreation Department has evaluated every class, every event, every rental, and every service they offer against an alignment with the City’s vision and mission, the department’s purpose, financial viability, market potential, and competitive position relative to other existing or potential providers, and the benefits the service brings to the community. Staff and the Parks and Recreation Commission will utilize SDscorecard© for the next three years to help determine what types of recreation programs and services to offer at a specified level of cost recovery and monitor the results. These efforts will determine if the City will invest in growing the service area, collaborate or partner with others, provide low or higher financial subsidies, or discontinue the provision of the service. Staff and the Parks and Recreation Commission will utilize SDscorecard© for the next three years to help determine what types of recreation programs and services to offer at a specified level of cost recovery and monitor the results. Page 120 of 368 EXECUTIVE SUMMARY ES-9 Englewood’s Canine Corral at Belleview Park Jason Park Off-Lease Park signage Englewood’s Canine Corral at Belleview Park Romans Park Page 121 of 368 ES-10 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Create New Parks for Existing and Future Residents The immediate priority is to improve the existing parks so that they can withstand additional use pressure from a growing population and interest in an active lifestyle. Several neighborhoods are located in park deserts (where the closest park is more than a ½ mile walk), and Englewood has not kept pace in adding new parks. The addition of new park space should only be considered if funds for long-term maintenance are secured. These areas require a concerted effort to assemble properties on a willing-seller basis, improvements to pedestrian and bicycle connections to existing parks, and working with developers to provide recreation amenities that are available to the general public. Further collaboration with schools should be explored. Park features would need to be enhanced at most schools, including providing public restrooms and enhanced maintenance. BrokenTee GolfCourse MillerField BrentMayneField CushingPark Jason Park RotoloPark tennialPark SouthwestGreenbelt EnglewoodRecreationCenter MalleySeniorCenter LittleDryCreek RiverRun Trailhead OrphanProperty HosanaAthleticField ITHACA AVE. MOUTH AVE . MANSFIELD A V STANFORD AVE UNION AVE. FLOYD AVE. GIRARD AVE. OXFORD AVE.U.S. 85 SANTA FE DR.KENYON AVE. U.S. 285 HAMPDEN AVE. QUINCY AVE. OXFORD AVE. QUINCY AVE. ¬«3¬«8 ¬«1 ¬«7 ¬«2 ¬«10¬«9 ¬«4 ¬«5 £[285 £[85 Some areas slated for infill multi-family development occur in park deserts more than ½ mile from the closest park. The above shows an excerpt of the Englewood Parks and Recreation Existing Conditions & Opportunities Map. The full Master Plan Map, highlighting new park opportunity areas, is shown on the last page of the Executive Summary. Page 122 of 368 EXECUTIVE SUMMARY ES-11 IMPLEMENTATION AND FUNDING Finding adequate and consistent long-term funding for land acquisition, capital projects, capital replacement, and operations and maintenance remains a concern. The City has traditionally relied heavily on sales taxes, with additional revenues from Great Outdoors Colorado grants, prorated lottery proceeds from the Conservation Trust Fund, Arapahoe County Open Space share back funds and grants, and fees for services. But these funding streams were found to be inadequate in the 2006 Plan, and have not improved, resulting in further deterioration of facilities and increased maintenance backlogs over the 10 years since the last plan was adopted. To complicate matters further, maintenance and infrastructure improvements are increasingly necessary and increasingly expensive. City Council will evaluate potential funding sources and the prioritized actions for each initiative in their annual budgeting process, with input from the Parks and Recreation Commission. Update Development Policies City Code Section 16-8-5 recognizes that new residences generate additional demands and burdens on the City’s existing parks and trails system, and that the necessity for, and cost of, new or expanded parks and trails should be properly attributed to new residential development. Therefore, developers must dedicate land commensurate with specified acres per new resident, or pay the fair market price for the land in fees (“fee-in-lieu of”) that can be used by the City to develop additional parkland for new residents. Currently, this is the only land dedication requirement, which is not consistently collected. A new park development impact fee should be explored to cover the cost of park improvements associated with the needs of new residents. Page 123 of 368 ES-12 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT k k k k BrokenTee GolfCourse MillerField Pirate's Cove BrentMayneField BakerPark Clarkson-Amherst EmersonPark Bates-LoganPark CushingPark BardePark RomansPark Jason Park RotoloPark CentennialPark SouthwestGreenbelt DuncanPark BelleviewPark CornerstonePark LittleDryCreek NorthwestGreenbelt EnglewoodRecreationCenter MalleySeniorCenter LittleDryCreek Canine Corral Community Garden RiverRun Trailhead OrphanProperty Progress Park South Platte RiverHosanaAthleticField ITHACA AVE.BANNOCK ST.S. PLATTE RIVER DR.LOGAN ST.RACE ST.FOX ST.DOWNING ST.ILIFF AVE.BROADWAY 00DARTMOUTH AVE.FRANKLIN ST.CLARKSON ST.MANSFIELD AVE. HARVARD AVE. BATES AVE.DECATUR ST.STANFORD AVE.ZUNI ST.UNION AVE. FLOYD AVE. GIRARD AVE. CENTENNIAL AVE. CHENANGO AVE.JASON ST.FEDERAL BLVD.IRVING S T. OXFORD AVE. EVANS AVE.U.S. 85 SANTA FE DR.BELLEVIEW AVE. KENYON AVE.LOWELL BLVD.YALE AVE.UNIVERSITY BLVD.U.S. 285 HAMPDEN AVE. QUINCY AVE.WINDERMERE ST.TEJON ST.PECOS ST.OXFORD AVE. QUINCY AVE. BELLEVIEW AVE. U.S. 285 HAMPDEN AVE. ¬«3¬«8 ¬«1 ¬«7 ¬«2 ¬«10¬«9 ¬«4 ¬«5 ¬«6UV88 UV177 £[285 £[85 Englewood Parks & Recreation Master Plan k Opportunity Areas Bike Paths and Routes Park Public Facility Public Recreational Field Other Parks Zoning Mixed Use Residential Single Family Residential Schools City Boundary ¯00.510.25 Miles Schools Legend Colorado's Finest Alternative High School Bishop Elementary Charles Hay Elementary Cherrelyn Elementary Clayton Elementary Englewood High School Former Washington Elementary Maddox Early Education Center Englewood Middle School & Leadership Academy St. Louis Parochial School ¬«1 ¬«6 ¬«2 ¬«3 ¬«4 ¬«5 ¬«7 ¬«8 ¬«9 ¬«10 October 2016 Page 124 of 368 INTRODUCTION I PLAN CONTENTS CHAPTER 1: INTRODUCTION ..........................1 Purpose of the Plan .............................................................................................2 Community Overview ..........................................................................................2 Relevant Plans .....................................................................................................6 Planning Process ..................................................................................................8 CHAPTER 2: EXISTING CONDITIONS/ NEEDS ASSESSMENT ..................................13 Community Priorities ........................................................................................14 Community Needs .............................................................................................16 Park Standards Analysis ....................................................................................26 Service Areas ......................................................................................................30 CHAPTER 3: FACILITY RECOMMENDATIONS ...................................37 Revamp Our Parks .............................................................................................38 Update Our Greenways ......................................................................................40 Create New Parks for Existing and Future Residents ........................................42 Increase Routine Maintenance ..........................................................................43 CHAPTER 4: PROGRAMMING RECOMMENDATIONS .................................. 69 SDscorecard© Process ......................................................................................69 Resulting Outputs & Outcomes .........................................................................72 Service Delivery Strategies ...............................................................................77 CHAPTER 5: IMPLEMENTATION & FUNDING...................79 Prioritization Criteria .........................................................................................80 Existing Implementation Tools ..........................................................................82 Potential Implementation Tools .......................................................................84 EXECUTIVE SUMMARY Needs Overview and Plan Background ..ES-2 Key Recommendations ..........................ES-4 Implementation and Funding...............ES-11 PLAN CONTENTS ACKNOWLEDGEMENTS Page 125 of 368 SPECIAL THANKS Great appreciation and special thanks goes to the City of Englewood community members for their input and time spent on heloping to develop the future of Englewood’s parks and recreation facilities. City Council Joe Jefferson, Mayor Rick Gillit, Mayor Pro tem Laurett Barrentine Amy Martinez Linda Olson Rita Russell Steven Yates Parks and Recreation Commission Douglas Garrett, Chair Mark Husbands, Vice Chair Karen Miller Allie Moore Dagan Thomas, Englewood Schools James Woodward Marta Mansbacher, Youth Member Linda Olson, City Council Liaison CITY OF ENGLEWOOD Staff Dorothy Hargrove, Director of Parks, Recreation and Library Joe Sack, Recreation Services Manager Dave Lee, Open Space Manager Bob Spada, Golf Manager Brad Anderson, Pirates Cove Facility/ Program Supervisor Jeff Jones, Englewood Recreation Center Facility/Program Supervisor Allison Boyd, Malley Senior Recreation Center Facility/Program Supervisor Shannon Buccio, Broken Tee Golf Course Facility/Program Supervisor And all staff that helped complete this master plan! ACKNOWLEDGEMENTS Page 126 of 368 CONSULTANT TEAM Logan Simpson Jana McKenzie Jeremy Call Kristina Kachur Kristy Bruce Andy Vieth Maria Michieli-Best Counsilman-Hunsaker George Deines Kevin Post Nicole Van Winkle 110 Percent Jamie Sabbach Matt Hickey CityCenter Plaza Page 127 of 368 Belleview Farm Page 128 of 368 CHAPTER 1: INTRODUCTION Englewood already boasts some of the finest parks in the metro area - and the community has taken notice. Eighty-five percent of Englewood residents use the City’s parks, and 80% have used Englewood’s recreation centers (Source: Park & Recreation Community Survey, 2016). Through this Parks and Recreation Master Plan, the needs of the community were examined through a statistically valid survey, multiple public meetings, Parks and Recreation Commission and City Council guidance, and stakeholder interviews focused on how to provide recreational resources and prioritize funding. Page 129 of 368 2 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT PURPOSE OF THE PLAN The master plan will serve to create a road map for future park development/redevelopment and provide for a balance of facilities, amenities, and recreation programs for the next 10 years. The Parks & Recreation Master Plan and Pirates Cove Aquatic Park Feasibility and Expansion Plan will become an element of the current Englewood Comprehensive Plan, and will require input from the Parks & Recreation Commission, Planning and Zoning Board, and the City Council. The Master Plan, which was last updated in 2006, develops and prioritizes recommendations for all park and recreation facilities and services. Implementation of the plan will assist in improving health, strengthen the community’s social fabric and economy, and preserve and enhance the environment. The plan update comes at a time when community demographics are changing, new recreation trends are emerging, competition with the private market is increasing, and resources are limited. COMMUNITY OVERVIEW The City of Englewood is a first ring suburb located immediately south of Denver and east of the South Platte River industrial corridor. The City was first incorporated in 1903 as a classic street car suburb to Denver. The City experienced rapid buildout after World War II. Englewood was also home to Cinderella City Mall, constructed in the late 1960s on the site of the former City Park. When Englewood’s only park was lost to retail, numerous smaller park sites were developed throughout the City, resulting in the park system we have today. Most of Englewood’s parks were established 40 to 50 years ago. Malley Senior Recreation Center was built in 1977, followed by Englewood Recreation Center in 1985; Pirates Cove was constructed in 2004. Englewood is an established, mixed- use community that is centrally located within the greater Denver metro area. US Highway 85, also known as Santa Fe Drive, runs north- south through the City while US Highway 285, also known as Hampden Avenue, bisects the City with an east-west alignment. Englewood is wholly surrounded by developed communities, with Denver to the north, the City of Sheridan to the west, the City of Littleton to the south, and the cities of Cherry Hills Village and Greenwood Village to the east and southeast. WHY A MASTER PLAN, AND WHY NOW? The public has clearly indicated that the existing parks, recreation, and open space network is an important community asset in Englewood – and one that should be supported and expanded. However, there are still opportunities for improvement and additional challenges to face. The public has expressed a desire for enhancements to existing parks and specific facilities, and has also identified a range of community needs including more trails, natural areas, and swimming opportunities. In addition, some older parks are beginning to show their age and upgrades are needed. Adding to the challenge is the fact that the City’s population is growing. After decades of near stability, the City has added nearly 3,000 residents since 2010 and is projected to add an additional 6,000 residents by the year 2040. In a community with little vacant land and bounded by other municipalities, obtaining additional park land is a special challenge. Belleview Park Page 130 of 368 INTRODUCTION 3 With a current population of approximately 32,000 residents and 1,600 businesses employing 24,800 workers, the City is once again being served by a railway transit system linking the community to downtown Denver and other locations within the metro area. Englewood’s location, access to transit and transportation corridors, and relatively affordability has made it ripe for new development over that past few years. Even though there are limited vacant lands within city limits, old industrial areas and obsolete schools buildings have been transitioned into apartment complexes. In addition, older homes, particularly in the northern part of the City, are being expanded and remodeled. Parks and Recreation History The Englewood Parks and Recreation Department dates back to 1949, when a group of interested citizens organized a Citizen Recreation Council (CRC) and began providing some basic recreation activities to the community. A joint effort between the City of Englewood, the Englewood School District, and the United Way, the CRC has enjoyed a strong alliance with the school district for the use of school facilities that has continued to the present. In 1960, the City assumed responsibility for the Recreation Activity Program and created a Parks and Recreation Commission to advise City Council in matters pertaining to parks and recreation. Englewood’s park facilities initially consisted of one 23.5-acre city park. However, the park was poorly located for many in the community with a number of barriers to cross, including US 285, railway lines, and Santa Fe Drive. In 1965 the citizens voted to sell the park to a shopping mall developer and Cinderella City was built on that location. City officials took advantage of the money received from the sale, along with other federal funding, to purchase 123.8 acres of additional parkland spread throughout the community. Recreational amenities are a high priority in Englewood. The community boasts 15 parks, two sports complexes, an award- winning recreation center, a first-class golf course, one of the most successful senior centers in the region, and the popular Pirates Cove, in addition to greenways and trails. The 2006 Parks Master Plan included recommendations to establish six new parklands throughout the City to meet current and future needs, and recommended major redesigns for Cushing Park, Miller Field, Hosanna Athletic Complex, Centennial Park, and Belleview Park. The plan guided the redesign of Duncan Park and defined level-of-service standards, a classification system, and general design criteria for each park. The plan recommended numerous street crossing enhancements, off-street trails, and on-street trail connections throughout the City, as well as a phased comprehensive irrigation system upgrade for all parks. 3,000 After decades of near stability, the City has added nearly 3,000 residents since 2010 and is projected to add an additional 6,000 residents by the year 2040. Englewood’s Baseball Heritage, circa 1930s Cushing Park, circa 1974 Page 131 of 368 4 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT The City recently completed a strategic re-organization that resulted in combining the Parks and Recreation Department with library services to create a new Parks, Recreation and Library Department. In 2014, Englewood received substantial funding from Great Outdoors Colorado and Arapahoe County Open Space to rebuild Duncan Park. However, past funding shortfalls have prevented the department from accomplishing many necessary upgrades in the 2006 Plan. Today, Englewood’s citizens highly support parks, recreation, and open space. Englewood’s growing population and increased demand for recreation, fitness, and learning opportunities will continue to put excessive pressure on current, aging facilities. Renovating and improving maintenance of current park and recreation facilities is imperative to economic growth and neighborhood stability. To promote and ensure a high quality of life, economic vitality, and a uniquely desirable community identity through the delivery of reliable, affordable, and flexible services and by proactively collaborating with our citizens and businesses to develop an environment that fosters safety and opportunity. PARKS, RECREATION AND LIBRARY PURPOSE Bringing people together to play, learn and live well. CITY OF ENGLEWOOD MISSION CITY OF ENGLEWOOD VISION To promote and ensure a high quality of life, economic vitality, and a uniquely desirable community identity. Page 132 of 368 INTRODUCTION 5 Broken Tee Golf Course CityCenter Amphitheater Duncan Park Page 133 of 368 6 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT RELEVANT PLANS Englewood City Council has adopted several guiding documents over the years that include principles and recommendations for the provision of parks and recreation and trails. Relevant plans include the following: South Platte River Open Space Plan This plan was a joint effort by the cities of Sheridan and Englewood, Arapahoe County, and others to help promote redevelopment of the South Platte River corridor. Specifically, the plan set out to accomplish three broad goals: 1) increase the recreational value of the corridor; 2) preserve natural areas and protect water quality; and 3) encourage land uses that are compatible with recreational goals and that contribute to the economic well-being of both. South Platte Working Group This plan helps provide for a long-range vision of the corridor through recommendations in three primary components: trails and connections, open space, and redevelopment. These recommendations include developing a “River Parkway” to create development opportunities, expanding open space through development of new community parks, and improving access and connections to the trail network. It also recommends improving direct access to the river itself, as well as to enhance and protect habitat along the corridor. Overall, the plan suggests immediately forming partnerships and establishing dedicated funding sources to ensure recommendations of the plan are carried forth. Walk and Wheel Master Plan The Walk and Wheel Master Plan was funded by a grant from Kaiser Permanente. The plan’s purpose was to evaluate the City’s current walking and bicycling conditions and activity, as well as develop recommendations for bicycle and pedestrian infrastructure and programs that improve safety, increase connectivity and transportation options, and encourage greater walking and biking among Englewood residents. The plan outlines a framework that emphasizes: • a primary bike and pedestrian connection east-west from Englewood Civic Center LRT Station to the Broadway retail/commercial corridor and east to the hospital district; • east-west crossings of Broadway to link destinations, especially within the core of the community; • enhancements along Broadway and perpendicular local streets to enable comfortable pedestrian movement from residential areas to commercial uses; • linkages to south Denver; • linkages between the rail stations; and • connections west to trails and recreational uses at Dartmouth, Oxford and potentially near Civic Center. While this Park and Recreation Plan will cover aspects of connectivity as it relates to parks and greenways, the Walk and Wheel Master Plan should be the primary source for bicycle and pedestrian infrastructure. Next Steps Light Rail Corridor Study The Next Steps Study documents the results of a coordinated planning effort between the cities of Englewood and Sheridan to improve community-wide access to the CityCenter Englewood and Sheridan/Oxford stations along the Southwest Light-Rail Transit (LRT) Corridor, which should encourage transit supportive development within the corridor and to stimulate private investment. The plan recommends a rail-trail along the existing lightrail and freight tracks and other additional bike and pedestrian improvements along the corridor. Page 134 of 368 INTRODUCTION 7 2016 Draft Englewood Comprehensive Plan The City’s Comprehensive Plan, Englewood Forward, is currently being updated. The plan establishes a vision for the City’s land use while also serving as a policy document containing direction for the development of Englewood over the next 10+ years. Based on the community’s vision, the plan outlines goals and objectives and recommends policies for each neighborhood area help further define the City. A strategic plan provides a path forward for implementation. Key strategies in the plan include: • Improve the amenities within each neighborhood park, and increase park and trail access to encourage neighborhood stability. • Identify additional funding for parks, pocket parks, and recreation services to serve additional multi-family residential housing and maintain park levels of service. • Improve streets, intersections, and the pedestrian corridors identified as “Quick Win” and “Transformative Projects” in the Walk and Wheel Master Plan and the neighborhood area assessments to create walkable neighborhoods with safe connections to schools, parks, shopping, and transit. • Begin defining projects on key streets identified for long term bike infrastructure improvements such as bike facilities, parking buffers, and north-south corridors. • Develop branding and marketing materials to position Englewood as a “Healthy Community” with healthy lifestyles and infrastructure as an attainable and very desirable niche and brand for the entire City that can help drive economic development. ENGLEWOOD FORWARD’S “PLAY” VISION Current and future Englewood residents will enjoy an enhanced park and open space system that includes local neighborhood parks, as well as regional parks that offer specialized destination facilities and amenities, and expanded and improved regional leisure and recreational amenities in the South Platte River Corridor. Northwest Greenbelt Page 135 of 368 8 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT PLANNING PROCESS The planning process included the development of three separate but closely related projects: Parks and Recreation Master Plan The Parks and Recreation Master Plan includes a summary of existing conditions, inventories and level of service analysis, a financial plan, and a Strategic Action Plan to provide a clear vision and direction for the department’s future. The Plan also includes an updated assessment of revenue options and suggests alternative financial strategies to achieve cost recovery and level of service goals. SDscorecard /PASS As a part of the Strategic Action Plan, the SDscorecard™ process analyzed all recreation services based upon their real costs, market position, opportunities that exist, and the competitive landscape. An internal online tool was created to continue the on-going process of evaluating and balancing community values with cost and benefits. Initial recommendations, as they relate to facilities, are included in the Master Plan in Chapter 4. Pirates Cove Feasibility and Expansion Study The Pirates Cove Feasibility and Expansion Plan analyzes attendance and revenues through a market study and competitor analysis. Research was completed on potential new features such as thrill rides, capacity holders, and children’s areas. The plan includes a conceptual site plan, an opinion of probable project costs, and potential phasing of improvements. Potential funding options, along with projections of attendance and financial performance over each expansion phase, are included. The feasibility study is available as a separate document. PLAN ORGANIZATION Chapter 1: Introduction Chapter 2: Existing Conditions/ Needs Assessment Chapter 3: Facility Recommendations Chapter 4: Programming Recommendations Chapter 5: Implementation & Funding Page 136 of 368 INTRODUCTION 9 Rotolo Park Belleview Park Pirates Cove Page 137 of 368 10 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Public Outreach Summary One of the central goals of this plan is to listen carefully to the community. The project’s first phase, which began in the spring of 2016, included a statistically valid community survey with 250 respondents; an online survey; stakeholder interviews; and a public open house attended by more than 50 citizens. This summer provided the ideal climate for a second family friendly event series that included: • Pirates Cove Booth – June 22: preference surveys with 50 children, youth, parents and grandparents • Broken Tee Golf Course Booth – June 22: outreach to 50 youth, parents, and seniors • Belleview Park Ice Cream Social – June 22: public meeting with the entire community (30 participants) • Summer Concert Series @ Englewood Amphitheater – July 7: outreach to millennials, families, businesses and older adults (75 participants) • Cushing Park Ice Cream Social – July 12: public meeting with the entire community (60 participants) • Englewood Parks & Rec Commission Study Session (8 members) – August 11 Page 138 of 368 INTRODUCTION 11 These events, as well as an online survey, were highly successful in reaching a broad cross-section of Englewood’s stakeholders. Advertised through R-News, press releases, websites, social media, Nextdoor, E-notifier, and 2,400 door to door flyers, these events reached nearly 600 Englewood citizens in total who offered ideas about improvements to each of our park and recreation facilities. The SDscorecard© process included additional worksessions with recreation center staff. The plan was advertised at a booth at Pirates Cove, and public events were held at the Summer Concert Series and Cushing Park Ice Cream Social. Page 139 of 368 12 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Little Dry Creek Page 140 of 368 CHAPTER 2: EXISTING CONDITIONS/ NEEDS ASSESSMENT This chapter provides an overview of the community’s existing conditions with respect to parks and related recreational facilities, and identifies needs for additional facilities and enhancements to the parks system. It begins with a summary of a 2016 Parks and Recreation Community Survey completed as part of this master plan effort. In addition to the survey, public meetings and online engagement was conducted in March and June of 2016 to solicit input from the public and stakeholders on issues and needs. This chapter also explores other trends including population growth and recreational trends. Analysis was conducted to determine needs based on benchmarks from peer communities, adopted standards and typical park characteristics, and walkability service areas. Page 141 of 368 COMMUNITY PRIORITIES Community Survey Summary A community survey was conducted to help guide the development of the City’s Parks and Recreation Master Plan by assessing use and satisfaction of park and recreation activities facilities, motivations for using Englewood’s or other recreation opportunities, and how people receive information about these services. This report is a summary of the key findings and conclusions of City of Englewood residents, recreation facilities users, and leadership. A full report of results is provided in the Parks and Recreation Community Survey Report (April 2016). In addition to a mailout survey sent via U.S. Postal Service in March and April, 2016, people were given the opportunity to respond electronically through a link on the City’s project webpage. A total of 2,500 surveys were mailed to a random sample from a comprehensive list of dwelling units within the City, including individual units in multi-family housing regardless of rental/owner status. This defensible process gave every household in Englewood an equal opportunity of being selected for receipt of the survey. A copy of the same survey questions was also made available online to the public and advertised through City newsletters, email, social media, and a March 31 public meeting (referred to as an open-link survey). A total of 252 surveys were completed; 129 responses were returned from the mailout survey and 123 surveys were completed electronically. Conclusions represent the results of the random sample survey and the online open-link survey. The maximum margin of error for a sample of 252 is + 6.2 % at the 95% level of confidence. Because the response was considered lower than typical for people under the age of 30 (as is customary in reporting results of community surveys), responses were adjusted to virtually mirror the demographics of Englewood as reported in the 2010 U.S. Census. Public Meetings Summary A series of public meetings was conducted during the master planning effort; beginning with a single meeting on March 31, 2016 and followed by a series of events in June and July of 2016. These meetings were designed to foster public comment on community needs and improvements to the existing parks and recreation system. Community members provided comments on needed park improvements, locations of needed additional parks and amenities, and what classes and activities to expand. A park by park analysis of the challenges is provided in Chapter 3. Summary of Key Findings The following section summarizes key findings from both the community survey and public meetings. Detailed results are located in the Local Recreational Trends section of this chapter. There is room for improvement in residents’ satisfaction with Englewood’s parks, trails, maintenance and programs. The recreational opportunities that would increase satisfaction the most are park playgrounds, outdoor sports courts (e.g. tennis, basketball,etc.), and open space and natural areas. Interest in Pirates Cove is high. Enhancing the park will improve service to residents and their satisfaction with Englewood’s recreational opportunities. Englewood can further improve residents’ satisfaction with its recreational opportunities and increase usage by updating its facilities and with better maintenance. The above comments notwithstanding, more than 4 in 5 residents use Englewood Parks and Recreation facilities when they recreate. Residents use Englewood’s facilities more than private health clubs by a 3.5:1 margin. Similarly, the reasons residents use recreational services outside of Englewood are not because they are dissatisfied with Englewood’s facilities; they use other local government and private facilities for the same reasons they use Englewood’s facilities. Page 142 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 15 The best way for Englewood to inform residents about its recreation and library services are with its Englewood Citizen Newsletter and email. The most popular destinations included Belleview, Jason, Centennial, Romans, Rotolo, and Duncan Parks; the Recreation Center; and trails. Major renovations are requested at Cushing Park, Miller Field, and Jason Park. Public comments showed support for new shelters, restrooms, lighting, upgrades/changes to the fields, and better landscaping. Englewood has fewer parks per capita than its peer communities, leading to competition for space and activities. While parkland is generally well distributed throughout the community, many parks are often too small to meet all neighborhood demands. Several neighborhoods are located in park deserts (where a park is more than a ½ mile walk), and Englewood has not kept pace in adding new parks. The intense demand at some parks is further amplified when facilities become outdated: users’ needs are not met or they seek recreation elsewhere. Englewood already offers more dog opportunities than surrounding cities, yet both dog owners and non-dog owners highlighted a number of concerns. While there is a series of guidelines outlined for dogs and their person, many conflicts have been voiced. There have been conflicts between dogs and youth sports and among large and small dogs. The community would support improvements at Pirates Cove. Need was expressed to add a multi-passenger signature attraction; although there were concerns about how new attractions would influence the attendance, crowd levels, and family atmosphere of the existing park. When asked about the other potential attractions (FlowRider, Climbing Wall, New Children’s Area), the FlowRider clearly came out on top with 80% of the votes. The climbing wall and new children’s play area came in 2nd and 3rd, respectively. The primary concerns were effects on traffic on Belleview Avenue, and the current lack of parking for the park. Residents were very concerned about the safety of Pirates Cove guests walking across Belleview on high attendance days, and how that would increase if new attractions were added to the park. 4 IN 5 Residents regularly use Englewood’s recreational facilities. Satisfaction could be increased, however, with better maintenance, updated facilities, and increased outdoor opportunities. Miller Field Page 143 of 368 16 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Transportation preferences are shifting, with car ownership dropping overall, particularly among Baby Boomers and Millennials. Both groups prefer walkable environments and are becoming increasingly less dependent on the automobile as their primary mode of transportation. Englewood’s higher than average Walk Score® and access to light rail can help the City attract these demographic segments. Walkable communities also experience economic benefits such as higher property values and higher net incomes for office, retail and industrial businesses. The obesity epidemic and rising health care costs in the United States have given rise to demand for better access to healthy and local foods and more opportunities for active living. Local policy makers are increasingly paying attention to the connection between heath and the way communities are designed and branded. People are increasingly first choosing where they want to live and then seeking employment there. In today’s economy, the ability to attract and retain creative human talent is the key to economic growth. The cities that are most successful in attracting workers are the ones that offer unique amenities, including parks and recreation facilities and exciting art and cultural offerings. Local Population and Demographic Trends The City of Englewood’s population was relatively stable in the last decades of the 20th century but has begun to increase in recent years. The city’s population was 30,255 in the 2010 census but has increased to an estimated 32,879 in 2015. Population is expected to continue to grow, reaching 34,420 by the year 2020 and 41,399 by the year 2050. The City of Englewood has a higher percentage of Millennial residents than any other Denver Metro suburb. This influx of Millennials, combined with an additional demand for senior housing, has fueled increased demand for multi- unit housing developments. New residential developments that have been built or planned to be built include Alta Cherry Hills, Foundry Apartments and Townhomes, Oxford Station Apartments, Broadway Lofts and Traditions Apartments; equating to almost 1000 units. Englewood also has many smaller single family homes, which are candidates for redevelopment. Map 1 provides a long-range forecast (2040) of population growth within the city. Although at least a modest level of growth is shown for most areas of the city, growth is concentrated in several areas along the Santa Fe Drive corridor. COMMUNITY NEEDS National Population and Demographic Trends The demographics of the United States are changing, and shifts are occurring most rapidly in urban areas. The nation’s two largest demographic segments - Baby Boomers and Millennials - are guiding this shift toward urban living and are seeking compact, social environments that offer diversity and culture. Statistics show that Millennials are moving to cities at the same time as Baby Boomers are downsizing and returning to an urban lifestyle. Millennials are waiting longer to buy a house and both Millennials and Baby Boomers are showing a preference for smaller housing units. Reinvestment is occurring at a rapid pace around the Denver metro region, and investments are occurring in Englewood as well. Recruiting a highly educated workforce is now crucial to business attraction and the economic health of cities. As Baby Boomers continue to retire, there will be opportunities for younger people to seek good mid-to-high wage jobs. With educated Millennials choosing to live in more urban areas, cities close to urban centers, like Englewood, can position themselves to attract companies that are looking to locate near a young talent pool. Educational institutions and healthcare facilities are strong industries that both attract and demand high- and mid-skilled talent. Page 144 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 17 Map 1. Increase in Englewood’s Population BrokenTee GolfCourse MillerField Pirate's Cove BrentMayneField BakerPark Clarkson-Amherst EmersonPark Bates-LoganPark CushingPark BardePark RomansPark Jason Park RotoloPark CentennialPark SouthwestGreenbelt DuncanPark BelleviewPark CornerstonePark LittleDryCreek NorthwestGreenbelt EnglewoodRecreationCenter MalleySeniorCenter LittleDryCreek Canine Corral Oxford Station Green Space Community Garden RiverRun Trailhead ITHACA AVE.BANNOCK ST.S. PLATTE RIVER DR.LOGAN ST.RACE ST.FOX ST.DOWNING ST.ILIFF AVE.BROADWAY 00DARTMOUTH AVE.FRANKLIN ST.CLARKSON ST.MANSFIELD AVE. HARVARD AVE. BATES AVE.DECATUR ST.STANFORD AVE.ZUNI ST.UNION AVE. FLOYD AVE. GIRARD AVE. CENTENNIAL AVE. CHENANGO AVE.JASON ST.FEDERAL BLVD.IRVING ST.OXFORD AVE. EVANS AVE.U.S. 85 SANTA FE DR.BELLEVIEW AVE. KENYON AVE.LOWELL BLVD.YALE AVE.UNIVERSITY BLVD.U.S. 285 HAMPDEN AVE. QUINCY AVE.WINDERMERE ST.TEJON ST.PECOS ST.OXFORD AVE. QUINCY AVE. BELLEVIEW AVE. U.S. 285 HAMPDEN AVE. UV88 UV177 £[285 £[85 §¨¦25 417 19 158 26 277 267 69 166 93 153 233 28924 205 0 23 55 186 168 265 565 203 45 109 551 27 249658 269 323 112 606 18 939 321 83 192 1865 130 160 168 10 204 658 63631 42 444 29 165 87 64 489 63 96 26 189 210 143 99 65 296 326 59 2 53 73 23 43 511 124 0 146 6 4033 95 309 215 135 439 62 185 567 24 193 7088 217 162 256 19587 71 37 156 156 45 65 314 9 84 543 144 99 466 162 106 74 612 214 92 323 86 100 113 195 179 Englewood Parks & Recreation Master Plan Park Public Facility Public Recreational Field Bike Paths/Trails Bike Routes (On-Street) Schools ¯00.510.25 Miles 10/6/2016 Increase in Population 2015-2040 by TAZ 0 - 1011 - 5051 - 100101 - 200201 - 300301 - 400401 - 500501 - 600601 - 700701 - 1,000Page 145 of 368 18 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT National Recreational Trends The Sports and Industry Association produces an annual report that assesses level of activity and identifies key trends in sports, fitness, and recreation participation. The Topline Report1 is a publication by the Physical Activity Council, which includes six of the major trade associates in US sports, fitness, and leisure industries. In early 2014, the Physical Activity Council hosted online interviews with individuals and households, resulting in 19,240 responses that were balanced to reflect U.S. Census parameters for age, gender, race, household income and geographic region. The following responses reflect people age 6 and above. • For the first time since 2008, levels of inactivity have decreased slightly to 27.6%. Inactivity trends by age group show that the 13 to 17 and 25 to 34 age groups continue to become inactive. Older adults ages 55 and over had the largest decrease of inactivity. However, 80.2 million people still reported no physical activity (or participation in the 19 sports/fitness activities that require minimal to no physical exertion) in 2013. • Gen Z, ages 2 to 12, have the highest participation rates in team and outdoor sports. Racquet and water sports continue to be a Millennial activity, and fitness sports are most popular with older generations. Swimming, bicycling, and hiking are the most popular “aspirational” sports. • Overall, individual sports have declined; however, adventure racing and triathlons have skyrocketed with an increase in participation of 20% over the past five years. Participation in team sports continues at a steady pace. Football and baseball show a decrease in participation, but lacrosse, beach volleyball, field hockey and ice hockey have increased. • Motorized water sports, such as water skiing, show a decrease in activity but kayaking and stand up paddling have increased in participation over the past year. 1 The Sports & Fitness Industry Association, 2014 Sports, Fitness and Leisure Activities Topline Participation Report, 2014 Table 1 shows the top 10 activities across the United States in 2013. Walking and jogging are the top ranked activities, and working out with either free weights or weight machines are also popular. Basketball is the only team sport that ranks in the top 10. Table 1. Top Ten National Activities ACTIVITY CORE PARTICIPANT # OF CORE PARTICIPANTS Walking for Fitness 50+ times/year 79.8 million Running/Jogging 50+ times/year 29.8 million Stretching 50+ times/year 26.5 million Treadmill 50+ times/year 26.4 million Free Weights (Hand Weights) under 15 lbs. 50+ times/year 25.7 million Bicycling (Road/Paved) 26+ times/year 21.4 million Weight/Resistance Machines 50+ times/year 21.4 million Free Weights (Dumbbells) over 15 lbs. 50+ times/year 20.6 million Fishing (Freshwater/Other) 8+ times/year 17.7 million Basketball 13+ times/year 16.7 million Local Recreational Trends The following local recreational trends were determined from the 2016 Parks and Recreation Community Survey. Satisfaction with parks, trails, maintenance, and programs When asked to rate their satisfaction on a four point scale of excellent, good, fair and poor, 65% or more rated Englewood’s facilities and services as excellent or good in 10 out of 14 areas of query (Table 2. Residents are the least satisfied with Englewood’s park playgrounds, outdoor sports courts, and open space and natural areas. For all 14 topics on facilities and services, responses of good had the highest percentages and were higher than responses for excellent, mostly by a 2:1, but by as much as a 5:1 margin in some cases. Page 146 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 19 Table 2. Satisfaction with Parks, Trails, Maintenance, and Programs 42% 27% 27% 25% 24% 22% 20% 19% 18% 15% 13% 12% 11% 9% 45% 57% 44% 47% 51% 58% 53% 56% 54% 43% 51% 61% 49% 53% 12% 15% 23% 23% 21% 15% 23% 21% 20% 33% 26% 23% 30% 30% 0% 20% 40% 60% 80% 100% Englewood Library Malley Senior Recreation Center Parks and Trails Community Events Park maintenance (e.g., landscaping, mowing, trash, etc.) Englewood Recreation Center Broken Tee Golf Course Pirates Cove Recreation Services Open space and natural areas Park Playgrounds Outdoor Sports Fields Private Recreation Center or Gym Outdoor Sports Courts Excellent Good Fair Poor Page 147 of 368 20 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Eight of the 12 activities in which people engage most frequently are outdoor activities; of the top 12, more than 50% of respondents stated that the community doesn’t have enough natural areas, natural surface trails, and paved trails. Other activities that the community stated were lacking included outdoor volleyball, climbing walls, indoor and outdoor swimming/water play and fishing ponds. Additional results are presented in Table 3. Preferred additions to Pirates Cove The attractions people would most like to see added are shade and seating areas, a new slide or thrill attraction for multiple riders, a surfing simulator, and a children’s area. Fourteen percent of respondents could not respond and/or were not interested in Pirates Cove, and nine percent of respondents indicated that Englewood should not add facilities to Pirates Cove. Reasons for not using Englewood facilities more The primary reasons people do not make greater use of Englewood’s facilities are overcrowding (29%), poor design or outdated facilities (26%), the user fees (26%), poor maintenance (24%), and the distance from their home (23%). Organizations people use for recreation The four organizations people use the most are Englewood Parks and Recreation (85%), South Suburban Parks and Recreation District (42%), Denver Parks and Recreation (31%), and private health clubs (24%). Reasons people use Englewood’s facilities Residents use Englewood’s facilities because of proximity (79%), affordability (56%), the facilities offer what they are looking for (44%), quality of service (41%) and hours of operation (32%). Reasons people use other facilities When residents use facilities outside of Englewood, they do so because the facilities offer what they are looking for (57%), quality of service (42%), affordability (35%), hours of operation (27%), and proximity (21%). Source of information about Englewood’s services Residents learn about the Department of Parks, Recreation and Library services through the Englewood Citizen Newsletter (80%), word of mouth (41%), Play Englewood activity guide (37%), flyers, posters or banners (26%) and at the program location (25%). For people who rely on local newspapers, the most used is the Englewood Herald. For those who investigate on the Internet, Englewood’s webpage is the most used. USE OF — AND REACTION TO NUMBER OF — FACILITIES Beginning with a list of 38 activities, respondents were asked to note those in which members of their households participate, and then rate the amount of facilities for that activity into one of three categories - too many, about the right number, or not enough. The top 12 activities consist of visiting or using the following facilities: library, recreation center, passive parks, natural surface trails, natural areas, paved trails, playgrounds, picnic facilities, indoor swimming, fitness classes, dog parks and outdoor swimming. Page 148 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 21 Table 3. Use of and Reaction to Number of Facilities TYPE OF FACILITY PARTICIPATE IN THIS TYPE ACTIVITY? ARE THERE TOO MANY, ABOUT THE RIGHT NUMBER, OR NOT ENOUGH IN OR AROUND ENGLEWOOD? YES NO NOT ENOUGH ABOUT RIGHT TOO MANY Library 89% 11% 18% 82% - Recreation centers 80% 20% 29% 71% - Passive parks (sitting, reading, gardens, picnicking, etc.) 85% 15% 30% 70% - Natural surface trails (jogging, mountain biking, etc.) 77% 23% 64% 36% - Natural, wildlife areas 76% 24% 70% 30% - Paved trails (bike, jog, skate, etc.) 75% 25% 57% 43% - Playgrounds 69% 31% 30% 70% - Picnic facilities 63% 37% 36% 64% - Indoor swimming 63% 37% 44% 56% - Fitness class 53% 47% 40% 60% - Dog parks / Off-leash areas 53% 47% 41% 49% 10% Outdoor swimming 52% 48% 30% 70% - Weight training / Fitness equipment 51% 49% 25% 75% - Outdoor water play area 47% 53% 47% 53% - Festival event spaces 43% 57% 44% 56% - Performing arts venues 43% 57% 28% 72% - Indoor running 38% 62% 41% 59% - Community meeting and events rooms 34% 66% 20% 80% - Outdoor basketball 32% 68% 22% 78% - Arts or crafts classes 30% 70% 29% 71% - Outdoor volleyball 30% 70% 65% 35% - Indoor basketball 29% 71% 26% 74% - Cultural classes (dance, drama, music) 28% 72% 44% 56% - Golf 24% 76% 25% 75% - Indoor volleyball 23% 77% 32% 68% - Tennis 22% 78% 34% 66% - Fishing ponds 21% 79% 45% 55% - Soccer 21% 79% 30% 70% - Climbing walls 18% 82% 68% 30% 2% Outdoor skating at skate parks 16% 84% 29% 69% 2% Foot golf 16% 84% 30% 70% - Softball 14% 86% 24% 64% 12% Football 14% 86% 24% 76% - Travel / Excursion programs 13% 87% 38% 62% - Baseball 12% 88% 17% 72% 11% Pickleball 6% 94% 22% 73% 5% BMX biking track 5% 95% 30% 70% - Lacrosse 2% 98% 22% 78% - Page 149 of 368 22 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Parks and Recreation Benchmarking As part of an inventory of existing lands and facilities offered by the City of Englewood, a benchmark analysis was completed for parks, recreation centers, and facilities (represented in Table 4). This compared Englewood to similar free-standing communities that offer their own parks and recreation services (not through a parks and recreation district) in the Denver metro area, communities across Colorado, and national benchmarks for cities with populations between 20,000 and 50,000 people. Table 4. Benchmark Analysis ENGLEWOODCOMMERCE CITYGOLDENBRIGHTONNATIONAL BENCHMARK (COMMUNITIES BETWEEN 20,000-50,000)**COLORADO BENCHMARK (AGENCIES ACROSS COLORADO)**BY 2030...BY 2050…POPULATION*32,879 48,792 19,759 35,004 20,000- 50,000 of 12 agencies reporting 36,485 (Estimated) 41,399 (Estimated) ACRES OF PARKS 151 350 253 284 340 400 17 additional acres to continue the current level of service 39 additional acres to continue the current level of service PARKS ACREAGE PER 1,000 RESIDENTS** 4.6 7.2 12.8 8.1 9.7 8 203 additional acres to achieve the national benchmark 250 additional acres to achieve the national benchmark NUMBER OF PARKS 17 15 19 31 18 Data Unknown 2 new parks to continue the current level of service. 4 new parks to continue the current level of service. ADOPTED STANDARD 8 acres per 1,000 residents 6 acres per 1,000 residents 9 acres per 1,000 residents 6 acres per 1,000 residents No national standard has been adopted No national standard has been adopted 38 to 74 acres of new neighborhood park needed to meet current standard 0 to 67 acres of new community park needed to meet current standard 47 to 89 acres of new neighborhood park needed to meet current standard 9 to 91 acres of new community park needed to meet current standard NUMBER OF PARKS & RECREATION STAFF MEMBERS (FTE) (OPERATIONS, MAINTENANCE, ADMIN, PROGRAMMING) 32 Data Unknown 60 31 25 13.8 per 10,000 residents 18 additional staff to achieve the national benchmark 25 additional staff to achieve the national benchmark Page 150 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 23ENGLEWOODCOMMERCE CITYGOLDENBRIGHTONNATIONAL BENCHMARK (COMMUNITIES BETWEEN 20,000-50,000)**COLORADO BENCHMARK (AGENCIES ACROSS COLORADO)**BY 2030...BY 2050…NUMBER OF REC CENTERS 1 1 1 1 1 per 26,560 residents 1 per 22,000 residents 0 1 to meet the national benchmark SQUARE FOOTAGE OF REC CENTER 60,367 67,000 71,483 N/A There is no square footage benchmark for recreation centers to compare. NUMBER OF SENIOR CENTERS 1 (Malley Senior Recreation Center) Older Adult/ Senior Center Area within Rec Center**** Older Adult/ Senior Center Area within Rec Center*** 1 (Eagle View Adult Center) No national standard has been adopted 1 per 26,460 residents 00 SQUARE FOOTAGE OF SENIOR CENTERS 25,395 Data Unknown ~5,000 15,000 There is no square footage benchmark for senior centers to compare. *Population based on 2015 ACS 5-Year Estimates, 2050 Estimated population provided by the City of Englewood Community Development Department **2016 +NRPA Field Report, Park and Recreation Agency Performance Benchmarks, National Recreation and Park Association ***The Front Porch area of the Golden Community Center offers a special place for Active Adults to gather as well as programming and classes. ****The Commerce City Recreation Center provides activities and events for older adults and designated hours within the existing facility. To provide the same acres of parks in 2050 that our growing City does today, 39 acres would need to be purchased (the equivalent of 4-5 new neighborhood parks). Page 151 of 368 24 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Englewood has a total of 11 neighborhood parks. Combined, these parks total approximately 36 acres and provide a level of service of 1.1 acre per 1,000 population based on an estimated current population of 32,879. Belleview, Centennial, and Cushing Parks also serve neighborhood park functions for neighborhoods located within a one-half mile radius. Accounting for the contribution these parks make in serving neighborhood needs results in an effective level of service of approximately 2.0 acres per 1,000 population (See Table 5). Additionally, Englewood manages two trailheads along the South Platte River. River Run Trailhead also acts as a neighborhood park. The City has contributed to the development of gardens at Clayton and Charles Hay Elementary Schools, as well as the garden at Depot Park. Table 5. Existing Neighborhood Park Level of Service NEIGHBORHOOD/POCKET PARKS EFFECTIVE LEVEL OF SERVICE 2016 Population 32,879 Existing Developed Neighborhood Parkland (acres) 36.00 Level of Service 1.1 acres/1,000 residents Effective Level of Service** 2.0 acres/1,000 residents Level of Service Standard 2-3 acres/1,000 residents ** Includes 10 acres each of Belleview, Centennial, and Cushing Parks that serve neighborhood park function to residents within ½-mile radius. Englewood has a total of 2 community parks and 2 sports complexes. Combined, these parks total approximately 115.35 acres and provide a level of service of 3.6 acres per 1,000 population based on a population of 32,879 (See Table 6). Table 6. Existing Community Park Level of Service COMMUNITY PARKS EFFECTIVE LEVEL OF SERVICE 2016 Population 32,879 Existing Developed Community Parkland (acres)** 115.35 Level of Service 3.6 ac/1,000 pop. Level of Service Standard 3-5 ac/1,000 pop. **Includes acreage for Hosanna Athletic Complex and Miller Field. LEVEL OF SERVICE Level of service standards are one measure of how well community needs are being met, defined as the provision of parks and facilities per the population (number of acres or number of facilities per 1,000 residents). Neighborhood parks should meet a standard of 2 to 3 acres per 1,000 residents, and community parks should meet a standard of 3 to 5 acres per 1,000 residents. Page 152 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 25 Dog-Privileged Parks Englewood has five designated parks where dogs are allowed to be off-leash; one dog park and four dog privileged parks. Dog-privileged parks are city parks that allow off-leashed dogs provided that they are under reasonable voice control. They are different than “dog parks” because “dog parks” are typically fenced in areas for the sole purpose of dog recreation. Englewood already offers more opportunities for dog based recreation than surrounding cities (Table 7). The dog privileged parks in Englewood currently include Jason, Centennial, Duncan, and the Northwest Greenbelt. A dog park, the Canine Corral, is located in the northwest area of Belleview Park. Table 7. Dog Parks ENGLEWOOD COMMERCE CITY GOLDEN BRIGHTON COLORADO BENCHMARK POPULATION 32,879 48,792 19,759 35,004 Average of 12 communities reporting SIZE AND NUMBER 5 parks: 69 acres 1 park: 3 acres 2 parks: 3.5 acres 1 park: 3 acres 1 park per 73,000 population PARKS ACREAGE PER 1,000 RESIDENTS 2.09 0.06 .18 .08 Data unknown TYPES 4 dog-privileged parks; 1 dog off- leash fenced parks Dog off-leash fenced park Dog off-leash fenced parks Dog off-leash fenced park N/A NOTES Only peer community offering dog-privileged parks Additional fenced off area within a 71-ac open space Both are fenced off areas within larger sports complexes Fenced area around a pond, next to a sports complex ENGLEWOOD CANINE CORRAL OFF-LEASH DOG PARK REGULATIONS • Dogs must be under control at all times. • Users must have a leash for each dog • Dogs must be on leash until inside the dog park • No dogs in heat are allowed • Owners must clean up after their dogs • Visitors use the facility at their own risk and assume all liability • Dogs must be removed at the first sign of aggression • Dogs must be vaccinated - collars and tags required • Children must be supervised and accompanied by an adult • Dogs must be accompanied by an adult (16 or older) at all times • No dogs under the age of four months • All other park rules apply OFF-LEASH GUIDELINES FOR PARKS The person in control of the dog must: Carry a leash, keep the dog out of playground and shelter areas, be respectful of others who are enjoying use of the parks, pick up after his/ her dog(s), and be mindful that some people, including those with leashed dogs, may feel threatened if approached by an unleashed dog. Dogs may remain off-leash and must be under voice control during the following times: March 1 - October 31 6AM - 11AM and 6PM - 11PM November 1 - February 28/29 6AM - 11PM Page 153 of 368 26 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT PARK STANDARDS ANALYSIS Neighborhood Park Standards Neighborhood parks should be adequately sized to provide space for a variety of activities, ideally a minimum of 2 acres. They should be centrally located within the residential area they serve, and are often located adjacent to an elementary or middle school. In order to be compatible with surrounding residential land uses that limit the intensity of use, programmed sports activities in neighborhood parks are typically limited to practices. Exceptions may be necessary if no other facilities exist, or if the use is not detrimental to the neighborhood. While pocket parks supplement the neighborhood park system and provide visual relief within the urban landscape, they are not substitutes for adequately sized neighborhood parks. In Englewood, these parks are typically one acre in size, which often makes them more of an amenity to the immediate neighbors rather than the larger neighborhood. Table 8 lists the specific standards for neighborhood parks. Community Park Standards Community parks should be adequately sized to accommodate a variety of diverse activities, including passive uses. They are ideally 25 to 100 acres in size, and often combine developed parkland for self-directed or programmed activities (festivals, performances, fitness trails, sports fields and courts, picnic shelters, etc.) with natural areas or other interesting elements (water features, forests, or gardens). They should be centrally located and accessible to everyone in the community. An off-street trail system should also connect to community parks, allowing for access not reliant on automobiles. Table 9 lists the specific standards for community parks. All of Englewood’s community parks meet the existing community parks 25-acre minimum standard, with the exception of Cushing Park and the Hosanna Athletic Complex. Cushing Park is classified as a community park rather than a neighborhood park because it contains amenities and features that are significant to the larger community. While more acreage and a larger park area would be ideal, Cushing does provide the City of Englewood with distinctive attributes, including its unique history, a skate park, and a central location close to the Little Dry Creek Trail, the South Platte River Trail, and the RTD light rail system. Centennial Park Page 154 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 27 Open Space/Greenbelt Standards Open space areas and greenbelt corridors protect natural values on smaller land parcels and provide opportunities for trail and habitat connections. In Englewood, open space and greenbelts are frequently located along stream corridors. Although they are often managed for a more natural state, some park-like uses and amenities, such as trails, benches, and picnic sites, are integrated into these areas. While there is not an adopted level of service or standards for open space and greenbelts, Table 10 lists the common characteristics for open spaces and greenbelt corridors. The Walk and Wheel Master Plan further outlines on-street bicycle infrastructure and additional trail connections throughout the City. Southwest Greenbelt Page 155 of 368 28 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Table 8. Neighborhood Park Standards DESIRABLE ACREAGE PURPOSE/FUNCTION SITE CHARACTERISTICS 2-10 acres; slightly smaller size may be acceptable if adjacent to other parkland/natural areas or greenway parks while accommodating larger neighborhood park purposes/ functions. Provides nearby recreation and leisure opportunities within walking distance (one-half mile) of residential areas. Should serve as a common area for neighbors of all ages to gather, socialize and play typically would include a paved, multi-purpose area for court games/in-line skating or two tennis courts, a multi-purpose play field with backstop, play equipment, ADA accessible trails, and shaded areas for picnics and sitting within a landscaped setting that is a blend of xeriscaping and full irrigation for active uses. Features such as interpretive signs, water bodies, and areas of natural vegetation may also be included where appropriate. In most cases, programmed sports activities should be limited to practices. On-street parking is typically adequate, and separate parking lots are discouraged. School/park facilities include many of the same neighborhood standards, except that school/parks should include: game fields (preferably two), off-street parking that is situated for school and park purposes, and a playground designed for age groups not served by school playgrounds. Small areas can serve a neighborhood where opportunities for a larger park site are unavailable. Typically considered to serve residents within one-quarter mile of the park. Due to limited size, may only contain a few of the elements typical of a standard neighborhood park. Should be located adjacent to greenway, open space, elementary or junior high schools when possible, and centrally located within the area served. Should be accessible via walkway or urban trail. Portions of the site should be relatively flat to accommodate fields and facility development. At least half of the park/ two sides shall be bordered by a street in order to provide easy public access, visual surveillance and parking. Surrounding the site with the back property lines of houses is strongly discouraged. Page 156 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 29 Table 9. Community Park Standards (25-100 acres) DESIRABLE ACREAGE PURPOSE/FUNCTION SITE CHARACTERISTICS 25-100 acres Provides opportunities for community- wide activities and facilities. Should maintain a balance between programmed sports facilities and other community activity areas, such as urban forests, gardens, historic features, water features, performance areas, festival spaces, plazas, etc., and have features that appeal to the broader community. Sports complexes are not always considered complete community parks as they are very special-purpose. However, they contribute to the overall level of service for community parks. They provide opportunities for community- wide programmed and self-directed sports such as baseball, softball, soccer, tennis, in-line hockey, and skateboarding in higher intensity use facilities. They offer only limited areas for passive recreation uses and other features that appeal to the broader community. Strategically locate to fill service gaps for specialized sports facilities. Community parks should generally be located to provide all residents access to a community park within 1- 2 miles of their home. Community parks may also serve as the local neighborhood park for residential areas within ½ mile. Portions of the site should be relatively flat to accommodate fields and facility development if the park site allows. Special site features, such as streams, lakes, forests, rock outcrops, historic or archaeological sites, and other interesting elements may add to the unique character of the park. Ideally, will have good access from a collector or arterial street. Direct access to primary community trail system is desirable. Sports complexes should be relatively flat to accommodate sports fields and located away from residential areas to avoid traffic, light, and noise conflicts. Table 10. Open Space and Greenway Standards DESIRABLE ACREAGE PURPOSE/FUNCTION SITE CHARACTERISTICS Open Space: Varies Protects natural values on smaller parcels. Often located along stream corridors. Provides opportunities for nature-oriented, outdoor recreation, which may include multi-purpose trails. Emphasis on resource protection or preservation with some public access provided. Limited site area can be dedicated to park-like uses, such as roads, parking areas, trails, environmental education/interpretive areas, picnic sites, and visitor support facilities. Greenbelt: N/A Provides linear corridors for trail connections through the City. Typically along urban drainage ways. Minimum corridor width desired is 150’ to provide adequate width for trail, native landscaping and buffers from adjacent development. May include some developed park- like landscaping in high use areas. Page 157 of 368 30 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT SERVICE AREAS Map 2 shows the 1/2-mile and 1/4-mile service areas associated with each developed park. The service areas represent the immediate neighborhood that has access to that park without crossing an arterial roadway, active rail line, or other barrier that prevents easy pedestrian or bicycle access. The extent of existing residential development is generally shown. About one-third of the residential units are located within 0.25 miles of a park, and 65% are within 0.5 miles. Although the City of Englewood is relatively well covered by the distribution of neighborhood parks and has a moderate to high level of service overall, there are several residential areas that have comparatively low parkland level of service. These are particularly notable in the neighborhoods north of Dartmouth and south of Yale Avenue near Santa Fe; south of 285 along the rail corridor; and the region around Quincy and Oxford Avenues along/ east of Broadway. Several existing developed areas of Englewood are undergoing redevelopment and infill, with new residential units being constructed in key strategic locations throughout the City. This future increase in population presents challenges for providing adequate parkland. The City is surrounded by developed communities in all directions and few developable properties exist within the City, and no mechanism is in place to fund the purchase and development of parks to serve new residents. Map 2 highlights potential opportunity areas that are either currently underserved or potential redevelopment sites. The following is a description of each location. Lehow Avenue & Broadway Avenue Area Although the Big Dry Creek Trail and community parks do exist nearby, the City should take advantage of the potential redevelopment site at Lehow and Broadway as an opportunity to add a neighborhood park. Safe connections across Broadway would need to be considered for the neighborhoods south of Belleview and east of Broadway. Future redevelopment of this site should also include a public plaza. Work with South Suburban Parks and Recreation District to improve connections to the Big Dry Creek Trail and create more usable green space. North Area Residents North of Dartmouth Avenue and West of Broadway currently do not have adequate level of service and additional multi-family residential housing is proposed just west of this area. Even though there is access to Depot Park and the community Garden, Dartmouth Avenue creates a barrier to Cushing Park. With no vacant land currently available for park development, the City should be vigilant in acquiring strategic parcels that might become available in the future. East/Central Area Residents between Oxford and Stanford Avenues and East of Broadway currently do not have adequate level of service, and Jason, Duncan and Rotolo Parks are more than ½ mile walk from this area. With no vacant land currently available for park development, the City should be vigilant in acquiring strategic parcels that might become available in the future. Additional multi-family development near Broadway and 285 will add increased pressure to this area. Former Sports Authority Site As the approximately seven acre Sports Authority Headquarters campus closes, any future residential redevelopment of this site should work to include a neighborhood park or green space in order to gain adequate level of service for existing and future residents. The closest parks without crossing Highway 285 are Jason and Miller Field; however, Miller Field serves primarily as a sports complex and does not provide open fields, a playground, or other gathering spaces. This further decreases the level of service for this area. Additional multi-family development near Broadway/285 will also increase pressure for amenities. Downtown Redevelopment/Little Dry Creek Area Although this area is relatively close to park and recreation facilities, connectivity is lacking across Highway 285 and Broadway and improvements to Little Dry Creek are needed. In addition, many multi-family residential housing projects are being built or planned in this area which decreases the level of service. Any future redevelopment of the Downtown and Englewood’s CityCenter should include visual greenspace, greenway connections, and passive recreation areas. Page 158 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 31 BrokenTee GolfCourse MillerField Pirate's Cove BrentMayneField BakerPark Clarkson-Amherst EmersonPark Bates-LoganPark CushingPark BardePark RomansPark Jason Park RotoloPark CentennialPark SouthwestGreenbelt DuncanPark BelleviewPark CornerstonePark LittleDryCreek NorthwestGreenbelt EnglewoodRecreationCenter MalleySeniorCenter LittleDryCreek Canine Corral Community Garden RiverRun Trailhead OrphanProperty Progress Park South Platte RiverHosanaAthleticField ITHACA AVE.BANNOCK ST.S. PLATTE RIVER DR.LOGAN ST.RACE ST.FOX ST.DOWNING ST.ILIFF AVE.BROADWAY 00DARTMOUTH AVE.FRANKLIN ST.CLARKSON ST.MANSFIELD AVE. HARVARD AVE. BATES AVE.DECATUR ST.STANFORD AVE.ZUNI ST.UNION AVE. FLOYD AVE. GIRARD AVE. CENTENNIAL AVE. CHENANGO AVE.JASON ST.FEDERAL BLVD.IRVING S T. OXFORD AVE. EVANS AVE.U.S. 85 SANTA FE DR.BELLEVIEW AVE. KENYON AVE.LOWELL BLVD.YALE AVE.UNIVERSITY BLVD.U.S. 285 HAMPDEN AVE. QUINCY AVE.WINDERMERE ST.TEJON ST.PECOS ST.OXFORD AVE. QUINCY AVE. BELLEVIEW AVE. U.S. 285 HAMPDEN AVE. ¬«3¬«8 ¬«1 ¬«7 ¬«2 ¬«10¬«9 ¬«4 ¬«5 ¬«6UV88 UV177 £[285 £[85 Englewood Parks & Recreation Existing Conditions & Opportunities 1/4 Mile Walk from Parks 1/2 Mile Walk from Parks Bike Paths and Routes City Boundary Schools Park Public Facility Public Recreational Field Other Parks Zoning Mixed Use Residential Single Family Residential Underserved Areas Potential Redevelopment ¯00.510.25 Miles 11/15/2016 Schools Legend Colorado's Finest Alternative High School Bishop Elementary Charles Hay Elementary Cherrelyn Elementary Clayton Elementary Englewood High School Former Washington Elementary Maddox Early Education Center Englewood Middle School & Leadership Academy St. Louis Parochial School ¬«1 ¬«6 ¬«2 ¬«3 ¬«4 ¬«5 ¬«7 ¬«8 ¬«9 ¬«10 Areas Page 159 of 368 32 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Map 2. Existing Conditions and Oppor- tunities FACILITY NEEDS Table 11 provides a comprehensive inventory of facilities provided in each of the city’s park properties. This information is applied against relevant standards in Table 12 to identify specific, future facility needs. 478.69 Total acreage of all parks, recreation, and facilities Table 11. Existing Facility Inventory Table NAME ACRES CLASSIFICATION CITY PARKLAND 151.35 Baker 0.93 Neighborhood Barde / Charles Hay Elementary 3.67 Neighborhood Bates-Logan 6.84 Neighborhood Belleview 36.14 Community Centennial (incl. Rockies/Brent Mayne Fields) 44.15 Community Clarkson-Amherst 0.77 Neighborhood Cushing 11.15 Neighborhood Depot Park & Community Garden 0.94 Neighborhood Duncan 3.81 Neighborhood Emerson 1.34 Neighborhood Hosanna Athletic Complex (school property) 18.21 Community/Sports Complex Jason 8.11 Neighborhood Denny Miller Fields 5.70 Community/Sports Complex Romans 4.61 Neighborhood River Run Trailhead 1.04 Trailhead Rotolo 3.25 Neighborhood Orphan Trailhead 0.69 Trailhead OPEN SPACE, PLAZAS & GREENBELTS 33.96 CityCenter Plaza 3.50 Plaza Little Dry Creek Greenway 14.20 Greenbelt/Open Space Northwest Greenbelt/Harvard Gulch Trail 10.75 Greenbelt/Open Space Southwest Greenbelt 5.51 Open Space RECREATION FACILITIES 6.91 Malley Senior Recreation Center 2.13 Rec. Center Englewood Recreation Center 3.53 Rec. Center Outdoor Pickleball Courts 1 Sports Complex East and West Paesos .25 Plaza SPECIAL RECREATION FACILITIES 286.47 Broken Tee Golf Course 218.59 Golf Course Pirates Cove 5.10 Family Aquatic Family Center Page 160 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 33BASEBALL/SOFTBALL BASKETBALL COURTBICYCLE OR PEDESTRIAN PATHCONCESSIONSFLOWERBEDSHORSESHOE PITSNATURAL / NATIVE LANDSCAPING AREAPARKING LOTDRINKING FOUNTAINPICNIC AREA/TABLESPAVILIONPLAY FIELD (INFORMAL FIELD)PLAYGROUNDPOND/LAKE/CREEK/WATER FEATURERESTROOMSPICKLEBALL COURTSSOCCER FIELDTENNIS COURTVOLLEYBALL COURTOFF-LEASH DOG PRIVILEGED PARKCOMMUNITY GARDEN x xx111 1 11X 1 1x x xxx111 1 1 11x x xxxx412x2 4 x 31x x xxxx211x2 1 1 1 1x x2xxxx211x1 1 1 X x1 xx111 x11 1 x 2 xx xx xx 24 11 x xxx111 1 1 1 2 x 1 1x x x x 1x1 4 x xxx1 1x1 x 11 x x x 1 x x x x x x x x 11x 1 x x x xx x2 2 x xx x2 2 1x 4 xx x xxx x Page 161 of 368 34 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT OUTDOOR FACILITY+ AGENCIES OFFERING THIS FACILITY+ RESIDENTS PER FACILITY+ CURRENT LEVEL OF SERVICE ADDITIONAL FACILITY NEEDS BY 2050 WITH 41,399 POPULATION Playgrounds 91% 2,538 13 3 Basketball courts 85% 4,714 7 1 Tennis courts (outdoor only) 61% 2,750 12 3 Baseball/ Softball Fields 58% 3,667 9 2 Swimming pools (outdoor only) 54% 33,000 1 1 Informal Play Fields 50% 2,750 12 3 Soccer fields - youth 37% 6,600 5 2 Skate park 33,000 1 1 Recreation centers 69% 33,000 1 1 Senior centers 43% 33,000 1 1 +NRPA Proragis Community Benchmarks for Cities from 20,000-50,000. Open Space & Greenbelt Corridors Open space, greenbelts and trails add to the outdoor recreational amenities in Englewood. These amenities work to connect the parks within Englewood and surrounding municipalities but also serve as a unique experience in and of themselves. The Northwest Greenbelt is located in northwest Englewood between Zuni Street and Raritan Circle. It is approximately 10.75 acres in size and contains a parking area, playground, and backstop for informal baseball/softball games. It is also bisected by an intermittent stream and has the Northwest Greenbelt/ Harvard Gulch Trail running through it and extending from Federal Boulevard to the South Platte River Trail. FACILITY BENCHMARKING The current level of service for various active recreational facilities is listed in Table 12. Based on these levels of service, both current and future deficits are given. To accommodate these forecasted deficits, the City would need to acquire approximately 40 acres, or 4-5 new parks (see Table 4). Table 12. Recreational Facility Needs Page 162 of 368 EXISTING CONDITIONS AND NEEDS ASSESSMENT 35 The Southwest Greenbelt is located in south-central Englewood between the southeast corner of Rotolo Park at Huron Street and Delaware Street. It is approximately 5.51 acres in size and contains picnic tables and the Southwest Greenbelt Trail. An intermittent stream also bisects the greenbelt. The Southwest Greenbelt Trail originates at Rotolo Park at Huron Street north of Stanford Avenue, and follows a drainage in a southwestern alignment ending at Delaware Street south of Stanford Avenue. The Southwest Greenbelt Trail totals approximately 1/3 of a mile. Little Dry Creek is located in two areas of central Englewood and the Little Dry Creek alignment. The first parcel is located between East South Platte River Drive and South Inca Street, just across from Cushing Park. The second parcel is located between West Hampden Avenue and South Clarkson Street. Little Dry Creek is approximately 14.20 acres and contains picnic tables, benches, a plaza, and the Little Dry Creek Trail. Portions of Little Dry Creek are deteriorated, and much of the surfaces, walls, and landscaping are in need of renovation. The Little Dry Creek Trail, which exists in two segments within the greenway, totals approximately 1.5 miles. The Big Dry Creek Trail begins at East Powers Avenue and follows the Big Dry Creek alignment under Belleview Avenue and through Belleview Park, connecting to the Mary Carter Greenway Trail at Orphan Trailhead Additionally, the South Platte River Trail/Mary Carter Greenway passes through the two western fingers of Englewood. The trail follows the river alignment and connects to Centennial Park, the River Run Trailhead/the Golf Course, and the Little Dry Creek Trail within Englewood. Connections from Englewood to the river trail are a critical, as this greenway connects to other regional trail systems such as the High Line Canal and the Bear Creek Trail. CityCenter Plaza is located adjacent to the Englewood Civic Center and is part of the larger Englewood CityCenter project. CityCenter Plaza is one of the focal points of the Englewood CityCenter project and provides a small, pleasant, park-like setting in the middle of the development. CityCenter Plaza has a small turf area along with a central fountain and the CityCenter Amphitheater, which hosts events throughout the summer including Englewood’s own Sounds of Summer Concert series, KidStage performances, and many other musical and dramatic performances. CityCenter Plaza is approximately 3.5 acres in size. Northwest Greenbelt Little Dry Creek Page 163 of 368 36 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Duncan Park Page 164 of 368 CHAPTER 3: FACILITY RECOMMENDATIONS This chapter provides recommendations for Englewood’s parks, open spaces, greenways, and facilities. These recommendations strive to meet the needs and issues of the community in the next 10 years. Input from the public process was used to guide the recommendations along with the need to consider identified level of service, standards, and best practices. The first half describes system-wide recommendations and the chapter concludes with detailed recommendations for each park and recreation facility. Page 165 of 368 38 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT REVAMP OUR PARKS As the number of residents in the community and interest in an active lifestyle increase, the immediate priority is to improve the existing parks so that they can withstand additional use pressures. Many of Englewood’s older parks need upgrades or enhancements to meet current recreational and aesthetic needs and trends, and increase resident’s satisfaction levels. This will be key at popular parks such as Cushing, Miller, Belleview, Jason, Centennial, Romans, and Rotolo. Most of the facility replacements and upgrades recommended in the 2006 Plan remain top priorities. System-wide enhancements at most parks should include: 1. Playground upgrades, shelters, restrooms, and open space and natural areas (where not already completed). Integrate imaginative play and unique play features based on the theme for each park, where appropriate. 2. ADA compliant walkways, curbs, and restrooms. 3. Replacement of diseased/dying and previously removed shade trees and ornamental plantings. Street trees along park frontages are especially needed. 4. Application of Crime Prevention Through Environmental Design (CPTED) principles, which will help improve public safety. 5. Completion of irrigation system upgrades. The current irrigation system is more than 50 years old and is becoming a major maintenance burden with continuous repairs needed. Additionally, the system is highly inefficient in its water use compared to the technology available today. Replacing irrigation throughout the entire park system is a highly expensive undertaking, but one that should be anticipated in a capital replacement program. At the current time, the Parks Department is in the process of replacing valves and heads for irrigation in all parks. 6. Mobility improvements are needed to ensure that access is equitable and good connectivity to parks is provided. The City should complete sidewalk gaps and improve crosswalks and on-street bike lanes and curb cuts within 500 feet of every park. Some parks, like Barde and Baker Parks, have no crosswalks or pedestrian safety improvements in the surrounding neighborhood. 7. Work with the Cultural Arts Commission to incorporate cultural and artistic activities and public art into future park improvements and recreational programming. Cushing Park Miller Field Page 166 of 368 FACILITY RECOMMENDATIONS 39 The top three priorities for major park redesigns include Cushing, Miller, and Jason Parks, because of the parks needs and greatest appeal to the community. All major park renovations will undergo additional design and feasibility studies beyond this Master Plan and will include additional public input opportunities. Cushing Park’s location, close to CityCenter and major corridors, is tremendously valuable location but also generates transient and safety issues. The park’s location in proximity to the light rail and the South Platte/Little Dry Creek greenway and design features such as the pavilion and physical access make it attractive to transients. Improvements to this park could make it a unique community destination. The park structures are out of date and many are seldom used such as the baseball backstop and the amphitheater. Potential improvements include new shelters, restrooms, lighting, upgrades/ changes to the pond and fields, better landscaping, and a productive use for the land on the west side of Inca. Redesign/relocation of the skate park is also recommended. Miller Field is also in need of a major renovation. Miller Field’s four backstops/ infields and informal soccer field for both practices and games are intensively scheduled and the structures are out of date. There are no options to replace the baseball/softball fields elsewhere in the community. Three concepts were explored for Miller Field to 1) continue as an athletic sports complex with upgrades to fields, backstops, landscaping, and removal of off-street parking; 2) conversion into a neighborhood park that serves nearby residents, reducing the number of athletic fields; to 3) redevelopment as a civic/festival space integrated with future redevelopment of the safety services campus. Jason Park is an extremely popular and often over-programmed, which leads to conflicts between multiple uses and off-leash dogs. A new playground, restroom, basketball court and shelter are needed. Additional path connections to and through the park are recommended. See the profile pages at the end of this chapter for the features, challenges and plan recommendations for each facility. Jason Park Page 167 of 368 40 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT South Platte River Corridor The South Platte River is a regional asset. The City should continue to partner with numerous public, private, and philanthropic partners to create ongoing environmental, recreational and water quality enhancements along the South Platte River corridor per the South Platte River Corridor Vision. Expanded regional leisure and recreational amenities in the South Platte River could include acquisition of underutilized commercial land, additional pedestrian bridges and underpasses, shade shelters, security lighting, natural landscaping, and in-river recreation properties modeled after the River Run Trailhead. For example, riparian habitats through and adjacent to Centennial Park and Broken Tee Golf Course have fairly high habitat value, with abundant bird life and vegetative cover. However, strategic weed control and native plantings could make these segments of the Greenway higher quality and more beautiful habitat areas. Safe and pleasant pedestrian and bicycle connections from commercial and industrial areas to the South Platte River Trail/Mary Carter Greenway are largely deficient. Several projects are identified in the South Platte River Corridor Vision that can help convert the industrial “back door” into the Greenway’s “front door.” GROW OUR RECREATION CENTERS Englewood’s recreation centers offer a wide range of recreation and fitness activities, classes, training equipment and excursions. A full facility feasibility study for each recreation center would need to be completed to redesign the physical space and design of any potential facility expansion. As opportunities arise in the future for expanding the public lands adjacent to, or in the immediate vicinity of these centers, the City should consider acquiring them as a land bank for recreational uses, or potential facility expansion needs. Renovations to the Englewood Recreation Center The Englewood Recreation Center is a full service community facility where current demand exceeds the existing facility’s capacity. Upgrades include improving the weight room and pool areas, and addressing deferred cleaning and maintenance. The facility needs improvements for ADA access throughout the facility, including an elevator to the second floor and changes to the entry area to accommodate it. Other improvements include moving some interior walls and repurposing existing spaces within the building to accommodate new program and administrative needs. Renovations to the Malley Senior Recreation Center The Malley Senior Recreation Center offers progressive programs that promote healthy aging. The classes are open to everyone but adults 55 years of age or older get priority registration. The facility could better serve active adults and seniors through renovation of some underutilized spaces, as well as the main visitor contact area at the front of the building. UPDATE OUR GREENWAYS Little Dry Creek Greenway Relatively short trail gaps occur in various locations throughout Englewood, with a high priority segment located across the street from Cushing Park along Little Dry Creek. With the trail gaps complete, the next endeavor is to enhance the trail experience and habitat quality along Little Dry Creek. Little Dry Creek along Hampden Avenue was originally developed as a national model for urban greenways almost 30 years ago. It is time to renovate this amazing asset through the center of the City so that it is more attractive, visible, fun, and safe. As part of a general drainageway improvement project, the corridor could be reconstructed from Santa Fe to Platte River Drive to create a more natural, diverse channel, with wetlands, riparian edge, trees, and passive water quality treatment improvements, to make this a valuable multi-use tributary to the South Platte River corridor. The Creek’s proximity to and visibility from Dartmouth Avenue, and the potential to make this corridor a more important connection between the South Platte River and the Englewood City Center, make these improvements a high visibility, high return investment in the corridor. Renovation of Little Dry Creek can occur in partnership with multi-family and commercial developers. Greenway improvements should include more natural landscaped area. Page 168 of 368 FACILITY RECOMMENDATIONS 41 IMPROVE PIRATES COVE Pirates Cove is an enterprise activity that generates more revenue than expenses. Water park excess revenues are returned to the General Fund. In order to continue attracting families and to stay competitive with other Denver area water parks, Pirates Cove needs an exciting, multiple-participant attraction and replacement of the children’s play structure. Based on an extensive needs assessment, three concepts were developed for potential expansion of this facility. The full report is available as the Pirates Cove Aquatics Feasibility and Expansion Study on the City’s website. Each concept in the plan features: • A signature attraction • FlowRider addition • Climbing wall (in the existing competition pool) • Children’s play structure replacement • Replacement of the spraypad features • Addition of a group pavilion and cabanas • Enclosure for slide pumps; and • Heating for the mechanical room. The plan also provides guidance on future funding and operations. While the long-term master plan for Pirates Cove includes amenities to enhance aquatic experiences to all users of Pirates Cove (families with young children, teens and adults) the most immediate need includes expanding to a multi-passenger attraction that meets the requests of the Pirates Cove users interviewed throughout this study. The multi-passenger attraction, though it has a total project cost that is slightly over the $1.5M budget, would prove to be a very beneficial attraction addition and increase Pirates Cove annual attendance, revenue as well as enhance the guest experience. M a t R a c e r S i g n a t u r e A t t r a c t i o n AquaPlay 750 New Cabanas New Spraypad Features Climbing Wall Addition Flowrider Addition Page 169 of 368 42 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT While there was no clear consensus on a single solution, suggestions to seriously consider include: • Implement a licensing and rabies vaccination program to protect public health, as well as to return lost dogs to owners • Dog privileged park tags to ensure public safety and compliance with off- leash rules • License and park tag fees may be sufficient to pay for a part-time Park Ranger to help with education and enforcement • New fenced dog park locations, with the recognition that these would displace other park activities • Improved dog clean up by volunteer organizations • Separation of dog privileged parks from parks with athletic fields • Separate small and/or less-active dogs from large and/or more active dogs either through re-designating dog privileged parks or providing separate fenced dog parks • If a viable, self-sustaining enforcement method cannot be implemented to resolve user conflicts, costs and clean up issues, phase out dog privileged parks CREATE NEW PARKS FOR EXISTING AND FUTURE RESIDENTS Englewood has fewer parks per capita than its peer communities, leading to competition for space and activities. While parkland is generally well distributed throughout the community, many parks are often too small to meet all neighborhood demands. Several neighborhoods are located in park deserts (where a park is more than a ½ mile walk), and Englewood has not kept pace in adding new parks. Demand at some parks intensifies when facilities become outdated. In some instances, retrofitting and redesigning existing neighborhood parkland has the potential to enhance the level of service to existing neighborhoods. The City should carefully evaluate future opportunity areas as land becomes available or is redeveloped. Opportunities to develop new park land may emerge from development-led land acquisition activities and large Planned Unit Development projects. The addition of new park space should only be considered if funds for long-term maintenance are secured. Over time, as demographics and recreational demands in the community continue to evolve, the City should evaluate the potential for re-using a portion of Broken Tee Golf Course to serve other community park needs. In a community with RESOLVE CONFLICTS AT “DOG- PRIVILEGED” PARKS. Englewood is the only city in Colorado that allows dog owners to let dogs off leash in specific urban parks at designated times of the day (see Chapter 2, Dog-Privileged Parks). It is also one of the few Denver metro cities to not require dog licensing or rabies vaccination, which presents a public health risk. Dog-privileged parks have become very popular – so much so that Englewood now attracts dog owners from throughout the metro area. With fewer parks than most cities in the Denver metro area, increased park utilization as a result of infill development and lifestyle trends, and few opportunities to purchase new parkland, most parks today face more demands than can be accommodated in the space available. To compound matters, when dogs are released into a multiple use environment and some dog owners fail to follow the regulations, conflicts are inevitable. More frequent clean-ups are needed at the various parks but there is limited capacity from staff and Englewood Unleashed volunteers. This plan recommends a public process guided by the Parks and Recreation Commission to define how the community should proceed in the future. Additional maintenance, enforcement, and funding models employed by other communities should be evaluated. Page 170 of 368 FACILITY RECOMMENDATIONS 43 ?limited options for acquiring additional parkland and a park system totaling approximately 150 acres of developed parkland, the nearly 220 acres at Broken Tee may provide new opportunities. Additional strategies to provide an enhanced park system include increasing bicycle and pedestrian connections to park and recreation facilities. General locations for potential new park opportunities are show on Map 3. Master Plan. INCREASE ROUTINE MAINTENANCE In addition to facility upgrades and comprehensive capital facility replacement program, the City can increase resident satisfaction through routine maintenance. Funding for daily maintenance of facilities is a challenge as well. Currently the City has 15 full time equivalent who manage and maintain the parks system, compared to an average of 25 in peer communities of 20,000- 50,000 people. The operating expenditures per capita in Englewood is $68.00 compared to an average of $100.63 in peer communities with more than 2,500 people per square mile. As residential densities increase and the parks experience a higher level of utilization, routine maintenance will need to be increased as well. In addition to facility upgrades and comprehensive capital facility replacement program, the City can increase resident satisfaction through improved routine maintenance. As noted in Chapter 2, two primary reasons people do not make greater use of Englewood’s facilities are poor design or outdated facilities (26%) and poor maintenance (24%). Funding for daily maintenance of facilities is a challenge as well. Currently the city has 15 full time equivalent who manage and maintain the parks system, compared to an average of 25 in peer communities of 20,000-50,000 people. The operating expenditure per capita in Englewood is $68.00 compared to an average of $100.63 in peer communities with more than 2,500 people per square mile. As residential densities continue to increase and the parks experience a higher level of utilization, routine maintenance will need to be increased as well. HAVE YOU H EARD The City, with cooperation of Englewood’s school district, recently opened four outdoor pickleball courts at Colorado’s Finest High School of Choice. The courts are a model for reuse of an underutilized facility and addresses new recreation trends and public demand. Scheduled clinics, classes and leagues will being in Spring 2017. Outdoor pickleball courts at Colorado’s Finest High School of Choice Page 171 of 368 44 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT k k k k BrokenTee GolfCourse MillerField Pirate's Cove BrentMayneField BakerPark Clarkson-Amherst EmersonPark Bates-LoganPark CushingPark BardePark RomansPark Jason Park RotoloPark CentennialPark SouthwestGreenbelt DuncanPark BelleviewPark CornerstonePark LittleDryCreek NorthwestGreenbelt EnglewoodRecreationCenter MalleySeniorCenter LittleDryCreek Canine Corral Community Garden RiverRun Trailhead OrphanProperty Progress Park South Platte RiverHosanaAthleticField ITHACA AVE.BANNOCK ST.S. PLATTE RIVER DR.LOGAN ST.RACE ST.FOX ST.DOWNING ST.ILIFF AVE.BROADWAY 00DARTMOUTH AVE.FRANKLIN ST.CLARKSON ST.MANSFIELD AVE. HARVARD AVE. BATES AVE.DECATUR ST.STANFORD AVE.ZUNI ST.UNION AVE. FLOYD AVE. GIRARD AVE. CENTENNIAL AVE. CHENANGO AVE.JASON ST.FEDERAL BLVD.IRVING S T. OXFORD AVE. EVANS AVE.U.S. 85 SANTA FE DR.BELLEVIEW AVE. KENYON AVE.LOWELL BLVD.YALE AVE.UNIVERSITY BLVD.U.S. 285 HAMPDEN AVE. QUINCY AVE.WINDERMERE ST.TEJON ST.PECOS ST.OXFORD AVE. QUINCY AVE. BELLEVIEW AVE. U.S. 285 HAMPDEN AVE. ¬«3¬«8 ¬«1 ¬«7 ¬«2 ¬«10¬«9 ¬«4 ¬«5 ¬«6UV88 UV177 £[285 £[85 Englewood Parks & Recreation Master Plan k Opportunity Areas Bike Paths and Routes Park Public Facility Public Recreational Field Other Parks Zoning Mixed Use Residential Single Family Residential Schools City Boundary ¯00.510.25 Miles Schools Legend Colorado's Finest Alternative High School Bishop Elementary Charles Hay Elementary Cherrelyn Elementary Clayton Elementary Englewood High School Former Washington Elementary Maddox Early Education Center Englewood Middle School & Leadership Academy St. Louis Parochial School ¬«1 ¬«6 ¬«2 ¬«3 ¬«4 ¬«5 ¬«7 ¬«8 ¬«9 ¬«10 October 2016 Map 3. Master Plan Page 172 of 368 FACILITY RECOMMENDATIONS 45 BAKER PARK Type: Neighborhood Size: 0.93 acres Location: W Wesley Ave. Features • Flowerbeds • Drinking Fountain • Picnic Area/Tables • 1 Pavilion • 1 Play Field (Informal Field) • 1 Playground • 1 Restroom Cost of Potential Improvements: $800,000 - $1.2 million Challenges • Accessibility is a challenge • No improvements since 2006 Master Plan • Although Baker serves the surrounding neighborhoods within 1/2-mile radius, the level of service for the population it serves is relatively low . The park is poorly laid out, and the occurrence of vandalism is high • While more acreage for a larger park area would be ideal, Baker still provides the northwest area of Englewood with some form of a neighborhood park • The park is not very attractive from an aesthetic standpoint as there is very little planting, and most of the landscaping needs upgrades Plan Recommendations • Major renovation plan needed • Expand size by purchasing adjacent properties • Replace restrooms • Replace play area equipment • Upgrade picnic area • Create internal concrete walking path • Work with the Englewood School District to improve the overall function of the park/school area such as removing the fence separating the park from the school which prevents full use of the turf area • Enhance landscaping to improve the aesthetic appeal of the park • Remove the curb wall along Wesley Avenue • Enhance crosswalks, on- street bike lane W CASPIAN PL S TEJON STW WESLEY AVE W BAKER AVE 00.10.05 Miles Ü Baker Park Baker Park signage Page 173 of 368 46 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT BARDE PARK AND CHARLES HAY ELEMENTARY Challenges • Fencing around park limits access • Possible school expansion • Multi-use storm drainage facility • Multi-purpose playfield is used for youth soccer practices. • Inadequate internal paved walks • Upgrades and enhancements at Barrde Park can relieve some of the pressure on Romans Park Plan Recommendations • Expand size by purchasing adjacent properties • Add picnic shelter and picnic area • Create internal 8’ wide concrete walking paths and foot bridge • Work with the Englewood School District to improve the overall relationship and function of the park/school • Remove northwestern perimeter fence • Enhance landscaping to improve the aesthetic appeal of the park, such as natural-appearing storm water drainage improvements • Potential location for Fenced Off- Leash Dog Area for small dogs (<25 lbs.) north of the drainage area Type: Neighborhood Size: 3.67 acres Location: Lafayette St. Features • 1 Play Field (Informal Field) • 1 Playground • Creek, Water Feature • Community Garden Cost of Potential Improvements: $1 - $1.4 million SMARIONSTE EASTMAN AVE E DARTMOUTH AVE S HUMBOLDT STS LAFAYETTE STS DOWNING ST00.10.05 Miles ÜBarde Park Barde Park Page 174 of 368 FACILITY RECOMMENDATIONS 47 BATES-LOGAN PARK Type: Neighborhood Size: 6.84 acres Location: Bates Ave. and Logan St. Features • 1 Basketball Court • Bicycle or Pedestrian Path • Flowerbeds • Parking Lot • Drinking Fountain • Picnic Area/Tables • 1 Pavilion • 1 Play Field (Informal Field) • 1 Playground • Restrooms • Soccer Field (scheduled practices) Cost of Potential Improvements: $1.9 - $2.2 million Challenges • Backstop underutilized • Pavilion is reserved most weekends • Full-size soccer field/athletic field in detention pond • Concrete drainage runs adjacent to park, could be improved as natural area Recommendations • Replace pavilion • Replace restroom • Update picnic area • Replace play area equipment • Basketball court needs to be post- tensioned • Provide neighborhood-scale programming, events, and festivals • Parking lot median with landscaping • Expand and formalize parking lot further south • Enhance “natural area” in NE passive side of park • Enhance crosswalks, on- street bike lane S PEARL STS PENNSYLVANIA STE CORNELL AVE S WASHINGTON STE BATES AVE S LOGAN ST00.10.05 Miles Ü Bates-Logan Park Bates-Logan Park Page 175 of 368 48 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT BELLEVIEW PARK AND CANINE CORRAL Type: Community Size: 36.14 acres Location: Belleview Ave. and Windermere St., adjacent to Cornerstone Park and Pirates Cove Features • 1 Softball Field • 1 Basketball Court • Bicycle or Pedestrian Paths • Flowerbeds • Natural / Native Landscaping Area • Parking Lots • Drinking Fountain • Picnic Area/Tables • 4 Pavilions • 1 Play Field (Informal Field) • 2 Playgrounds • Big Dry Creek/Water Feature • 2 Restrooms • 4 Tennis Courts • Canine Corral Dog Park Cost of Potential Improvements: $5.5 - $6.5 million Challenges • Englewood’s most popular park and the crown jewel within the park system, also the most heavily used (evidenced by the amount of trash and dog waste). • Need new restrooms by Shelters 3 and 4 • Balance between natural, passive, and active spaces • Perceptions of restroom maintenance and security is a community concern • Belleview Ave. forms a larger barrier to access to the park and noises levels detract from the park. • Access to Pirates Cove from adjacent neighborhoods is difficult • Chenango parking lot is underused and entrance is unattractive. • Bike commuter speeds conflict with park users especially dog walkers • Parking often dominated by Pirates Cove users WWHITAKER DR W CHENANGO AVES KALAMATH SS LIPAN STS JASON STS INCA STSKALA M ATHDRS LIPAN DR SI NCAD RW BELLEVIEW AVES WINDERMERE ST00.10.05 Miles Ü Belleview Creek Page 176 of 368 FACILITY RECOMMENDATIONS 49 Recommendations • Enhance appearance and landscaping • Tennis courts need post-tensioning and lighting. Stripe for pickleball. Rebuild wood tie walls below tennis courts • Add vault restroom near Shelters 3 and 4 • Widen sidewalks and along perimeter • Add benches along walking paths • Bridge over water drain pipes (upper area) • Clean up Chenango parking lot and natural area • Replace playground equipment on west side of park • Program for more events and festivals • Tree replacements and additions along Belleview Ave to screen traffic • Upgrade group pavilions, picnic areas and add grills. Dismantle Shelter #3 and stone Shelter #4 • Improve railroad trestle • Consider educational and animal husbandry uses at the Farm in collaboration with Englewood School District • Update identification and directional signs throughout park • Install do-not-cross signage at Belleview street intersections; direct park users to underpass or lighted crosswalk • Evaluate adding west bike lanes to Belleview Ave leading to South Platte Trail • Continue the farm and train programming • Water for the dog park and play equipment for the dogs • Enhance the natural areas; create a habitat garden and nature play opportunities in western half • Reconfigure southwestern passive walks in conjunction with Pirates Cove expansion Belleview Park and Farm Belleview Park Belleview Park Page 177 of 368 50 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT CENTENNIAL PARK AND BRENT MAYNE & SPENCER FIELDS Challenges • Wayfinding from Mary Carter Greenway • Lack of awareness • Impacts from ballfields on adjacent land uses Recommendations • Major renovation plan needed • Reconstruct NW and SW parking lots, add medians, striping, landscaping and trees • Replace playground • Replace restroom • Replace shelter • Extend height and length of backstop • Art project on lights in parking lot like utility boxes • Add more signs and dog poop pick up stations • Landscaping should be added in the northwest parking lot and along the north fence line to screen negative views of adjacent lands from park users • Restore oxbow into a natural area, add nature exploration and play features • Water fountains with dog bowl access • Redesign park area adjacent to north ball field • Provide access to lake edge • Improve off-street and on-street trail connection, especially connections into park from W. Union at intersections and S. Platte River bridge • Enhance island for duck, cormorants and heron habitat • Add benches along walks, lake edge, and existing south pier • Shoreline needs to be enhanced with landscaping, designated access points, and overlooks, as it has deteriorated throughout the years from foot use by fisherman • Four new identification signs Type: Community Size: 44.15 acres Location: Union Ave. and Decatur St. Features • 3 Baseball • 1 Basketball Court • Bicycle or Pedestrian Paths • Flowerbeds • Natural / Native Landscaping Area • Parking Lots • Drinking Fountains • Picnic Area/Tables • 2 Pavilions • 1 Play Field (Informal Field) • 1 Playground • Lake, Water Feature with fishing (CPW stocks pond) • 2 Restrooms • 1 Soccer Field • Off-Leash Dog Privileged Park • Nature trails Cost of Potential Improvements: $7.5 - $8.5 million S CLAY CTTANFORAN DRSDECATURST W UNION AVE 00.10.05 Miles ÜBrent Mayne Field Centennial Park Page 178 of 368 FACILITY RECOMMENDATIONS 51 CLARKSON-AMHERST PARK Type: Pocket Park Size: 0.77 acres Location: Clarkson St. and Amherst Ave. Features • Informal Field Cost of Potential Improvements: $250,000 - $300,000 Challenges • Small size Recommendations • Small play equipment area • Enhance crosswalks, on- street bike lane • Drainage improvementsS PEARL STE YALE PL E AMHERST AVE SWASHINGTONSTS CLARKSON CIR S EMERSON STS CLARKSON STE AMHERST PL 00.10.05 Miles Ü Clarkson Park signage Clarkson-Amherst Park Page 179 of 368 52 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT CUSHING, LITTLE DRY CREEK, AND DEPOT PARKS Challenges • Backstop and amphitheater not used • Fencing around park deters use • All facilities need replacement or upgrades • Transient and safety issues • Valuable but underutilized location Cushing Park Recommendations Three major renovation options were prepared through the Parks and Recreation Master Plan. A final design will be prepared with public input following Crime Prevention Through Environmental Design (CPTED) principles. Recommended program should contain: • Central Plaza with Restroom, Drinking Fountain, Dog Water Fountain, at park perimeter • 2 Large Shade Shelters with Picnic Tables • 2 Multi-Purpose Fields: 220’x120’ for Football, Soccer, Lacrosse; 180’x115’ Practice Space • Skate Park, located away from residences along Inca Street • 1 Basketball Court, striped for Pickleball • 1 Playground • Bicycle / Pedestrian Paths (accommodate emergency access) that connect to the light rail station and future rail-trail • 2 Fenced Off-Leash Dog Parks (for small and large dogs), with 2 Small Shade Shelters • Possible gold-panning themed Pond for irrigation and stormwater, reduced in size • 9-hole Disc Golf Course Type: Neighborhood Size: Cushing: 11.15 acres Little Dry Creek: 14.20 ac. Depot Park: 0.94 ac. Location: Dartmouth Ave. and Inca St. Features • 1 Basketball Court • Bicycle or Pedestrian Path • Flowerbeds • 2 Horseshoe Pits • Natural / Native Landscaping Area • Parking Lot • Drinking Fountain • Picnic Area/Tables • 2 Pavilion • 1 Play Field (Informal Field) • 1 Playground • Little Dry Creek and Pond • 1 Restrooms • Skatepark • Community Garden • On-Street Parking Cost of Potential Improvements: $5 – $6 million W EA STMAN AVE S HURON STS GALAPAGO STW FLOYD AVES FOX STS ELATI STW ROB ROY RD W DARTMOUTH AVE S LIPAN ST SSANTAFEDRSINCA S T00.10.05 Miles ÜCushing Park playground Page 180 of 368 FACILITY RECOMMENDATIONS 53 • Bicycle and Pedestrian Paths • Drinking Fountain • Picnic Area/Tables • Cushing Park Streetscape and Parking Program • Englewood / Cushing Park / City Center Gateway Monuments along Inca (4) and Dartmouth (2) • Pave alleyway to east of park, install sidewalk, street trees and lighting on west side of alley. • Extend W Eastman Avenue to connect to Inca Street • Replace 80 off-street parking spaces with 90 on-street parking spaces (45-degree, nose-in) along Inca Avenue and W Eastman Avenue, sign and enforce with 2 or 4 hour limit. Along Inca, nose-in parking replaces landscape buffer; sidewalk remains. • 50 on-street parking spaces (45-degree, nose-in) along W Eastman Avenue, sign and enforce with 2 or 4 hour limit. • 40 parking spaces are maintained for RTD park and ride patrons. Little Dry Creek Recommendations, west of Inca Street • Dog Park for large dogs south along Little Dry Creek, Dog Park for small dogs north of Multi-Use Trail • Clear underbrush, replace with low water turf/native grasses • Multi-use Trail along Inca Street sloping down to underpass • Safety Lighting along Multi-Use Trails and Light Rail • Trail along Light Rail Depot Park north of Dartmouth • Maintain as is. Bishop Elementary Community Garden meets neighborhoods needs south of Dartmouth. Placer Camp/Little Dry Creek sign Cushing Park skate ramp Cushing Park Page 181 of 368 54 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT DUNCAN PARK Type: Neighborhood Size: 3.81 acres Location: Layton Ave and Pennsylvania St. Features • 1 Basketball Court/ Pickleball • Flowerbeds • Bicycle/Pedestrian Path • 1 Horseshoe Pit • Drinking Fountain • Dog watering foot activated • Picnic Area/Tables • 1 Pavilion • 1 Play Field (Informal Field) • 1 Playground • Public Art • Restrooms • 1 Soccer Field • Off-Leash Dog Privileged Park Cost of Potential Improvements: Not Applicable Challenges • Resolution of off leash dog conflicts Recommendations • Award-winning renovations in 2015 are very popular with neighborhood and a model for future park improvements city- wide E LAYTON AVE E CHENANGOS PENNSYLVANIA STS WASHINGTON STSPEARLSTS LOGAN ST00.10.05 Miles Ü Merry Go Round at Duncan Park Duncan Park Duncan Park Duncan Park Playground Page 182 of 368 FACILITY RECOMMENDATIONS 55 EMERSON PARK Type: Pocket Park Size: 1.34 acres Location: Emerson St. Features • Picnic Area/Tables • Bike route connection on Bates Cost of Potential Improvements: $350,000 - $400,000 Challenges • Flood prone • Park split across Emerson Street Recommendations • Small playground • Art in public places • Ornamental landscaping • Crosswalks E BATES AVE E CORNELL AVE E AMHERST PL S WASHINGTON STS EMERSON STS CLARKSON STSOGDENST00.10.05 Miles Ü Emerson Park Emerson Park Basketball Hoop Emerson Park Page 183 of 368 56 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT HOSANNA ATHLETIC COMPLEX Challenges • Lies in a multi-use drainage basin /100-year floodplain • Better awareness needed for better community utilization • Adjacent to and associated with Englewood High School, available for community use when not scheduled for school activities • Access to the complex is very limited, with fencing around its entirety and only one entrance from the west parking lot that is not clearly marked. and limited visibility from adjacent streets. • The complex meets athletic needs but does not provide any typical park amenities in an area of the city that is deficient of adequate neighborhood parkland Recommendations • Expand park through acquisition with willing landowners • Add neighborhood amenities along Little Dry Creek Greenway such as a playground and picnic shelter • Stripe tennis courts for pickleball • Create park entries and walks • Add trees and median to west parking area • Remove unnecessary fencing • French drain on east side to reduce drainage problems on athletic field Type: Sports Complex Size: 18.21 acres Location: Logan St. Features • 2 Baseball/Softball • Bicycle or Pedestrian Path • Concessions • Restroom • Parking Lot • Drinking Fountain • Creek, Water Feature • Restrooms • 1 Natural Surface Soccer Field • 4 Tennis Courts • 1 Artificial Soccer Field /Football field at Englewood High School Cost of Potential Improvements: $2.0 - $2.5 Million AVE E KENYON AVE S LOGAN ST00.10.05 Miles ÜNatural Surface Soccer Field Hosanna Athletic Complex Page 184 of 368 FACILITY RECOMMENDATIONS 57 JASON PARK Type: Neighborhood Size: 8.11 acres Location: Jason St. and Quincy Ave. Features • 1 Baseball/Softball • 1 Basketball Court • Flowerbeds • Parking Lot • Drinking Fountain • Picnic Area/Tables • 1 Pavilion • 1 Play Field (Informal Field) • Informal Ball Diamonds • 1 Athletic Field currently used for Lacrosse and T-Ball • 1 Playground • 1 Restrooms • 1 Soccer Field Cost of Potential Improvements: $1.7 - $2 million Challenges • Significant user conflicts due to highly programmed and over- utilized space • Sports fields and dog park usage sometimes conflict Recommendations • Major renovation plan needed with community outreach • Replace playground, pavilion, and restroom • Internal loop of 8’ soft- or hard- surface paths • Path connection and landscaping between the western park gate and Lipan Street (via Quincy Street) • Tree replacement and additions, including along streetscape • Benches • Improve drainage for all-weather use • Programming improvements to reduce youth sports and dogs off leash conflicts • Water fountains with dog bowl access • Enhanced crosswalks and on-street connectionsS KALAMATHSTS JASON CTS LIPAN STW QUINCY AVS JASON STW PR INCETO N PL S I N C A S T 00.10.05 Miles Ü Jason Park Playground Jason Park Off Leash Signage Page 185 of 368 58 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT LITTLE DRY CREEK GREENWAY Type: Open Space Size: 14.12 acres Features • Bicycle or Pedestrian Path • Flowerbeds • Natural / Native Landscaping • Creek, Water Feature • Plazas • Multi-use Trail • Picnic Tables and Benches • Picnic Area/Tables Cost of Potential Improvements: $3 - $4 million Challenges • Access to trail • Signage/Wayfinding • Lack of community awareness • Serves as neighborhood park for many underserved and commercial areas • Deteriorating in some places; surfaces and landscaping need renovation • Heavily used in the center of the city where there are some underserved neighborhoods • Can provide some neighborhood amenities (shelters, playgrounds, picnic areas) where parks are lacking • Heavy dog usage Recommendations • Major renovation plan needed • Improve maintenance and cleanup • Play area equipment • Conduct walking and biking audit • Neighborhood trail connections • Improved on- and off-street trail corridor through CityCenter • Re-landscape major portions and street frontage, add street and shade trees • Replace shelters, replace umbrellas to picnic pavilions • Irrigation improvements. • Remove understory and add lighting where safety concerns preclude recreation activities • Partner with Urban Drainage to study flood mitigation (stormwater improvements to recover after flooding such as widening the channel) and detailed design effort for water quality enhancement goals. • Partner with Community Development and downtown business/developers on a comprehensive downtown plan. Improvements will encourage commercial redevelopment and placemaking along Broadway, Hampden, and City Center. • Acquire additional land to create neighborhood parks in conjunction future multi-family residential Ha m p d e n Jefferson HampdenSanta Fe£[285 £[85 00.3 00.10.05 Miles Ü Little Dry Creek Greenway Page 186 of 368 FACILITY RECOMMENDATIONS 59 DENNY MILLER FIELD Type: Sports Complex Size: 5.70 acres Location: Ithaca Ave. and Elati St. Features • 4 Baseball/Softball Fields • Parking Lot • 1 Play Field (Informal Field) • Outfields used for youth soccer, football, and baseball/softball infield practices Cost of Potential Improvements: $5 - $6 million Challenges • Off leash dogs an issue • Consider locking field and creating neighborhood park space • Infield flooding, drainage issues • Underutilized space along Ithaca • Playground could serve multifamily apartments • Abandoned building will be demolished in 2016 Recommendations • Needs a renovation plan to create a unified civic green space • Open lawns to double as multi-use fields • Lighting with electrical for event • Festival plaza and pavilion • Pedestrian paths • Splash pad & plaza • Playground • Drinking fountain • Picnic area/tables • 3 shade shelters • Special paving on parade promenade on Elati St, between Ithaca Ave. and Jefferson Ave • Replace off-street parking with parallel parking around perimeter of park • Street trees and park lighting around perimeter and promenade • Outdoor Fitness Equipment If the public safety building is rebuilt, coordinate designs to achieve the following: • Visually connect the public safety block and Miller Field Park to form a civic area with strong pedestrian connections • Exterior door restroom access for park • Separate visitor and secure parking lots • Hero’s Walk Plaza connecting fire station and public safety buildingS DELAWARE STW ITHACA AVE W JEFFERSON AVE S CHEROKEE STS ELATI STS FOX ST00.10.05 Miles Ü Denny Miller Field Denny Miller Field Page 187 of 368 60 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT NORTHWEST GREENBELT AND HARVARD GULCH TRAIL Challenges • Baseball backstop not used • Older sports fields sometimes flood Recommendations • Make this park into a full service neighborhood park, similar to Duncan Park • Remove backstop. Change baseball to rectangular multipurpose field with a focus on Ultimate Frisbee, regrade to level • Add a 9-hole Frisbee Golf course • Expand trail from 8’ to 10’ wide and convert from asphalt to concrete • More off leash stations and clean up signs • New restroom with drinking fountain and dog watering station Type: Open Space Size: 10.75 acres Location: Between Vassar and Yale Ave., and Zuni and railroad tracks Features • Bicycle or Pedestrian Path Connects to the South Platte Greenway • Natural / Native Landscaping Area • Picnic Area/Tables • 1 Play Field (Informal Field) • 1 Playground • Creek, Water Feature • Off-Leash Dog Privilege Park Cost of Potential Improvements: $1.9 - $2.3 million S ZUNI STS RARITA N C I R S SHOSHONE STS TEJON STS VALLEJO STW YALE AVE W HARVARD AVE W HILLSIDE AVE W VASSAR AVE S RARITAN STW COLLEGE AVE 00.10.05 Miles Ü Northwest Greenbelt Playground Northwest Greenbelt Playground Northwest Greenbelt Page 188 of 368 FACILITY RECOMMENDATIONS 61 RIVER RUN TRAILHEAD Type: Trailhead Size: 1.04 acres Location: Oxford Ave. Features • Bicycle or Pedestrian Path • Parking Lot • Drinking Fountain • Picnic Area/Tables • 1 Pavilion • 1 Playground • Public Art • South Platte River • 1 Restroom • Connections to Mary Carter and South Platte Greenways • River Play Areas including surfing • Catering available by Broken Tee Golf Course clubhouse Challenges • Shared parking with Broken Tee Golf Course Cost of Potential Improvements: Not Applicable Recommendations • Explore parking solutions • Newly opened park is very popular and a model for future park improvements city-wide Playground at River Run Trailhead River Run TrailheadRiver Run Trailhead Page 189 of 368 62 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT ROMANS PARK Type: Neighborhood Size: 4.61 acres Location: Floyd Ave. Features • 1 Basketball Court • Bicycle or Pedestrian Path • Flowerbeds • Drinking Fountain • 1 Playground • Pond/Water Feature • 1 Restroom • Picnic Area/Tables • 4 Tennis Courts Cost of Potential Improvements: $1.8 - $2.2 million Challenges • Small playground • Tennis courts heavily used, not lighted • Accessibility issues • Dog off-leash conflicts and dog poop • Lies within two multi-use detention basins, prone to flooding • Increased use with infill development Recommendations • Restore mushrooms • Create “comfort areas” with bench, shade, ornamental landscaping • Basketball courts maintenance • New playground equipment • Wifi • Reconstruct trails to meet ADA requirements which will require substantial regrading E FLOYD AVE E G IRARD AVES FRANKLIN STS WILLIAMS STS HIGH STS GILPIN STS RACE ST00.10.05 Miles Ü Romans Park Romans Park street access Romans Park Page 190 of 368 FACILITY RECOMMENDATIONS 63 ROTOLO PARK AND SOUTHWEST GREENBELT ROTOLO PARK Type: Neighborhood Size: 3.25 acres Location: Huron St. Features • Picnic Area/Tables • 1 Play Field (Informal Field) • 1 Playground • Storm Drainage Basin SOUTHWEST GREENBELT Type: Trail Size: 5.51 acres Location: Huron St. Features • 2 Picnic Areas/Tables • Bicycle and Pedestrian Path • Dry Drainage Area Cost of Potential Improvements: $1.0 - $1.2 million Challenges • Size of play field is limited by the detention basin • Lack of walking/ biking paths • There is ample on-street parking and street access; however, ADA access is poor • Much of the lower portion of the park (where the backstop is located) is in a detention pond • The playground equipment is rather old and not safety compliant. Likewise, the picnic area is not currently ADA compliant • There is a general lack of benches near the playground and sidewalks. • Overall, the park features are poorly organized, but there is ample opportunity to upgrade the park facilities and make it more user-friendly • In addition, landscaping throughout the park needs upgraded as well Recommendations • Add benches • Continue multi-use trail across Rotolo Park from Huron St to S. Jason Street with crosswalk and playground connection • New playground (Funded for 2017/2018) • Add picnic shelter and tables • Upgrade asphalt multi-use trail to ADA compliant concrete trail • Upgrade landscaping, add shade treesS JASONSTANFORD AVE F F A V E S GALAPAGO STS HURON STS STANFORD PL W STANFORD DR 00.10.05 Miles Ü Southwest Greenbelt Rotolo Park Page 191 of 368 64 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT ENGLEWOOD RECREATION CENTER Type: Recreation Center Size: 3.53 Location: Oxford Ave. and Kalamath St. Features • Gymnasium with 2 Multipurpose Courts and 6 Basketball Courts • Parking Lot • Restrooms • Indoor Pool • Family Locker Room • Weight Room • Racquetball and Handball • Walking/Running Track • 3 Conference Rooms • 1 Cardio Fitness Room • Sauna • Childcare • Cardio Equipment • Functional Fitness Room • 8 Lane, 25 Meter Pool with Slide • 3 ft Children’s Learn to Swim Area Cost of Potential Improvements: Additional Feasibility Study needed Challenges • Age of facility showing – need upgrades to Lobby/Front Desk, Locker Rooms, Restrooms, Program Spaces • Family locker room not convenient and underutilized • Massage room underutilized • Public Announcement (PA)system not adequate • Overprogrammed: weight and cardio rooms need additional space • Pool temperatures too cold for seniors, too warm for lap swimmers • Access to second floor is challenging; lift is inadequate • Space constraints: no land for expansionS LIPAN STW NASSAU AVE W OXFORD AVE S KALAMATH STS JASON ST00.10.05 Miles ÜEnglewood Recreation Center Gymnasium Englewood Recreation Center Indoor Pool Englewood Recreation Center Cardio Fitness Room Page 192 of 368 FACILITY RECOMMENDATIONS 65 Capital Recommendations • Expansion: look for opportunistic parkland or indoor facilities for outdoor recreation, special programs or staff office space on adjacent properties with willing sellers. Potential uses that are compatible with existing warehouses in area include indoor field space, batting cages, bouldering, playground, green space, overflow parking sprint training, park operations offices. Acquiring adjacent property would provide additional area for a near the Recreation Center to complement existing recreation programming. • Expansion: convert two outdoor sand volleyball courts into other recreation uses • Public announcement (PA) system upgrades throughout • Upgrade lift to meet elevator code requirements • Improve entry / front desk • More TVs with cable, such as a video wall with one large screen • Weight Room Upgrades: -Upgrade weight equipment -Open area for free weight use or exercise mats -Floor and ceiling fans -Update locker room; improve locker room heating • Pool Upgrades: -Completely retrofit pools -Swim accommodations for people with physical challenges -Evaluate an additional diving boards and indoor slides Operational Recommendations • Interchangeable passes between ERC and Malley Senior Recreation Center including Silver Sneakers passes Publish class schedule online for drop in options • Another entry/access point, with swipe card at back • Staff to spot weight equipment users for safety upon request • Deferred cleaning and maintenance; fill holes, wash walls, fix broken windows/seals; clean pool; duct work in ceiling • Expand Art Shuttle service area to serve the ERC • Adjust RTD service to include direct connection to ERC • Increase classroom utilization – corporate rentals, lectures, meetings • Improve healthy food vending machine menus • Evaluate open swim hours for kids • Reprogram massage room • Sand volleyball rentals Englewood Recreation Center Weight Room Page 193 of 368 66 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT MALLEY SENIOR RECREATION CENTER Type: Recreation Center Size: 2.13 acres Location: Lincoln St. and Girard Ave. Features • Restrooms • Multipurpose gym • Computer Lab • Fitness Center • Lounge with games and library • Arts and Crafts Room • Rentable Classrooms • Commercial Kitchen Classess are open to everyone but seniors get priority registration Cost of Potential Improvements: Additional Feasibility Study needed Challenges • Underutilized large flex space and cafeteria • Computer lab underutilized. More demand for iPads and new TVs • Table shuffleboard is not used • Small segment of Englewood residents served; consider intergenerational use only during periods of low use • Some seniors would prefer to maintain status quo and keep the center for seniors only Capital Recommendations • Reconfigure entrances: south entrance for seniors or an activity space; north entrance for recreation users. • Evaluate purchasing adjacent field space for pickleball or outdoor fitness area • Move computer lab to lounge and/or create laptop/tablet check-out program • Ballroom dance at night • Upgrade fitness equipment and weights • Repurpose computer lab into training room: Pilates, yoga, Tai Chi, rehabilitation fitness/strengthening classes • Improve walk and bike access (bike share) W FLOYD AVE NGLEWO OD PKW Y E GIRARD AVE E F L O Y D A V E S BROADWAYS LINCOLN STS SHERMAN STS GRANT STS LOGANST00.10.05 Miles ÜMalley Senior Recreation Center Page 194 of 368 FACILITY RECOMMENDATIONS 67 Operational Recommendations • Rebrand as Malley Recreation Center, market to all active adults while still focusing on 55 - 95 age groups. Create transition plan to better serve Englewood’s diverse adult demographic • Rent or sublease underutilized kitchen to commercial users or as a training kitchen • Consider lengthening hours • Partner with schools for mentoring/reading programs • Sponsor community arts and music programs; bring back Art Reach • Direct bus service (such as Art Shuttle) between Malley Senior Recreation Center and Englewood Recreation Center and Oxford Avenue • Adjust RTD service to include direct connection to Malley Senior Recreation Center • Offer additional “how to” classes: internet and software programs Malley Senior Recreation Center Fitness Center Malley Senior Recreation Center Entrance Page 195 of 368 68 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Englewood Recreation Center Indoor Pool Page 196 of 368 CHAPTER 4: PROGRAMMING RECOMMENDATIONS SDSCORECARD© PROCESS Among the most critical need of any public-sector organization today is to provide for the “common good” in a responsible way. This is most assured if it fulfills an identifiable role in the larger society that controls its resources. In the case of a public parks and recreation system, this society is its taxpayers and customers. Because no agency can offer “everything to everyone” it is important that the agency analyze its system and services to discover its strengths and challenges as well as the distinctive competence or competencies it has in order to fulfill its purpose and best meet the needs and interests of its stakeholders. Page 197 of 368 70 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT The City of Englewood Parks, Recreation and Library Department chose to conduct a comprehensive analysis of its park and recreation services by way of the SDscorecard©, an action based strategy which identifies those services an agency should be in the business of providing, and how best to provide those services effectively and efficiently. The SDscorecard© is a methodology for evaluating parks and recreation services based upon their alignment with an organization’s purpose; their financial viability; and their target market and competitive positions. Results of this analysis are intended to create a guidepost for the City of Englewood Parks, Recreation and Library Department that gives direction regarding the following. • Development of three-year cost recovery goals and ultimately, a cost recovery model and philosophy • The establishment of justifiable fees and charges • Identification of services that should be considered as investment prospects, providing opportunity for return on investment • Identification of services that should be considered for divestment and ultimately allow for reallocation of resources • Identification of services that provide opportunities for partnership and collaboration • Defensible decisions concerning the continued subsidization of services that provide for the common good of the Englewood community • Other considerations for the responsible development and delivery of park and recreation services The analysis of the City of Englewood Parks, Recreation and Library Department’s services began during the latter part of the first quarter of 2016. Staff engagement was a key ingredient in the processes’ evolution and in the culminating results. The initiation of this SDscorecard© process (detailed on the following pages) is an indication of the commitment the City of Englewood has placed on building upon its existing strengths and its interests in developing an even more responsible and accountable system for its constituency. The SDscorecard© is an innovative, interactive on-line tool that evaluates the effectiveness of all types of park and recreation services. There are four fundamental criteria that are used as part of the SDscorecard© which guide the evaluation of each service. 1. Alignment with the purpose of the organization 2. Cost recovery performance and expectation based upon all costs (both indirect and direct) 3. Target market participation and impacts 4. The competition Alignment with Organizational Purpose/Mission Market Position Financial Viability Competitive Position Page 198 of 368 PROGRAMMING RECOMMENDATIONS 71 The comprehensive SDscorecard© process is intended to lead the City of Englewood Parks, Recreation and Library Department to focus its energies and resources on delivering services in a focused way, reducing wasteful, unnecessary duplication and investing in those services which meet community need and desire, or provide an opportunity for return on investment. The SDscorecard© process challenges the notion that public- sector agencies can realistically be all things to all people (so- called “mission creep”). The comprehensive SDscorecard© process is intended to lead the City of Englewood Parks, Recreation and Library Department to focus its energies and resources on delivering services in a focused way, reducing wasteful, unnecessary duplication and investing in those services which meet community need and desire, or provide an opportunity for return on investment. The SDscorecard© process challenges the notion that public- sector agencies can realistically be all things to all people (so- called “mission creep”). Page 199 of 368 72 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT RESULTING OUTPUTS & OUTCOMES Service Categories The development of the Department’s Service Categories (below) was an important first step in the process as it relates to justifiable and equitable allocation of subsidy, the establishment of cost recovery goals, and assignment of budget and general ledger lines to account for each category’s fiscal performance. [NOTE: The benefits to this approach are two-fold. First, it is inefficient for an agency to determine cost recovery performance by each individual service, and second and most importantly, having Service Categories discourages attempts to determine fees and charges (and therefore) cost recovery decisions based upon special interests or individual values.] Open Access Parks, trails, open space, basketball courts, skate parks, public art which do not involve staff/volunteer supervision Facility Visits Facility visits do not require pre-registration and involve indirect staff/ volunteer supervision. Examples include: Open swim, drop-in basketball or volleyball, use of cardio/weight equipment, Malley Senior Recreation Center activities such billiards, card games, movie nights, library visits, driving range and rounds of golf, train and farm, and visits to Pirates Cove. Rentals Reserved and exclusive use of facilities and park areas. Examples include: park shelters, Englewood Recreation Center classrooms, Malley Senior Recreation Center rooms, Pirates Cove, athletic fields, and Broken Tee Golf Course. Classes/Clinics Classes, clinics, workshops and other structured (led and/or supervised) recreation activities in which pre-registration is required and the primary intent is to acquire or enhance a specific skill set. Classes and clinics can be provided for groups, or as private or semi-private services. Sub-categories include: 5. Beginning/intermediate levels. Examples include: swim lessons, adult beginning guitar, and adult sport leagues 6. Advanced/competitive levels. Examples include: racquetball, tennis, adult sport leagues 7. Private/semi-private levels. Examples include: personal training, swim lessons, racquetball lessons, and tennis lessons Page 200 of 368 73 Group Activities Services designed to provide social interaction and lifelong learning for which pre-registration is usually required and are led/supervised by trained staff. Examples include: Summer Drama, guest speakers, excursions, and summer camp. Community Services Programs oriented towards life skills development, social services, or community engagement and which are led/ supervised by trained staff or volunteers. Examples include: community garden, health screenings, Silver Sneakers, and *'0)/ -.*!( -$ șVOAȚ luncheons. PROGRAMMING RECOMMENDATIONS Events This service category consists of events planned for a portion of, or the entire community. Events may be designed for any or all ages, abilities/skills or interests. Sub-categories include: Merchandise for re-sale Merchandise for re-sale includes items for sale to the public. Examples include: Golf pro-shop, Englewood Recreation Center pro-shop, and Pirates Cove merchandise. Food & Beverage This service provides the availability of consumable goods for purchase at various Department facilities. Examples include: Pirates Cove concessions, golf course restaurant, vending at recreation centers. *All Service Categories are inclusive per the Americans with Disabilities Act (federal mandate) CityCenter Summer Concert Series Duncan Park Grand Opening Pirates Cove Page 201 of 368 74 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT The Cost of Doing Business General governmental accounting varies from city to city, state to state, and within federal governmental agencies. It is therefore not expected that “one size fits all” concerning financial data analysis challenging the conventional notion that benchmarks are the most effective way to determine a course of action. Given that each community’s economic conditions and societal make-up including their demographics are vastly different, benchmarks can create a phantom perspective of what an agency should or should not be doing or accomplishing. PASS™ is a fiscal planning and management tool that powers the SDscorecard© tracking the cost of service provision, including all direct and indirect costs for federal, state and local parks and recreation agencies. This unique tool worked in concert with the City of Englewood Parks, Recreation and Library Department’s existing budget and registration and Point of Sale (POS) software systems to identify current cost recovery levels so that the cost recovery goals set by the Department are credible, future fees and charges are justifiable, and determining the cost of doing business for each service is done in the most effective and defensible way. The advantages provided the Department through the implementation and application of PASS™ include but are not limited to the following. • Enhanced accuracy in identifying the cost of providing each park and recreation service to the Department • Identification and categorization of both direct and indirect costs • Identification of the amount of tax subsidy allocated to each service – current cost recovery levels • Illustration of the Department’s financial position at a specific point in time • Direction relative to the establishment of fees and charges based upon cost recovery goals • Quantifiable defense of financial management practices and decisions [NOTE: All detailed reports resulting from the cost analysis can be accessed by any Department staff member by way of the PASS™ tool in Quickbase (Quickbase.com).] The Department’s Cost Recovery Philosophy & Model A Cost Recovery Philosophy and Model was developed based upon historical data and actual performance levels rather than arbitrary benchmarks. The illustrative Model includes the Department’s Service Categories and realistic, credible cost recovery goals based upon current cost recovery levels. A cost recovery and subsidy allocation philosophy provides a foundation for differentiating parks and recreation services on the basis of who benefits and who should pay for services. Economists have differentiated goods in the economy in this manner for decades and have designated three types of goods and services: public, merit (dual benefit), and private. Adopting a philosophy that acknowledges these three levels of service shifts from the social welfare philosophy that all services are of equal value and should be provided for everyone to an egalitarian philosophy where subsidy allocation decisions regarding fiscal performance expectation is based upon “beneficiary of service”. In this conceptualization, each type of service has a set of specific characteristics that provide a rationale for who should pay (e.g., taxpayers, the individual, or both) and to what degree. Ultimately, this aligns subsidy allocation and cost recovery goals and expectations with beneficiary of service (essentially, those who benefit from a service should pay for that service). The City of Englewood Parks, Recreation and Library Department’s Cost Recovery Philosophy and Model was thoughtfully built upon a series of actions including but not limited to the following. 1. The development of Service Categories based upon type of service 2. Staff perspectives relative to each category’s perceived impacts on the “public good” 3. Review and analysis of current cost recovery levels (per PASS™ reports) 4. Determination of the Department’s future interests concerning cost accounting of direct and/or indirect costs 5. A review and evaluation of current pricing methods Page 202 of 368 PROGRAMMING RECOMMENDATIONS 75 These actions and considerations influenced the establishment of future realistic cost recovery goals and thus, how the Department will spend its finite tax resources ultimately leading to an intentional financial management philosophy.Public Benefit Dual Benefit Individual BenefitOpen Access Community ServicesEvents Group Activities Classes/Clinics - beg. (1)Classes/Clinics - int./adv. (2)Facility Visits Classes/Clinics - Private (3)Rentals Merch for resale Food and Beverage99% subsidized 75% subsidized 70% subsidized 50% subsidized 50% subsidized 40% subsidized 25% subsidized 20% subsidized 10% subsidized 110% CR 110% CRCost Recovery/Subsidy Allocation GoalServices Cost Recovery Philosophy Strategic Direction 2017 - 2019 Page 203 of 368 76 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Analysis of Target Market and Competitive Positions Equally important to the knowledge gained via a comprehensive cost analysis is an awareness of target markets and the competition for each service the Department provides (or may provide in the future). Having a sound understanding of how effective an agency is in reaching their intended markets and an intentional awareness about other agencies that provide similar or like services is critical to making informed decisions specific to which services the Department should be in the business of providing and how best to provide them moving forward. Important data and information gathered that was necessary to informing the process and ultimately to providing future service delivery strategy and direction included but was not limited to the following. 1. Location of service 2. Identified target market 3. Participation trends 4. Minimum number of registrants required for service to be held 5. Capacity of services and % of capacity 6. Success rate/waitlist data 7. Local trade area – service area 8. Regional trade area – service area 9. Public, nonprofit and private sector competitors Duncan Park Page 204 of 368 PROGRAMMING RECOMMENDATIONS 77 SERVICE DELIVERY STRATEGIES Upon completion of a SDscorecard© for each Department service, one of four operational strategies result as a recommended path for future service delivery. 1. Invest in services which provide for opportunities for revenue enhancement – re-allocating excess revenues to subsidize “social good” services, or to other services that can provide for further financial return on investment. 2. Collaborate when the opportunity to eliminate unnecessary duplication of service is present. Collaboration results in efficient and effective use of finite resources. 3. Subsidize services which contribute to a greater “social good” producing a benefit to an entire community or constituency. 4. Exit allows for reallocation of savings to subsidize “social good” services, or to services that can provide for financial return on investment. Page 205 of 368 78 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Belleview Park Page 206 of 368 CHAPTER 5: IMPLEMENTATION & FUNDING This chapter is focused on implementing the recommendations that have been previously described. It outlines criteria for city leaders and staff to consider when prioritizing actions and projects, followed by a list of potential implementation tools for projects. A summary of the high priority actions and costs is presented in the remainder of this chapter. Page 207 of 368 80 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN PRIORITIZATION CRITERIA How do we decide where to invest our limited resources? It is helpful to establish a decision-making framework to establish immediate priorities so that it is clear to citizens how choices for funding are made. The following criteria, which are listed in random order, are the same that were adopted with the 2006 Parks and Recreation Master Plan. The list of prioritization criteria should be carefully considered when prioritizing projects. The criteria are not meant to be numerically weighted, given the fact that their relative importance varies with each situation and project-specific needs and opportunities. However, projects that address immediate issues of public health and safety should certainly take precedence over other choices. Health, Safety, Welfare, and Code Compliance Does the project involve upgrades that will bring a park into compliance with codes, and ensure the health, safety, and welfare of park users? Ease of Implementation Does the project capitalize on opportunities that are easily implemented (i.e., low cost project with large gains, ready implementers, available property, etc.)? Economy of Scale Does implementing several projects or portions of projects simultaneously save money or time (e.g., bulk purchase of materials, more efficient project management, etc.)? Community Significance Does the project provide benefits to a large number of people within the community? Does the project contribute to a larger City vision and community goals? Community Balance Does the project contribute to the balance of needs across the community (i.e., neighborhood parks, community parks, trails, open space, underserved neighborhoods)? Partnerships for Funding Does the project leverage available partnership opportunities for funding (i.e., Urban Drainage and Flood Control District, GOCO, South Platte Working Group, Englewood School District, adjacent cities, private/non-profit, etc.)? Does new development pay its fair share towards the project costs? Satisfies Urgent Need Does the project satisfy urgent park and recreation needs within the community? Does the project serve underserved neighborhoods? Does the project help to fill a recreation facility/amenity shortage? Duncan Park CityCenter Amphitheater Page 208 of 368 FUNDING RECOMMENDATIONS 81 Completes Phasing of Current Projects Does the project help to complete ongoing phases of current projects that have yet to be finished? Large, high profile projects that may generate great public support should be balanced with those that enhance existing parks and improve access to park functions and amenities to currently underserved residents. Rather than placing the majority of funding and energy into one or two large scale projects, smaller projects that may be easy to implement and fund through alternative sources should be given attention as well. Additionally, the plan is intended to be flexible and fluid, so that if an opportunity for land acquisition and park development becomes available in underserved neighborhoods, or a partnership emerges that reduces costs to Englewood residents, the City can immediately capitalize on the opportunity without being committed to a pre- determined order of projects. The City could consider establishing a property bank that could be used to meet future park needs, even if funds for park development are not available at the time the land is acquired. In existing underserved residential areas, the City could acquire one or more adjacent residential properties that are on the market and hold these properties until the appropriate time to redevelop them as mini-parks. Further coordination with the Englewood School District should be explored. Although school playgrounds do not function as full service parks and the recreation amenities can only be used after hours, schools do play a role in filling the gap where level of service is below the desired standard. Park features would need to be enhanced at most schools, including providing public restrooms and enhanced maintenance. Duncan Park Playground Page 209 of 368 82 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT EXISTING IMPLEMENTATION TOOLS How does Englewood currently fund the cost of capital improvements, operations and maintenance? The 2016 Englewood Parks, Recreation and Library Services Department operates on an annual budget of approximately $7.4 million. Sources of revenue include: fees for services; allocations from the general fund that comes from city sales tax collections; development fees in lieu of parkland dedication; grants received from various sources, and special funds. These existing tools are each described below. Sales Tax / General Fund: Each year City Council approves the budget that allocates the 3.5% sales tax revenues to various City departments and projects. The net amount given to the Parks and Recreation Department, after subtracting fees for services, has varied from year to year. Between 2011 and 2016, general fund allocations ranged from approximately $1.75 million to $2.1 million. Fees for Services: The City collects fees for use of the Englewood Recreation Center and Malley Senior Recreation Center. It also collects fees for recreation programs, rentals, field trips etc. The total amount of fees collected represent 35% of the total funds needed to operate the department and provide services. Fees for the golf course are discussed in a separate section below. General Property Tax: The City of Englewood is authorized to assess a 5.880 property tax mill levy to help fund the City’s programs and services provided from the General Fund. In 2001, the voters approved a dedicated property tax mill levy to fund $12.8 million to construct Pirates Cove and improvements to the Englewood Recreation Center and Malley Senior Recreation Center. The General Obligation Bond debt service mill levy assessed per year varies and is dependent upon the required debt service payment. The property tax and debt service will retire in 2023, which is currently approximately $1.1 million annually. Future improvements to major park renovations, acquisitions of properties, and maintenance and operations could be funded by property tax if the city residents vote in favor of using the tax for those purposes. Development Land Dedication or Fee-in-Lieu: City Code Section 16-8-5 recognizes that new residences generate additional demands and burdens on the City’s existing parks and trails system and that the necessity for, and cost of new or expanded parks and trails, should be properly attributed to new residential development. Therefore, developers must dedicate land commensurate with specified acres per new resident, or pay the fair market price for the land in fees (“fee-in-lieu of”) that can be used by the City to develop additional parkland for new residents. This requirement has generated less than $300,000 since its approval in 2012. Page 210 of 368 FUNDING RECOMMENDATIONS 83 Pirates Cove: This publicly-owned water park generates about $250,000 in net revenue annually after subtracting the cost of operations and maintenance. These funds are returned to the City’s General Fund. Instead, they could be allowed to accrue and used to help offset the cost of renovations and repairs on a system-wide basis. Conservation Trust Fund: This fund is an annual allocation of money from State Lottery funds based on Englewood’s population. It provides for the acquisition of parks and open space land not previously owned by the City and for improvements to existing park and recreation facilities. The fund has yielded approximately $300,000 per year for the past 5 years, and in 2017 is estimated to generate a similar amount. Historically, the City has used the funds for routine maintenance and upgrades to facilities. Parks and Recreation Trust Fund: The fund was established by the City and is financed primarily by donations. The interest of this fund supports scholarships for residents to participant in recreational activities. It currently has a balance of $450,000. Malley Senior Recreation Center Trust Fund: This is a trust established by the City to be used for the benefit of the Malley Senior Recreation Center. It currently has a balance of approximately $230,000. Open Space Fund: This fund is for the acquisition of parks and open space land not previously owned by the City, and for improvements to existing park and recreation facilities. Revenue is provided by the Arapahoe County Open Space Sales Tax of 0.25% through a shareback program. The Open Space Tax, which went in to effect on January 1, 2004, expires on December 31, 2023. In 2017 the allocation from Arapahoe County is estimated to be approximately $800,000. Grants are also offered through the county. Enterprise Fund – Golf Course : This is a revenue and expenses account for operations that: (a) are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or (b) where the City Council has decided that periodic determination of revenue earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management controls, accountability or other purposes. The Broken Tee Golf Course generates approximately $2.1 million in revenue annually through golfing fees, rentals, and program fees, which covers all but approximately $35,000 of its direct expenses. Grants: There are various granting organizations that can assist with the cost of constructing projects or providing programs, including: • The Colorado Lottery (Great Outdoors Colorado) • Colorado Parks and Wildlife (Fishing is Fun and Colorado Wildlife Habitat Protection Program) • Colorado Water Conservation Board (CWCB) Healthy Rivers Fund. The CWCB has grants for up to $50,000 for constructing projects related to improving water quality, and $20,000 for planning them. This source requires a 20% local match. • Several of these organizations have provided grants in the past for Englewood parks improvements. Englewood could consider applying to the Urban Drainage and Flood Control District for specific projects, such as renovations to Little Dry Creek Greenway near downtown, improvements at Centennial Park near the South Platte River, or enhancements to Cushing Park, which flows directly into Little Dry Creek. • Cost-sharing partnerships are another important approach, such as working with the South Platte Working Group on trailhead and river access, or Urban Drainage on Little Dry Creek water enhancement projects. Page 211 of 368 84 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT POTENTIAL IMPLEMENTATION TOOLS There are other potential sources of revenue and tools that could be considered in addition to enforcing current Development Land Dedication or Fee-in-Lieu and Park Development Fees. These are listed below. Park Development Impact Fee: A fee to cover the cost of designing and constructing parkland could be implemented in addition to the existing requirement for land dedication associated with new development. A new fee structure that combines all costs for land acquisition and development into one total is used by many Front Range communities. Dedicated Sales Tax: A sales tax percentage could be approved by city residents to fund specific projects, increasing the existing 3.5% to a higher percentage. Englewood’s combined sales taxes total 7.75%. In comparison, Littleton has a sales tax rate of 7.25%, Aurora has a combined rate of 8.5% and Denver has 7.65%. With a dedicated sales tax, bonds could be issued to allow for constructing a project prior to collecting all of the sales tax. However, the cost of the bonds adds to the total cost of the project. If a project is not implemented until the funds are collected, inflation over time will increase the cost of the project; however the money that is collected could be earning interest over the same time frame. A portion of a dedicated sales tax also can be directed towards operations and maintenance. Special District: An option to a general property tax is the creation of a smaller special district, which would use property tax or fee assessments within that district to fund specific improvements or operations. For example, a special district could be established for areas that are poised for infill and redevelopment. This would create a mechanism whereby parkland, trail connections, and recreational facilities could be collectively planned and funded by the development in the area. Property Tax Increase: Englewood’s property tax rate is relatively low compared to other Denver metro communities1. Currently the city has a ballot initiative to raise $27 million for a new safety services building that houses the police department. This equates to roughly $6 per month for a home valued at $300,000 over the life of the bonds, or $72 per year. A similar initiative to fund park, recreation and trail improvements could make significant progress towards meeting the needs that have been deferred for many years due to lack of funding. Regional Recreation District Cooperation: An option to reduce the costs of maintaining and operating parks and managing recreational programs is to explore the option of joining an existing regional recreation district. Recreation districts provide recreation programs, recreation center, and operate larger community park with a sports and active recreation focus. They may also manage regional trail connections, relying upon the cities within the district to provide neighborhood-scale amenities and local trail connections. Recreation districts area funded through property tax and fees from its population base. Many recreation districts existing in the Denver Metro Area including the Foothills Park & Recreation District and the South Suburban Parks & Recreation District. Programs are often open to everyone but district residents pay a lower fee. The facilities suited to be operated and maintained by a recreation district would be Centennial Park, Belleview Park, Englewood Recreation Center and the Malley Senior Recreation Center and potentially the golf course and select trails and greenways. Improvements to smaller neighborhood-scale and civic oriented parks would likely remain the responsibility of Englewood. If the city chose this option, it would require discussion with an existing recreation district and an acceptance of the fact that the larger facilities would no longer be locally controlled. Estimated Costs for Parks, Recreation Facilities, and Trails The cost for recreation and park construction varies widely, depending on the magnitude of the project, the specific elements to be included, the terrain, availability and condition of infrastructure, and other factors. 1 A sample of mill levy’s from various communities in the Denver Metro Area show that properties within Englewood are assessed less. Property taxes vary, even within a municipality, depending on special districts (schools, recreation, transit, etc.). Arapahoe County assesses fewer taxes (13.85 mills) than Jefferson (24.2) and Adams Counties (26.8). Page 212 of 368 FUNDING RECOMMENDATIONS 85 For the purposes of assigning an order of magnitude cost to the master plan recommendations, general cost estimates have been assigned to each project. These estimated costs are based on Logan Simpson’s experience in designing and overseeing the construction of similar facilities along the Front Range and throughout the Rocky Mountain region (See Table 13). Costs are in 2016 dollars and must be escalated yearly to compensate for inflation. Additional costs for geotechnical reports, surveying, permitting, general conditions, bonds, mobilization, construction budget contingencies, and services during construction are not included in the typical item costs, but have been considered in the budgetary project cost ranges. It should also be noted that additional staff, resources, and maintenance will be needed as more parks and/or amenities are added to the system within Englewood. The cost of land acquisition is not included in project costs because the extent of land to be acquired has not been determined at this time. Table 13. Typical Park Construction Costs TYPICAL PARK PROJECT ITEM COSTS ITEM UNIT COST (2016 $) UNIT Basketball Court $ 80,000.00 EA Skate Park (12k SF) $ 500,000.00 EA Neighborhood Playground $ 250,000.00 EA Picnic Shelter (20’x20’) $ 80,000.00 EA Group Picnic Shelter $ 200,000.00 EA Small Restroom $ 200,000.00 EA Large Restroom $ 300,000.00 EA Parking Lot Lighting $ 35,000.00 EA Pedestrian Lighting $ 5,000.00 EA Parking Lot $ 8.00 SF Picnic Tables $ 2,000.00 EA Bicycle Racks $ 850.00 EA Benches $ 1,750.00 EA Trash Containers $ 1,200.00 EA Irrigation System Upgrade $ 1.25 SF Concrete Multiuse Path (8’) $ 80.00 LF Soft Surface Trail (6’) $ 30.00 LF Native Landscape Restoration $ 45,000.00 Acre Park Landscape $ 5.00 SF Deciduous Trees (2.5” cal) $ 500.00 EA Dog Park (fenced) $ 100,000.00 Acre Turf Fields $ 120,000.00 Acre Splash Pad $ 600,000.00 EA CONTINGENCY: Contingency and design costs of 30% have been added to each of the cost estimates. Page 213 of 368 86 CITY OF ENGLEWOOD PARKS AND RECREATION MASTER PLAN DRAFT Table 14. Summary Action Plan ACTION BUDGETARY COST RANGE RENOVATE EXISTING PARK AND RECREATION ASSETS Major Park Redesigns Cushing Park & Depot Park $5 – $6 million Jason Park $1.7 - $2 million Denny Miller Field $5 - $6 million Little Dry Creek Greenway $3 - $4 million ADDITIONAL PARK AND RECREATION IMPROVEMENTS Baker Park $800,000 - $1.2 million Barde Park and Charles Hay Elementary School Property $1 - $1.4 million Bates-Logan Park $1.9 - $2.2 million Belleview Park and Canine Corral $5.5 - $6.5 million Centennial Park $7.5 - $8.5 million Clarkson-Amherst Park $250,000 - $300,000 Emerson Park $350,000 - $400,000 Hosanna Athletic Complex $2.0 - $2.5 Million Romans Park $1.8 - $2.2 million Rotolo Park $1.0 - $1.2 million Northwest Greenbelt/Harvard Gulch Trail $1.9 - $2.3 million Southwest Greenbelt $1.0 - $1.2 million Englewood Recreation Center Additional Feasibility Study needed Malley Senior Recreation Center Additional Feasibility Study needed Pirates Cove $1.5 - $3.0 million Broken Tee Golf Course and Club House $2.0 - $3.0 million Maintenance funding $2.3 - 2.7 million annually RESOLVE CONFLICTS AT DOG-PRIVILEGED PARKS Off-leash dog program public process NA ENHANCE RECREATIONAL SERVICES Update suite of service offerings NA CREATE NEW PARKS FOR EXISTING AND FUTURE RESIDENTS. Englewood Land Bank (1 to 4 residential lots) 2 acres (equivalent of 8-10 residential lots) $2.4 - 3.0 million Redevelopment area parks (Potential Redevelopment areas such as Sports Authority Headquarters) NA, depending on developer responsibilities UPDATE DEVELOPMENT POLICIES Update and consistently implement existing development fee requirements NA The need for deferred maintenance of capital assets to replace features that have reached the end of their useful life, or that are needed to stay up to date with current codes and recreation preferences, were discussed previously in the section that addresses renovations to existing assets. ACTION PLAN Table 14 summarizes the actions proposed in this plan and provides estimated costs for recommendations, including plans, designs and construction, or costs associated with additional studies. Costs are estimated in 2016 dollars and will need to be adjusted relative to inflation as time progresses. Page 214 of 368 MINUTES Parks and Recreation Commission Meeting Thursday, January 12, 2017 Broken Tee Golf Course Maintenance Facility 4000 S Clay St. 5:30 PM PRESENT: Douglas Garrett, Chairperson Mark Husbands, Vice Chairperson Allie Moore, Commission Member Karen Miller, Commission Member Jim Woodward (arrived at 5:33pm) ABSENT: Linda Olson, City Council Liaison Marta Mansbacher, Youth Member Dagan Thomas, Englewood School Board Representative STAFF PRESENT: Dorothy Hargrove, Director Joe Sack, Recreation Manager Bob Spada, Golf Manager Tim Davis, Golf Course Supervisor Shannon Buccio, Golf Program Administrator 1. Call to Order The meeting was called to order at 5:29pm. 2. Approval of Minutes Garrett asked if there were any changes or corrections to the minutes of November 10, 2016. Spada noted that the meeting was at the Broken Tee Golf Course. Miller moved; Husbands seconded: TO APPROVE THE MINUTES OF NOVEMBER 10, 2016 AS AMENDED The motion passed by a unanimous vote. 3. Scheduled Public Comment (presentation limited to 10 minutes) 4. Unscheduled Public Comment (presentation limited to 5 minutes) 5. New Business Financial Reports Page 215 of 368 Parks and Recreation Commission January 12, 2017 Hargrove and staff reviewed 2016 year-end financial reports for Pirates Cove and Broken Tee Golf Course. Hargrove noted that for a couple of months play at Broken Tee was severely impacted by the construction for RiverRun Trailhead. Spada discussed fee increases for 2017 and financing big item projects. Staff discussed the impact to the Department from the minimum wage increase. The Commission was told that 2016 was a solid year for Pirates Cove. New in 2017 is premium pricing that includes higher admission fees for weekends. Sack stated Pirates Cove is now thirteen years old which means there are major maintenance and infrastructure repairs that they will need to address. Discussion followed regarding the shortage of lifeguards. Commission members were given a demonstration of “Open Gov” that allows the public the ability to view financials for the City of Englewood. 6. Old Business Parks and Recreation Master Plan Hargrove will be presenting the draft Master Plan to the Planning and Zoning Commission on January 18th. Staff will also be attending the January 23rd City Council Study Session to discuss the Master Plan with Council. Commission members were told that they received minimal responses from the public on the draft Master Plan. Discussion followed. Moore moved; Miller seconded: TO RECOMMEND TO CITY COUNCIL TO APPROVE THE DRAFT PARKS AND RECREATION MASTER PLAN. The motion passed by a unanimous vote. 7. Director's Choice Hargrove reported on projects for the Department of Parks and Recreation. Regarding the new weight room equipment, members were told that the overall response has been very positive. 8. Commissioner's Choice Sack reported that the Department recently completed a software upgrade on the recreation registration program. Spada informed the Commission that plans are in place to install a new well on the course. Projected cost for the new well is $30,000 to $75,000. Broken Tee is researching leasing golf carts in 2017 rather than purchasing them. Page 216 of 368 Parks and Recreation Commission January 12, 2017 9. Adjournment The meeting was adjourned at 6:13pm. /das/ D. Severa, Recording Secretary Page 217 of 368 RESOLUTION NO. SERIES OF 2017 A RESOLUTION ADOPTING THE ENGLEWOOD PARKS AND RECREATION MASTER PLAN WHEREAS, the City Council of the City of Englewood adopted the City of Englewood Parks and Recreation Master Plan as an Addendum to Roadmap Englewood: 2003 Englewood Comprehensive Plan by the passage of Resolution 85, Series 2006; and WHEREAS, the Englewood Parks and Master Plan has been developed to replace the 2006 Master Plan and to create a road map for future park development/redevelopment and provide for a balance of facilities, amenities, and recreation programs for the next ten years; and WHEREAS, on January 4, 2016, City Council approved a professional services agreement for the creation of a Parks and Recreation Master Plan; and WHEREAS, Englewood Parks and Master Plan sets forth four key recommendations: Renovate existing park and recreation assets Resolve conflicts at “dog-privileged” parks Enhance recreational services Create new parks for existing and future residents WHEREAS, the Parks and Recreation Commission, at their regular January 12, 2017 meeting, unanimously approved by motion to recommend that City Council adopt the Englewood Parks and Master Plan as written; and WHEREAS, the Englewood Planning and Zoning Commission, at their regular January 18, 2017 meeting, discussed the Plan and suggested no changes or additions; and WHEREAS, the Plan was presented to City Council at the Study Session held on January 23, 2017 with consensus to bring the Plan forward for approval at a regular meeting of the City Council. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, THAT: Section 1. The City Council of the City of Englewood, Colorado, hereby approves the "Englewood Parks and Master Plan", attached hereto, which creates a road map for future park development/redevelopment and provides for a balance of facilities, amenities, and recreation programs for the next ten years. Page 218 of 368 ADOPTED AND APPROVED this 6th day of March, 2017. Joe Jefferson, Mayor ATTEST: Stephanie Carlile, Acting City Clerk I, Stephanie Carlile, City Clerk for the City of Englewood, Colorado, hereby certify the above is a true copy of Resolution No. , Series 2017. Stephanie Carlile, Acting City Clerk Page 219 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Joe Sack DEPARTMENT: Parks, Recreation & Library DATE: March 6, 2017 SUBJECT: Belleview Park Trestle Bridge Repair DESCRIPTION: Belleview Park Trestle Bridge Repair RECOMMENDATION: Staff recommends that Council approve, by motion, the construction contract for repair and improvements to the trestle bridge for the Belleview Park Train in the amount of $103,608. PREVIOUS COUNCIL ACTION: Council has supported previous repair projects to keep facilities operational and safe for all guests. SUMMARY: Since the Belleview trestle was constructed in the late 1960's regular maintenance has prolonged the overall structure and has kept the train safe and operational. Last year alone over 40,000 riders enjoyed this popular attraction. Years of use and environmental exposure, however, have caused inevitable deterioration of the deck, railing and track. Stantec Consulting Service, Inc. (Stantec) was contracted by the City to perform a condition inspection and load rating of the Belleview Park trestle. The inspection was performed on April 29, 2016 in accordance with the National Bridge Inspection Standards and under the direction of a professional engineer registered in Colorado. Recommendations from the inspection included the need for the removal and replacement of all elements above the girders. The basic structural integrity of the trestle is in good condition but to ensure the continued safety of our guests and the smooth operation of the train there is a clear need to invest in this long-overdue upgrade. ANALYSIS: Page 220 of 368 Two companies responded to the invitation to bid process. Railroad Specialties, Inc. was the low bidder. This company has also helped with minor upgrades and maintenance of the trestle for several years, enabling them to undertake the project with expert knowledge of the trestle. They understand the necessity of completing the project on time so that we are ready for the busy summer season and they have agreed to a liquidated damage provision in the contract to ensure timely execution. FINANCIAL IMPLICATIONS: Funds for this project are budgeted in the 2017 Open Space Fund in the amount of $76,510 and the 2017 Conservation Trust Fund in the amount of $27,098. There is no impact on the City's General Fund. ALTERNATIVES: As indicated above, the Parks and Recreation Department has for many years made necessary piecemeal repairs. The degree of wear and tear, the increasingly expensive temporary repairs, and the strong recommendation from our engineering consultant indicate that a thorough upgrade is the best option to ensure safe and efficient operation of the train. CONCLUSION: Staff recommends approval of this contract so that work can begin as soon as possible and ensure another successful year for this popular Englewood amenity. ATTACHMENTS: Belleview RR Trestle Load Rating Rpt_Submittal ITB-16-026 Trestle Bridge Repair at Belleview Park bid tab Contract #cfc17-06 Page 221 of 368 Belleview Park Railroad Trestle Load Rating Report Prepared for: City of Englewood Prepared by: Stantec Consulting Services, Inc. May 20, 2016 Page 222 of 368 Page 223 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Table of Contents EXECUTIVE SUMMARY ............................................................................................................1.1 1.0 SKETCH ........................................................................................................................1.2 2.0 LOAD RATING REPORT ................................................................................................2.3 2.1 STANDARD SPECIFICATIONS ......................................................................................... 2.3 2.2 ASSUMPTIONS ................................................................................................................. 2.3 2.3 ANALYSIS ......................................................................................................................... 2.4 2.3.1 Ties ................................................................................................................. 2.4 2.3.2 Girders ........................................................................................................... 2.5 2.4 DISCUSSION AND SUMMARY ........................................................................................ 2.5 2.5 REPAIR RECOMMENDATIONS ....................................................................................... 2.5 LIST OF APPENDICES INSPECTION REPORT ................................................................................. A.1 APPENDIX A LOAD RATING CALCULATIONS ................................................................ B.2 APPENDIX B Page 224 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Sketch May 20, 2016 1.1 Executive Summary Stantec Consulting Services Inc. (Stantec) was contracted by the City of Englewood (the City) to perform a condition inspection and load rating of the Belleview Park Railroad Trestle over Big Dry Creek in Belleview Park in Englewood, Colorado. The purpose of the initial inspection is to inventory the structure, document all measurements required for a load ratings, perform a structural assessment and condition evaluation, and provide recommendations for maintenance and repairs prior to the structure being opened to the general public. The Belleview Park Railroad Trestle carries a miniature train ride over Big Dry Creek in Belleview Park in the City of Englewood. The bridge is located just north of the Pirates Cove Family Fun Aquatic Center and just east of the batting cages. The bridge is a ten span timber trestle with a structure length of approximately 189’-0” and maximum span of approximately 20’-3”. The structure consists of a timber plank deck over timber ties on simple-span timber girders supported by timber pile caps on battered timber piles. The track rails are mounted directly on top of the ties. The train travels east to west across the structure. Big Dry Creek flows from south to north under Span 6. The streambed consists of rocks, gravel, and sand. The structure numbering convention is from east to west for transverse components (abutments, bents, and ties) and south to north for longitudinal components (girders and piles). The inspection was performed on April 29th, 2016 in accordance with the National Bridge Inspection Standards (NBIS) and under the direction of a Professional Engineer registered in Colorado. All members of the bridge were accessed and inspected at a distance suitable for the structural component ranging from ground level to arm’s reach through use of ladders. Overall, the Belleview Park Railroad Trestle is in poor condition due to widespread severe rot of the timber ties at the spike locations. Numerous rail spikes are loose, falling out and/or easily removed by hand due to the rotted ties. The loose spikes have caused misalignment of the steel guide angles along the inside of the track rails. Although the ties are in poor condition, the remaining elements of the structure are in satisfactory condition. See Appendix A for the complete inspection report. The load rating analysis was performed using AREMA and CDOT load rating methods. Based on the levels of deterioration noted during the inspection, a 50% depth reduction was applied to the ties, and a 5% depth reduction was applied to the girders. Two different spans were selected for the analysis. Span 10 was selected for the analysis of the load carrying capacity of the ties since it has the largest tie spacing. It was anticipated that the ties would control the system due to their advanced deterioration, but the analysis proved otherwise. The analysis of the ties resulted in a live load rating factor of 1.145, and the analysis of the girders resulted in a live load rating factor of 1.10, with the middle girder controlling. Span 4 was selected for the analysis of the girders since it exhibits the longest span at 20’-3”. The results indicate the ties and girders have adequate capacity to carry the applied loads. Page 225 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Sketch May 20, 2016 1.2 1.0 SKETCH Page 226 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Load Rating Report May 20, 2016 2.3 2.0 LOAD RATING REPORT The Belleview Park Railroad Trestle carries a miniature train ride over Big Dry Creek in Belleview Park in the City of Englewood. The bridge is located just north of the Pirates Cove Family Fun Aquatic Center and just east of the batting cages. The bridge is a ten span timber trestle with a structure length of approximately 189’-0” and maximum span of approximately 20’-3”. The structure consists of a timber plank deck over timber ties on simple-span timber girders supported by timber pile caps on battered timber piles. The load rating analysis was performed following the inspection of the bridge utilizing the recorded member sizes and deterioration states. 2.1 STANDARD SPECIFICATIONS The following Standards Specifications were utilized for the load rating analysis: - AREMA MRE 2014 Volume 2, Chapter 7 : Timber Structures - AASHTO Bridge Design Specifications - CDOT Load Rating Manual 2.2 ASSUMPTIONS The following assumptions were made for the load rating analysis: - Analysis performed using Allowable Stress Design (ASD) - Ties and Girders are Douglas Fir, Grade No. 1. - A vertical impact factor of 1.33 is assumed for the ties due to the direct connection with the rails. A vertical impact factor of 1.0 is assumed for the girders per AREMA Vol. 2, Chp. 7, Sec 3.1.9 (2014). - Horizontal Nosing Force of 5% (10% utilized by RTD, 2% required by AREMA 2.3.5.3) - The centroid of the train is 2.4’ above the top of the rail (total height of train is 6ft, and the center of gravity should lie in the lower half of the train). The locomotive is assumed to be a C.P Huntington Train - Max speed of the train is 10mph. The maximum speed of the train in a level tangent section is 12 mph. Since the bridge lies along a curve, a maximum speed of 10 mph is assumed Page 227 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Load Rating Report May 20, 2016 2.4 - The degree of curve is assumed to be 2 degrees for the calculation of the centrifugal force - Depth reduction factor of 50% for the ties due to the rotting found during the inspection - Depth reduction factor of 5% for the girders due to the random horizontal checks and minor shakes at the corners of numerous girders - The following design criteria was provided by the City: o Weight of the locomotive is 6,100 lbs o Weight of one coach is 2,700 lbs o Maximum weight one coach can carry is 2,380 lbs o The locomotives and coaches have 2 sets of axles/wheels. Axle/wheel sets are spaced 29 ½” apart, and the inside axles are spaced at 109”. The wheels are spaced at 25 ½” (center to center) - Unit weigh of wood is 50 lbs per cubic foot - Track rails weigh 200 lbs per linear foot - The weight of the wooden handrail is negligible and therefore neglected in the analysis - When the pedestrian load is present, 100% of the pedestrian load is transferred to the exterior girders 2.3 ANALYSIS The load rating was divided into two parts: analysis of the ties, and analysis of the girders. Step by Step calculations can be found in Appendix B. 2.3.1 Ties Span 10 was selected for analysis of the ties due to the largest spacing at 1.96’, center to center of tie. The dead load included the weight of the ties, planks and rail track. The live load consisted of the load from the train (self-weight and passengers), vertical impact factor (1.33), and horizontal nosing force (5%). For the analysis, the depth of the ties was reduced by 50% to take into account the deterioration of the ties. Result: The live load rating factor for bending was calculated as 1.145. The live load rating factor for shear was calculated as 1.516. Page 228 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Load Rating Report May 20, 2016 2.5 2.3.2 Girders Span 4 was selected for analysis of the girders due to the largest span length of 20’-3”. The dead load included the weight of the ties, planks and rail track. The live load consisted of the load from the train (self-weight and passengers), with no additional impact factor applied to the live load (AREMA Vol. 2, Chp. 7, Sec 3.1.9). For the analysis, the depth of the girder was reduced by 5% to take into account the deterioration. The analysis was performed under two situations: when the locomotive is moving over the span, and if the locomotive is stopped over the span and the pedestrian live load is present alongside to the locomotive. When the locomotive is moving over the span, the middle girder is rated due to the 50% distribution factor. When the locomotive is stopped and the pedestrian load is present, the exterior girder is rated under the assumption 100% of the pedestrian load is transferred to the exterior girder, and no pedestrian load can be present above the middle girder due to the locomotive obstructing pedestrian access to this section. It is also assumed that the pedestrians would walk along both sides of the locomotive in the event the train is stopped on the bridge. Result: The live load rating factor for bending with the locomotive and pedestrian load present was calculated as 1.16 for the exterior girder, and as 1.10 for the interior girder without the pedestrian load. Result: The rating factor for shear with the locomotive and pedestrian load present was calculated as 2.72 for the exterior girder, and as 2.8 for the interior girder without the pedestrian load. 2.4 SUMMARY AND DISCUSSION The analysis yielded a somewhat surprising result: the deteriorated ties did not control the overall load rating for the bridge. It was anticipated that the ties would control due to the advanced deterioration. The tight spacing of the ties (even at their largest spacing in Span 10) leads to a good distribution of the live loads throughout each span, even with major section loss. The ties had a live load rating of 1.145 with 50% depth reduction, and the middle girder yielded a lower live load rating of 1.10 with 5% depth reduction. Determining the structural capacity of specific members is of high importance, but all three girders and the ties work together to carry the applied load. Based on statics, the narrow track spacing results in a disproportionately higher live load distribution to the center girder of 50% of the induced axle weight. Therefore the two exterior girders each receive 25% of the axle weight, and consequently have reserve capacity to carry to applied load. It is possible that some redistribution of the load takes place in this structural system due to the fibrous and more flexible characteristics of the material. For this condition to occur, the center girder must deflect more than the exterior girder lines under the heavier live load induced. Simultaneous with this greater deflection is a redistribution through the tie (and hence through the stiffness properties, or lack thereof of said member) to the exterior girders. This phenomenon could allow for a more even distribution such that each girder in the 3-girder system may carry closer to approximately 1/3 of Page 229 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Load Rating Report May 20, 2016 2.6 the live load, increasing the load rating factor to a number greater than the 1.10 calculated. We must stress however that the redistribution is inexact, and deflection based redistribution should not be specifically relied upon to allocate load within a structural system. The distribution of live load discussed above exhibits the structural integrity necessary and overall importance of the timber tie in the load path system of the bridge. Many of these ties are in poor condition with up to 50% loss in section capacity. This dependency upon the tie to distribute load only serves to emphasis the importance of maintaining these elements in good condition. Many should be replaced as noted in our maintenance recommendations below. 2.5 REPAIR RECOMMENDATIONS Below are Stantec recommendations for maintenance and repairs of the structure: - Long-Term Major Rehabilitation: Remove all elements above timber girders (rails, guides, timber running boards, railings, and all ties) and replace in kind. Consider replacing Girder B in span 10. Perform inspection of tops of all girders once original ties are removed. Consider utilizing a different connection method for rail to tie connection so as not to damage new tie system with spikes. OR - Remove and replace the severely rotted ties (18% of the total ties in the system). Consider replacing moderately rotted ties (47% of the total ties) for longer anticipated repair and service life. After the ties have been replaced, realign the steel guide angles and securely connect the angles and rails to the new ties. Refer to the timber tie condition summary table in the inspection report (Appendix A) for more information. - Secure rails with adequate hardware to minimize movement during operation. Consider utilizing a different connection method for rail to tie connection so as not to damage new ties system with spikes. - Replace deck planks that have severe weathering, water saturation, staining, and/or minor rot. Replace any boards that deflect under light pedestrian loading. Replace fasteners for any decking boards that are loose at the nail / screw connections. - Replace the weathered, rotted, and leaning timber plank wingwall and rotted pile at southeast. - Replace the broken timber rail at the west end of the north bridge rail. - Consider replacement of Girder B in Span 10. Page 230 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Appendix A Inspection Report May 20, 2016 A.1 INSPECTION REPORT Appendix A Page 231 of 368 Structural Condition Assessment Report for the Belleview Park Railroad Trestle The enclosed is a condition evaluation of the structural components comprising the Belleview Park Railroad Trestle located in the City of Englewood, Colorado. Prepared for: City of Englewood Prepared by: Stantec Consulting Services Inc. April 29, 2016 Page 232 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 TABLE OF CONTENTS Introduction Page 2 Description of Structure Page 2 Inspection Findings Page 3 Recommendations Page 7 Signature Page Page 8 Photographs Page 9 Page 233 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 Introduction Stantec Consulting Services Inc. was contracted by the City of Englewood to perform a condition inspection and load rating of the Belleview Park Railroad Trestle over Big Dry Creek in Belleview Park in Englewood, Colorado. The purpose of the initial inspection is to inventory the structure, document all measurements required for a load ratings, perform a structural assessment and condition evaluation, and provide recommendations for maintenance and repairs prior to the structure being opened to the general public. The inspection was performed on April 29th, 2016 in accordance with the National Bridge Inspection Standards (NBIS) and under the direction of a Professional Engineer registered in Colorado. All members of the bridge were accessed and inspected at a distance suitable for the structural component ranging from ground level to arm’s reach through use of ladders. Description of Structure The Belleview Park Railroad Trestle carries a miniature train ride over Big Dry Creek in Belleview Park in the City of Englewood. The bridge is located just north of the Pirates Cove Family Fun Aquatic Center and just east of the batting cages. The bridge is a ten span timber trestle with a structure length of approximately 189’-0” and maximum span of approximately 20’-3”. The structure consists of a timber plank deck over timber ties on simple-span timber girders supported by timber pile caps on battered timber piles. The track rails are mounted directly on top of the ties. The train travels east to west across the structure. Big Dry Creek flows from south to north under Span 6. The streambed consists of rocks, gravel, and sand. The structure numbering convention is from east to west for transverse components (abutments, bents, and ties) and south to north for longitudinal components (girders and piles).See sketch for reference. Page 234 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 Inspection Findings Timber Trestle The timber trestle is constructed of treated timber with 10 simple spans. The structure consists of a timber plank deck over timber ties on simple-span timber girders supported by timber pile caps on battered timber piles. The track rails bear directly on the ties and are fastened to the ties with conventional railroad spikes. Overall, the Belleview Park Railroad Trestle is in poor condition due to widespread severe rot of the timber ties at the spike locations. Numerous rail spikes are loose, falling out and/or easily removed by hand due to the rotted ties. The loose spikes have caused misalignment of the steel guide angles along the inside of the track rails. Although the ties are in poor condition, the remaining elements of the structure are in satisfactory condition. Deck The deck consists of eleven 1.5” x 7” timber running boards supported by the timber ties. There are two running boards between the rails, five on the south side of the rails, and four on the north side of the rails. The decking boards do not support the train rails which are mounted directly to the ties; they act as a walkway to evacuate passengers in case of train stoppage on the trestle and for maintenance access. Overall, the decking boards are in satisfactory condition. • Random deck planks have been recently replaced (about 5% of planks). The new deck planks are in fair to good condition. • The original deck planks are all heavily weathered with water saturation, staining, minor rot, random cracking and minor check. Some of the older decking boards are loose at the nail / screw connections and deflect heavily under light pedestrian loading. Superstructure The superstructure consists of 5.5” x 5.5” timber ties and three 15.25” high x 5.5” wide timber girders. The train rails are mounted directly to the ties which are supported by the girders. Overall, the superstructure is in poor condition due to the severity of the rot and deterioration of the ties. Girders • All girders have random minor horizontal checks. • Numerous girders have a moderate horizontal check at midheight that extends the full- length of the girder. Page 235 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 • There are minor shakes along the corners of numerous girders. • All three girders are spliced with steel angles along the bottom corners over Bent 4. There is also a steel splice plate along the south face of Girder A over Bent 4. • There is a vertical crack along the edge of a knot in Girder A in Span 1 at midspan. This crack is isolated along the circumference of the knot and does not extend into the remaining girder. • There is a large shake in the end of Girder B in Span 5 over Bent 5. • There is a 6” long x 3” high x full-width saw cut void in the bottom of Girder A in Span 6 at midspan. • Girder B in Span 6 has a slight twist. • There is severe core rot for the end 1’-0” of Girder B in Span 10 at the west abutment. The rotted section is past the girder bearing area. Track Ties • All ties have minor to moderate end checks and numerous ties are split at the ends due to nails connecting the deck to the ties. • Numerous ties require shims to support the rails. Most shims are made of particle board and are either disintegrating, severely rotted or missing, which has left gaps between the rails and numerous ties. • Several ties are misaligned, loose, and some can easily be moved by hand. • The top portions of the majority of ties are moderately to severely rotted at the spike locations securing the rails. This is due to the spikes allowing water and air to easily enter the timber ties over time allowing moisture infiltration and eventual rot. A few of the ties exhibit almost 100% section loss due to rot. The sections of ties directly under the deck planks were not visible during the inspection and therefore the extent of rot in these locations could not be verified. Approximately 65% of the ties have Severe to Moderate rot at the spike locations (See the Timber Tie Tally Sheet): 18% of ties have Severe rot over 50% of member depth 47% of ties have Moderate rot between 10% to 50% of member depth 35% of ties have Light rot less than 10% of member depth. Page 236 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 Timber Tie Tally Sheet 1 2 3 4 5 6 7 8 9 10 11 12 13 14 1 14 2 2 3 3 2 3 1 1 1 2 2 2 1 2 2 9 1 2 1 2 1 1 1 2 1 3 14 2 1 1 1 2 2 1 2 2 1 1 2 1 1 4 14 2 2 2 1 2 2 2 1 1 1 2 3 1 3 5 14 2 1 1 2 3 1 1 1 1 2 2 1 2 3 6 10 2 2 3 2 1 2 1 3 3 2 7 12 2 2 2 2 2 2 1 3 2 1 2 2 8 10 1 1 2 2 2 1 2 1 2 2 9 12 1 2 3 1 3 3 1 2 2 2 3 3 10 9 2 2 2 1 3 3 3 3 3 Span ## of Ties per span Tie # Legend 1 = Tie is less than 10% rotted (Light) 2 = Tie is 10% - 50% rotted (Moderate) 3 = Tie is greater than 50% rotted (Severe) Page 237 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 6 Substructure The substructure consists of 11.75” x 11.75” timber caps supported by timber piles ranging from 9” to 1’-1” in diameter. Each bent has three timber piles and diagonal cross bracing. The east abutment cap (A1) appears to bear directly on compacted soil and the west abutment cap (A11) sits on a visible concrete footing. Both abutments have timber plank backwalls and wingwalls. Overall, the substructure is in satisfactory condition. • All timber bent caps have random minor to moderate checks. Most bent caps have checks that extend the full-length of the caps. • There are random minor shakes at the ends of several bent caps. • There are random minor checks in all piles. • Several piles have vertical checks up to 3” deep that extend up to full-height. • The concrete footing at the west abutment (A11) is exposed up to 10” vertically. No undermining was noted at the time of inspection. • The southeast timber wingwall is heavily weathered, rotted, and leaning. One timber plank pile at the southeast wingwall is severely rotted. Train Rails There are two steel rails spaced 25.25” apart between centerlines and two steel angle guides along the inside of each rail. The train rails and steel guide angles are mounted directly to the top of the ties. In isolated areas it was observed that the steel guides were bent and misaligned possibly from previous car derailment. Overall, the train rails are in poor condition due to numerous loose connections and misaligned guide angles. Although the rails could not be physically moved by hand during the inspection, it is estimated that the force and vibration of the train unit could cause the rails to move or spread causing engine or passenger car derailment. • Numerous rail spikes are loose and can easily be pulled out of the ties by hand. The spikes are loose due to extensive rot of the ties. • The steel guide angles are misaligned at numerous locations and missing several hold down bolts. • The north steel guide angle is loose and severely bent and misaligned above Bent 10. Page 238 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 7 Chain-link Railings on Timber Posts The bridge railings consist of chain-link fencing attached to timber rails and timber posts. The timber posts are mounted to the timber ties. Overall, the railings are in good condition. • All timber rails and posts are weathered. • The bottom timber rail is broken at the west end of the north bridge rail. Channel The channel has a straight alignment under Span 6. The banks are lined with grouted boulders under the bridge. The upstream and downstream banks are grass lined with gentle slopes. Overall, the channel is in good condition. RECOMMENDATIONS Below are Stantec recommendations for maintenance and repairs of the structure: • Long-Term Major Rehabilitation: Remove all elements above timber girders (rails, guides, timber running boards, railings, and all ties) and replace in kind. Consider replacing Girder B in span 10. Perform inspection of tops of all girders once original ties are removed. Consider utilizing a different connection method for rail to tie connection so as not to damage new tie system with spikes. OR • Remove and replace the Severely rotted ties (18%). Consider replacing Moderately rotted ties (47%) for longer anticipated repair and service life. After the ties have been replaced, realign the steel guide angles and securely connect the angles and rails to the new ties. • Secure rails with adequate hardware to minimize movement during operation. Consider utilizing a different connection method for rail to tie connection so as not to damage new ties system with spikes. • Replace deck planks that have severe weathering, water saturation, staining, and/or minor rot. Replace any boards that deflect under light pedestrian loading. Replace fasteners for any decking boards that are loose at the nail / screw connections. • Replace the weathered, rotted, and leaning timber plank wingwall and rotted pile at southeast. • Replace the broken timber rail at the west end of the north bridge rail. • Consider replacement of Girder B in Span 10. Page 239 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 8 SIGNATURE PAGE This document entitled Structural Condition Assessment Report for the Belleview Park Railroad Trestle was prepared by Stantec Consulting Services Inc. (“Stantec”) for the City of Englewood. The material herein reflects Stantec’s professional judgment in light of the scope, schedule and information available at the time of preparation. The opinions in the document are based on conditions and information existing at the time the document was published and do not take into account any subsequent changes. Any use which a third party makes of this document is the responsibility of such third party. Such third party agrees that Stantec shall not be responsible for costs or damages of any kind, if any, suffered by it or any other third party as a result of decisions made or actions taken based on this document. Team Leader (Signature) Ryan Nataluk, PE Page 240 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 9 PHOTOGRAPHS Railway looking west in the direction of travel Railway looking east Page 241 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 10 Elevation looking north Elevation looking south Page 242 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 11 General looking west in direction of travel Typical bent Page 243 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 12 Typical Abutment 1 (A1) Typical Abutment 11 (A11) Page 244 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 13 Steel splice plate over Bent 4 Steel angle splices for all girders over Bent 4 Page 245 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 14 Typical bent cap condition Typical train rail to tie connection Page 246 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 15 Timber wingwall pushing out at southeast corner Severe rot in timber pile at southeast wingwall Page 247 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 16 Typical check in girders Typical shake in corner of girders Page 248 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 17 Vertical crack at knot in Girder 1A near midspan Severe rot in end of Girder B beyond bearing at Abutment 11 Page 249 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 18 6” long by 3” deep saw cut area in bottom of Girder 6A near midspan Large shake in top of Girder 5B Page 250 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 19 Typical deep check in timber piles Deep check in Pile 7A Page 251 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 20 Typical rail support detail Broken longitudinal rail support at Abutment 11 Page 252 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 21 Overview of loose and misaligned guide angle at west end of structure Close up of loose and misaligned angle iron Page 253 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 22 Ties misaligned beneath timber deck Severe to Moderate rot in ties, typical of 65% of ties Page 254 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 23 Typical rail spikes with no pullout strength, displaced due to severely rotted timber ties Moderate to Severe rot in ties, typical of 65% of ties Page 255 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 24 Moderate to Severe rot in ties under rails, typical of 65% of ties Newly grouted boulder lined channel Page 256 of 368 STRUCTURAL CONDITION ASSESSMENT REPORT FOR THE BELLEVIEW PARK RAILROAD TRESTLE April 29, 2016 25 Channel looking upstream Channel looking downstream Page 257 of 368 BELLEVIEW PARK RAILROAD TRESTLE LOAD RATING REPORT Appendix B Load Rating Calculations May 20, 2016 B.2 LOAD RATING CALCULATIONS Appendix B Page 258 of 368 Page 259 of 368 Page 260 of 368 Page 261 of 368 Page 262 of 368 Page 263 of 368 Page 264 of 368 Page 265 of 368 Page 266 of 368 Page 267 of 368 Page 268 of 368 Page 269 of 368 Page 270 of 368 Page 271 of 368 Page 272 of 368 Page 273 of 368 Page 274 of 368 Page 275 of 368 Page 276 of 368 Page 277 of 368 Page 278 of 368 Page 279 of 368 Page 280 of 368 Page 281 of 368 Page 282 of 368 Page 283 of 368 Page 284 of 368 Belleview Park Railroad Trestle Load Rating Rating Factor with 0% Depth Reduction widthgirder 5.5in:=Girder Width depthgirder 15.25in:=Girder Depth Ix_girder widthgirder depthgirder 3⋅ 12:=Moment of Inertia Ix_girder 1.626 10 3× in4= fb 1.215ksi:=Allowable bending stress in Douglas Fir, No. 1 (AREMA Vol 2) Mdead 11.9kip ft⋅:=Moment caused by dead load Mlive 6.84kip ft⋅:=Moment caused by live load (train only, no pedestrian) (interior girder) y depthgirder 2:= y 7.625 in= Mcapacity fb Ix_girder y⋅:=Moment capacity of the girder M capacity 21.585kip ft⋅= A1 1:=1 for ASD (CDOT Load Rating Manual) A2 1:=1 for ASD (CDOT Load Rating Manual) Live Load Rating Factor - Bending RFno_ped Mcapacity A1 Mdead⋅−() A2 M live⋅ :=Live Load Rating Factor w/o pedestrian load (interior girder) RFno_ped 1.416= Designed by: ZAB Date: 5/23/2016 Page 285 of 368 Belleview Park Railroad Trestle Load Rating M live_ped 3.42kip ft⋅3.07kip ft⋅+:=Train load + Pedestrian Load (exterior girder) Mlive_ped 6.49kip ft⋅= RFped Mcapacity A1 Mdead⋅−() A2 Mlive_ped⋅ :=Live Load Rating Factor with pedestrian load for exterior girder RFped 1.492= Live Load Rating Factor - Shear fv 0.15ksi:=Shear unit stress Vshear_capacity fv 2⋅widthgirder⋅depthgirder⋅ 3:=Shear Capacity of the girder Vshear_capacity 8.387 kip= Vdead_shear 2.3kip:=Shear caused by dead load Vlive_shear_no_ped .5 3.05⋅kip:=Shear caused by live load, no pedestrians (interior girder) Vlive_shear_no_ped 1.525 kip= Vlive_shear_ped .25 3.05⋅kip .60kip+:=Shear caused by live load with pedestrians (exterior girder) Vlive_shear_ped 1.363 kip= RFv_no_ped Vshear_capacity Vdead_shear− Vlive_shear_no_ped :=Live Load Rating Factor, no pedestrian load for interior girder RFv_no_ped 3.992= RFv_ped Vshear_capacity Vdead_shear− Vlive_shear_ped :=Live Load Rating Factor, pedestrian Load for exterior girder RFv_ped 4.468= Designed by: ZAB Date: 5/23/2016 Page 286 of 368 Belleview Park Railroad Trestle Load Rating Rating Factor with 5% Depth Reduction widthgirder 5.5in:=Girder Width depthgirder 14.48in:=Girder Depth Ix_girder widthgirder depthgirder 3⋅ 12:=Moment of Inertia Ix_girder 1.392 10 3× in4⋅= fb 1.215ksi:=Allowable bending stress in Douglas Fir, No. 1 (AREMA Vol 2) Mdead 11.9kip ft⋅:=Moment caused by dead load Mlive 6.84kip ft⋅:=Moment caused by live load (train only, no pedestrian) (interior girder) y depthgirder 2:= y 7.24 in⋅= Mcapacity fb Ix_girder y⋅:=Moment capacity of the girder M capacity 19.46 kip ft⋅⋅= A1 1:=1 for ASD (CDOT Load Rating Manual) A2 1:=1 for ASD (CDOT Load Rating Manual) Live Load Rating Factor - Bending RFno_ped Mcapacity A1 Mdead⋅−() A2 M live⋅ :=Live Load Rating Factor w/o pedestrian load (interior girder) RFno_ped 1.105= Designed by: ZAB Date: 5/23/2016 Page 287 of 368 Belleview Park Railroad Trestle Load Rating M live_ped 3.42kip ft⋅3.07kip ft⋅+:=Train load + Pedestrian Load (exterior girder) Mlive_ped 6.49 kip ft⋅⋅= RFped Mcapacity A1 Mdead⋅−() A2 Mlive_ped⋅ :=Live Load Rating Factor with pedestrian load for exterior girder RFped 1.165= Live Load Rating Factor - Shear fv 0.15ksi:=Shear unit stress Vshear_capacity fv 2⋅widthgirder⋅depthgirder⋅ 3:=Shear Capacity of the girder Vshear_capacity 7.964 kip⋅= Vdead_shear 2.3kip:=Shear caused by dead load Vlive_shear_no_ped .5 3.05⋅kip:=Shear caused by live load, no pedestrians (interior girder) Vlive_shear_no_ped 1.525 kip⋅= Vlive_shear_ped .25 3.05⋅kip .60kip+:=Shear caused by live load with pedestrians (exterior girder) Vlive_shear_ped 1.363 kip⋅= RFv_no_ped Vshear_capacity Vdead_shear− Vlive_shear_no_ped :=Live Load Rating Factor, no pedestrian load for interior girder RFv_no_ped 3.714= RFv_ped Vshear_capacity Vdead_shear− Vlive_shear_ped :=Live Load Rating Factor, pedestrian Load for exterior girder RFv_ped 4.157= Designed by: ZAB Date: 5/23/2016 Page 288 of 368 Page 289 of 368 Page 290 of 368 Page 291 of 368 Page 292 of 368 Page 293 of 368 Page 294 of 368 Page 295 of 368 Page 296 of 368 Page 297 of 368 Page 298 of 368 Page 299 of 368 Page 300 of 368 Page 301 of 368 Page 302 of 368 Page 303 of 368 Page 304 of 368 City of Englewood Bid Tabulation Sheet Bid Opening Date: January 10, 2017 2:00 PM MDT ITEM BID: ITB-16-026 Trestle Bridge Repair at Belleview Park Vendor Bid Bond Y/N SOQ Y/N Receipt of Addendum 1 &2 Y/N Total Bid Exceptions/Comments Railroad Specialties, Inc 7200 W Alton Way Suite B-100 Centennial, Co 80112 303-798-4115 Sharon Seaman Y Y Y 103,608.00$ Hallmark Inc. 5085 Harlan Street Denver, Co 80212 303-423-8005 Howard Hall Y Y Y 108,000.00$ Powder coated wire mesh handrail with angle frame (380LF) $40,000 Apparent Low Bidder Page 305 of 368 §:‘Englewood j Page 306 of 368 ($ Page 307 of 368 Page 308 of 368 Page 309 of 368 Page 310 of 368 Page 311 of 368 Page 312 of 368 Page 313 of 368 Page 314 of 368 Page 315 of 368 [L > ii? ,y n-sum mwvmv-vnmm mm} 1 auamu_ ? (E51__1 u #1 an»_ l J _-4_, I %T_*4 7s _s;4._ Page 316 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Dugan Comer DEPARTMENT: City Attorney's Office DATE: March 6, 2017 SUBJECT: Amendment to 7-3-3(A)(ii)(c) Distancing Requirement DESCRIPTION: Amendment to 7-3-3(A)(ii)(c) Distancing Requirement RECOMMENDATION: Staff recommends an amendment to the current Ordinance requirement restricting convicted sex offenders to be Two Thousand Feet (2,000') from any school, park or playground to One Thousand Feet (1,000'). PREVIOUS COUNCIL ACTION: In 2006 the Englewood City Council passed an Emergency Ordinance addressing the residency of convicted sex offenders who must register with the State of Colorado as part of their probation requirements. On February 6, 2017, a proposed Ordinance was moved to amend the distancing and a public hearing was set for February 21, 2017. SUMMARY: The City Council in 2006 set the distancing requirement of Two Thousand Feet (2,000') from any school, park or playground for any convicted sex offender required to register. Over the past six months City Council took testimony from a variety of individuals urging a repeal or amendment of the current ordinance. The City Council reviewed several alternatives and on December 12, 2016 decided to reduce the current distancing of Two Thousand (2,000') to One Thousand Feet (1,000') from any school, park, or playground. FINANCIAL IMPLICATIONS: None. ATTACHMENTS: 1000 foot buffer map Ordinance Title 7-3-3 Sex Offender Distancing Page 317 of 368 ITHACA AVE.BANNOCK ST.S. PLATTE RIVER DR.LOGAN ST.JEFFERSON AVE.RACE ST.FOX ST.DOWNING ST.ILIFF AVE.OGDEN ST.BROADWAY 00DARTMOUTH AVE.PEARL ST.GAYLORD ST.FRANKLIN ST.CLARKSON ST.MANSFIELD AVE. HARVARD AVE.LAFAYETTE ST.BATES AVE.DECATUR ST.RADCLIFF AVE. STANFORD AVE.ZUNI ST.AMHERST AVE.SHERMAN ST.UNION AVE. CORNELL AVE. FLOYD AVE. GIRARD AVE. CENTENNIAL AVE.WILLIAMS ST.GRAND AVE. CHENANGO AVE.JASON ST.LEHIGH AVE.RARITAN ST.LIPAN ST.NASSAU AVE.FEDERAL BLVD.LAYTON AVE.IRVING ST.PRINCETON AVE. OXFORD AVE. EVANS AVE.U.S. 85 SANTA FE DR.BELLEVIEW AVE. KENYON AVE. TUFTS AVE.LOWELL BLVD.WESLEY AVE.HURON ST.YALE AVE. WARREN AVE.UNIVERSITY BLVD.VASSAR AVE. U.S. 285 HAMPDEN AVE. EASTMAN AVE. QUINCY AVE.DELAWARE ST.WINDERMERE ST.TEJON ST.PECOS ST.VALLEJO ST.Proposed Revision of the Sex Offender Residency Ban: 1,000 Foot Buffers H:\jvoboril\gis\sex\plots\sex_ban_1000_foot_buffers_w_addresses.pdf Schools, Playgrounds, and Parks 1,000 Foot Buffers Recreation and Daycare Facilities 1,000 Foot Buffers Sex Offender Residence Locations Arterial and Collector Streets Local Streets City Boundary Page 318 of 368 1 ORDINANCE NO. BY AUTHORITY COUNCIL BILL NO. 4 SERIES OF 2017 INTRODUCED BY COUNCIL MEMBER GILLIT AN ORDINANCE AMENDING TITLE 7, CHAPTER 3, SECTION 3, SUBSECTION A, PARAGRAPH ii, SUBPARAGRAPH c, PROHIBITIONS, OF THE ENGLEWOOD MUNICIPAL CODE 2000 WHICH PERTAINS TO PROHIBITED RESIDENCY OF SEX OFFENDERS DISTANCE RESIDENCE REQUIREMENTS. WHEREAS, the Englewood City Council approved the passage of an Emergency Ordinance No. 34, Series 2006, which addressed the residency requirements of convicted sex offenders who must register with the State of Colorado as part of their probation requirements; and WHEREAS, over the past six months City Council has heard from members of the community regarding the current Sex Offender Ordinance, specifically the distancing requirement; and WHEREAS, City Council discussed changes to the Ordinance at several Study Sessions, including who the Ordinance would apply to; adding an appeal process or individual assessment procedure and reducing the current Ordinance distances; and WHEREAS, on December 12, 2016 the Englewood City Council came to a consensus to amend the distancing requirement to any school, park, or playground from Two Thousand Feet (2,000) to One Thousand Feet (1,000); and WHEREAS, on February 21, 2017 the Englewood City Council held a public hearing. NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, THAT: Section 1. The City Council of the City of Englewood, Colorado hereby authorizes amending Title 7, Chapter 3, Section 3, Subsection A, Paragraph (ii), Subparagraph (c) entitled Prohibitions, of the Englewood Municipal Code 2000, to read as follows: 7-3-3: - Prohibitions. A. It shall be unlawful for: i. Any person who has been found to be a sexually violent predator pursuant to 18-3-414.5 C.R.S.; or ii. Any person required to register under the Colorado Sex Offender Registration Act, C.R.S. Section 16-22-101, et. seq. who has been: a. Convicted of a felony for an offense requiring registration; or Page 319 of 368 2 b. Has multiple convictions for offenses requiring registration; or c. Whose offense(s) requiring registration involved multiple victims to establish a permanent residence or temporary residence within two one thousand feet (2 1,000') of any school, park, or playground or within one thousand feet (1,000') of any licensed day care center, recreation center or swimming pool (other than pools located at private, single-family residences), or any property located adjacent to any designated public or private school bus stop, walk-to-school route, or recreational trail. B. It is unlawful to let or rent any portion of any property, place, structure, trailer or other vehicle with the knowledge that it will be used as a permanent or temporary residence by any person prohibited from establishing such permanent or temporary residence pursuant to this Chapter. Section 2. Safety Clauses. The City Council hereby finds, determines, and declares that this Ordinance is promulgated under the general police power of the City of Englewood, that it is promulgated for the health, safety, and welfare of the public, and that this Ordinance is necessary for the preservation of health and safety and for the protection of public convenience and welfare. The City Council further determines that the Ordinance bears a rational relation to the proper legislative object sought to be obtained. Section 3. Severability. If any clause, sentence, paragraph, or part of this Ordinance or the application thereof to any person or circumstances shall for any reason be adjudged by a court of competent jurisdiction invalid, such judgment shall not affect, impair or invalidate the remainder of this Ordinance or it application to other persons or circumstances. Section 4. Inconsistent Ordinances. All other Ordinances or portions thereof inconsistent or conflicting with this Ordinance or any portion hereof are hereby repealed to the extent of such inconsistency or conflict. Section 5. Effect of repeal or modification. The repeal or modification of any provision of the Code of the City of Englewood by this Ordinance shall not release, extinguish, alter, modify, or change in whole or in part any penalty, forfeiture, or liability, either civil or criminal, which shall have been incurred under such provision, and each provision shall be treated and held as still remaining in force for the purposes of sustaining any and all proper actions, suits, proceedings, and prosecutions for the enforcement of the penalty, forfeiture, or liability, as well as for the purpose of sustaining any judgment, decree, or order which can or may be rendered, entered, or made in such actions, suits, proceedings, or prosecutions. Section 6. Penalty. The Penalty Provision of Section 1-4-1 EMC shall apply to each and every violation of this Ordinance. Introduced, read in full, and passed on first reading on the 6th day of February, 2017. Page 320 of 368 3 Published by Title as a Bill for an Ordinance in the City’s official newspaper on the 9th day of February, 2017. Published as a Bill for an Ordinance on the City’s official website beginning on the 8th day of February, 2017 for thirty (30) days. Read by Title and passed on final reading on the 6th day of March, 2017. Published by Title in the City’s official newspaper as Ordinance No. , Series 2017, on the 9th day of March, 2017. Published by Title on the City’s official website beginning on the 8th day of March, 2017 for thirty (30) days. This Ordinance shall take effect thirty (30) days after publication following final passage. Joe Jefferson, Mayor ATTEST: Stephanie Carlile, Acting City Clerk I, Stephanie Carlile, Acting City Clerk of the City of Englewood, Colorado, hereby certify that the above and foregoing is a true copy of the Ordinance passed on final reading and published by Title as Ordinance No. , Series of 2017. Stephanie Carlile Page 321 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Tom Brennan DEPARTMENT: Utilities DATE: March 6, 2017 SUBJECT: EMRF Real Estate Broker Representation DESCRIPTION: EMRF Real Estate Broker Representation RECOMMENDATION: The EMRF Board recommends that City Council approve a resolution of support of a listing contract with NavPoint Real Estate Group to market the remaining available parcels on behalf of the EMRF Foundation. PREVIOUS COUNCIL ACTION: Ordinance 41, Series of 1999, established the creation of the Englewood Reservoir Foundation EMRF, a non-profit corporation, charged with overseeing the development of property, to enhance and diversify the City's long-term revenues and to protect the water supply in and around McLellan Reservoir. SUMMARY: Since inception of the EMRF, EMRF has entered into long-term leases of five parcels of McLellan property for the benefit of the City of Englewood. In September of 2016 the current board members presented to City Council a propo sal to retain a commercial real estate broker to represent the interests of the City in active marketing the remaining available parcels. The EMRF Board advertised a Request For Proposal in December of 2016 and received eight proposals. Upon completion of evaluating and interviewing the respondents the board selected NavPoint Real Estate Group to retain their services to market and negotiate lease terms on the remaining available parcels. ANALYSIS: The compensation to the brokerage firm is as follows: NavPoint Real Estate Group will charge a 3% fee on the total net lease consideration for years 1-5 and 1.5% years 6-10 for the lease term for a direct deal, and 5% for years 1-5 and 3% for years 6-10 with a cooperating broker involved. For active transaction of which there are currently three Letters of Intent, the commissions shall be reduced to 85% of the total commissions due to the Listing Agent. Page 322 of 368 The following is an example of what the financial specifics would be of a lease. Terms: 6 acre parcel at $8.00/square foot with a rate of return on 4.5% and a 2% annual increase. The total income received over 20 lease term would be $3,972,678.00 generating an average annually income of $198,633.90. Total cost of broker fees would be $39,583.00 without a co-op broker or $70,668.00 with a co-op broker. FINANCIAL IMPLICATIONS: The listing contract has no initial financial impact. However, future leases resulting from the proposed listing contract will bring significant revenues. ATTACHMENTS: NavPoint Listing Agreement Exhibit A EMRF Broker Proposals Fee Summaries Resolution Page 323 of 368 n P O I n I-_NavPoint Real Estate Group Ian Elfner “E”“TA”°'*°”"l=n;720.376.6805 Fax:720-240-0762 \D(1)\IG\U1J>uJI\Jv—- he printed portions of this form,except differentiated additions,have been approved by the Colorado 10 Real Estate Commission.(LC57-8-13)(Mandatory 1—1¢D_ THIS IS A BINDING CONTRACT.THIS FORM HAS IMPORTANT LEGAL CONSEQUENCES AND THE 14 PARTIES SHOULD CONSULT LEGAL AND TAX OR OTHER COUNSEL BEFORE SIGNING. 15 Compensation charged by brokerage firms is not set by law.Such charges are established by each real is estate brokerage firm. 20 DIFFERENT BROKERAGE RELATIONSHIPSARE AVAILABLE WHICH INCLUDE LANDLORD AGENCY, 2 1 TENANT AGENCY,SELLER AGENCY,BUYER AGENCY OR TRANSACTION-BROKERAGE. 24 EXCLUSIVE RIGHT-T0-LEASELISTING CONTRACT 25 E LANDLORD AGENCY TRANSACTION-BROKERAGE 2 9 Date:1/20/201 7 31 1.AGREEMENT.Landlord and Brokerage Firm enter into this exclusive,irrevocable contract (Landlord Listing Contract)and agree to its provisions.Broker,on behalf of Brokerage Firm,agrees to provide brokerage 34 services to Landlord.Landlord agrees to pay Brokerage Firm as set forth in this Landlord Listing Contract. 2.BROKER AND BROKERAGE FIRM. 37 E 2.1.Multiple-Person Firm.If this box is checked,the individual designated by Brokerage Firm to serve as 39 the broker of Landlord and to perform the services for Landlord required by this Landlord Listing Contract is 40 called Broker.If more than one individual is so designated,then references in this Landlord Listing Contract to 41 Broker include all persons so designated,including substitute or additional brokers.The brokerage relationship exists only with Broker and does not extend to the employing broker,Brokerage Firm or to any other brokers 44 employed or engaged by Brokerage Firm who are not so designated. 45 2.2.One-Person Firm.If this box is checked,Broker is a real estate brokerage firm with only one licensed natural person.References in this Landlord Listing Contract to Broker or Brokerage Firm mean both the 48 licensed natural person and brokerage firm who serve as the broker of Landlord and perform the services for 49 Landlord required by this Landlord Listing Contract. 52 3.DEFINED TERMS. 53 3.1.Landlord:Englewood McLeIIan Reservoir Foundation 56 3.2.Brokerage Firm:NavPoint Real Estate Group 59 3.3.Broker:Ian Elfner,Matt Call,Heather Taylor 3.4.Premises:The Premises is the following legally described real estate in the County 53 of Douglas,Colorado: 54 LOT 1 HIGHLANDSRANCH 155 2.702 AM/L and LOT 3 HIGHLANDS RANCH 153 4.898 AM/L 66 and LOT 1A HIGHLANDSRANCH 153 2ND AMD 6.179 AM/L and LOT4 HIGHLANDSRANCH 67 157 10.20 AM/L and LOT 3 HIGHLANDSRANCH 157 4.61 AM/L 53 See Attached Exhibit A LC57-8-13.EXCLUSIVE RIGHT-TO-LEASELISTING CONTRACT Page 1 of 9 2/9/2017 8:57:36 AM Landlord Initials Page 324 of 368 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 LC57-8-I3. known as No.Lucent &C-470,Highlands Ranch,CO 80129,together with the interests,easements, rights,benefits,improvements and attached fixtures appurtenant thereto,and all interest of owner of the Premises (Owner)in vacated streets and alleys adjacent thereto,if applicable,except as herein excluded. 3.5.Lease;Sale. 3.5.1.Lease of the Premises or Lease means any agreement between the Landlord and a tenant to create a tenancy or leasehold interest in the Premises. 3.5.2.If this box is checked,Landlord represents to Broker that Landlord has the right and authority from Owner,authorizes Broker to negotiate the sale of the Premises.Sale of the Premises or Sale means the voluntary transfer or exchange of any interest in the Premises or the voluntary creation of the obligation to convey any interest in the Premises,including a contract or lease.it also includes an agreement to transfer any ownership interest in an entity which owns the Premises. 3.6.Listing Period.The Listing Period of this Landlord Listing Contract begins on 2/22/2017,and continues through the earlier of (1)completion of the Lease of the Premises or (2)11/22/2017,and any written extensions (Listing Period).Broker must continue to assist in the completion of any Lease or Sale for which compensation is payable to Brokerage Firm under §7 of this Landlord Listing Contract. 3.7.Applicability of Terms.A check or similar mark in a box means that such provision is applicable.The abbreviation “N/A”or the word “Deleted”means not applicable.The abbreviation “MEC"(mutual execution of this contract)means the date upon which both parties have signed this Landlord Listing Contract.For purposes of this agreement,Landlord includes sublandlord and tenant includes subtenant. 3.8.Day;Computation of Period of Days,Deadline. 3.8.1.Day.As used in this Landlord Listing Contract,the tenn “day"means the entire day ending at 11:59 p.m.,United States Mountain Time (Standard or Daylight Savings as applicable). 3.8.2.Computation of Period of Days,Deadline.In computing a period of days,when the ending date is not specified,the ?rst day is excluded and the last day is included,e.g.,three days after MEC.If any deadline falls on a Saturday,Sunday or federal or Colorado state holiday (Holiday),such deadline Ewill Will Not be extended to the next day that is not a Saturday,Sunday or Holiday.Should neither box be checked,the deadline will not be extended. 4.BROKERAGE RELATIONSHIP. 4.1.If the Landlord Agency box at the top of page 1 is checked,Broker represents Landlord as Land|ord’s limited agent (Landlord's Agent).If the Transaction-Brokerage box at the top of page 1 is checked, Broker acts as a Transaction-Broker. 4.2.In-Company Transaction -Different Brokers.When Landlord and tenant in a transaction are working with different brokers,those brokers continue to conduct themselves consistent with the brokerage relationships they have established.Landlord acknowledges that Brokerage Firm is allowed to offer and pay compensation to brokers within Brokerage Firm working with a tenant. 4.3.In-Company Transaction —One Broker.If Landlord and tenant are both working with the same broker,Broker must function as: 4.3.1.Landlord's Agent.if the Landlord Agency box at the top of page 1 is checked,the parties agree the following applies: 4.3.1.1.Landlord Agency Only.Unless the box in §4.3.1.2 (Landlord Agency Unless Brokerage Relationship with Both)is checked,Broker represents Landlord as Landlord’s Agent and must treat the tenant as a customer.A customer is a party to a transaction with whom Broker has no brokerage relationslg.Broker must disclose to such customer Broker's relationship with Landlord. 4.3.1.2.Landlord Agency Unless Brokerage Relationship with Both.if this box is checked, Broker represents Landlord as Landlord's Agent and must treat the tenant as a customer,unless Broker currently has or enters into an agency or Transaction-Brokerage relationship with the tenant,in which case Broker must act as a Transaction-Broker. 4.3.2.Transaction-Broker.if the Transaction-Brokerage box at the top of page 1 is checked,or in the event neither box is checked,Broker must work with Landlord as a Transaction-Broker.A Transaction- Broker must perform the duties described in §5 and facilitate lease transactions without being an advocate or agent for either party.If Landlord and tenant are working with the same broker,Broker must continue to function as a Transaction-Broker. EXCLUSIVE RIGHT-TO—LEASELISTING CONTRACT Page 2 of 9 2/9/2017 8:57:36 AM Landlord Initials Page 325 of 368 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 LC57—8-I 3. 5.BROKERAGE DUTIES.Brokerage Firm,acting through Broker,as eithera Transaction—Brokerora Landlord’s Agent,must perform the following Uniform Duties when working with Landlord: 5.1.Broker must exercise reasonable skill and care for Landlord,including,but not limited to the following: 5.1.1.Performing the terms of any written or oral agreement with Landlord; 5.1.2.Presenting all offers to and from Landlord in a timely manner regardless of whether the Premises is subject to a lease or letter of intent to lease; 5.1.3.Disclosing to Landlord adverse material facts actually known by Broker; 5.1.4.Advising Landlord regarding the transaction and advising Landlord to obtain expert advice as to material matters about which Broker knows but the specifics of which are beyond the expertise of Broker; 5.1.5.Accounting in a timely manner for all money and property received;and 5.1.6.Keeping Landlord fully informed regarding the transaction. Broker must not disclose the following information without the informed consent of Landlord: 5.2.1.That Landlord is willing to accept less than the asking lease rate for the Premises; 5.2.2.What the motivating factors are for Landlord to lease the Premises; 5.2.3.That Landlord will agree to Lease terms other than those offered; 5.2.4.Any material information about Landlord unless disclosure is required by law or failure to disclose such information would constitute fraud or dishonest dealing;or 5.2.5.Any facts or suspicions regarding circumstances that could psychologically impact or stigmatize the Premises. 5.3.Landlord consents to Broker's disclosure of Landlord's con?dential information to the supervising broker or designee for the purpose of proper supervision,provided such supervising broker or designee does not further disclose such information without consent of Landlord,or use such information to the detriment of Landlord. 5.4.Brokerage Firm may have agreements with other landlords to market and lease their premises. Broker may show alternative premises not owned by Landlord to other prospective tenants and list competing premises for lease. 5.5.Broker is not obligated to seek additional offers to Lease the Premises while the Premises is subject to a lease. 5.6.Broker has no duty to conduct an independent inspection of the Premises for the bene?t of a tenant and has no duty to independently verify the accuracy or completeness of statements made by Landlord or independent inspectors.Broker has no duty to conduct an independent investigation of a tenant's ?nancial condition or to verify the accuracy or completeness of any statement made by a tenant. 5.7.Landlord understands that Landlord is not liable for Broker's acts or omissions that have not been approved,directed,or rati?ed b Landlord. 5.8.When asked,Broker ill Will Not disclose to prospective tenants and cooperating brokers the existence of offers on the Premises and whether the offers were obtained by Broker,a broker within Brokerage Firm or by another broker. 5.2. 6.ADDITIONAL DUTIES OF LANDLORD’SAGENT.If the Landlord Agency box at the top of page 1 is checked,Broker is Land|ord’s Agent,with the following additional duties: 6.1.Promoting the interests of Landlord with the utmost good faith,loyalty and fidelity; 6.2.Seeking lease rates and terms that are set forth in this Landlord Listing Contract;and 6.3.Counseling Landlord as to any material bene?ts or risks of a transaction that are actually known by Broker. 7.COMPENSATION TO BROKERAGE FIRM;COMPENSATION TO COOPERATIVE BROKER.Landlord agrees that any Brokerage Firm compensation that is conditioned upon the Lease of the Premises will be earned by Brokerage Firm as set forth herein without any discount or allowance for any efforts made by Landlord or by any other person in connection with the Lease of the Premises. 7.1.Amount.In consideration of the services to be performed by Broker,Landlord agrees to pay Brokerage Firm as follows:' EXCLUSIVE RIGHT-TO—LEASELISTING CONTRACT Page 3 of 9 2/9/2017 8:57:36 AM Landlord Initials Page 326 of 368 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264- 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 LC57-8-13. 7.1.1.Lease Commission.(1)n/a%of the gross rent under the Lease,or (2)See Additional Provisions,in U.S.dollars. — 7.1.2.Sales Commission.If the box in §3.5.2 is checked,Brokerage Firm will paid a fee equal to (1) n/a%of the gross purchase price or (2)n/a,in U.S.dollars,payable upon delivery of deed. — 7.1.3 Other Compensation. — n/a — 7.2.Cooperative Broker Compensation.Brokerage Firm offers compensation to outside brokerage firms,whose brokers are acting as: E Tenant Agents:TBD %of the gross rent under the Lease or ,in U.S.dollars. E Transaction-Brokers:TBD %of the gross rent under the Lease or,in U.S.dollars. 7.3.When Earned.Such comFis._sionis earned upon the occurrence of any of the following: 7.3.1.Any Lease of the Premises within the Listing Period by Landlord,by Broker or by any other person; 7.3.2.Brokerfinding a tenant who is ready,willing and able to complete the Lease or Sale as specified in this Landlord Listing Contract;or 7.3.3.Any Lease (or Sale if §3.5.2 is checked)of the Premises within 120 calendar days after the Listing Period expires (Holdover Period)(1 )to anyone with whom Broker negotiateTand(2)whose name was submitted,in writing,to Landlord by Broker during the Listing Period (Submitted Prospect).Provided,however, Landlord E?ill Will Not owe the commission to Brokerage Firm under this §7.3.3 it a commission is earned by another licensed real estate brokerage ?rm acting pursuant to an exclusive agreement entered into during the Holdover Period and a Lease or Sale to a Submitted Prospect is consummated.If no box is checked in this §7.3.3,then Landlord does not owe the commission to Brokerage Firm. 7.4.When Applicable and Payable.The commission obligation applies to a Lease made during the Listing Period or any written extension of such original or extended term.The commission described in §7.1.1 is payable upon mutual execution of the Lease or possession,whichever occurs first,or See Additional Provisions,as contemplated by §7.3.1 or §7.3.3,or upon fulfillment of §7.3.2 where either the offer made by such tenant is not accepted by Landlord cg b e fusal or neglect of Landlord to consummate the Lease as agreed upon.Q/‘L 1:1”? 7.5 ExtensionsIRenewalsIE ansion.Br er Will ill Not be paid a fee in the event: Tenant exercises an option to xtend or KRenewunder the lease Tenant expands into additional space within the building or complex where the Premises is located If Brokerage Firm is to be paid a fee for such extension,renewal or expansion,such fee is in the amount of n/a,and is due and payable upon the Exercise by tenant of such right to extend or renew the Lease oru—pcintheexercise by tenant to expand the Premises,Upon the Commencement of any such extended, renewed or expansion term of the Lease,or E. 8.LIMITATIONON THIRD-PARTY COMPENSATION.Neither Broker nor the Brokerage Firm,except as set forth in §7,will accept compensation from any other person or entity in connection with the Premises without the written consent of Landlord.Additionally,neither Broker nor Brokerage Firm is permitted assess or receive mark-ups or other compensation for services performed by any third party or af?liated business entity unless Landlord signs a separate written consent for such services. 9.OTHER BROKERS’ASSISTANCE,MULTIPLELISTING SERVICES AND MARKETING.Landlord has been advised by Broker of the advantages and disadvantages of various marketing methods,including advertising and the use of multiple listing services (MLS)and various methods of making the Premises accessible by other brokerage firms (e.g.,using lock boxes,by-appointment-only showings,etc.),and whether some methods may limit the ability of another broker to show the Premises.After having been so advised, Landlord has chosen the following: 9.1.MLSIlnformation Exchange. 9.1.1.The Premises Ewill will Not be submitted to one or more MLS and Ewill will Not be submitted to one or more property informationexchanges.If submitted,Landlord authorizes Broker to provide timely notice of any status change to such MLS and information exchanges.Upon consummation of a transaction,Landlord authorizes Broker to provide lease infonnation to such MLS and informationexchanges. EXCLUSIVE RIGHT-T0-LEASELISTING CONTRACT Page 4 of9 2/9/2017 8:57:36 AM Landlord Initials Page 327 of 368 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 339 340 341 342 343 344 345 346 347 348 349 350 LC57-8-13. 9.1.2.Landlord authorizes the use of electronic and all other marketing methods except: n/a. ‘$7.3.Landlord further authorizes use of the data by MLS and property information exchanges,if any. 9.1.4.The Premises Address Ewiii Will Not be displayed on the Internet. 9.1.5.The Premises Listing Ewiii Will Not be displayed on the Internet. 9.2.Property Access.Access to the Premises may be by:E Manual Lock Box Electronic Lock Box E Via Appointment with Ian Elfner,Heather Taylor or Matt Call Other instructions:n/a 9.3.Broker Marketing.The following specific marketing tasks will be performed by Broker: Advertise on Xceligent,Loopnet,Co-Star.Broker eblasts.Canvassing.Target marketing as mutually agreed to by Listing Agent and Seller. 10.LANDLORD'S OBLIGATIONS TO BROKER;DISCLOSURESAND CONSENT. 10.1.Negotiations and Communication.Landlord agrees to conduct all negotiations for the Lease of the Premises only through Broker,and to refer to Broker all communications received in any form from real estate brokers,prospective tenants,buyers,or any other source during the Listing Period of this Landlord Listing Contract. 10.2.Advertising.Landlord agrees that any advertising of the Premises by Landlord (e.g.,Internet, print and signage)must first be approved by Broker. 10.3.No Existing Listing Agreement.Landlord represents that Landlord party to any listing agreement with any other broker to Lease the Premises. 10.4.Ownership of Materials and Consent.Landlord represents that all materials (including all photographs,renderings,images or other creative items)supplied to Broker by or on behalf of Landlord are owned by Landlord,except as Landlord has disclosed in writing to Broker.Landlord is authorized to and grants to Broker,Brokerage Firm and any MLS (that Broker submits the Premises to)a nonexclusive irrevocable, royalty-free license to use such material for marketing of the Premises,reporting as required and the publishing,display and reproduction of such material,compilation and data.This license survives the termination of this Landlord Listing Contract. 10.5.Required Information to County Assessor.Landlord consents that Broker may supply certain information to the county assessor if the Premises is residential and is furnished. Is Is Not currently a 11.RENTAL RATE AND TERMS.The following Rental Rate and Terms are acceptable to Landlord: 11.1.Rental Rate.U.S.$As mutually agreed to by Landlord &Tenant _:.j_j.._j._j_11.2.Minimum Amount of Security Deposit.U.S.$TBD. 11.3.Other Terms: n/a 12.DEPOSITS.Brokerage Firm is authorized to accept security deposits received by Broker pursuant to a proposed Lease.Brokerage Firm is authorized to deliver the security deposit to the Premises manager,if any, upon the execution of the Lease. 13.INCLUSIONSAND EXCLUSIONS. 13.1.Inclusions. 13.1.1.The Lease includes the following items (Inclusions): n/a The Inclusions will be leased by Landlord to tenant,all in their present condition. 13.1.2.Parking and Storage Facilities.The following parking facilities:n/a,and the following storage facilities:n/a.- 13.2.Exclusi_or_is.The following are excluded (Exclusions): n/a EXCLUSIVE RIGHT-TO-LEASE LISTING CONTRACT Page 5 of 9 2/9/2017 8:57:36 AM Landlord Initials Page 328 of 368 351 352 353 354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370 371 372 373 374 375 376 377 378 379 380 381 382 383 384 385 386 387 388 389 390 391 392 393 394 395 396 397 398 399 400 401 402 403 404 405 406 407 408 409 410 411 412 413 414 415 416 417 418 419 420 LC57-8»l 3. 14.TITLE AND ENCUMBRANCES.Landlord represents to Broker that Landlord has the right and authority to enter into a Lease of the Premises.Landlord must deliver to Broker true copies of all relevant title materials, leases,improvement location certi?cates and surveys in Landlord's possession and must disclose to Broker all easements,liens and other encumbrances,if any,on the Premises,of which Landlord has knowledge. 15.POSSESSION.Possession of the Premises will be delivered to tenant as follows:n/a 16.MATERIALDEFECTS,DISCLOSURESAND INSPECTION. 16.1.Broker’s Obligations.Colorado law requires a broker to disclose to any prospective tenant all adverse material facts actually known by such broker including but not limited to adverse material facts pertaining to the title to the Premises and the physical condition of the Premises,any material defects in the Premises,and any environmental hazards affecting the Premises which are required by law to be disclosed. These types of disclosures may include such matters as structural defects,soil conditions,violations of health, zoning or building laws,and nonconforming uses and zoning variances.Landlord agrees that any tenant may have the Premises and Inclusions inspected and authorizes Broker to disclose any facts actually known by Broker about the Premises. 16.2.Landlord's Obligations. 16.2.1.Landlord’s Premises Disclosure Form.Disclosure of known material latent (not obvious) defects is required by law.Landlord EAgrees Does Not Agree to provide a written disclosure of adverse matters regarding the Premises completed to Landlord’s current,actual knowledge. 16.2.2.Lead-Based Paint.Unless exempt,if the improvements on the Premises include one or more residential dwellings for which a building permit was issued prior to January 1,1978,a completed Lead-Based Paint Disclosure (Rental)form must be signed by Landlord and the real estate licensees,and given to any potential tenant in a timely manner. 16.2.3.Carbon Monoxide Alarms.Note:If the improvements on the Premises have a fuel-?red heater or appliance,a ?replace,or an attached garage and one or more rooms lawfully used for sleeping purposes (Bedroom),Landlord understands that Colorado law requires that Landlord assure the Premises has an operational carbon monoxide alarm installed within fifteen feet of the entrance to each Bedroom or in a location as required by the applicable building code,prior to offering the Premises for lease or sale. 16.2.4.Condition of Premises.The Premises will be delivered in the condition existing as of the date of the lease or sales contract,ordinary wear and tear excepted,unless Landlord,at Landlord's sole option,agrees in writing to any repairs or other work to be performed by Landlord. 17.RIGHT OF PARTIES TO CANCEL. 17.1.Right of Landlord to Cancel.In the event Broker defaults under this Landlord Listing Contract, Landlord has the right to cancel this Landlord Listing Contract,including all rights of Brokerage Firm to any compensation if the Landlord Agency box is checked.Examples of a Broker default include,but are not limited to (1)abandonment of Landlord,(2)failure to ful?ll all material obligations of Broker,and (3)failure to ful?ll all material Uniform Duties (§5)or,if the Landlord Agency box at the top of page 1 is checked,the failure to ful?ll all material Additional Duties Of Landlord's Agent (§6).Any rights of Landlord that accrued priorto cancellation willsurvive such cancellation. 17.2.Right of Broker to Cancel.Brokerage Firm may cancel this Landlord Listing Contract upon written notice to Landlord that title is not satisfactory to Brokerage Firm.Although Broker has no obligation to investigate or inspect the Premises,and no duty to verify statements made,Brokerage Firm has the right to cancel this Landlord Listing Contract if any of the following are unsatisfactory (1)the physical condition of the Premises or Inclusions,(2)any proposed or existing transportation project,road,street or highway,(3)any other activity,odor or noise (whether on or off the Premises)and its effect or expected effect on the Premises or its occupants,or (4)any facts or suspicions regarding circumstances that could psychologically impact or stigmatize the Premises.Additionally,Brokerage Firm has the right to cancel this Landlord Listing Contract if Landlord or occupant of the Premises fails to reasonably cooperate with Broker or Landlord defaults under this Landlord Listing Contract.Any rights of Brokerage Firm that accrued prior to cancellation will survive such cancellation. EXCLUSIVE RIGHT—T0-LEASELISTING CONTRACT Page 6 of 9 2/9/2017 8:57:36 AM Landlord Initials Page 329 of 368 421 422 423 424 425 426 427 428 429 430 431 432 433 434 435 436 437 438 439 440 441 442 443 444 445 446 447 448 449 450 451 452 453 454 455 456 457 458 459 460 461 462 463 464 465 466 467 468 469 470 471 472 473 474 475 476 477 478 479 480 481 482 483 484 485 486 487 488 489 490 LC57-8-13. 18.COST OF SERVICES AND REIMBURSEMENT.Unless otherwise agreed upon in writing,Brokerage Firm must bear all expenses incurred by Brokerage Firm,if any,to market the Premises and to compensate cooperating brokerage ?rms,if any.Neither Broker nor Brokerage Firm will obtain or order any other products or services unless Landlord agrees in writing to pay for them promptly when due (examples:space planning, drawings,surveys,radon tests,title reports,engineering studies,property inspections).Unless othenlvise agreed,neither Broker nor Brokerage Firm is obligated to advance funds for Landlord.Landlord must reimburse Brokerage Firm for payments made by Brokerage Firm for such products or services authorized by Landlord. 19.DISCLOSURE OF SETTLEMENT COSTS.Landlord acknowledges that costs,quality,and extent of service vary between different settlement service providers (e.g.,attorneys,lenders,inspectors and title companies). 20.MAINTENANCE OF THE PREMISES.Neither Broker nor Brokerage Firm is responsible for maintenance of the Premises nor are they liable for damage of any kind occurring to the Premises,unless such damage is caused by their negligence or intentional misconduct. 21.NONDISCRIMINATION.The parties agree not to discriminate unlawfully against any prospective tenant because of the race,creed,color,sex,sexual orientation,marital status,familial status,physical or mental disability,handicap,religion,national origin or ancestry of such person. 22.RECOMMENDATIONOF LEGAL AND TAX COUNSEL.By signing this document,Landlord acknowledges that Broker has advised that this document has important legal consequences and has recommended consultation with legal and tax or other counsel before signing this Landlord Listing Contract. 23.MEDIATION.If a dispute arises relating to this Landlord Listing Contract,prior to or after possession of the Premises,and is not resolved,the parties must first proceed in good faith to submit the matter to mediation. Mediation is a process in which the parties meet with an impartial person who helps to resolve the dispute informally and con?dentially.Mediators cannot impose binding decisions.The parties to the dispute must agree,in writing,before any settlement is binding.The parties willjointly appoint an acceptable mediator and will share equally in the cost of such mediation.The mediation,unless othenlvise agreed,will terminate in the event the entire dispute is not resolved within 30 calendar days of the date written notice requesting mediation is delivered by one party to the other party's last known address. 24.ATTORNEY FEES.in the event of any arbitration or litigation relating to this Landlord Listing Contract, the arbitrator or court must award to the prevailing party all reasonable costs and expenses,including attorney and legal fees. 25.ADDITIONAL PROVISIONS.(The following additional provisions have not been approved by the Colorado Real Estate Commission.) Section 3.6 continued Following the initial 9 month listing term either party shall have the right to terminate by providing 30 day prior written notice. Section 7.5 Notwithstanding anything to the contrary contained within this section Brokerage Firm shall not be paid for a lease extension or lease renewal. LEASE NavPoint Real Estate Group will charge a 3%fee on the total net lease consideration for years 1-5 and 1.5%years 6-10 for the lease term upon the successful execution ofa lease and waiver of all contingencies as applicable within the lease,OR 5%for 1-5 and 3%for 6-10 with a cooperating broker involved.50%of said fee will be due upon mutual execution of the lease EXCLUSIVE RIGHT-TO-LEASELISTING CONTRACT Page 7 of 9 2/9/2017 8:57:36 AM Landlord Initials Page 330 of 368 491 492 493 494 495 496 497 498 499 S00 501 502 503 504 505 506 507 508 S09 S10 511 512 513 514 515 516 517 S18 519 520 521 522 LC57-8-13. agreement and waiver of all contingencies and 50%will be due upon tenant occupancy and Tenant paying either A)Rent or B)Construction Rent,as required within the lease agreement. -For active transactions as of 1/20/2017 St.Charles Town Company,LLC;John Elway Auto Dealership represented by Legend Partners,and a Hotel represented by DePauI Real Estate Advisers lease commissions shall be reduced to 85%of the total commissions due to the Listing Agent. Brokerage Finn and Landlord agree to utilize the ERMF (Englewood McLellan Reservoir Foundation)Letter of Intent form for any and all Letter of Intent negotiations. It is acknowledged and agreed that the Premises subject to this Listing Contract are available only on a lease basis,and in no event are any of the parcels available for sale. 26.ATTACHMENTS.The following are a part of this Landlord Listing Contract: n/a 27.NO OTHER PARTY OR INTENDEDBENEFICIARIES.Nothing in this Landlord Listing Contract is deemed to inure to the bene?t of any person other than Landlord,Broker and Brokerage Firm. 28.NOTICE,DELIVERYAND CHOICE OF LAW. 28.1.Physical Delivery.All notices must be in writing,except as provided in §28.2.Any document, including a signed document or notice,delivered to the other party to this Landlord Listing Contract,is effective upon physical receipt.Delivery to Landlord is effective when physically received by Landlord,any signator on behalf of Landlord,any named individual of Landlord or representative of Landlord. 28.2.Electronic Delivery.As an alternative to physical delivery,any document,including a signed document or written notice,ma be delivered in electronic form only by the following indicated methods: Facsimile E-mail EInternet.If no box is checked,this §28.2 is not applicable and §28.1 governs notice and delivery.Documents with original signatures will be provided upon request of any party. 28.3.Choice of Law.This Landlord Listing Contract and all disputes arising hereunder are governed by and construed in accordance with the laws of the State of Colorado that would be applicable to Colorado residents who sign a contract in this state for property located in Colorado. 29.MODIFICATIONOF THIS LANDLORD LISTING CONTRACT.No subsequent modi?cation of any of the terms of this Landlord Listing Contract is valid,binding upon the parties,or enforceable unless made in writing and signed by the parties. 30.COUNTERPARTS.This Landlord Listing Contract may be executed by each of the parties,separately, and when so executed by all the parties,such copies taken together are deemed to be a full and complete contract between the parties. 31.ENTIRE AGREEMENT.This agreement constitutes the entire contract between the parties,and any prior agreements,whether oral or written,have been merged and integrated into this Landlord Listing Contract. 32.COPY OF CONTRACT.Landlord acknowledges receipt of a copy of this Landlord Listing Contract signed by Broker,including all attachments. Brokerage Firm authorizes Broker to execute this Landlord Listing Contract on behalf of Brokerage Firm. -I EXCLUSIVE RIGHT-TO-LEASELISTING CONTRACT Page 8 of 9 2/9/2017 8:57:36 AM Landlord Initials Page 331 of 368 Landlord:Englewood McLeIlan Reservoir Foundation By:Tom Brennan Address:1000 Englewood Pkwy Englewood CO 80110 Phone:Fax: Email: Date;1/20/2017 Broker:Ian Elfner Brokerage Firm.s Name‘oint Real Estate Group Address:3740 }oro La Ph:720.376 6805 .720 49-/ Broker:Matt Call Brokerage Firms Name:NavPoint Real Estate Group Address:3740 Dacoro Lane,Suite 200 Castle Rock CO 80109 Ph:720-420-7530 Fax:720-240-0762 Email:matt.caII@1avpointre.com Broker:Heather T Ior Brokerage Firms Name:NavPoint Real Estate Group Address:3740 Dacoro Lane,Suite 200 Castle Rock CO 80109 Ph:720-420-7530 Fax:720.240.0762 Email:heather.tayIor@navpointre.com LC57-8-13 EXCLUSIVE RIGHT-TO-LEASE LISTING CONTRACT CTM econtracts —@2016 CTM Software Corp. LC57-8-13.EXCLUSIVE RIGHT-TO-LEASE LISTING CONTRACT Page 9 of9 2/9/2017 8:57:36 AM Landlord Initials Page 332 of 368 Page 333 of 368 EMRF Broker Proposals :: Fee Schedules Ruschmeyer Corporation 3.5% of Gross Rent of 20 Year Term (5% Co-Op Broker) Paid Annually at 6/18/30 Months after Close Same Terms for Sale $5-20k for Expenses Such as Appraisals Coldwell Banker Commercial/CBC Advisors Retail Lease: 5% of First 10 Years Net Value (6% Co-Op Broker) Ground Lease: 5% First 10 Years Net Value (6% Co-Op Broker) Office Lease: $1.00/sf ($1.50/sf Co-Op Broker) Land Sale: 5% Purchase Price (6% Co-Op Broker) CBRE 4% Gross Lease Amount (6% Co-Op Broker) Same Terms for Sale Tenant Purchase: 1% of Sales Price Within First 10 Years (2% Co-Op Broker). No Fee After Year 20 Navpoint Real Estate Group 3% Net Lease Value Years 1-5 (5% Co-Op Broker). 1.5% Years 6-10 (3% Co-Op Broker) 50% Due at Lease Agreement 50% at Tenant Occupancy Sale Term is 3% (5% Cop-Op Broker) Cresa 6% of Total Net Lease (Assumes Co-Op Broker) Sale Term is 4% (6% Co-Op Broker) DePaul Real Estate Advisors 5% Gross Lease Value (8% Co-Op Broker) Legend Partners 6% Net Lease Value Years 1-15 (Assumes Co-Op Broker). 3% Years 16-20 Sale Term is 6% (Assumes Co-Op Broker?) KW Commercial 4% Total Base Rent for Term (5% Co-Op Broker) Same Terms for Sale $100/Hour for non-contract meetings, coordinating public improvements, etc. BP/EMRF Broker Proposals Fee Summaries Page 334 of 368 RESOLUTION NO. SERIES OF 2017 A RESOLUTION SUPPORTING A LISTING CONTRACT WITH NAVPOINT REAL ESTATE GROUP TO MARKET THE REMAINING AVAILABLE PARCELS ON BEHALF OF THE ENGLEWOOD MCLELLAN RESERVOIR FOUNDATION WHEREAS, Ordinance 41, Series of 1999 established the creation of the Englewood McLellan Reservoir Foundation (EMRF) to oversee the development of property, to enhance and diversify the City’s long-term revenues, and to protect the water supply in and around McLellan Reservoir; and WHEREAS, the Englewood McLellan Reservoir Foundation has entered into long- term leases on five parcels of McLellan property; and WHEREAS, the EMRF Board advertised and received eight Request for Proposals to market the remaining available parcels. Upon completion of evaluating the Proposals and interviewing respondents, the Board selected NavPoint Real Estate Group. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, AS FOLLOWS: Section 1. The City Council of the City of Englewood, Colorado hereby supports a listing contract with NavPoint Real Estate Group to market the remaining available parcels on behalf of the Englewood McLellan Reservoir Foundation. ADOPTED AND APPROVED this 6th day of March, 2017. ATTEST: Joe Jefferson, Mayor Stephanie Carlile, Acting City Clerk I, Stephanie Carlile, Acting City Clerk for the City of Englewood, Colorado, hereby certify the above is a true copy of Resolution No. , Series of 2017. Stephanie Carlile, Acting City Clerk Page 335 of 368 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Kathleen Rinkel DEPARTMENT: Finance & Administrative Services DATE: March 6, 2017 SUBJECT: Approval of Annual iCompass Invoice DESCRIPTION: Approval of Annual iCompass Invoice RECOMMENDATION: Staff recommends approval of the Annual invoice for iCompass in the amount of $31,715.00. PREVIOUS COUNCIL ACTION: iCompass has been in use for Council meetings and packet availability since October 2016. SUMMARY: A contract was initiated on January 5, 2016, with iCompass for $24,160 to provide online software for Meeting Management, Records Manager and Video Manager in support of Council meetings. The attached invoice is the second-year costs and exceeds $25,000, thereby requiring Council Approval. This was a planned and budgeted expense. ANALYSIS: The City has been in the process of implementing this software since February, 2016. It is now in full operation. iCompass software is currently our method of processing all incoming Council agenda items (including department review and approval), development of the formal agenda with key information attached, publication for the community access and video presentation of the Council Meetings. The software has been key in bringing efficiencies to process and public availability. FINANCIAL IMPLICATIONS: In the 2017 Capital Projects Fund, $33,000 was approved and appropriated for this software. Page 336 of 368 ALTERNATIVES: The alternative would be to re-instate manual processes, which would challenge our ability to remain current and transparent to the community on our website. CONCLUSION: Staff believes that this product/software has improved the City's efficiency in providing information to the Council and the Community. 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Qs .mc__-:O . u2m__._m__._ 1_§<§a23>__ A53“ :95 . .:o.§BwEoEmum:mEmuseum3\u=m.:o..§om.EmEomm:m§mczmmé.50 £_3 >_xu_:c mc_cE:ucm9.Pa:o>E5mmsmcoE9591 m:.E..mtLEE mmxmmm.m:_umm_.>=m:u:_.50 Emumoulm:.E.=w?.35.mm‘Gum. E. :.2.~.~NL.hLNEF MG :o_.S:oEm_n uwwuwmmw.>.=m=_p:_3:.wEEm2..._m h? :_ou.;uw?mmQEou_©£c_Eou.,_u2mm2_Eou_.> X<...?y:.30_ mn_EoU_ mmwn_ $_mo_o._€£.mm.Page 358 of 368 Page 359 of 368 Page 360 of 368 Page 361 of 368 Page 362 of 368 Page 363 of 368 Page 364 of 368 3/2/2017 TENTATIVE STUDY SESSIONS TOPICS FOR ENGLEWOOD CITY COUNCIL March 6 Study Session Strategic Plan Update EMRF Broker Listing Agreement Discussion March 6 Regular Meeting (Materials due 14 Feb. 17) March 9 Breakfast Meeting -Englewood City Council and Littleton City Council March 13 Study Session Cancelled due to NLC March 20 Study Session Review and Selection of Citizen of the Year Nominations Police Building Status Update March 20 Regular Meeting (Materials due 28 Feb. 17) March 27 Study Session Slate Communications Update Englewood Housing Authority Board Update Budget Advisory Committee Update South Broadway Improvements Discussion Board and Commission Policy Discussion Budgeting for Community Goals Review PIO Update April 3 Study Session Discussion of Adopting 2015 International Codes April 3 Regular Meeting (Materials due 14 Mar. 17) April 10 Study Session Transportation Advisory Committee Board Update Water and Sewer Board Update Police Building Status Update Chatfield Reservoir Environmental Pool Discussion Council Policy and Procedures Budgeting for Community Goals Review April 17 Regular Meeting (Materials due 28 Mar. 17) April 24 Study Session Slate Communications Update Alliance for Commerce in Englewood Board Update Budgeting for Community Goals Review Page 365 of 368 3/2/2017 Council Policy and Procedures PIO Update May 1 Regular Meeting (Materials due 11 Apr. 17) May 8 Study Session Code Enforcement Advisory Committee Board Update Police Building Status Update Council Policy and Procedures Budgeting for Community Goals Review May 15 Regular Meeting (Materials due 25 Apr. 17) May 22 Study Session Slate Communications Update Council Policy and Procedures Budgeting for Community Goals Review PIO Update May 29 Memorial Day – Tues No planned meeting – 5th week Jun 5 Regular Meeting (Materials due 16 May 17) Jun 12 Study Session Cultural Arts Commission Board Update Police Building Status Update Budgeting for Community Goals Review Jun 19 Regular (Materials due 30 May 17) Jun 26 Study Session Budgeting for Community Goals Review PIO Update Jul 3 Regular (Materials due 13 Jun. 17) Jul 10 Study Session Parks and Recreation Commission Board Update Budgeting for Community Goals Review Jul 17 Regular (Materials due 27 Jun. 17) Jul 24 Study Session Budgeting for Community Goals Review Jul 31 No planned meeting – 5th Monday Aug 7 Regular Meeting (Materials due 18 Jul. 17) Aug 14 Study Session Page 366 of 368 3/2/2017 Budgeting for Community Goals Review Aug 21 Regular Meeting (Materials due 30 Jul. 17) Aug 28 Study Session Budgeting for Community Goals Review Sept 5 Regular Meeting Sept 11 Study Session Budgeting for Community Goals Review Sept 18 Regular Meeting Sept 25 Study Session Budgeting for Community Goals Review Oct 2 Regular Meeting Oct 9 Study Session Budgeting for Community Goals Review Oct 16 Regular Meeting Oct 23 Study Session Budgeting for Community Goals Review Oct 30 No planned meeting – 5th Monday Nov 6 Regular Meeting Nov 13 Study Session Budgeting for Community Goals Review Nov 20 Regular Meeting Nov 27 Study Session Budgeting for Community Goals Review Dec 4 Regular Meeting Dec 11 Study Session Budgeting for Community Goals Review Dec 18 Regular Meeting Christmas Holidays Page 367 of 368 3/2/2017 FUTURE STUDY SESSION TOPICS Joint Meeting with Englewood School District Board & Commission Presentations Discharge Permit for LEWWTP Follow up on Closure of Englewood Ironworks Urban Renewal Area CHFA Presentation Joint Meeting with Littleton and Englewood on Bi City plant (non-meeting night event) Boards and Commissions Board and Commission Interviews (January and June) Alliance for Commerce in Englewood Committee Board of Adjustment and Appeals Budget Advisory Committee Code Enforcement Advisory Board (May) Cultural Arts Commission Election Commission Englewood Housing Authority (February) Keep Englewood Beautiful Commission (May) Liquor Licensing Authority Fire Pension, Police Pension and Retirement Board Parks and Recreation Commission Planning and Zoning Commission (February) Public Library Board (June) Transportation Advisory Committee Urban Renewal Authority Water and Sewer Board Page 368 of 368