HomeMy WebLinkAbout2022 Resolution No. 0351
RESOLUTION NO. 35
SERIES OF 2022
A RESOLUTION ADOPTING THE ECONOMIC DEVELOPMENT
STRATEGIC PLAN
WHEREAS, the City of Englewood (the “City”) has retained Economic and Planning
Systems to prepare a comprehensive Economic Development Strategic Plan (the “Plan”) to serve
as a ten-year guide to position the City on a continued path of a resilient, sustainable and vibrate
economy that allows people of all backgrounds and incomes to live, work, visit and thrive in the
City; and
WHEREAS, strategic planning is a disciplined effort to produce fundamental decisions
and actions that shape and guide what an organization is, what it does and why it performs the
services and/or programs it does; and
WHEREAS, there are numerous benefits to strategic planning, including: organizations
can increase effectiveness and efficiency, improve understanding through better learning, make
better decisions, enhance organizational capabilities, improve communications and public
relations as well as increase political support; and
WHEREAS, in connection with direction provided by City Council, City staff and
Economic and Planning Systems have prepared the Plan to define the role of the City in economic
development; and
WHEREAS, the Plan includes recommended economic development initiatives and
actions to be implemented by the City and its economic development partners in order to position
the City on a continued path of a resilient, sustainable and vibrate economy that allows people of
all backgrounds and incomes to live, work, visit and thrive in the City; and
WHEREAS, the Plan is consistent with the economy goals section of the City of
Englewood Strategic Plan and identifies specific opportunities to implement these strategies; and
WHEREAS, the City Council has reviewed the proposed Plan including the strategic goals
and strategic initiatives, as outlined in the attached documents.
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 approves the
adoption of the “Economic Development Strategic Plan,” attached hereto.
Section 2. The Mayor, Mayor Pro Tem (in the Mayor’s absence), and/or City staff are
hereby granted the authority to take all actions necessary to implement the provisions of Section 1
above.
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ADOPTED AND APPROVED this 7th day of November, 2022.
Othoniel Sierra, Mayor
ATTEST:
Stephanie Carlile, City Clerk
I, Stephanie Carlile, City Clerk for the City of Englewood, Colorado, hereby certify the
above is a true copy of Resolution No. 35, Series of 2022.
Stephanie Carlile
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Final Report
Economic Development Strategic
Plan
Prepared for:
City of Englewood, Colorado
Prepared by:
Economic & Planning Systems, Inc.
EPS #213174
October 27, 2022
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Table of Contents
Introduction ................................................................................... 1
Purpose ............................................................................................. 1
What is Economic Development? ........................................................... 1
The Englewood Context ....................................................................... 2
Plan Organization ................................................................................ 2
Englewood City Profile ..................................................................... 3
Demographics and Housing .................................................................. 3
Englewood Economy............................................................................ 5
Englewood Commercial Real Estate ....................................................... 8
Comparison Communities................................................................... 11
Economic Development Structure ................................................... 17
Englewood Economic Development ...................................................... 18
Economic Development Programs ........................................................ 21
Peer City Economic Organizations ........................................................ 25
Strengths/Weaknesses/Opportunities .............................................. 31
Public Input and Outreach .................................................................. 31
Strengths and Weaknesses................................................................. 32
Opportunities ................................................................................... 34
Strategies and Actions ................................................................... 37
Vision Statement .............................................................................. 37
Strategies and Actions ....................................................................... 37
Action Plan................................................................................... 53
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List of Tables
Table 1. Population and Housing Units, 2010-2021 ................................................ 3
Table 2. Housing Tenure Trends, 2010-2021 ......................................................... 3
Table 3. Housing Units by Type, 2010-2021 .......................................................... 4
Table 4. Household Demographics, 2010-2021 ...................................................... 4
Table 5. Englewood Age Distribution, 2010-2021 ................................................... 5
Table 6. Wage and Salary Jobs by Industry, 2010-2019 ......................................... 6
Table 7. Commercial Real Estate Metrics, 2021 ..................................................... 9
Table 8. Commercial Real Estate Inventory Trends, 2010-2021 ............................. 10
Table 9. Comparison Community Size, 2021 ....................................................... 11
Table 10. Population Trend Comparison, 2010-2021 .............................................. 11
Table 11. Household Income and Housing Price Comparison ................................... 12
Table 12. Demography Trend Comparison, 2010-2021 ........................................... 14
Table 13. Job Growth Comparison, 2010-2019 ...................................................... 15
Table 14. Three Largest Industries by Community, 2019 ........................................ 15
Table 15. Commercial Real Estate Comparison, 2021 ............................................. 16
Table 16. Regional and Other Partner Organizations .............................................. 24
Table 17. Peer City Economic Development Programs ............................................ 26
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List of Figures
Figure 1. Change in Jobs by Major Industry Group, 2010-2019 ................................. 6
Figure 2. Number of Business by Size, Englewood (80110 and 80113 Zip Codes) ........ 7
Figure 3. Housing Tenure Comparison, 2021 ........................................................ 12
Figure 4. Housing by Type Comparison, 2021 ....................................................... 13
Figure 5. Population by Age Comparison, 2021 ..................................................... 13
Figure 6. Englewood Community Development Organization Chart .......................... 18
Figure 7. Englewood DDA Boundary .................................................................... 20
Figure 8. Economic Development Organizational Structure ..................................... 47
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Introduction
Purpose
This Economic Development Strategic Plan was prepared for the City of Englewood
to guide the City’s economic development programs, policies, and allocation of
resources for the next 5 to 10 years. It also recommends roles for the City and its
economic partner organizations to implement the recommended strategies.
What is Economic Development?
Economic development uses policies, strategies, and actions to grow and sustain
an economy. Economic development builds personal wealth, supports businesses,
and strengthens a local government’s tax base needed to fund services and
community infrastructure. There is no single right approach to economic
development. Communities use the approach best suited to their needs and their
economic context, and many use elements of several approaches. The three main
economic development approaches are summarized below.
• Recruitment and marketing – Business recruitment and marketing is what
many people associate with economic development. This approach allocates
resources to marketing a place to prospective firms and often competing with
other places to recruit them. It requires a large budget for incentives
programs, travel, and event and conference attendance.
• Business support and retention – This approach prioritizes supporting and
growing local businesses. The emphasis is on growing from within the
community’s assets rather than attracting businesses from outside.
• Place-based economic development – Place-based economic development
is a broad approach that recognizes the importance of community
infrastructure in creating an environment that attracts businesses:
neighborhoods, housing, schools, clean and safe streets, transportation, and
physical infrastructure.
Many communities use elements of all three approaches based on their needs and
current opportunities. This Plan recommends a balance of all three approaches,
with the most emphasis on local business support, infill and redevelopment, and
place-based economic development.
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The Englewood Context
Englewood is a first ring suburb adjacent to the City and County of Denver on its
northern border. Englewood, like its neighbors, is largely built out with few large
vacant development sites. Englewood has a mix of pre- and post-World War II
development ranging from compact single family neighborhoods to low density
automobile-oriented commercial corridors including South Broadway and
Hampden Avenue.
Englewood’s development pattern is important to consider in this Economic
Development Strategic Plan. Communities with more “greenfield” sites and
capacity to grow are often more active in recruiting and incentivizing major
employers and retailers. In contrast, communities with fewer large development
opportunities shift their approach to business support and retention.
Redevelopment also becomes important in the absence of large greenfield
development sites. Redevelopment sites offer opportunities to shift the existing
development pattern and economy to support its growth and evolution.
A theme that was repeated in the public outreach for this Plan was Englewood’s
small-city character with nearby big city amenities. Businesses noted that
Englewood is small enough where a small business can have a positive impact on
the community, and business owners and employees can feel like they are part of
the community. At the same time, the City is big enough and centrally located,
making it a desirable place to run a business because of the access to customers.
Plan Organization
This economic development strategic plan is divided into six chapters including
this Introduction.
1. Introduction
2. City Profile – A summary of demographic and economic trends in
Englewood and a set of comparison communities.
3. Current Economic Development Structure – Describes the
organizations involved in economic development in Englewood.
4. Strengths/Weaknesses/Opportunities – Summarizes public and
business input that informs the recommended strategies and actions.
5. Strategies and Actions – Provides recommended strategies and actions
for the City and its partners.
6. Action Plan – Lists a set of action items prioritized into short range (0-2
years), medium range (3-5 years), and long range (6-10+ years) time
periods. Lead and partner organizations are also suggested for each action.
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Englewood City Profile
This chapter provides an overview of economic and demographic conditions in
Englewood, presented in three major sections: demographics and housing,
economy, and commercial real estate. The data includes statistics from 2010
through 2021 for an evaluation of current conditions and long-term trends.
Demographics and Housing
In 2021, Englewood had 33,784 residents and 17,175 housing units as shown in
Table 1. Since 2010, Englewood added about 3,300 people or 302 per year at an
annual rate of 0.9 percent. The City added just over 1,500 housing units during
the same time period at a pace of approximately 140 per year, which was also a
0.9 percent annual growth rate.
Table 1. Population and Housing Units, 2010-2021
The demographic characteristics of the population are changing gradually due to
an increase in renter households. In 2010, the housing stock was almost equally
divided among renters and owners. Since 2010, the City grew by approximately
1,300 renter households and 530 owner households changing the distribution of
housing tenure to 46.8 owners and 53.2 percent renters, as shown in Table 2.
Table 2. Housing Tenure Trends, 2010-2021
Englewood 2010 2021 Total Ann. #Ann. %
Population 30,460 33,784 3,324 302 0.9%
Housing Units 15,609 17,175 1,566 142 0.9%
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
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2010-2021
Housing Tenure Trends 2010 2021 Total Annual Ann. %
Housing Units
Owner Occupied 7,065 7,597 532 48 0.7%
Renter Occupied 7,310 8,651 1,341 122 1.5%
Total Occupied Units 14,375 16,248 1,873 170 1.1%
Percent of Total
Owner Occupied 49.1%46.8%-2.4%- -
Renter Occupied 50.9%53.2%2.4%- -
Total 100%100%- - -
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
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2010-2021
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More diverse types of housing are being built in Englewood than in the past. In
2010, 60 percent of the housing stock was single family detached homes, 35
percent was multifamily and about 5.4 percent were in single family attached
units (townhomes) and mobile homes, as shown in Table 3. New housing units
from 2010 through 2021 were comprised of 59 percent single family detached, 35
percent multifamily, and 6.5 percent attached single family (townhomes and
mobile homes). This construction pattern reflects the infill environment of the city
where land values are increasing, and higher densities are needed to make
housing development feasible.
Table 3. Housing Units by Type, 2010-2021
In 2010, the median household income in Englewood was $42,416, the median
home value was $213,800, and the average household size was 2.07 as shown in
Table 4. From 2010 through 2021 household income increased by 3.4 percent
annually to $61,589. During this period, median home value grew by over two-
fold, increasing from $213,800 to $435,852. Housing became more expensive
compared to household income during this time. The percentage of income
devoted to mortgage payments increased from 21 percent in 2010 to 30 percent
in 2021. Note that these income figures are demographic statistics and differ from
program qualifying incomes published by HUD and the Colorado Housing Finance
Authority (CHFA).
Table 4. Household Demographics, 2010-2021
Housing by Type 2010 % Total 2021 %Total Total Annual Ann. %
Single Family Residence 9,383 60.1%10,088 58.7%705 64 0.7%
Attached (2-4 Units)675 4.3%913 5.3%238 22 2.8%
Multifamily 5,403 34.6%5,971 34.8%568 52 0.9%
Mobile Homes 148 0.9%203 1.2%55 5 2.9%
Source: U.S. Census; Economic & Planning Systems
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2010-2021
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Household Statistics 2010 2021 Total Annual Ann. %
Median Household Income $42,416 $61,589 $19,173 $1,743 3.4%
Median Home Value $213,800 $435,852 $222,052 $20,187 6.7%
Household Size 2.07 2.08 ------
Percent of Income for Mortgage 21%30%------
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
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2010-2021
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Englewood’s population is aging slightly, with an increase in the median from 37.2
to 39.1 from 2010 through 2021 as shown in Table 5. The population in most age
groups under 55 decreased while the population over 55 increased.
Table 5. Englewood Age Distribution, 2010-2021
Englewood Economy
Available job data lags the demographic data presented above by two years. In
2019, Englewood had approximately 24,980 wage and salary jobs (not including
sole proprietors), as shown in Table 6 and Figure 1. From 2010 through 2019,
2,900 jobs were added in the City at an annual rate of 1.4 percent.
Retail, Leisure, and Hospitality sectors had the largest amount of growth, adding
1,176 jobs. This is an industry often comprised of small businesses. Construction
was the next largest growth sector, adding just under 1,000 jobs. Wholesale
Trade, Transportation, and Utilities added 677 jobs and Education and Health
Services added just over 600 jobs but remained the largest sector by far.
Professional and Business Services was the only industry with major losses
between 2010 and 2019, shrinking by almost 600 jobs related to the relocation of
First Data Corporation from Englewood to the Meridian Business Park on County
Line Road in Douglas County.
Age Range 2010 2021 Change
Median Age 37.2 39.1 1.9
0-4 6.4%5.4%-1.0%
5-9 4.7%5.2%0.5%
10-14 4.4%4.8%0.4%
15-24 12.5%10.8%-1.7%
25-34 18.8%17.2%-1.6%
35-44 13.8%14.8%1.0%
45-54 15.6%12.4%-3.2%
55-64 11.3%13.1%1.8%
65-74 5.5%8.9%3.4%
75-84 4.1%4.5%0.4%
85+ 2.8%2.8%0.0%
Source: ESRI, Economic & Planning Systems
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Table 6. Wage and Salary Jobs by Industry, 2010-2019
Figure 1. Change in Jobs by Major Industry Group, 2010-2019
Jobs by Industry 2010 2019 Total Ann. #Ann. %
Education and Health Services 6,704 7,308 604 67 1.0%
Retail, Leisure, and Hospitality 3,308 4,484 1,176 131 3.4%
Professional and Business Services 4,301 3,729 -572 -64 -1.6%
Construction 2,359 3,358 999 111 4.0%
Wholesale Trade, Transportation, and Utilities 1,840 2,517 677 75 3.5%
Manufacturing 2,306 2,344 38 4 0.2%
Financial Activities 967 1,149 182 20 1.9%
Information 118 80 -38 -4 -4.2%
Natural Resources and Mining 94 9 -85 -9 -22.9%
Government 49 2 -47 -5 -29.9%
Total Jobs*22,046 24,980 2,934 326 1.4%
*Work Area metrics
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
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2010-2019
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Most business in Englewood are small. As shown in Figure 2, 86 percent of
businesses are under 20 employees. These data reinforce the recommendations
that the economic development focus should be on business support and
retention, and fostering business startups.
Figure 2. Number of Business by Size, Englewood (80110 and 80113 Zip Codes)
52.8%
18.3%14.8%9.0%2.9%2.0%0.2%
0
200
400
600
800
1,000
1,200
1,400
Less than 5
employees
5 to 9
employees
10 to 19
employees
20 to 49
employees
50 to 99
employees
100 to 249
employees
250 to 499
employees
Number of Firms by Size, Zip Codes 80110 and 80113, Englewood,
2021
Source: US Census;Economic & Planning Systems
[link to source]
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Englewood Commercial Real Estate
Industrial property makes up the largest amount of nonresidential development
by building area in Englewood with 7.8 million square feet, which is more than
twice the space of all other categories as shown in Table 7. Within the industrial
category, warehouse space accounts for most of the total square footage in
Englewood, with 5.3 million square feet. Industrial rents are approximately
$11.00 per square foot with tenants paying all operating expenses in most cases.
The supply of space is tight as exhibited by the 3.7 percent vacancy rate.
Englewood’s industrial space dates largely from the 1950s through 1970s and has
many buildings that are becoming functionally obsolete by modern standards.
Despite their advancing age, these buildings have a role as they are lower cost
than new space and still can meet the needs of small firms. Englewood is not
competitive with the types of large high ceiling new warehousing facilities being
built in east Denver and Aurora, nor is it recommended that Englewood pursue
these types of businesses. Industrial properties with low value and low
employment density (few employees on a large site) are increasingly under
pressure for redevelopment to housing. As discussed in the recommended
strategies, the City should identify where industrial space should be preserved
and develop business retention strategies for those areas.
Retail is the next largest category of space with approximately 3.1 million square
feet. Freestanding retail buildings make up the largest amount of space with
749,392 square feet, mostly comprised of big- and mid-box stores in the
CityCenter and Hampden Avenue areas. Storefront space makes up 570,235
square feet in smaller buildings, and there are approximately 170,100 square feet
of restaurant space. Retail vacancies are higher, averaging 12.2 percent,
influenced by the vacancies primarily along Englewood Parkway and to a lesser
extent the vacancies along Broadway south of Hampden. Retail rents average
$23.40 per square foot.
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Table 7. Commercial Real Estate Metrics, 2021
Office space comprises approximately 2.1 million square feet of the nonresidential
retail estate inventory. Within the office space sector, medical office accounts for
39 percent of the inventory or almost 800,000 square feet. There are another
45,000 square feet of office live/work and loft/creative office space in the
inventory. The average vacancy rate is 12.3 percent for all office space and rents
average $21.05 per square foot. Loft/creative space has higher vacancies, at 33.3
percent but represents a small amount of space.
Average Sqft.
Englewood Total Sqft.Building Size Per Capita Vacancy Rate Average Rent
Industrial 7,753,133 16,254 229 3.7%$11.12
Manufacturing 1,662,537 26,815 49 5.6%$11.02
Warehouse 5,258,112 13,910 156 3.5%$11.04
Other 832,484 22,500 25 2.7%$12.10
Retail 3,091,411 8,222 92 8.6%$23.54
Restaurant 170,091 10,005 5 12.2%$23.40
Storefront 570,235 5,879 17 7.4%$22.26
Freestanding 749,392 9,029 22 11.2%$24.06
Other 1,601,693 8,948 47 7.8%$24.05
Office 2,031,759 14,723 60 12.3%$21.05
Medical 795,587 24,862 24 14.9%$25.99
Loft/Creative Space 29,670 9,890 0.9 33.3%$21.11
Office Live/Work Unit 14,650 2,093 0.4 14.3%$18.70
Other 1,191,852 12,415 35 10.7%$19.60
Source: Costar, Economic & Planning Systems
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Most of the growth in nonresidential space over the last decade has been in retail,
as shown in Table 8. From 2010 through 2021, retail space grew by 134,000
square feet while office space grew by only 42,000 square feet. The amount of
industrial space declined as properties were redeveloped into transit-oriented
development (TOD) housing near Oxford Station.
Table 8. Commercial Real Estate Inventory Trends, 2010-2021
Description 2010 2015 2021 Total Ann. #
Industrial 9,193,466 9,179,062 9,120,763 -72,703 -6,609
Manufacturing 1,723,810 1,723,810 1,682,541 -41,269 -3,752
Warehouse 6,513,220 6,497,516 6,473,986 -39,234 -3,567
Retail 3,061,133 3,136,523 3,195,559 134,426 12,221
Restaurant 1,310,540 1,308,283 1,310,604 64 6
Storefront 1,458,202 1,454,172 1,454,172 -4,030 -366
Freestanding 1,873,872 1,884,316 1,900,681 26,809 2,437
Office 1,952,873 1,899,895 1,994,854 41,981 3,816
Medical 689,216 676,886 771,485 82,269 7,479
Source: Costar, Economic & Planning Systems
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2010-2021
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Comparison Communities
This section provides demographic and economic data to compare Englewood to
five other suburban cities in Metro Denver: Arvada, Golden, Littleton, Northglenn,
and Wheat Ridge listed in Table 9. Golden, Northglenn, and Wheat Ridge are
similarly sized while Littleton is adjacent to Englewood to the south. Each are
mature communities with little remaining vacant land.
Table 9. Comparison Community Size, 2021
Demographics
Each community is growing slowly as they are mature landlocked areas, with
annual growth rates under 1.0 percent except for Arvada as shown in Table 10.
Arvada has growth areas on its west side but is also adding residential density to
the Old Towne Arvada area in redevelopment projects. Englewood and Golden had
the highest growth rates, except for Arvada, at 0.9 percent per year. Englewood
and Littleton are however growing at about the same pace.
Table 10. Population Trend Comparison, 2010-2021
Total Housing
City Units
Englewood 30,460 17,175
Arvada 124,956 50,983
Golden 20,775 8,275
Littleton 46,673 21,847
Northglenn 36,822 14,489
Wheat Ridge 31,895 15,425
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
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Total
Population
City 2010 2021 Total Ann. #Ann. %
Englewood 30,460 33,784 3,324 302 0.9%
Arvada 107,649 124,956 17,307 1,573 1.4%
Golden 18,903 20,775 1,872 170 0.9%
Littleton 42,560 46,673 4,113 374 0.8%
Northglenn 35,597 36,822 1,225 111 0.3%
Wheat Ridge 29,852 31,895 2,043 186 0.6%
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
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2010-2021
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As of August 2022, the median single family home price in Englewood was
$617,500, as shown in Table 11. Home prices are similar in Englewood, Arvada,
Littleton, all of which are in the low to mid $600,000 range. The median price in
Wheat Ridge is just over $700,000 and highest in Golden at $900,000. Each of
these communities are located west of I-25 and in Jefferson County, except for
Englewood which is in Arapahoe County. Northglenn has the lowest home prices,
with a median of $489,980.
Table 11. Household Income and Housing Price Comparison
Englewood has the highest percentage of renter households, at 53 percent, while
Arvada has the lowest percentage at 29 percent as shown in Figure 3. Wheat
Ridge is most similar to Englewood in housing tenure with approximately 50
percent renters and 50 percent owners. Golden and Northglenn are also similar to
each other with about 45 percent renters and 55 percent owners although Golden
is influenced by the student population at Colorado School of Mines.
Figure 3. Housing Tenure Comparison, 2021
Figure 4 below shows the distribution of housing types in each community in the
following categories: single family detached Homes, single family attached homes
(duplexes and townhomes), multifamily (apartments, condos), and other (mobile
homes and other types).
Income and Housing Prices Englewood Arvada Golden Littleton Northglenn Wheat Ridge
Median Household Income $61,589 $93,607 $73,290 $84,602 $68,039 $62,742
Household Size 2.08 2.50 2.25 2.23 2.76 2.16
Median Sale Price (Aug. 2022)$617,500 $649,900 $900,000 $687,000 $489,950 $705,000
Home Price : Income Ratio 10.0 6.9 12.3 8.1 7.2 11.2
Source: Denver Metro Assoc. of Realtors; ESRI Business Analyst; Economic & Planning Systems
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Englewood Arvada Golden Littleton Northglenn Wheat Ridge
Housing Tenure, 2021
Owner Occupied Renter Occupied
Source: Economic & Planning Systems
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The housing stock mix in each community is similar, with Englewood, Golden,
Littleton, Northglenn and Wheat Ridge having approximately 60 to 65 percent
single family detached homes and 35 to 40 percent single family attached and
multifamily, and other unit types including mobile homes. Arvada stands out as
having the least diverse housing stock, with nearly 80 percent single family
detached as shown in Figure 4. Having a diverse mix of housing is important in
providing opportunities for people at different wage and income levels needed to
fill local jobs.
Figure 4. Housing by Type Comparison, 2021
Having an available labor force is important to filling jobs. Englewood and Northglenn
have the highest percentage of their population in the core working ages of 25 to
44 years, at just over 30 percent as shown in Figure 5. The 45- to 64-year-old
age group comprises approximately 25 percent of the population in each area as
well. Englewood is aging however, as the median age increased from 37.2 to 39.1.
Figure 5. Population by Age Comparison, 2021
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Englewood Arvada Golden Littleton Northglenn Wheat Ridge
Share of Housing Types, 2021
Single Family Attached (2-4)Multifamily Other
Source: Economic & Planning Systems
[link to source]
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
Englewood Arvada Golden Littleton Northglenn Wheat Ridge
Population by Age, 2021
Children (0-14)Teen/Young Adult (15-24)Early/Mid Career (25-44)
Mid/Late Career (45-64)Seniors (65+)
Source: Economic & Planning Systems
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Englewood has the most diverse population of the communities west of I-25 and
in the south and west Metro Denver area. In Englewood, the non-white population
and Hispanic and Latino population makes up 30 percent of the population as
shown in Table 12. Northglenn is the most diverse with 55 percent white non-
Hispanic and 45 percent all other races. Each community has become more
diverse since 2010. In Englewood, the non-white population grew by 5 percent.
These data inform the need for policies on increasing business opportunities for
the non-white population.
Table 12. Demography Trend Comparison, 2010-2021
Economy
Each community experienced job growth from 2010 through 2019. Englewood and
Littleton are the most similar, with a 13.0 percent increase in jobs since 2010 as
shown in Table 13. Littleton has a larger economy than Englewood, with 31,700
jobs compared to 24,980. The communities that experienced the most job growth
were Arvada, Golden, and Northglenn with approximately 20 to 30 percent
increases in jobs. These three communities had more available land during this
time period to support attracting larger employers and new retail development.
The slower growth in built out communities highlights the importance of infill and
redevelopment to grow the economy.
City 2010 2021 % Change
Englewood
White Non-Hispanic 75%70%-5%
All Other Races and Ethnicities 25%30%5%
Arvada
White Non-Hispanic 89%80%-9%
All Other Races and Ethnicities 11%20%9%
Golden
White Non-Hispanic 84%82%-2%
All Other Races and Ethnicities 16%18%2%
Littleton
White Non-Hispanic 82%79%-3%
All Other Races and Ethnicities 18%21%3%
Northglenn
White Non-Hispanic 61%55%-6%
All Other Races and Ethnicities 39%45%6%
Wheat Ridge
White Non-Hispanic 74%71%-3%
All Other Races and Ethnicities 26%29%3%
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
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2010-2021
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Table 13. Job Growth Comparison, 2010-2019
Healthcare is a large economic base industry in the suburban communities in
Metro Denver, following a trend of hospitals moving out of central urban cores to
follow their patient bases and to expand their facilities. Healthcare is among the
three largest industries in five of the six communities, as shown in Table 14.
Retail trade is also among the three largest industries, which is common as jobs
in suburban areas are often concentrated in retail and personal services and less
concentrated in manufacturing and professional and business services which
locate in major employment nodes (e.g., South I-25) and central business
districts (e.g., Downtown Denver). Construction/ building trades is the second
largest sector in Englewood, and the third largest in Arvada and Wheat Ridge.
Golden is the only community in which manufacturing is among the top three
industries, due to the presence of Coors brewing, which is classified as
manufacturing, and other small precision manufacturing firms.
Table 14. Three Largest Industries by Community, 2019
Description Englewood Arvada Golden Littleton Northglenn Wheat Ridge
Total Jobs 2019 24,980 30,856 21,133 31,712 13,456 18,696
Job Growth 13.3%33.4%22.2%12.7%19.8%12.6%
Population Growth 10.6%14.4%11.0%9.5%4.7%6.4%
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-JobComp
Healthcare 6,582 26.3%Retail Trade 5,313 17.2%Manufacturing 3,918 18.5%
Construction 3,358 13.4%Accom. & Food Svcs 4,060 13.2%Public Admin.3,644 17.2%
Retail Trade 2,781 11.1%Construction 3,505 11.4%Healthcare 1,935 9.2%
Total Jobs 24,980 100.0%Total Jobs 30,856 100.0%Total Jobs 21,133 100.0%
Healthcare 4,363 13.8%Retail Trade 1,947 14.5%Healthcare 5,693 30.5%
Retail Trade 4,280 13.5%Food & Service 1,625 12.1%Retail Trade 2,362 12.6%
Finance & Ins.4,027 12.7%Healthcare 1167 8.7%Construction 2,153 11.5%
Total Jobs 31,712 100.0%Total Jobs 13,456 100.0%Total Jobs 18,696 100.0%
Source: LEHD On The Map; Economic & Planning Systems
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Northglenn Wheat Ridge
Englewood Arvada Golden
Littleton
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Commercial Real Estate
This section contains commercial real estate statistics for Englewood and its
comparison cities to compare the size and performance of the major real estate
types.
Each community has relatively small office markets, with 1.7 million to 3.5 million
square feet of space, except Northglenn which has only 625,000 square feet as
shown in Table 15. Englewood has the highest office vacancy rate at 13.0
percent, compared to under 10.0 percent in the other areas except Northglenn.
Englewood and Arvada have the largest retail markets, with 3.1 million and 3.45
million square feet, respectively. Littleton’s retail market is only slightly smaller
with 2.8 million square feet. As one of the largest retail markets, Englewood’s
overall vacancy rate is healthy at under 10.0 percent. Vacant space however is
not distributed evenly across Englewood. The newer space in CityCenter has high
vacancies, and there are also areas of vacancy on South Broadway south of
Hampden. Englewood Marketplace on Hampden Avenue and Englewood Plaza on
Englewood Parkway are high visibility shopping centers with above average
vacancy rates.
Englewood, Golden, and Arvada have the largest industrial markets with 7.8
million square feet in Englewood, 8.3 million in Golden, and 5.0 million in Arvada.
Golden has the lowest vacancy rate at 0.3 percent, followed by Englewood at 3.7
percent indicating that industrial space is in high demand.
Table 15. Commercial Real Estate Comparison, 2021
2021 Real Estate Metrics Englewood Arvada Golden Littleton Northglenn Wheat Ridge
Office
Total Sf.2,031,759 1,762,053 2,238,216 3,469,895 624,829 1,730,484
Average Vacancy Rate 13.0%7.6%4.9%9.1%11.1%7.8%
Retail
Total Sf.3,091,411 3,450,556 955,085 2,806,935 722,121 1,317,815
Sf. Per Capita 92 28 46 60 20 41
Average Vacancy Rate 8.8%10.7%8.1%10.3%14.5%7.4%
Industrial
Total Sf.7,753,133 5,036,831 8,317,131 1,951,267 1,168,721 2,827,148
Average Vacancy Rate 3.7%7.9%0.3%9.3%4.3%4.9%
Flex
Total Sqft.593,060 1,116,803 1,798,737 2,269,818 85,977 696,216
Average Vacancy Rate 6.2%3.3%7.5%3.6%0.0%6.3%
Source: Costar, Economic & Planning Systems
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Economic Development Structure
This chapter describes the organizational structure and partnerships providing
economic development in the City of Englewood, as well as the programs and
services provided by each organization. Other peer city economic development
programs and structures are also described to compare and contrast the range of
approaches used.
In most markets, a city partners with other public and private organizations in
order to promote economic development opportunities. The core areas of
economic development generally include:
• Business retention and expansion;
• New business development;
• Business recruitment and marketing;
• Providing economic and market data; and
• Workforce development.
Economic development is a partnership between the public and private sectors.
There is no one right or best organizational structure. The roles and
responsibilities of the economic development partners should reflect the
capabilities and strengths of the economic development partners in each market.
The major players generally include:
• City
• Chamber of Commerce
• Economic development corporation and/or other partners
• Other districts and authorities
• Regional economic development entities marketing the larger region.
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Englewood Economic Development
Englewood’s economic development programs are led by the City and supported
by a core group of local economic development organizations: the Greater
Englewood Chamber of Commerce and the Englewood Downtown Development
Authority as described below.
City of Englewood
Within the City, economic development functions are managed by the Economic
Development Division of the Community Development Department. Community
Development also includes the Redevelopment, Planning, Building, and Housing
Divisions as shown in Figure 6.
Economic Development
Economic Development is comprised of one full time Economic Development
Manager and an economic development coordination and administrative position.
Economic Development’s main functions are:
• Acting as a liaison between businesses and other City departments and a
resource to assist with City and other programs.
• Reaching out to businesses and property owners to assist with business
retention as needed.
• Supporting business attraction and business retention functions, largely
through the City’s business grant and incentives programs, and making
businesses aware of programs.
• Connecting interested businesses to support resources (training, grants, loan
programs).
• Convening and facilitating the City’s relationships with 12 economic
stakeholders and regional economic partners.
Figure 6. Englewood Community Development Organization Chart
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Redevelopment
Redevelopment is a division within the Community Development Department. It is
staffed by the Chief Redevelopment Officer who focuses on implementing the
City’s redevelopment priorities including identified catalyst sites, the most
prominent and imminent of which is the proposed CityCenter redevelopment
project. The City’s selected development team, led by SKB Development and
Tryba Architects, envisions a 24-acre redevelopment including approximately 1.3
million square feet of mixed-used development in six new buildings and one
redeveloped building, civic uses, new streets, green spaces and public gathering
areas, structured parking, and 150 on-street parking spaces.
Redevelopment is also facilitating joint planning meetings between Swedish Medical
Center and Craig Hospital. Both facilities have current building and campus
expansion projects under construction, and future plans for continued growth.
Englewood Downtown Development Authority
The Englewood Downtown Development Authority (EDDA) is a special district
approved by district property owners in November 2020. The EDDA’s mission is to
act as a champion for Downtown Englewood, and to implement the Englewood
Downtown Plan through economic development, placemaking, marketing,
mobility, parking, urban design and maintenance activities. The district
encompasses a large area of the central business district and is comprised of
three distinct subareas as described below and shown in Figure 7.
• CityCenter – The CityCenter area opened in 2000 on the site of the former
Cinderella City Mall and is focused on transit oriented development adjacent to
the RTD light rail station. The CityCenter subarea includes the Englewood Civic
Center, Walmart, the ArtWalk apartments, additional commercial and retail
development along Englewood Parkway, and the Englewood Marketplace and
Englewood Plaza shopping centers.
• South Broadway – The South Broadway district includes the historic
downtown core along Broadway from Old Hampden to Eastman Avenue, and
adjacent commercial development in the downtown core district
approximately two blocks to the east and west.
• Wellness District – This district is a regional health and wellness hub
anchored by the City’s two large medical institutions, Swedish Medical Center,
and Craig Hospital that is surrounded by numerous restaurants, medical
office, and mixed density residential developments.
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Figure 7. Englewood DDA Boundary
The EDDA is funded through sales and property tax increment financing (TIF)
generated by increases in assessed value within the district. The EDDA works
closely with the City and other community partners to implement Downtown
projects and programs. In 2021, the district's voters approved a $70 million debt
authorization, which will enable the EDDA to finance projects in the area over the
course of its 30-year lifespan. The EDDA expects to provide a significant
investment in the CityCenter redevelopment, in addition to other public
investments in the South Broadway and Wellness Districts.
Greater Englewood Chamber of Commerce
The Chamber of Commerce is a private member-based organization established in
1984 to promote business interests in the community, and to encourage
networking and best practice sharing. The Chamber is a trusted voice of
businesses and partner with the City and EDDA. It has two part-time staff and an
annual budget of $80,000. About 20 percent of the budget is derived from
memberships and most of the remainder from events including a service
agreement with the City to host four annual events, which are open to all
Englewood businesses regardless of membership status.
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Aurora South Metro Small Business Development Center
The Aurora South Metro SBDC is the local SBDC for the south Denver metro area
including the City of Englewood. SBDCs provide confidential business counseling
and low- or no-cost training to people interested in starting a business or
improving their existing business. The Aurora South Metro SBDC can also help
businesses connect with lenders for SBA loans ($125,000 to $5.0 million) and
smaller microfinance loans up to $50,000. SBDCs are part of a national program
run by the US Small Business Administration (SBA), funded with federal and state
matching funds plus funding from local partners.
The City of Englewood has a contract with the Aurora South Metro SBDC to
provide business planning, counseling, and other support services to individuals
and companies wanting to start and open a business in the city. Individuals and
companies seeking a Business Initiation Grant or Business Acceleration Grant are
required to prepare a business plan that the SBDC assists in completing.
Economic Development Programs
Englewood Economic Development administers five grant and incentive programs
and provides other business support services described in this section.
Grants and Incentives
Tier 1 Programs
Tier 1 programs are the highest priority and most frequently used, followed by the
Tier 2 and Tier 3 programs.
• Business Initiation Grant (BIG) – The BIG program provides up to $5,000
for startup costs to qualified small businesses. The money must be spent on
permanent capital improvements so that the investment stays in Englewood.
The City budgets approximately $50,000 to $75,000 annually for this program.
• Business Acceleration Grant (BAG) – The BAG program provides grants up
to $10,000 for capital investments for small business expansion costs. The
City generally awards about 12 to 15 BIG and BAG grants per year.
• Small Business Training Grant – This a grant that businesses can use to
offset the cost of training classes. The maximum grant is $500 and will cover
the cost of registration for classes and training offered through Aurora South
Metro SBDC and other qualified providers.
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Tier 2 Programs
• Primary Employer Incentive – This is a City tax or building fee rebate of up
to $25,000 via staff approval intended to incentivize primary employers to
locate in the city. A primary employer is a company or firm that derives most
of its sales/income from outside the local region. Rebates can be offered on
construction use tax and permit fees. Incentives that exceed $25,000 require
the approval of the Englewood City Council.
• South Metro Enterprise Zone – Englewood’s economic development staff
manages the South Metro Enterprise Zone that provides businesses with State
of Colorado tax credits for a variety of investments, including job creation,
capital equipment purchases, health insurance, job training, and vacant
building rehabilitation.
Direct Business Support Services (Tier 3)
The direct business support services provided by the City are summarized below.
• Commercial/Industrial Site Selection – Assists new or prospective
businesses to identify space in existing buildings or land for new buildings
within Englewood. Maintains relationships with property owners and brokers to
monitor market conditions and property status.
• Business Training/Workshops – Refers businesses to the Aurora South
Metro or US SBDC for training resources. Also collaborates with the Aurora
South Metro SBDC to host local training events.
• Quarterly Real Estate Reports – Prepares a quarterly snapshot of real
estate market conditions and trends in Englewood with metro Denver
comparisons.
• Custom Data Reports – Upon request, provides reports to businesses on
population growth, consumer spending, traffic counts, and other site selection
factors.
Other Resources
The City also promotes and refers businesses to other programs and resources.
• Colorado Brownfields Revolving Loan Fund – This is a loan program
available to finance the cleanup and remediation of contaminated Brownfield
properties.
• Economic Partners– Represents Englewood with and refers businesses to
other resources with the City’s economic partners.
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Regional and Other Economic Partners
In addition to the EDDA, the Chamber and the SBDC, there are nine other
economic partners that the City works with and uses for specific resources, listed
in Table 16. The most direct partnership is with Arapahoe/Douglas Works! (A/D
Works!). The City and A/D Works! partner to host job fairs, and to connect
employers with training and apprenticeship program funding.
It is important for the City to be involved with other economic development
organizations (EDOs) such as the South Metro Denver Chamber of Commerce, the
Denver South Economic Development Partnership, and the Metro Denver EDC.
Engagement with these groups helps keep the City current on emerging trends and
opportunities in the area. The City and representatives of each of these groups
provide mutual outreach and updates about potential business opportunities.
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Table 16. Regional and Other Partner Organizations
Organization Type Role Structure
Mi Casa Resource Center Small business
support
• Business support
• Small business training
• Focus on women from disadvantaged backgrounds
• Nonprofit organization
Manufacturers Edge Small business
support
(manufacturing)
• Business support
• Technical and best practices support for small and
medium sized manufacturers
• Local branch of Hollings
Manufacturing Extension Partnership
(MEP) through the National Institute
of Standards and Technology (NIST)
A/D Works! Workforce
development
• Workforce development/training
• Job and employee search
• Federal job programs
• Labor market data
• Local branch of statewide Workforce
Development Centers funded by
State Dept. of Labor and Federal
Gov’t.
Arapahoe Community College Workforce
development
• Associates and bachelor’s degree, and certificate
programs
• Apprenticeships
• Board includes private industry representatives to
align courses with market demand
• Nonprofit community college
South Metro Denver Chamber
of Commerce
Regional EDO • Marketing, recruitment, business retention
• Legislative advocacy
• Networking
• Membership organization
• South Metro area: Englewood and
Hampden Ave. to Castle Pines
including Arapahoe and Douglas
County governments
Denver South Economic
Development Partnership
Regional EDO • Marketing and recruitment for South I-25 and
South Metro Denver
• Administer South I-25 Transportation Management
Area and SPIMED metropolitan district
infrastructure funding
• Private membership organization
engaged in regional economic
development and transportation
planning
Metro Denver Economic
Development Corporation
Regional EDO • Marketing and recruitment for Metro Denver region
• 70 county, city, and economic development group
members
• Economic data, market research
• Legislative advocacy
• Nonprofit funded by member
governments and EDOs
Colorado Office of Economic
Development and International
Trade (including Minority
Business Office)
Regional/State
EDO
• Promote State of Colorado and targeted industries
• Administer statewide grant and incentive programs
• Administers Enterprise Zone at State level
• State agency
US Small Business
Administration
Federal agency • Loan programs (SBA 7 and 504)
• Microfinance loans (under $50,000) through local
lending partners (CDFIs)
• Supports local SBDCs
• Federal agency
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Peer City Economic Organizations
Cities in Colorado and elsewhere follow different organizational structures to
provide economic development services. The approaches used in seven peer cities
are summarized in Table 17 and profiled below with a focus on identifying
successful programs and services that may be applicable to Englewood’s program.
Littleton
Littleton has an Economic Development Department that leads local economic
development efforts. The department focuses on opportunities to enhance the
City’s tax base and diversify revenue sources that are compatible with its small-
town character by focusing on attracting and retaining businesses and drawing
visitors for shopping, entertainment, arts, and culture. Its major programs include
business retention and attraction; a database of available commercial properties;
an economic development plan; and economic analysis and research. The
department has reorganized in response to the approval of its Envision Littleton,
the new 20-year comprehensive plan. The City is also placing greater reliance on
fiscal sustainability in its economic development initiatives and has developed a
fiscal and financial model for evaluating projects and investments. It is also
encouraging the formation and implementation of a DDA in downtown.
The City has four full time economic development staff including a director, two
economic development specialists, and a business operations manager. The
department’s annual budget is approximately $500,000, with about one-half
devoted to salaries and approximately $100,000 available for incentives.
Littleton partners with other economic development agencies and community
organizations including the Littleton Business Chamber of Commerce, Denver
South Economic Development Partnership, South Metro Denver Chamber of
Commerce, and A/D Works!.
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Table 17. Peer City Economic Development Programs
City Economic Development Lead Key Partners Staff Budget Core Functions
Englewood City Community Development • EDDA
• Aurora South Denver SBDC
• Englewood Chamber of Commerce
1.5 $160,000
not incl.
personnel
• Business retention and expansion
• New business development
• Business recruitment and marketing
• Providing economic and market data; and
• Workforce development
Littleton City Economic Development Department • Littleton Business Chamber of Commerce
• Denver South EDC
• South Metro Denver Chamber
• Arapahoe/Douglas WORKS
4.0 $500,000 • Business retention and attraction
• Commercial property database
• Economic development plan
• Economic data and analysis
Golden City (Economic Development Division) • DDA
• Golden URA
• Jeffco EDC
1.5 $350,000 • Small business assistance
• Primary employer attraction
Loveland City Economic Development Department • Innosphere tech incubator
• Warehouse Business Accelerator
4 $3.5M • Business creation and expansion
• Primary employer recruitment
• Visitor and tourism marketing
• Economic incentives
Louisville City Economic Development Department • Downtown Business Association
• Louisville Chamber of Commerce
• Boulder SBDC
2 $383,000 • Balance of business retention and
attraction
• New development needs to have positive
fiscal balance
Centennial City Manager's Office - Economic
Development Team
• Denver South EDC
• South Metro Denver Chamber of Commerce
• Metro Denver EDC
• Aurora South Metro SBDC
• Arapahoe/Douglas WORKS
4 $1.0M • Works with local businesses
• Recruits employers to the city
• Manages redevelopment
Castle Rock Economic Development Council (EDC) • Town
• Castle Rock DDA
4 $1.0M • Attracting and retaining employers
• Property and building database
• Economic and demographic statistics
• Economic incentives, gap financing
Arvada Arvada Economic Development Association • City
• Arvada Urban Renewal Authority
• Olde Town BID
4 +/-
$700,000
• Business retention and expansion
• Annual business survey
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Golden
The City of Golden has a City-led economic development program through its
Community and Economic Development Department. The department was
organized in 2012 in order to integrate the City’s land use, community and
neighborhood planning, economic development and vitality, and sust ainability
programs. The divisions in the department specialize in working with community
interests to achieve community goals in Golden Vision 2030, the City’s
comprehensive plan and primary guiding vision for its future development.
The Economic Development Division administers and implements small business
assistance programs and primary employment attraction and retention efforts,
under the direction of the Golden Economic Development Commission. The
Commission has an 8-member board appointed by the city council. The division
has 1.5 staff and an annual budget of approximately $350,000.
Golden’s Economic Development Department partners with the Jefferson County
Economic Development Corporation (Jeffco EDC) on regional economic
development initiatives. Jeffco EDC focuses on the recruitment of primary
industries to the County and its incorporated cities.
On the local level, the Golden Urban Renewal Authority (GURA) addresses place-
based improvements and redevelopment activities in three urban renewal areas.
Within the downtown area, the Golden Downtown Development Authority (GDDA)
supports the economic and community vitality of the downtown area funded by
sales and property tax TIF, as well as a 5.0 mill downtown property tax. It
provides the following programs: holiday lighting, streetscape improvements;
grants for small businesses, arts and culture, and special events; and TIF
financing incentives to eligible redevelopment projects.
Loveland
Loveland’s economic development programs are under direction of the City’s
Economic Development Department. The department’s mission is “to grow
employment and business opportunities to sustain the economic health of
Loveland and the northern Colorado region.” The economic development team
includes a director, two business development specialists, and an administrative
assistant. The City’s visitor services, visitor center, and tourism marketing are
also contained in the department and include four additional staff. The total
department budget is approximately $3.1 million, which includes about $1.0
million in salaries and $1.0 million in economic incentives.
Economic development services include programs and support for starting a
business, expanding a business, and moving a business to Loveland. The
department also provides a database on available properties, economic data,
business support services, and strategic plans and incentives policy. The City
partners with other regional economic development organizations including
Innosphere, a nonprofit regional energy technology incubator in Fort Collins, and
Warehouse Business Accelerator, a nonprofit that partners with advanced
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manufacturing firms that are going through the growing pains and strategic
changes that come with scaling up. Loveland also has a DDA that is very active in
supporting Downtown development.
Louisville
Louisville’s economic development efforts are under the direction of the City’s
Economic Vitality Department. The City’s overall economic development goal is to
promote a thriving business climate that provides job opportunities, facilitates
reinvestment, and produces reliable revenue to support City services.
Louisville takes a balanced approach to economic development between business
retention and business attraction. It has a relatively diverse economic base with a
mix of regional and community-oriented retail, professional office, and industrial
and technology industries. Similar to Englewood, the City has key retail and
industrial properties slated for redevelopment, including the vacant Sam’s Club
and Kohls, and the 200-acre former Storage Tech campus. The City is very
concerned about the fiscal impacts of growth and has taken a measured approach
to development proposals, turning down projects that do not demonstrate a
positive fiscal balance. It produces an Economic Vitality Strategic Plan and
evaluates the strategic actions and program initiatives against economic
prosperity key indicators or KPIs.
The Economic Vitality Department has a $384,000 budget in 2022 with two full
time staff, an increase of one over the previous year. The budget is largely
personnel with a small allocation of about $75,000 for services. Like other cities,
it provides links to economic development partners, which locally include the
Downtown Business Association, and Louisville Chamber of Commerce, and on a
regional scale the Boulder SBDC, OEDIT, and Metro Denver EDC.
Centennial
The Centennial economic development team is housed within the City Manager’s
office. Despite that lower outward profile, there are four full-time staff including a
director, senior economic developer, redevelopment specialist, and economic
development specialist, The economic development team has a budget of $1.0
million in 2022, which is nearly double $551,000 the previous year. About half of
the budget is consumed by personnel costs with a large pool of resources
dedicated to sales tax incentives and construction use tax incentives.
The relatively succinct website states that the City “works with local businesses
and regional partners to establish and maintain a vibrant and diverse local
economy.” It includes a four-minute video highlighting a number of the City’s
major employers and their technological innovations, large workforce, and major
redevelopment efforts. Its economic development partners include Denver South
EDC, South Metro Denver Chamber of Commerce, Metro Denver EDC, Aurora
South Metro SBDC, and A/D Works!.
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Castle Rock
The Castle Rock economic development program is led by the Castle Rock Economic
Development Council (CEDC) which is a nonprofit 401-C-4 corporation. The
CEDC’s primary roles are supporting existing businesses; attracting and retaining
employers; compiling a comprehensive property and building database; and
maintaining economic and demographic statistics on the town and larger region.
The CEDC works closely with the Castle Rock Downtown Development Authority
(DDA), which focuses on the CBD providing support to existing businesses,
maintaining and funding downtown improvements, managing downtown events,
and providing TIF as gap financing for infill and redevelopment projects.
The Town maintains an Economic Development Fund with an annual budget of
approximately $1.3 million. The primary revenue source is construction use tax
that generates a fluctuating revenue stream. The Town pays about $200,000 to
the EDC for economic development services and uses its remaining fund for
existing and future economic development incentive agreements.
Arvada
Similar to Castle Rock, Arvada economic development activities are led by a
nonprofit EDC, the Arvada Economic Development Association (AEDA). The
membership organization, which is supported by private support as well as a
financial contribution from the City, undertakes the following roles:
• Supports existing businesses
• Conducts an annual business survey
• Directs business recruitment efforts
• Provides financial incentives and grants
• Assists with site and building data and property searches
• Maintains an economic database
AEDA partners with several other economic development partners including Jeffco
EDC on regional economic development marketing, and more locally with the
Arvada Urban Renewal Authority (AURA) and Olde Town Business Improvement
District (BID) on local place-based initiatives.
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Conclusions
There is a great deal of commonality of economic development structures across
the region. Englewood is providing a similar set of programs and services,
although at a more modest level of staffing and funding that largely reflects the
size of the city and the fact that it is largely built out. It also provides a similar
suite of core services including supporting existing businesses, business
development, marketing, and maintaining economic and property databases.
Notable differences among the cities reviewed include the following:
• The level of financial investment in economic development generally reflects
the size of the city, and in particular the amount of undeveloped land available
for development.
• The various city’s economic development efforts are also a reflection of their
overall position on growth. Loveland, Centennial, Castle Rock, and Arvada
have more proactive efforts at business recruitment and have substantial
budgets for incentives. By contrast, Golden, Littleton, and Louisville are more
locally focused.
• In most of cities profiled, the city was the lead economic development entity,
either as its own department or as a section of division of a larger function
(e.g., community development or city manager’s office).
• Redevelopment activities play a strong role in the economic development
efforts in the places reviewed, either directly by the city or in partnership with
an urban renewal authority or downtown development authority.
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Strengths/Weaknesses/Opportunities
This section of the Plan summarizes the public and stakeholder input received that
help shape the recommended strategies.
Public Input and Outreach
The public input process consisted of several outreach efforts including one-on-
one interviews with economic development partners and other key stakeholders;
targeted business focus groups and workshops; and a web-based community
survey of residents and businesses.
Economic Partner Interviews – Interviews were conducted with the City’s key
economic development partners including key City staff, the EDDA, the Englewood
Chamber of Commerce, and Aurora South Metro SBDC. These interviews covered
the roles and responsibilities of each entity, the process and structure for
interaction and partnership, and identification of City strengths, weaknesses, and
opportunities. A key consideration is that the EDDA was newly established in 2021
and its relationships to the other economic development partners are still being
formalized.
Focus Groups and Workshops – The consultant team conducted two focus
groups with existing Englewood businesses, a workshop with Greater Englewood
Chamber of Commerce members, and a work session with City Council. These
sessions reviewed the purpose of the strategic plan, key issues, City economic
strengths, weaknesses, and opportunities for the future.
Other Stakeholder Interviews – Interviews were also conducted with key
employers, property owners, developers, and realtors active in the Englewood
market. These interviews focused on an assessment of their current and recent
interactions with the City’s economic development programs and initiatives and
identification of future opportunities.
Community Survey – The City posted a community survey on Englewood
Engaged to gain input to the Economic Development Strategic Plan. The survey
received 125 views and 45 completed surveys by Englewood residents and
businesses.
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Strengths and Weaknesses
The City’s economic strengths and weaknesses were compiled from the economic
and demographic analysis, comparative analysis of peer communities, and the
public and stakeholder engagement process. Based on this analysis, opportunities
for economic growth and program development are then identified.
Strengths
The most frequently mentioned theme was that after years of stagnation, the City
is growing again. The surge in new residential construction, including both
apartments and for-sale townhomes and houses, are adding new population and
household spending potential. Directly or indirectly related is the growth of new
businesses in the Downtown area along South Broadway and along Old Hampden
in the Wellness District.
The community survey responses were generally positive about this new housing
growth (with a few exceptions) and were overwhelmingly positive about the
growth of new restaurants, bars, coffee houses, brewpubs, and independent
boutique stores in the Downtown area. Many also noted that they would like the
area to become more like the successful neighborhood business districts in central
Denver like Old South Pearl, Old South Gaylord, and 38th and Tennyson.
The business community and stakeholders noted that Englewood’s strengths
included its central location with good transportation access, including Santa Fe,
Hampden/US-285, and RTD’s Light Rail D Line accessing Downtown Denver. They
also mentioned that although located close to the center city, Englewood
maintained its small-city character with easy access to business, community, and
governmental services.
Businesses that had interactions with the Economic Development office or its
partners generally had a positive experience, with many specifically mentioning the
City’s proactive Covid response and business support funding as especially helpful.
City services including police, fire, code inspection, utilities, and community
development received generally high marks as well. City staff were described as
accessible, helpful, and professional, and less bureaucratic than Denver.
In addition to the growing cluster of independent restaurants and specialty stores,
many recognized the importance of the two large medical institutions, Swedish
Medical Center and Craig Hospital in the Wellness District, as major contributors
to the City’s economic base.
A number of those interviewed in the real estate community mentioned the City’s
relatively affordable retail, office, and industrial space as a strength and a
marketing advantage over the City and County of Denver. Specifically, main
street retail spaces were available for rents in the low to mid-teen dollars per
square foot compared to the mid $20s per square foot in Denver. However, it was
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noted, that as more buildings are renovated, these rents are increasing. The
City’s largest office buildings, including Chase, Wells Fargo, and 750 West
Hampden, are all older and provide space for small businesses at rates much
more affordable than in Downtown Denver or the I-25 corridor.
The City’s older inventory of small and medium sized industrial buildings are also
affordable to new and emerging businesses, but it was also noted that the total
inventory was shrinking as some outmoded space was being redeveloped as
apartments.
The creation of the EDDA provides a new financing and placemaking entity to
assist in revitalizing the Downtown District, along with enhanced marketing and
maintenance programs.
Weaknesses and Challenges
The older retail, office, and industrial inventory can also be characterized as a
weakness, at least to the extent of a lack of available new or renovated higher
quality spaces. It was noted the City can potentially address this deficiency by
including new office space in the CityCenter redevelopment and encouraging
redevelopment of older sites in the CityCenter area and elsewhere in the city.
The most frequently mentioned weaknesses or challenges focused on the
condition of commercial space and infrastructure in two areas: the Broadway
corridor south of Hampden, and Englewood Parkway west of Broadway.
• South Broadway – The Broadway corridor south of Hampden transitions to a
post-World War II development pattern that is fragmented and auto
dominated with buildings set back from South Broadway with parking in front.
Although there are a notable number of new businesses, the area lacks a
critical mass and is still dominated by auto related uses, pawn shops, and
older motels. The area’s infrastructure is also deteriorated with poor quality
sidewalks, street crossings and landscaping leading to a perception of an
unsafe pedestrian environment.
• Englewood Parkway – The commercial shopping centers built in the latter
half of the 20th century west of Broadway including the increasingly vacant
retail space at CityCenter and the Englewood Plaza and Englewood
Marketplace shopping centers, contains older outmoded space with high
vacancies and excessive amounts of unused parking. The proposed CityCenter
redevelopment will be a major and important step toward revitalization, but it
will take several years to be implemented.
• South Broadway North of Floyd Ave. — Approximately north of Floyd
Avenue, South Broadway does not have the same level of streetscape
amenities, lighting, street trees and pedestrian safety facilities that the
historic 3400 block offers. However, new entertainment and food and
beverage uses are clustering on these blocks and should be supported with
these public amenities.
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Several businesses noted that although the City sponsored a number of
Downtown events, it is difficult for private event sponsors to secure required City
approvals for events. It is also reportedly difficult for businesses to bring a food
truck in to serve an outdoor performance or other event.
As noted above, the City received relatively high marks for its portfolio of
business support programs and grants through its partnerships with the SBDC
and the Chamber from those who were aware of their availability. However,
several new startups mentioned they were not aware of the grants available.
Opportunities
This section summarizes the key issues and opportunities to be addressed in the
Strategic Plan. To a large degree, the identified opportunities build on the City’s
strengths and address the identified weaknesses. These opportunities are grouped
into two categories, business support services and resources, and reinvestment
and placemaking.
Business Support Services and Resources
The business support services and resources are the core functions provided to
existing businesses and entrepreneurs engaged in establishing or growing
businesses. Based primarily on the public input, several opportunities for new or
expanded services were identified.
• The process for City permits for private events and for food trucks can be
streamlined and improved.
• The availability of business grants can be better promoted to aspiring
entrepreneurs interested in starting a business.
• The eligible use of BIG and BAG grant funds could be expanded to include
energy efficiency and fire suppression costs.
• The Economic Development Division can work with the EDDA and other
partners to support a new business incubator and/or artists facility in the
CityCenter area.
• The Economic Development website can be optimized to make it more vi sible,
rather than being nested within Community Development. It already contains
the key information needed by prospective businesses.
• The City may consider adding new economic development partners including
the Colorado Housing and Finance Authority (CHFA) to address the increasing
need for more affordable housing and agencies such as the Colorado
Enterprise Fund for small and minority-owned business lending.
• Another economic development opportunity would be to support Englewood
businesses that promote the brand of the City. Economic Development could
provide incentive grants to businesses that incorporate the City’s branding
programs into their own brand and/or advertising.
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•Targeted business retention efforts are needed to retain industrial businesses
that do not have a plan for succession when their owners retire.
•The Economic Development web page access can be improved to be reached
directly from a web browser inquiry rather than nested within the City’s
general website.
•The Economic Development web page could include a more informative list of
steps and contacts for individuals interested in starting a business as well as
companies interested in moving to Englewood.
Reinvestment and Placemaking
Many of the new opportunities are in the categories of reinvestment and
placemaking, including redevelopment, public improvements and public space
enhancements that improve the quality of Englewood as a place live, work, visit
and locate a business.
•The highest priority is the CityCenter redevelopment. The City is pursuing a
public-private partnership with the SKB/Tryba Architects team. CityCenter will
be a transformational project, with an economic impact estimated at $430 to
$660 million over 30 years (ArLand Land Use Economics, 2022).
•The City is also implementing a complete streets rebuild of Old Hampden from
Broadway through the Wellness District. This project will make the corridor
safer, more accessible and multimodal, and will further improve the potential
for redevelopment of adjacent land and buildings. A similar project is
recommended to be implemented on Broadway south of Hampden/US-285. In
both cases, the Public Works Department would be the lead agency for the City.
•The Wellness District is expected to grow substantially. There are approximately
1,600 residential units in the development pipeline, and over 200,000 square
feet of medical and medical office space either planned or under construction.
•The EDDA is also investing in the enhancement of existing, and creation of,
new public spaces and multimodal connections in the Downtown district,
including a full reconstruction of Old Hampden Avenue as a complete street.
For the above reinvestment and placemaking projects, Economic Development’s
role should be focused on helping existing businesses address the impacts on
operations during the construction period as well as assisting property owners
with marketing to attract new businesses to the revitalized corridors.
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Strategies and Actions
This chapter provides the recommended strategies and actions to support the
economic success of the City. It begins with an overarching vision statement
followed by supporting strategies and actions.
Vision Statement
Englewood is a community of connected neighborhoods and commercial areas
with a vibrant mix of businesses, and diverse business owners and workers. The
focus of Englewood’s economic development efforts is on retaining and supporting
existing businesses, but the City will also recruit larger businesses through
strategic opportunities.
Strategies and Actions
The Strategies and Actions identify the priority areas where the City should direct
its resources and staff time. They are organized into six major categories:
•Business Growth, Attraction, and Retention
•Business Support and Funding
•Placemaking and Land Use Policy
•Workforce Development
•Organization
•Diversity, Equity, and Inclusion (DEI) Strategies
Business Growth, Attraction, and Retention
Englewood has a growing and innovative food and beverage cluster that can serve
as an anchor and customer draw that can benefit other nearby businesses.
Englewood also has a unique mix of local independent retailers that would benefit
from more exposure.
In the post-pandemic environment, Englewood also has the potential to capture
more business that has traditionally gravitated to Downtown Denver by attracting
consumers on nights and weekends as more people are working from home.
1.Develop a marketing campaign to promote Englewood businesses and
Downtown to people in nearby communities.
A small investment in marketing could create more exposure for
Englewood businesses.
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2.Explore the feasibility and acceptance of cross marketing products and
services within Englewood businesses (selling each other’s products for
mutual benefit).
Work with the Chamber to explore business-to-business collaboration to
cross market complementary products among Englewood’s independent
retailers.
3.Support more private-led events that will draw people to Englewood to
visit businesses.
Businesses are interested in leading more events but have identified the
City’s permitting process as a constraint. The City should work with
businesses and the Chamber to identify the issues and propose
appropriate code and ordinance changes. The EDDA can dedicate funds to
support events produced by other parties in the Downtown district.
1.Support the networking events led by the Chamber; identify ways to reach
more sole proprietors and professionals working from their homes or small
offices in Englewood.
A growing number of people are starting businesses out of their homes in
Englewood, particularly professional sole proprietors according to
observations in the public outreach. Networking will help them identify
opportunities to collaborate and grow within Englewood, perhaps to a
brick-and-mortar location in a commercial district.
2.Support building coworking and other low-cost offices for sole proprietors
and small professional and creative firms in Englewood.
The initial coworking space projects in Englewood have been successful,
suggesting a good market for this product. Vacant commercial space along
Englewood Parkway may be suited to conversion to small office and
coworking space prior to the planned redevelopment of the area.
3.Support development of a new small business incubator in the CityCenter
area.
A business incubator can help small businesses and sole proprietors move
from concept into a growth phase. Unless run by a private or nonprofit
entity, a lead agency will need to be identified to fund and operate the
facility. The City currently does not have the capacity to operate a
business incubator.
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1. Look for ways to meet more hospital supply chain and service needs, as
well as clinical office, auxiliary services, and space for educational
programs in Englewood.
The hospitals can have an even larger economic impact on Englewood if
more supplies and services are sourced locally. The City can act as a
convener and meet periodically with hospital leaders and procurement
managers to determine if there are gaps that can be filled locally. In
addition, the City could connect hospital space needs for auxiliary services,
clinics, and educational programs with property owners.
Connecting minority-owned businesses with the hospitals’ procurement
and diversity, equity, and inclusion (DEI) offices can create new business
opportunities for small businesses and increase the local economic impact
of the City’s medical industry.
2. More branded “flag” hotels are needed in Englewood to capture hospital
patient family and visitor stays.
Hospital leaders and other stakeholders cited the lack of hotel space as
limiting the economic impact of the hospitals in Englewood. Attracting
hotels will also help support the local restaurants and retailers because
they are good places to promote local businesses through the front desk
and printed and digital marketing materials. Englewood also needs
meeting and conference spaces of a range of sizes to host community
events and professional and business gatherings.
3. Promote career fairs within Englewood Public Schools and Arapahoe
Community College (ACC) to build awareness of career paths with the
medical anchors and other local industries.
Health care workers and workers in other growing industries are in high
demand and there are numerous pathways that do not require advanced
degrees that can be promoted to people starting their careers. Partnerships
with local high schools and the community college can help build a pipeline
of skilled employees and inform students on local career options.
4. Conduct regular outreach to hospital leaders.
Staying in regular contact will help maintain a strong relationship with the
City and EDDA and anticipate any challenges where the City and/or EDDA
can assist. The Redevelopment division and other City departments already
engage with the hospitals regularly on expansion planning and construction.
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1.Ensure that considerations are made for larger primary employers in
major redevelopment sites and plans.
Englewood’s strongest real estate market segment is currently residential
development, and this momentum may motivate developers to focus on
residential development rather than employment-focused buildings. It will
be important to reserve portions of large redevelopment projects to
accommodate primary economic base jobs to support and sustain
economic diversity. Within CityCenter and the Downtown district, sites for
offices, medical uses, and R&D space should be identified.
2.Identify industrial areas and businesses for focused business retention
outreach.
A large portion of Englewood has industrial employment. Industrial jobs
can pay more than retail and food and beverage jobs, and the buildings
and business personal property can be an important part of the tax base.
Many business owners are reaching retirement age. Succession planning
can help the business continue under ownership by interested employees.
3.Develop a policy that provides guidance on industrial areas or land use
types that are suitable for redevelopment and that should be preserved.
Industrial areas on the east side of the Santa Fe corridor are experiencing
market pressure to redevelop into housing. Industrial development that
has high employment and high taxable value has the largest economic
contribution to the City. Industrial areas with low density land uses such
as outdoor storage and salvage yards have less of an economic
contribution and therefore more suitable for redevelopment. A future
update of the Englewood Forward Comprehensive Plan should analyze the
appropriate mix of industrial and residential development in this area.
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Business Support and Funding
Several major infrastructure projects are planned in Englewood that could cause
business disruption. Reconstruction of Old Hampden is anticipated in 2023. The
South Broadway bridge over US-285/Hampden Avenue is also planned to be
replaced. A corridor study of South Broadway is underway to examine ways to
improve traffic and transit operations, safety, and placemaking.
1. Establish the Economic Development division as a liaison between affected
businesses, Public Works, and construction contractors.
The Economic Development division can help represent businesses to
ensure that operational impacts are minimized.
The City’s BIG and BAG grant programs are popular and have a meaningful
impact on small businesses trying to fund startup or expansion costs. Some
adjustments to the current programs are proposed to increase their appeal and to
try to serve underrepresented people.
1. Continue the current grant and incentive programs and consider some
proposed modifications.
Add fire suppression and energy efficiency improvements as eligible
expenses. Add eligibility criteria for nonprofit organizations (including arts
and entertainment groups). Funds would still be limited to permanent
capital improvements, not operational costs.
2. Work with the Aurora South Metro SBDC to host an annual lender forum to
increase lender education and awareness of state and federal loan programs.
Stakeholder input suggested that more education is needed in the local
lending market on federal state loan programs for small businesses, and
the process of applying. Economic Development and the Chamber should
host an annual lender forum to increase knowledge of programs and how
to use them. The SBDC can bring in experts from the US SBA to educate
lenders on the loan products available and application process and
subsequent follow-up activities.
3. Work with the Aurora South Metro SBDC to increase deployment of micro
enterprise loans in Englewood, especially to minority-owned businesses.
The SBA 504 and 7(A) loan programs have a minimum loan amount of
$125,000. This is too large for very small businesses and people without
sufficient credit history or assets to use as collateral. Microlending can provide
much smaller loans, starting as low as $500. The purpose of these programs
is to assist with startup costs and to help entrepreneurs build credit.
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The SBDC is working with state and federal partners to implement new
loan programs targeted at traditionally underserved businesses and
people. There are also several organizations in Metro Denver that provide
microlending services including Colorado Enterprise Fund and Rocky
Mountain Micro Finance Institute that the City can contact. However, the
City may need to contribute funding to the organization to be eligible for
its services.
4. Increase access to small business lending in traditionally underserved
populations through increased outreach and promotion of available
programs.
Persons who identify as other than white make up approximately 30
percent of the population in Englewood, but they are underrepresented in
the current economic development programs and organizations. The City
should work with existing and new partners to broaden the exposure of
available programs to underserved populations. Identifying and
establishing relationships with local and regional minority business
advocacy groups, as well as larger established organizations will be
necessary. The Organization section of this Plan contains additional
recommendations on this topic.
5. Provide grants to businesses that incorporate “Englewood” as part of their
branding and/or advertising.
The City can leverage private sector efforts to promote Englewood
businesses by partnering with them and contributing to marketing costs.
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Placemaking and Land Use Policy
Cities with high quality infrastructure and public facilities, and a safe and
attractive public realm, are the most successful at attracting and retaining
business and entrepreneurial investment.
1.Improve the aesthetics and safety of the City’s arterial road corridors.
South Broadway south of Hampden Avenue is perceived by businesses and
residents to be disconnected from rest of Englewood. It has a lower
density and automobile centric development pattern, as Hamden Avenue
is the approximate boundary between pre- and post-war development in
the city. This area has not received a proportional amount of investment
and planning to improve the quality of the street and pedestrian
environment.
The City is implementing a complete streets rebuild of Old Hampden from
Broadway through the Wellness District. This project will make the corridor
safer, more accessible and multimodal, and will further improve the
potential for redevelopment of adjacent land and buildings. A similar
project is recommended to be implemented on Broadway south of
Hampden/US-285. In both cases, Public Works would be the lead agency
for the City.
2.Address gaps in the transportation system so that people with all abilities
can access businesses and services.
Similar to many cities in Metro Denver, Englewood has good public transit
service. However, the transit system is designed largely to move people at
the regional level. Additional work is needed to make the “last mile”
connection from the transit station or hub to a final destination, including
an assessment of future options for the Englewood Trolley service.
People with all ability levels use Englewood’s transportation system.
Transportation needs to be defined broadly to account for the needs of all
users, not just people in automobiles. Specific focus is needed on safety
and accessibility improvements in the Wellness District and between
CityCenter Station and the Wellness District.
3.Improve public perceptions of safety in Downtown and other commercial
areas of Englewood and create better outcomes for vulnerable populations.
Businesses and the public are reacting to a perceived decline in safety
related to the presence of people experiencing homelessness, drug
addiction, and physical and mental health issues. The City is implementing
the Tri-City Homeless Action Plan in partnership with Arapahoe County, All
Health Network, Allied Universal Security and the EDDA. Programs include
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co-responding of police with service providers, outreach services to people
in need, enhanced maintenance, Crime Prevention through Environmental
Design and private security in the CityCenter area.
During the public outreach process, businesses noted the positive impacts that
growth in housing and the expansion of Swedish and Craig Hospitals have had on
business. These observations confirm the economic principles that a growing
population increases the local spending available to local businesses. Englewood
has limited opportunities to grow on undeveloped land. Therefore, support for
redevelopment will allow its economy to grow and evolve with changing markets.
1. Support infill housing and mixed-use redevelopment of outdated low-
density retail and commercial space, primarily on the South Broadway and
Old Hampden Avenue corridors and surrounding light rail stations.
As commercial and industrial property declines in economic and tax
productivity relative to other potential uses, redevelopment with higher
intensity employment and sale-generating uses, and residential
development should be supported. The spending potential and resulting
sales tax revenues generated by new residents’ spending can often be
higher than tax revenues from economically declining low-density land uses.
Vacant commercial space detracts from an area’s energy and creates the
perception of weak economic and business conditions.
1. Maintain contact with key property owners and brokers to anticipate major
vacancies and to support tenant recruiting or repurposing of the space.
The City and EDDA can support property owners and brokers in finding
tenants and helping to address any zoning or building code issues for
changing uses or re-tenanting spaces. Maintaining relationships with key
property owners and managers will enable vacancies to be anticipated and
advanced planning for alternative uses.
2. Explore alternatives for filling vacant space along Englewood Parkway and
in CityCenter.
This area has experienced persistent vacancies in the ground floor mixed
use space. This condition will likely worsen prior to the planned CityCenter
redevelopment. The City and EDDA can consider an interim strategy to
incubate arts, history, and business incubator organizations. A partnership
with the property owner will be required.
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3.Explore a program similar to “Pop Up Denver” for activating vacant
commercial space.
Denver Economic Development & Opportunity (DEDO) and Downtown
Denver Partnership are launching a program that will allow startup
retailers to occupy otherwise vacant space at reduced rent. Businesses
selected in the competitive process will also receive $20,000 in startup
grant funds. The program is funded by the City’s ARPA grants.
4.Support elements of tactical urbanism for activating areas of Englewood.
Tactical urbanism is using lower cost temporary changes to the built
environment to improve them. Street/alley art, “guerilla gardening,”
temporary bike lanes, food trucks, and pop-up retail are all elements of
tactical urbanism. When there is more pedestrian and street level activity
it creates a positive feedback loop that brings more people (customers) to
business districts. Tactical urbanism is a faster and less expensive way to
encourage more street activity than traditional “hard infrastructure”
improvements. If these strategies are used, communication needs to be
clear that they may be temporary.
5.Explore strategic and regulatory approaches to attracting and retaining
retail/commercial tenants and discouraging vacant space.
CityCenter and other mixed-use projects will need support in tenanting
new ground floor and other mixed use and nonresidential space. The City,
its partners, and the CityCenter developer could collaborate on a retail
strategy that identifies targeted business types and financial and
regulatory incentives to support tenant attraction. The strategy should be
targeted and curated around Englewood’s strengths and the unique local
and regional businesses and new concepts, not a traditional retail gap
analysis. The strategy can also examine dis-incentives for leaving space
vacant through regulatory fees or taxes or other measures.
1.Support the efforts of the City and EDDA to complete the CityCenter
Development and Englewood Downtown Plan.
The completion of CityCenter redevelopment and implementation of the
Downtown Plan will be transformational. Support for these efforts by the
City and EDDA should be a high priority.
2.Proactively work with property owners interested in reinvesting in and
de/redeveloping their property to address entitlement or infrastructure
impediments.
The City has identified 11 catalyst sites (not including CityCenter) that
have development and redevelopment potential into more economically
productive uses. The City should maintain contact with these property
owners to support redevelopment planning.
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Workforce Development
Many businesses, especially retail, restaurant, and healthcare businesses face an
ongoing labor shortage problem. These jobs can be highly competitive with
neighboring communities because most communities have employers that offer
these types of jobs. Although this is a complex and multifaceted national issue,
expanding affordable and attainable housing in Englewood could help more
workers live in Englewood closer to their jobs.
1. Expand the supply of affordable and workforce housing by promoting
development sites for affordable housing projects and partnering with and
incentivizing market rate developers to include affordable units in their
projects.
Increasing the supply of affordable and workforce housing will help more
employees live closer to their jobs and will help Englewood businesses be
more competitive in attracting and retaining workers. Homeownership
programs are also needed to help younger and middle-income workers
build wealth and stay in the community over time. The City is conducting a
housing needs assessment and strategy that will provide more guidance
on this issue.
1. Act as a liaison between businesses, local schools, ACC, and A/D Works! to
monitor demand and supply of specialized skill workers.
ACC and A/D Works! already have processes and advisory boards in place
to monitor skill supply and demand. The City can be part of these
conversations to stay in tune with emerging needs and trends, and bring a
local, Englewood business perspective.
2. Support developing apprenticeship programs through economic partners
including A/D Works! and conduct employer outreach and education to
facilitate program adoption.
A/D Works! offers funding to employers for qualified apprenticeship
employees including veterans, college students, people with disabilities,
and low-income people. A business workshop on apprenticeships could
increase program adoption.
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Organization
The current economic development structure is meeting the needs of the City. The
strategies in this document recommend minor changes to existing programs, as
well as a series of new initiatives. This section describes the recommended structure
and roles for the three local partners: City of Englewood, Greater Englewood
Chamber of Commerce, and the Englewood Downtown Development Authority.
The recommended roles outlined below generally follow the structure that is
established and are intended to clarify and confirm roles. The recommendations
are based on the expertise and capacity of each organization.
Figure 8. Economic Development Organizational Structure
Economic Development Division
Five core functions are recommended for the Economic Development Division.
1.The Economic Development Division’s core function is as a convener of
and liaison between businesses and other EDOs with the City. This is
achieved through participation in local and regional organizations, and by
maintaining relationships in the community with key businesses leaders,
property owners, and other stakeholders.
2.The Economic Development Division is the first point of contact for
businesses seeking resources or persons who are interested in starting a
business.
3.The Economic Development Division performs targeted business retention
and expansion (BRE). These activities are done on an as-needed basis for
specific challenges or opportunities. Englewood is not large enough to
justify the dedicated staff time and potential need for an additional
position devoted to BRE activities. The Economic Development Division is
informed of these opportunities through its participation with other EDOs,
contacts in the community, and when directly requested from businesses
and/or property owners.
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4.The Economic Development Division administers the grant and incentive
programs with support from other Community Development staff and the
Finance Department.
5.With support from other departments, the Economic Development Division
provides a regularly updated Business Resource Guide, Real Estate Market
Reports, and Economic and Demographic Community Profile Data, and
specialized data analysis upon request.
SPECIFIC STRATEGIES
While the City works with several regional partners on business assistance, some
communities have staff resources to provide these services in-house. The City
could consider adding a staff position in the future to support additional BRE and
business counseling roles if additional funding is available and in response to the
ongoing expansion of the business community.
1.Consider the need for an additional staff person to support BRE work,
business counseling, and assistance with loan and grant programs.
Adding a staff person at some point in the future would require a budget
increase. This should be weighed against potentially using a budget
increase to expand grant programs targeted to minority owned businesses.
Stakeholder input indicated that the Economic Development Division is well
known among existing businesses. However, new businesses may be less aware
of the services and resources that are available. A website optimization would
help improve the division’s visibility and bring it up to a standard comparable to
the peer City programs reviewed.
1.Optimize the City’s Englewood Invests website so it has a unique website
address and is easily found through search engines. Make additional
changes to reflect current best practices in website design.
In each of the cities profiled, an internet browser search of the City name
plus Economic Development brought up the web page of the appropriate
lead department, division or nonprofit entity. In Englewood’s case, although
this web page exists, it is nested within the Community Development
Department and takes several clicks to reach the intended site.
The content on the current website is of good quality and relevant. It
should be maintained regularly to stay current. Content such as the
Resource Guide should be in downloadable PDFs, rather than the
embedded format currently used. The website should contain information
on starting a business, and links to key partner organizations and other
resources. The City could also work with the Chamber on social media
posts and other marketing items.
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Redevelopment Division
1. The priority for the City’s Redevelopment Division is to implement the
CityCenter redevelopment in partnership with SKB/Tryba, the master
developer, and the EDDA.
2. The Redevelopment Division also supports redevelopment activities on
other catalyst sites.
3. Continue to support hospital campus expansion planning.
Englewood Downtown Development Authority
The EDDA was formed to act as a champion for Downtown Englewood and to
implement the Englewood Downtown Plan through economic development,
placemaking, marketing, mobility/parking, urban design, and maintenance
activities. The EDDA receives tax increment financing within its boundary and
therefore has a direct role in placemaking and infrastructure investments, and
“clean and safe” operations (security, trash removal). The EDDA will work closely
with the City and the Chamber in accomplishing six key roles outlined below.
1. Implement the Englewood Downtown Plan
2. Continue to partner with Redevelopment and SKB/Tryba to complete the
CityCenter redevelopment.
3. Invest in public improvements, place enhancements, multimodal
connectivity, and other placemaking projects within the EDDA.
4. Manage “clean and safe” programs in Downtown.
5. Promote and experiment with tactical urbanism strategies and other
programs within the Downtown district with close collaboration with
property owners and the Community Development Department (planning
and code compliance).
6. Collaborate with the Chamber and City on Englewood and Downtown-
specific marketing and events.
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Greater Englewood Chamber of Commerce
The Chamber brings together and communicates with Englewood businesses. Its
strengths are organizing and promoting events, marketing Englewood businesses,
and being a voice of businesses to the City and EDDA. The Chamber should work
closely and communicate regularly with the Economic Development Division. Six
main roles for the Chamber are outlined below.
1.Continue the Chamber’s current independent business programming
including the Idea Lab 101 series, Thought Co-Op, networking, and
training and information events.
2.Represent the business community on policy issues and initiatives that
affect them.
3.Communicate any BRE issues or opportunities to the Economic
Development Division and collaborate on developing responses.
4.Refer existing and prospective businesses and entrepreneurs to the
Economic Development Division and/or economic partners when
assistance is needed.
5.Continue to conduct community events under agreement with the City,
and collaborate with the EDDA on Downtown area events.
6.Contract with the City for other specialized services as needed, such as an
Englewood marketing campaign.
Economic Partner Organizations
Englewood is a partner and values the other regional economic development
organizations and service providers in the region.
1.Maintain relationships with other EDOs in the South Metro and greater
Metro Denver area.
It is important for the City to be part of regional conversations to stay
relevant and ready for new opportunities.
2.Maintain the list of other economic partners and resources and prioritize
involvement based on the City’s needs and the services provided.
While each partner organization is important, the City does not have the
resources to have the same level of involvement with each organization.
The City should consider reframing the list of partners to a list of resources
and tailor its engagement or support based on need and priorities.
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DEI Strategies
Economic development (and government) should serve, value, and benefit people
from all backgrounds and identities. Demographic data estimates that
approximately 30 percent of the population of Englewood is comprised of people
identifying as non-white, Hispanic or Latino, and just over half of the population
are female. However, only 12.5 percent of businesses are classified as minority
owned by the Census Annual Business Survey. About 11 percent of the population
also has some type of physical or cognitive disability. This section identifies some
targeted strategies and actions related to modifying existing programs and
addressing diversity, equity, and inclusion goals.
Small business ownership is an important path to wealth building that should be
accessible to everyone. The City should commit resources to expand programs
and increase representation of historically underserved people and businesses.
1. Work with partner organizations to identify business leaders and
entrepreneurs with more diverse backgrounds and identities who are
interested in greater involvement in economic development.
The City, Chamber, and EDDA can work together to broaden
representation and participation in economic development leadership and
program participation.
2. Develop an outreach strategy to first identify and then determine how to
engage with organizations representing a more diverse community of
economic development stakeholders.
There are numerous chambers of commerce and other organizations
representing BIPOC (Black, Indigenous, and people of color), disabled,
veteran, women, and LGBTQ people. The City and its partners should
develop a strategy to engage with key groups with interest in Englewood
and alignment with its small business and health care industry clusters.
Through this engagement, the City and its partners should strive to gain
more diverse representation on boards. New partners may also be able to
help the City promote its grant programs, and programs from other
agencies, to people who have not had as much access and awareness of
existing resources.
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Action Plan
The Action Plan shown below is intended to inform the City’s and Partner’s work
programs over the next few years. The Action Plan is divided into three sections:
•Short Range – Actions suggested to be completed over the next two years.
These are generally low cost but high priority items requiring mostly staff time
and no other significant costs.
•Medium Range – Also important, these actions require more lead time and
coordination than Short Range actions. They may also require some
contractor or consultant expenses. Medium Range actions are proposed over
the three to five year time period.
•Long Range – These are more complex and costly items, including major
capital improvement projects. These actions are suggested over a 5 to 10
year or longer period but could be done sooner if the opportunity exists and
funding is available.
No specific order of priority is given within the time ranges of actions to give the
City and its partners the flexibility to address them based on resources and
specific opportunities.
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Short Range (0-2 Years)
Action Notes Strategy Area Lead Organization Resources
Optimize the City Economic Development
Website.
• Update format to reflect current best practices.
• Create unique address and home page.
• Business
Support
Lead: City of Englewood Staff or contractor
time
Designate a City stakeholder
representative in the South Broadway
Corridor Study.
• A transportation corridor study is starting from
approximately Mississippi Ave. to Highlands Ranch
on South Broadway.
• Project will recommend transportation, safety, and
placemaking improvements.
• Placemaking Lead: City of Englewood Staff time
Amend grant programs to allow more
eligible costs.
• Get input from businesses on where funding would
be most helpful.
• Add fire protection, energy efficiency, grease traps,
and others TBD as eligible costs.
• Business
Support
Lead: City of Englewood
Support: Greater Englewood Chamber
Staff time
Amend event and food truck permitting. • Address feedback from businesses that events and
food trucks are difficult to permit.
• Business
Support
Lead: City of Englewood
Support: Greater Englewood Chamber
Staff time
Host an annual lender forum on small
business and microlending.
• Increase local lender awareness of programs and
requirements.
• Expand use of microlending to help new
entrepreneurs build credit; programs would target
historically underrepresented people.
• Business
Support
Lead: City of Englewood
Support: Aurora-South Metro SBDC
Staff time
Develop an outreach strategy to increase
representation in Economic Development
Organizations (EDOs) and participation in
economic development programs from
historically underrepresented people.
• Identify new partners to engage who represent
more diverse and underrepresented people and
businesses including BIPOC, LGBTQ, women,
veterans, and people with disabilities.
• Promote grant and loan programs across these
groups to build awareness and access.
• Diversity,
Equity, and
Inclusion
Lead: City of Englewood
Support: Aurora-South Metro SBDC,
Greater Englewood Chamber, EDDA,
Mi Casa, and new partners to be
identified
Staff and partner
time
Develop a strategy to address safety
perceptions in commercial districts.
• Newly formed EDDA is developing “clean and safe”
programs.
• Use existing partners to help people experiencing
homelessness access resources.
• Placemaking
• Business
Support
Lead: EDDA (downtown) and City of
Englewood (downtown and other areas
of the community)
Staff and partner
time
Select a new development partner for
CityCenter.
• Reengage stakeholders for input on project
objectives.
• Begin developer selection process.
• Placemaking Lead: City of Englewood Redevelopment
and EDDA
Staff and possibly
consultant/legal
time
Define a process for the City and Greater
Englewood Chamber to provide input on
EDDA projects funded with TIF.
• Major investments should have input from
stakeholders.
• Area of continued collaboration between the three
core partners.
• Placemaking
• Organization
Lead: EDDA
Support: City and Greater Englewood
Chamber
Staff time
Create a process or communication chain
to respond to site selection inquiries and
other economic development leads.
• Ensure that leads have a person assigned for follow
up.
• Continued collaboration.
• Business
Support
Lead: City of Englewood
Support: EDDA, Greater Englewood
Chamber; real estate brokerages
Staff time
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Medium Range (3-5 Years)
Action Notes Strategy Area Lead Organization Resources
Work with Craig and Swedish Hospitals on
local procurement.
•Increase economic impact of hospitals by sourcing
more services or supplies locally.
•Target businesses owned by historically
underrepresented people through hospital
procurement and DEI offices.
•Business
Support
•DEI
Lead: City of Englewood
Support: Greater Englewood Chamber
Staff time
Evaluate feasibility and demand for a
business incubator and/or skills
development center.
•Different models and industries can be explored.
•A food & beverage (e.g., Comal in Globeville) or
professional/technical incubator/collective like
Industry could be explored.
•Business
Support
•DEI
Lead: City of Englewood
Support: EDDA
Staff time,
consultant or
contractor to
further evaluate
Develop a policy on balancing
redevelopment and preservation of
industrial land uses.
•Create a more specific policy on what types of
industrial land uses should be preserved.
•Address in future Comprehensive Plan update.
•Focus on job density and tax revenue generation.
•Economic
Diversity
Lead: City of Englewood Staff time
Create an improvement plan for Broadway
south of Hampden Ave.
•Improve safety and aesthetics.
•Use the upcoming S. Broadway Corridor Study as a
starting point.
•Placemaking Lead: City of Englewood and EDDA May identify
major
infrastructure/plac
emaking and
safety projects.
Identify and implement a manageable
number of tactical urbanism projects.
•Expand food trucks and pop-up retail.
•Look for aesthetic and activity/event projects to
activate underutilized areas.
•Use tactical urbanism to mitigate impacts of
infrastructure and redevelopment projects.
•Get input from EDDA board on interest in funding
projects .
•Placemaking Lead: City of Englewood
Support: EDDA and Greater Englewood
Chamber
Staff time and
some minor
capital
expenditures
Create a retail/commercial tenanting and
retention strategy.
•Support tenanting of CityCenter mixed use space.
•A customized strategy is needed that focuses on
local/regional businesses rather than a formulaic
retail gap analysis.
•Evaluate regulatory approaches to disincentivize
vacant commercial space.
•Placemaking Lead: City of Englewood
Support: EDDA, Chamber, CityCenter
Developer
Staff, partner,
and consultant
time
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Long Range (6-10 Years +)
Action Notes Strategy Area Lead Organization Resources
Evaluate the need for an additional
economic development staff person.
•More resources to support business retention and
expansion programs, and other functions as
needed.
•If funding is available, determine if there is enough
business activity to justify another position.
•Business
Support
Lead: City of Englewood Budget for
additional staff
position
Monitor list of partners and prioritize City’s
involvement.
•City engages with at least 11 economic partners.
•Review list of partners and roles periodically to
determine most effective allocation of time/
resources.
•Broaden partners to include representation from
historically underrepresented people.
•Organization Lead: City of Englewood Staff time
Shift focus from CityCenter to other
catalytic redevelopment sites.
•Assuming CityCenter is on a sustainable path to
completion.
•Leverage catalytic impact of CityCenter to advance
other redevelopment projects.
•Placemaking
•Economic
Diversity
Lead: City of Englewood
Support: EDDA
TBD based on
projects
Continually look for opportunities to
implement placemaking projects as funding
allows.
•Major capital project needs include: Old Hampden
reconstruction; S. Broadway/US-285 Bridge;
Englewood Parkway safety/multimodal
improvements; and Oxford Station Bridge.
•Placemaking Lead: City of Englewood
Support: EDDA (Downtown
placemaking)
Capital projects
funding
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