HomeMy WebLinkAbout2023-07-24 (Regular) Meeting Agenda Packet
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood
(303-762-2405) at least 48 hours in advance of when services are needed.
1000 Englewood Pkwy - Council Chambers
Englewood, CO 80110
AGENDA
City Council Regular Meeting
Monday, July 24, 2023 ♦ 6:00 PM
Council Dinner will be available at 5:30 p.m.
Study Session begins at 6:00 p.m.
Regular Council meeting begins at 7:00 p.m.
To view the meeting, please follow this link to our YouTube live stream link: YouTube
1. Study Session Topic
a. City Manager Shawn Lewis, Deputy City Manager Tim Dodd, and Tri-Cities
Homelessness Coordinator Mike Sandgren will be present to discuss Tri-Cities
Homelessness Plan of Action Update. 6:00 p.m. - 6:30 p.m.
Information and Direction
Presentation: 15 minutes
Discussion: 15 minutes
1a
b. City Manager Shawn Lewis, Deputy City Manager Tim Dodd, and Tri Cities
Homelessness Coordinator Mike Sandgren will be present to discuss Safe Parking
Pilot Program. 6:30 p.m. - 6:50 p.m.
Information and Direction
Presentation: 10 minutes
Discussion: 10 minutes
1b
c. Director of Finance Jackie Loh will be present to discuss the June 2023 Monthly
Financial Report. 6:50 p.m. - 7:00 p.m.
Information
Presentation: 5 minutes
Discussion: 5 minutes
1c
2. Call to Order
3. Pledge of Allegiance
4. Roll Call
5. Consideration of Minutes of Previous Session
a. Minutes of the Regular City Council Meeting of July 17, 2023.
5a
6. Appointments, Communications, Proclamations, and Recognition
a. Board and Commission Member Appointment Recognition
Page 1 of 203
Englewood City Council Regular Agenda
July 24, 2023
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood
(303-762-2405) at least 48 hours in advance of when services are needed.
b. Englewood Library Recognition
7. Recognition of Scheduled Public Comment
The deadline to sign up to speak for Scheduled Public Comment is Wednesday by 5 p.m.,
prior to the meeting, through the City Clerk’s Office. This is an opportunity for the public to
address City Council. There is an expectation that the presentation will be conducted in a
respectful manner. Council may ask questions for clarification, but there will not be any
dialogue. Please limit your presentation to five minutes. Written materials for presentation to
Council may be submitted to the City Clerk.
a. Kevin Wright, an Englewood resident, will address Council.
b. Kim Wright, an Englewood resident, will address Council.
8. Recognition of Unscheduled Public Comment
If you would like to sign-up to speak virtually for public comment at the upcoming City
Council meeting on Monday, July 24th, please visit Zoom to register or plan to attend
the meeting in person at 1000 Englewood Pkwy, 80110, Second Floor Council
Chambers.
If registering to speak virtually, you will receive a unique and personalized invitation by email
to join the meeting. Every speaker who wants to register should sign-up with their own email
address. If you do not have an email address or if you have any questions regarding this
process, please reach out to the City Clerk's Office at CityClerk@englewoodco.gov or call 303-
762-2430.
Citizens may also submit written public comments to the City Clerk's Office at
CityClerk@englewoodco.gov until 12 p.m.Tuesday, July 25th.
This is an opportunity for the public to address City Council. There is an expectation that the
presentation will be conducted in a respectful manner. Council may ask questions for
clarification, but there will not be any dialogue. Please limit your presentation to 3 minutes.
Council Response to Public Comment.
9. Consent Agenda Items
a. Approval of Ordinances on First Reading
b. Approval of Ordinances on Second Reading.
c. Resolutions and Motions
10. Public Hearing Items
11. Ordinances, Resolutions and Motions
a. Approval of Ordinances on First Reading
i. Retail sales ban of live dogs and cats
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Englewood City Council Regular Agenda
July 24, 2023
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood
(303-762-2405) at least 48 hours in advance of when services are needed.
11ai
Staff recommends City Council approve a Bill for an Ordinance banning live
dog and cat sales at retail. Staff: City Attorney Tamara Niles
b. Approval of Ordinances on Second Reading
c. Resolutions and Motions
i. Contract with Englewood Arts for use of a portion of the Englewood Civic
Center
11ci
Staff recommends City Council approve, by Motion, Approval of a contract with
Englewood Arts for use of a portion of the Englewood Civic Center. Staff: City
Manager Shawn Lewis, and Deputy City Manager Tim Dodd
ii. Contract with Historic Englewood for use of a portion of the Englewood Civic
Center
11cii
Staff recommends City Council approve, by Motion, Approval of contract with
Historic Englewood for use of a portion of the Englewood Civic Center. Staff:
City Manager Shawn Lewis, and Deputy City Manager Tim Dodd
iii. Contract for election services for recall special election
11ciii
Staff recommends City Council approve, by Motion, a contract with Community
Resource Services of Colorado, LLC for election administration. Staff: City
Clerk Stephanie Carlile
12. General Discussion
a. Mayor's Choice
i. Discussion of process for filling Council vacancy
b. Council Members' Choice
13. City Manager’s Report
14. Adjournment
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STUDY SESSION
TO: Mayor and Council
FROM: Shawn Lewis, Tim Dodd
DEPARTMENT: City Manager's Office
DATE: July 24, 2023
SUBJECT: Tri-Cities Homelessness Plan of Action Update
DESCRIPTION:
Mike Sandgren, Tri-Cities Homelessness Coordinator, will present an update on progress
towards achieving goals in the Tri-Cities Homelessness Plan of Action
RECOMMENDATION:
Staff requests that Council review progress made towards the implementation of the Tri-Cities
Homelessness Plan of Action and provide feedback on plan implementation.
PREVIOUS COUNCIL ACTION:
• Council Bill 10- Second Reading- Approval of an ordinance amending the scope of an
intergovernmental agreement with Arapahoe County and the Cities of Littleton and
Sheridan for implementation of the Tri-Cities Homelessness Plan of Action (March 20,
2023)
• Council Bill 10- First Reading- Approve a bill for an ordinance amending the scope of an
intergovernmental agreement with Arapahoe County and the Cities of Littleton and
Sheridan for implementation of the Tri-Cities Homelessness Plan of Action (February 21,
2023)
• Council Bill 9- Second Reading- Approval of an ordinance authorizing an
Intergovernmental Agreement for the Provision of Homelessness Coordinator Services
(March 7, 2022)
• Council Bill 9- First Reading- Approval of a bill for an ordinance authorizing an
Intergovernmental Agreement for the Provision of Homelessness Coordinator Services
(February 22, 2022)
• Tri-Cities Homelessness Plan of Action approval (September 7, 2021)
• Discussion of the draft Tri-Cities Homelessness Plan of Action (July 12, 2021)
• Update regarding the Tri-Cities Homelessness Study (July 13, 2020)
• Council Bill 22- First Reading- Approval of an ordinance authorizing an IGA with the
Cities of Littleton, Sheridan, and Arapahoe County for the purpose of developing a Tri-
Cities Homelessness Plan of Action (June 21, 2021)
• Proposed Tri-Cities IGA for Homelessness Assessment (Jun 17, 2019)
SUMMARY:
In the fall of 2021, Council approved the Tri-Cities Homelessness Plan of Action ("the plan"),
which the Councils of the Cities Littleton and Sheridan also approved. The approval of the plan
was the culmination of years of planning and research conducted by the three cities and is
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focused on four themes: The plan called for the hiring of a Homelessness Coordinator as a
term-limited Arapahoe County employee and funded by the three cities to coordination the
implementation of projects included in the plan.
ANALYSIS:
Background on the Tri-Cities Homelessness Policy Committee
The Committee meets on a monthly basis and includes Mayors, City Managers, City
Attorneys, Police Chiefs and representatives from the State of Colorado, Arapahoe
County, and nonprofit service providers. In addition to the partnership between the
three cities, the cities also partnership with Change the Trend, a coalition of over 30
nonprofit service providers who provide housing vouchers, food, resource navigation,
and other services to those experiencing homelessness. Finally, the cities formed
partnerships with Arapahoe County ("the County"), the State of Colorado Department of
Local Affairs (DOLA), and the Metro Denver Homelessness Initiative (MDHI). These
partnerships recognize that homelessness is a regional issue as well as one that
requires partnerships between different levels of government, nonprofit service
providers, and the larger community.
Understanding the Causes and Challenges of Homelessness
In July 2020, the cities launched a PESTEL (Political, Economic, Social, Technological,
Environmental, and Legal) analysis to evaluate outside factors that are impacting
homelessness in the region. Key findings included:
• A strong commitment by local leaders to address homelessness;
• Dedicated homeless service organizations;
• Regional public and private investments in homelessness; and
• Consistency in local ordinances regarding occupancy of public spaces.
Opportunities identified by the PESTEL included:
• Increasing affordable permanent housing options for persons existing
homelessness;
• Permanent supportive housing;
• Allocating housing authority vouchers;
• Increased participation in the local data collection platforms; and
• Additional safe alternatives to unsheltered dwelling.
In October, 2020, the cities contracted with DU to better understand the root causes of
homelessness in the region. DU produced two reports, one for chronic homelessness
and one for family homelessness. These reports identified common causes of
homelessness, as well as barriers for homeless individuals and families to becoming
housed.
Chronic Homelessness Family Homelessness
Top six causes of
homelessness
Loss of job
Change in employment
Unable to pay rent
Unaffordable expenses
Housing cost increase
Unable to pay rent
Change in employment
Loss of job
Housing cost increase
Domestic violence
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Relationship issues Relationship issues
Top six barriers to
housing
Unable to pay rent
Housing cost increase
Loss of job
Unaffordable expense
Housing waitlists
Change in employment
Housing cost increase
Low/no credit score
Unable to pay rent
Change in employment
Loss of job
Engagement Process
To develop the plan of action, the consultant conducted 55 semi -structured interviews
with a diverse regional stakeholder group. This group included:
• Local and county elected officials;
• Local, county, and state appointed officials;
• Nonprofit service providers; and
• Individuals who experienced homelessness.
Stakeholders identified areas of hope such as the humanization of homelessness,
equity, personal responsibility and empowerment, stewardship, and fair-share regional
approach. They also identified several assets to be leveraged in the final plan, including
confidence in the co-responder program, food distribution, inter-jurisdictional
coordination, partnership with school districts as well as libraries and recreation centers,
and a continued partnership with the nonprofit group Change the Trend. Areas of
concern included lack of funding, the region becoming a homeless magnet,
underutilization of homelessness services, vulnerable people falling through the cracks,
and the complexities and expense of housing the homeless.
Recommendations and Action Steps
Based on stakeholder engagement, the Tri-Cities Homelessness Plan of Action includes
several recommendations and next steps. The recommendations are based on national
and state best practices, and focus on four thematic areas:
• Building a strong foundation;
• Single adult system;
• Workforce development; and
• Family system.
Building a strong foundation
The Committee, partnership with Change the Trend, and partnerships with other
government agencies provide a strong foundation from which to continue to build a
strong governance structure. While the Tri-Cities region is a part of the Metro Denver
Homelessness Initiative (MDHI) Continuum of Care, increased collaboration is important
to create additional resources for homelessness housing and services. A strong
governance structure will build local capacity, support coordination across government
entities and nonprofit partners, and attract additional public and private funding for
homelessness programs.
Single adult system
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Currently, several programs exist to support single adults experiencing homelessness in
the Tri-Cities region. Designating a lead service provider will ensure enhanced
coordination of services. While additional resources should be added to the internet, a
dedicated space for walk-ins and client referrals is needed to help transient populations
build trust, learn about services, and receive navigation support to apply for benefits and
programs. This work can further be enhanced by additional direct outreach programs
and promoting a variety of housing opportunities.
Workforce development
Pathways to workforce opportunities can work for some people experiencing
homelessness to achieve financial self-sufficiency. In the winter of 2021, the City of
Englewood partnered with Arapahoe Community College to provide job training to
individuals in the community financially impacted by the COVID-19 pandemic. Also in
the winter of 2021, the Tri-Cities conducted a pre-feasibility study with Bridge House
Ready to Work, a program that provides temporary housing and job training to people
experiencing homelessness.
Family system
In addition to increasing services for single adults, the Plan of Action promotes
additional resources for families. Partnering with all three school districts can leverage
federal McKinney Vento funding to provide case management services, school support,
supplies, and make referrals to shelters. Additional programs, such as a peer-support
specialist, can focus on ensuring that housing vulnerable families do not become
homeless.
Themes Recommendations Action Steps
Building a strong
foundation
1.1 Build a strong
governance structure
1. Formalize a regional
leadership body.
2. Create a regional
homelessness coordinator
position
3. Increase local government
staff capacity
4. Create a lived experience
advisory board
Build a strong
foundation
1.2 Formalize a data-driven
approach to allocated
resources
1. Increase participation in
HMIS
2. Increase referrals to MDHI's
OneHome System
3. Partner with Built for Zero
Build a strong
foundation
1.3 Create a community
education and engagement
strategy
1. Create a centralized Tri-
Cities webpage
2. Streamline volunteer giving
and opportunities*
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3. Create a Welcome Home
community engagement
program
Single adult system
2.1 Streamline access to
homeless services for single
adults
1. Designate a lead service
provider
2. Create a central navigation
center
3. Create an online platform to
request homeless services
Single adult system
2.2 Provide street-based
services to increase health
& wellbeing
1. Launch a coordinated
outreach team*
2. Continue to support local
meal programs
3. Pilot a safe parking
program*
4. Convene local healthcare
providers to discuss feasibility
of a street medicine team
Single adult system
2.3 Expand housing
opportunities for single
adults
1. Promote shared housing
2. Strengthen outreach to
landlords
3. Sponsor a feasibility
analysis for permanent
supportive housing
Workforce
development
3.1 Create partnerships
with workforce programs
1. Continue to purse Bridge
House Ready to Work
partnership
2. Promote local online skills
training programs
3. Launch cross purpose six
week career prep program
Workforce
development
3.2 Create employment
opportunities
Engage the local Chamber of
Commerce
Family system 4.1 Streamline services for
homeless families
1. Engage the local school
districts as resource partners
2. Designate a lead service
provider*
Family system 4.2 Prevent families from
becoming homeless
1. Promote new resources for
homeless prevention
2. Pilot a peer support
specialist program to outreach
and homeless families*
Family system 4.3 Increase housing
opportunities for families
Explore expanding voucher
program to families
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Plan Implementation Status
• 10/17 of year one projects have been completed and seven are in progress.
• Three of ten year two projects have been completed and seven are in progress
• One of three year three projects has been completed, one is in progress, and one is
planned
COUNCIL ACTION REQUESTED:
Staff requests that Council review progress made towards the implementation of the Tri-Cities
Homelessness Plan of Action and provide feedback on plan implementation.
FINANCIAL IMPLICATIONS:
Council approved utilizing $350,000 in American Rescue Plan Act (ARPA) funding for the City's
share in the implementation of the plan. Additionally, Council authorized ARPA funding towards
two initiatives designed to further the workforce development theme in the plan:
• Bridge House ($850,000); and
• CrossPurpose: Career guidance ($346,379)
Funds dedicated to plan implementation will be utilized through the end of 2024 to implement
components of the plan of action Council, as well as Arapahoe County and the Cities of
Littleton and Sheridan, will need to determine whether they wish to invest further into initiatives
after 2024 when ARPA funds are depleted, and the coordinator is also investigating
philanthropic funding and other funding opportunities.
CONNECTION TO STRATEGIC PLAN:
Outcome area: Community Wellbeing
Goal: Homelessness Services and Mitigation- Programs, initiatives, and coordination designed
to help those experiencing homelessness while mitigating the impact of homelessness on the
larger community
Key Projects:
• Coordinate Homelessness Connect events
• Implement the Tri-Cities Homelessness Plan of Action
• Develop and execute a plan to bring the Bridge House/ Raady to Work program to the
Tri-Cities
How we will know we are on track to succeed:
• # of homelessness individuals transferred to walk in clinics and provided treatment
• # of participants in resource connect events at the Englewood Public Library
OUTREACH/COMMUNICATIONS:
Communications Departments from the three cities partnered with the Tri-Cities Homelessness
Coordinator to launch a Tri-Cities website to provide the public with information on related
initiatives. Additionally, the coordinator recently launched a lived experience advisory board to
ensure the voices of people who experienced homelessness are included in the discourse.
ATTACHMENTS:
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Tri-Cities Homelessness Plan of Action- Final
Presentation- Tri-Cities Homelessness Plan of Action Update
Tri-Cities Homelessness Study Results
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Tri-Cities Homeless Action Plan
Page 11 of 203
2
Acknowledgements
Englewood City Council
Linda Olson, Mayor
Cheryl Wink
Dave Cuesta
Joe Anderson
Othoniel Sierra
Rita Russell
Steven Ward
Shawn Lewis, City Manager
Tim Dodd, Assistant to the City Manager
Littleton City Council
Jerry Valdes, Mayor
Carol Fey
Karina Elrod
Kelly Milliman
Pamela Grove
Patrick Driscoll
Scott Melin
Mark Relph, City Manager
Samma Fox, Assistant to the City Manager
Sheridan City Council
Tara Beiter-Fluhr, Mayor
Dallas Hall
Don Smith
Sally Daigle
Shevieve (Shevy) Gallegos
Devin Granbery, City Manager
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3
Andy Jennings, South Suburban Parks District
Annie Bacci, Corporation for Supportive Housing
Beth Stewart, Communities That Care
Bonnie DeHart, Sheridan Rising Together for Equity
Brian Arnold, Bridge House-Ready to Work
Brittany Golden, All Health Network
Callan Ware, Englewood School District
Cassie Ratcliff, Family Tree
Cheryl Ternes, Arapahoe County
Human Services Department
Christina Underhill, City of Englewood
Cory Reitz, South Metro Housing Options
Cynthia Grant, All Health Network
Dace West, Denver Foundation
Daniel Stange, Sheridan Rising Together for Equity
Dave Lee, City of Englewood
Desiree Stange, Sheridan City Council
Chief Doug Stephen, Littleton Police Department
Eddie Kanoza, City of Sheridan
Evan Dreyer, Denver Mayor’s Office
Heather Beltran, Littleton School District
Ian Fletcher, Communities Solutions – Built-for-Zero
Isabel McDevitt, Bridge House-Ready to Work
Jeanne Hildreth, Littleton School District
Juanita Camacho, Sheridan City Council
Keith Reester, City of Littleton
Kelsy Stransfield, City of Littleton
Kristin Toombs, Colorado State Dept. of Local Affairs
Linda Haley, Arapahoe County Community
Development Department
Lindsey Gorzalski, Innovative Housing Concepts
Lisa Vantine, Arapahoe County Coroner’s Office
Mark Mullis, City of Englewood
Dr. Matt Meyer, Metro Denver Homeless Initiative
Melissa Green, Bridge House-Ready to Work
Mike Sangren, Change the Trend
Nancy Trimm, City of Littleton
Nate Thompson, Littleton School District
Pat Sandos, Superintendent, Sheridan School District
Sgt. Reid McGrath, Englewood Police Department
Ryan Colson, Littleton School District
Tyler Brown, Arapahoe County Sheriff
Widd Medford, Bridge House-Ready to Work
Acknowledgements
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Table of Contents
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Glossary/Terminology and Abbreviations . . . . . . . . . . . . . . . . . . . . 5
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Stakeholder Interview General Themes . . . . . . . . . . . . . . . . . . . . 12
Cumulative Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Recommendations and Action Steps . . . . . . . . . . . . . . . . . . . . . . . 18
Appendix 1 – Matrix of Recommendations & Action Steps . . . . . 33
Appendix 2 – Report Limitations . . . . . . . . . . . . . . . . . . . . . . . . . 41
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Glossary/Terminology and Abbreviations1
Adults with a Serious Mental Illness (SMI) – This subpopulation category of the Point in Time (PIT)
includes adults with a severe and persistent mental illness or emotional impairment that seriously lim-
its a person’s ability to live independently. Adults with SMI must also meet the qualifications identified
in the term for “disability” (e.g., “is expected to be long-continuing or indefinite duration”).
Adults with a Substance Use Disorder – This subpopulation category of the PIT includes adults
with a substance abuse problem (alcohol abuse, drug abuse, or both). Adults with a substance use
disorder must also meet the qualifications identified in the term for “disability” (e.g., “is expected to be
long-continuing or indefinite duration”).
At-Risk of Homelessness – people who are not experiencing homelessness, but whose current eco-
nomic and/or housing situation is precarious or does not meet public health and safety standards.
Case Conferencing – A region’s formal, planned, and structured meeting in which providers coor-
dinate staffing assignments, provide client level updates, and ensure coordination of services. The
goal of case conferencing is to provide holistic, coordinated, and integrated services across providers,
and to reduce duplication. Case conferences should be used to identify or clarify issues regarding a
participant’s housing status and progress towards permanent housing; to review activities including
progress and barriers towards housing; to strategize solutions; and to adjust current service plans, as
necessary.
Case Management – Case management is defined by the Case Management Society of America
as “a collaborative process of assessment, planning, facilitation, care coordination, evaluation, and
advocacy for options and services” to meet individual needs. Case Management should be voluntary,
and client centered, with the goal of identifying strengths and client directed goals, while promot-
ing “health, recognition, and well-being” (USICH, 2016). Case Managers should ultimately focus on
linking the client to a permanent housing resource and providing the necessary services needed to
promote housing stability.
Chronically Homeless –
1. An individual who:
a. Is homeless and lives in a place not meant for human habitation, a safe haven, or
in an emergency shelter; AND
b. Has been homeless and living or residing in a place not meant for human
habitation, a safe haven, or in an emergency shelter continuously for at least
twelve months or on at least four separate occasions in the last three years
where those occasions cumulatively total at least twelve months; AND
c. Can be diagnosed with one or more of the following conditions: substance use
disorder, serious mental illness, developmental disability (as defined in section
102 of the Developmental Disabilities Assistance Bill of Rights Act of 2000 [42
U.S.C. 15002]), post-traumatic stress disorder, cognitive impairments resulting
from brain injury, or chronic physical illness or disability.
1 Modified from the Los Angeles Homeless Service Authority’s HOMELESS SERVICES DELIVERY SYSTEM GLOSSARY
OF TERMS/ACRONYMS document found here: https://homeless.lacounty.gov/wp-content/uploads/2017/12/25-Glossary-
of-Terms-and-Acronyms.pdf.
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6
2. An individual who has been residing in an institutional care facility, including a jail, substance abuse
or mental health treatment facility, hospital, or other similar facility, for fewer than 90 days and met all
of the criteria in paragraph (1) of this definition, before entering that facility; or
3. A family with an adult head of household (or if there is no adult in the family, a minor head of
household) who meets all of the criteria in paragraph (1) of this definition, including a family whose
composition has fluctuated while the head of household has been homeless.
Chronically Homeless Family with Children – A family with children with an adult head of
household (or if there is no adult in the family with children, a minor head of household) who meets all
the criteria for a chronically homeless individual, including a family with children whose composition
has fluctuated while the head of household has been homeless.
Continuum of Care (CoC) – A federal designation for local communities to organize and deliver
housing and services to meet the specific needs of people who are homeless as they move to stable
housing and maximize self-sufficiency. It includes action steps to end homelessness and prevent a
return to homelessness.” Metro Denver Homeless Services (MDHI) is the sponsoring agency that
manages the Metro Denver CoC of which the Tri-Cities is geographically located in.
Coordinated Assessment – a standardized approach to assessing a person’s current situation, the
acuity of their needs and the services they currently receive and may require in the future. It considers
the background factors that contribute to risk and resilience, changes in acuity, and the role of friends,
family, caregivers, community and environmental factors.
Coordinated Entry System (CES) – CES is a regionally based system that connects new and
existing programs into a “no wrong-door network” by assessing the needs of individuals/ families/
youth experiencing homelessness and linking them with the most appropriate housing and services to
end their homelessness. The goal of the CES is to streamline processes through which communities
assess, house, and support housing retention for individuals/families who are homeless; to ensure all
our homeless neighbors are known and supported; to target and maximize limited housing resources;
and comply with the federal mandate to adopt a standardized intake and coordinated assessment
process for housing.
Disability – An individual with one or more of the following conditions: A. A physical, mental, or
emotional impairment, including impairment caused by alcohol or drug abuse, post-traumatic stress
disorder, or brain injury that: (1) Is expected to be long-continuing or of indefinite duration; (2)
Substantially impedes the individual’s ability to live independently; and (3) Could be improved by the
provision of more suitable housing conditions. B. A developmental disability, as defined in section
102 of the Developmental Disabilities Assistance and Bill of Rights Act of 2000 (42 U.S.C. 15002);
or C. The disease of acquired immunodeficiency syndrome (AIDS) or any condition arising from the
etiologic agency for acquired immunodeficiency syndrome (HIV).
Emergency Shelter/Crisis Housing – An emergency shelter in the homeless coordinated entry
system. Crisis Housing means any facility, the primary purpose of which is to provide temporary
shelter for the homeless or to provide a bridge to permanent housing.
Extremely Low-Income Households (ELI) - Those with incomes below 30 percent of area median
income.
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Fair-Share – A good faith effort by local governments to create a collaborative response to
homelessness so no one jurisdiction is overburdened with the provision of homelessness housing
and services.
Homeless Management Information System (HMIS) - A computerized data collection system
designed to capture client information over time on the characteristics, service needs and
accomplishments of homeless persons. Implementation of an HMIS is required by the federal
department Housing and Urban Development (HUD) for programs receiving federal funding through
the Continuum of Care (CoC).
Housing Choice Vouchers (HCV) - Rental subsidy program (also known as Section 8). Under
HCV programs, a tenant pays 30-40% of their monthly income for rent and the government pays the
remainder, up to a set maximum Fair Market Rent. HCV subsidies can be tenant-based (awarded to a
tenant household that can take them to any private landlord) or site-based/project-based (awarded to
an owner who uses it on the same unit over time).
Housing First – Housing First is an approach that offers permanent housing as quickly as possible
for people experiencing homelessness, particularly for people with long histories of homelessness
and co-occurring health challenges, while providing the supportive services people need to keep their
housing and avoid returning to homelessness. The provider ensures that the supportive services that
program participants need or want to achieve permanent housing and to increase income are offered,
but are not required as a condition of housing, including links to mainstream programs or partner
agencies (i.e., mental health services, substance abuse treatment, medical services, childcare, etc.).
Income, sobriety and/or participation in treatment or other services are voluntary and are not required
as a condition for housing.
Housing and Urban Development (HUD) - U.S. Department of Housing and Urban Development
HUD is a federal department created in 1965 to increase homeownership, support community
development and housing free from discrimination. Since 1987, HUD has been responsible for
funding homeless programs, which today comprise the CoC.
Metro Denver Homeless Initiative (MDHI) - MDHI is the Metro Denver Continuum of Care
(CoC), which is a regional system that coordinates services and housing for people experiencing
homelessness. MDHI works closely with each county in our continuum (Adams, Arapahoe, Boulder,
Broomfield, Denver, Douglas, and Jefferson).
Navigation Center – A centralized homeless access center that may provide temporary room and
board with limited barriers to entry, showers, restroom, and laundry services, while case managers
work to connect homeless individuals and families to income, public benefits, health services,
permanent housing, or other shelter.
Permanent Housing (PH) – Community-based housing without a designated length of stay, which
includes both Permanent Supportive Housing (PSH) and Rapid Rehousing (RRH). Examples of
permanent housing include, but are not limited to, a house or apartment with a month-to-month or
annual lease term or home ownership.
Permanent Supportive Housing (PSH) – Long-term, community-based housing that has supportive
services for homeless persons with disabilities. This type of supportive housing enables the special
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needs of populations to live independently as possible in a permanent setting. Permanent housing
can be provided in one structure or in several structures at one site or in multiple structures at
scattered sites.
Point in Time (PIT) – A snapshot of the homeless population taken on a given day. Since 2005, HUD
requires all CoC applicants to complete this count every other year in the last week of January. This
count includes a street count in addition to a count of all clients in emergency and transitional beds.
Rapid Rehousing (RRH) – A support intervention that uses a combination of case management,
Housing Navigation, and short to medium term financial assistance to assist mid-range acuity
homeless households identify and stabilize in tenant-based, scattered site, permanent housing.
Regional Coordination – Oversight of partnerships across public and private entities within and
adjoining the Tri-Cities region that ensure homeless persons are fully supported and connected
to housing and services within their respective communities. Regional and coordinated access to
housing and services ensures that a homeless person does not have to go to multiple agencies to
obtain housing and services assistance.
Street Outreach – Programs that provide essential services to unsheltered persons residing in
places not meant for human habitation. Outreach is defined as the activity of engaging unsheltered
homeless individuals through the process of rapport building with the goal of linking that individual
to a permanent housing resource. Outreach and engagement is an ongoing process that “involves
creativity, flexibility, may take months or years, and involves establishing a relationship” to connect
a client to services. Outreach can be viewed as a service and a process of building a personal
connection that may play a role in helping a person improve his or her housing, health status, or
social support network.
Supportive Services – Services that may assist homeless participants in the transition from the
streets or shelters into permanent or permanent supportive housing, and that assist persons with
living successfully in housing.
Transitional Housing – Transitional Housing assists homeless individuals who need more intensive
services before moving into permanent housing. Transitional Housing offers housing and supportive
services for up to two years. It best serves young adults, people in recovery, and people fleeing
domestic violence.
Veteran – This subpopulation category of the PIT includes adults who have served on active duty in
the Armed Forces of the United States. This does not include inactive military reserves or the National
Guard unless the person was called up to active duty.
Vulnerability Index-Service Prioritization Decision Assistance Tool (VI-SPDAT) – A survey
administered both to individuals and families to determine risk and level of need when assisting those
experiencing homelessness and those at-risk of homelessness.
Additional definitions may be found here: https://www.homelesshub.ca/about-homelessness/
homelessness-101/homelessness-glossary and https://ahomewithhope.org/education-2/glossary-of-
terms/#2774575318142-77ce84a7-18f2
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Introduction
The Tri-Cities Homelessness Policy Committee is comprised of the cities of Englewood, Sheridan,
and Littleton and was founded in 2018 out of a strong desire and commitment to address the growing
incidence of homelessness through a comprehensive regional approach. Tri-Cities Homelessness
Policy Committee Members include mayors and city council members, city managers, service
providers, and representation from law enforcement.
In 2020, Tri-Cities initiated a series of steps to increase understanding of the local homeless
population, its needs, and existing resources. This Homeless Action Plan is the cumulation of these
efforts to produce an operational strategy that brings multiple community and public partners together
under a coordinated effort to move the needle on the emerging homelessness crisis.
The recommendations and action steps comprising this Homeless Action Plan, seek to build a solid
foundation for a unified and coordinated homelessness response system that leverages collaboration
with the state, county, and local partners. Through regional collaboration, the plan seeks to leverage
funding resources and expand capacity of local providers to offer comprehensive homeless services
to individuals and families at-risk or experiencing homelessness in the region so that they may exit
homeless and resume thriving lives.
The Homeless Action Plan is proposed as a three-year plan. The implementation of the
recommendations and action steps are estimated at a total of $705,000. The combination of a clear
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plan forward including the identification of potential strategic partnerships, will make the Tri-Cities
efforts competitive for private, state, federal, and continuum of care funding resources to actualize
these efforts.
Background
In July 2020, the Tri Cities Homelessness Policy Committee conducted a PESTEL Analysis of the
region’s homelessness services to identify assets, opportunities, and gaps in six domains: Political,
Economic, Social, Technology, Environmental, and Legal. PESTEL analyses are used to evaluate
outside factors that affect or have the potential to affect an organization or initiative. This assessment
identified key issue areas in each domain. Key findings include strong commitment by local leaders
to address homelessness, dedicated homeless service organizations, regional public and private
investments in homelessness, and consistency in local ordinances regarding occupancy of public
spaces. Areas of opportunity include increasing affordable permanent housing options for persons
exiting homelessness such as rapid rehousing, permanent supportive housing, and allocation of
housing authority vouchers; increased participation in the local data collection platforms managed by
Metro Denver Homeless Initiative including the Homeless Management Information System (HMIS)
and OneHome, Coordinated Entry System; and additional safe alternatives to unsheltered dwelling.
In October 2020, the Center for Housing and Homelessness at the University of Denver released
two commissioned reports: The Tri-Cities Family Homelessness Assessment and the Tri-Cities
Chronic Homeless Assessment Results Report. The reports applied qualitative methods of semi-
structure interviews to capture the essence of homelessness for both the families and single-adult
populations. The research sought understanding of key drivers into homelessness and barriers to
exiting those prolonged episodes and undermined stable reintegration back into society. While it is
important to acknowledge the unique characteristics and essence of homelessness that form chronic
and family homelessness, similar themes emerged for both populations that led to their pathway
into homelessness and that prevented exiting with ease. These included lack of access to affordable
housing, changes to or inability to secure employment, physical and behavioral health challenges,
and fragile or troubled social relationships. The report recommended a prevention approach to retain
precariously housed families in housing through the provision of comprehensive financial and service
interventions; and holistic and flexible programs to stably rehouse chronic homeless adults.
On January 28, 2021, the city councils of Englewood, Littleton, and Sheridan hosted a joint Council
study session to update decisionmakers and the public on the findings of the above reports. During
this session, Metro Denver Homeless Initiative (MDHI), the continuum of care for the Denver Metro
Region, identified potential priority areas for the Tri-Cities Homelessness Policy Committee to focus
on in the creation of its homelessness strategy.
• Create a single Access Point for housing services.
• Increase usage of the statewide Homeless Management Information System (HMIS) by all
homeless services organizations.
• Participate in OneHome, the region’s Coordinated Entry System (CES)
• Develop eviction prevention strategies (more cost effective and trauma-informed to keep
people housed).
• Develop diversion resources and strategies to keep people from entering the homeless
service system.
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• Develop a workforce strategy by partnering with an employment program.
• Find or create more affordable housing in the community for people exiting homelessness.
• Include financial education in service offerings.
• Acknowledge traumatic Stress found in people experiencing homelessness and create
trauma-informed programs and services.
• Develop a whole person/family approach that embeds wrap around services (domestic
violence, child welfare, mental health, physical health, and addictions) with homeless
services.
Finally, the Tri-Cities Homelessness Policy Committee engaged Florence Aliese Advancement
Network (FAAN) to develop an incremental operational action plan organized into four to five
priority areas (i.e., street engagement, healthcare, affordable housing, and employment) with
recommendations for action-steps based on national and regional best-practices. This action plan will
also identify stakeholder roles and responsibilities, and daylight current and/or potential future funding
opportunities.
Methodology
FAAN conducted 55 semi-structured interviews with diverse regional stakeholders involved in
supporting the local response to homelessness. This process hoped to uncover local nuances,
attitudes, and beliefs toward homelessness; discover acceptance level of potential solutions; and
identify potential actors who may have been impacted by homelessness but did not envision a role in
assisting with the creation and implementation of solutions.
The interviews ranged from a half hour to an hour and were all conducted via teleconferencing.
Approximately 20% were group interviews and 80% one-on-one interviews. Participation was
voluntary. Stakeholders were asked three open-ended questions to open the dialogue. These were:
what is working, what can be improved, and what priority do you want to see addressed in the final
Homeless Action Plan. Responses were transcribed and arranged through a method of data-analysis
called thematic coding21that organizes responses according to repetitive themes.
FAAN also conducted a pre and post document review of the two key reports prepared by Denver
University’s Center for Housing and Homelessness and the PESTEL Analysis to ground findings from
the stakeholder interviews and inform recommendations found in this Homeless Action Plan.
The composition of the stakeholders interviewed included local mayors and councilmembers, city
staff, county staff, law enforcement, housing authorities, school districts, South Suburban Parks;
and community and government partners including leadership from Change the Trend, All Health
Behavioral Health Services, Tri-County Health, Family Tree, Sheridan Rising Together for Equity,
Communities That Care, A Bridge Home, Colorado Department of Local Affairs (DOLA), Denver
Mayor’s Office, Denver Foundation, Metro Denver Homeless Initiative (MDHI), CSH, and Community
Solutions – Built For Zero initiative.
2 The Coding Manual for Qualitative Researchers, Johnny Saldaña. Sage Publishing. 2013
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Stakeholder Interview General Themes
Emergent general themes from the stakeholder interviews were grouped into Hopes, Fears, and
Desires to identify the current homelessness response system’s strengths, weaknesses and
challenges, and opportunities.
Hope: What is working well
Stakeholders were invited to share what was working well to identify areas of pride and successful
implementation of homelessness services.
Phrases repeated by more than one stakeholder and are listed here for consideration as an emerging
values framework:
• Equity. Wanting to ensure a fair distribution of federal, state, county, and continuum of care homeless resources across the region.
• Humanization of homelessness. A recognition that “it could happen to any of us one day.”
• Personal responsibility and empowerment. A desire to provide the right level of services in the spirit of “Neighbor helping Neighbor” or offering a “hand up.”
• Stewardship. Ensuring thoughtful use of public funds.
• Fair-share regional approach. Encouraging each jurisdiction and surrounding communities to do their part to address homelessness.
Stakeholders also identified several local assets that they would like to see leveraged in the final
recommendations of the homeless action plan.
• Confidence in the Co-Responder Program: Stakeholders appreciate a mechanism to respond to constituent concerns/complaints on behalf of people experiencing homelessness.
• Food Distribution: There is pride in the innovation and coordination of local meal and food distribution programs for individuals and households facing food insecurity.
• Inter-jurisdictional Coordination: Recently, multiple agencies convened to plan and coordinate large encampment clean-ups, setting up precedence for ongoing inter-agency cooperation, data-sharing, and formalization of frequent communication.
• Change the Trend is a trusted convener: A cross-disciplinary number of organizations and advocates attend the Change the Trend meetings and have confidence the organization can formalize as a lead homeless services provider with additional investments to hire a dedicated staff.
• Libraries, recreation centers, and parks are mutual-aid partners: These city assets are valuable field-based access points for information sharing to people in need and provision of basic services such as food and showers.
• School Districts strongly support families at-risk or experiencing homelessness: The McKenny Vento student resource staff are extremely knowledgeable of local resources and are a consistent/trusted point-of-contact to connect family to services.
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Fears: Areas of Concern and Opportunity
In discussing areas of opportunity, stakeholders were invited to share their angst, frustrations,
fears, and concerns. This process was important to surface opportunities for additional dialogue
and education, and to ensure that recommendations addressed potential community concerns and
barriers to implementation.
• Lack of funding: Decreased tax review impacted by the COVID-19 pandemic and limited federal aid for local governments and providers within the Tri-Cities region raised concerns about funding for new or expanded homelessness services. Stakeholders would like to leverage regional partner resources (e.g., County, State, Federal, Veteran Affairs, MDHI) before increasing general fund dollars.
• Tri-Cities region may become a homeless magnet: There is a general assumption that the increase in single adult homelessness within the Tri-Cities region is a spill-over effect from Denver. For example, several stakeholders cited displacement by Denver police after a series of encampment clean-ups as a cause of an increased presence of single adults in the region. Stakeholders also expressed concerns about attracting people from outside of the Tri- Cities region if the local cities increase homeless services.
• Homeless services are underutilized: Several stakeholders shared that while there were many homeless services in the Tri-Cities region, people in need and community members do not know how to access them. Additionally, there was also a perception that people in need were not accessing available public benefits due to complicated enrollment processes that many vulnerable adults cannot navigate on their own. As a result, resources that could support pathways to self-sufficiency are being underutilized.
• Vulnerable People are falling through the cracks: There were general concerns about the capacity of local service providers to address the needs of chronically homeless persons living with severe mental health and substance use challenges. Without a seamless, low- barrier, transparent process, stakeholders expressed concerns that this population is ending up in the criminal justice system instead of being connected to appropriate services.
• Homelessness housing is complex and expensive: In theory many persons understood that access to affordable housing is a necessary component of the homeless response system, however there were many questions around the development of affordable housing including: options of housing typology for very low income persons, how many units would be needed, how do you subsidize rent for the units, where would the housing be located, who would provide services to occupants and how would those services be funded, and how could they ensure local people experiencing homelessness would be able to access new
housing opportunities.
Desires: Expressed Priorities
After reflections on the current system, stakeholders were invited to dream and reimagine how the
homeless response system could better meet the needs of people experiencing homelessness, while
co-existing with the needs of residents and business owners. Responses included:
• Increase interjurisdictional coordination: City staff expressed a desire to increase inter- jurisdictional cooperation among colleagues within the same city organization and with peers in other jurisdictions to share data, staff training, service coordination, and open communication on emerging encampments and frequent users of city services to better direct limited city resources.
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• Identify a regional coordinating body: There was a strong desire to identify a centralized regional leadership body to guide homelessness policy, set and monitor system outcomes, advocate for state and federal funding, streamline implementation of the Homeless Action Plan, and communicate progress with the public.
• Establish a central point of entry to access local homeless services: Stakeholders would like to see the designation of a central provider responsible for coordinating local homeless services, communicating those services out to the public so that people know how to access them, provide staffing to assist vulnerable populations navigate services, and enter data into the HMIS OneHome databases to increase access and placement of clients into available housing and services.
• Proactively address behavioral health needs of unsheltered residents: There was a desire to increase local capacity to proactively outreach and engage unsheltered persons with behavioral health conditions as an alternative to police, and provide street-based mental health and substance use interventions while seeking to build rapport and connect such persons to longer term behavioral health care services.
• Prevent families and seniors from becoming homeless: Increase capacity to identify seniors and families at-risk of losing housing and provide wrap-around services and financial assistance such as rental protections and legal services for eviction prevention.
• Strengthen workforce development opportunities: Employment and skills training, especially the building trades, was identified as an important pathway to re-engage people experiencing homelessness with a sense of purpose and dignity. Employment was also seen as a viable option to build financial stability to access housing opportunities.
• Identify diverse housing typologies: Several stakeholders wanted to increase their understanding of permanent housing options for persons exiting homelessness including exploration of shared housing, accessory dwelling units (ADUs), use of landlord incentives to encourage landlords to lease to people experiencing homelessness, and public-private
partnerships to create permanent supportive housing.
Cumulative Findings
The following findings emerged through a synthesis of the stakeholder general themes and key
observations generated in the recent reports. These findings informed the recommendations
presented in the next section.
• Acknowledge the unique needs of families and individuals experiencing homelessness in the Tri-Cities region: While many people associate homelessness with unsheltered single adults visible on the street, job loss during the COVID-19 pandemic against a backdrop of rising rents that are out of reach for many households, has increased housing instability among low- income families placing them into homelessness or at severe risk. While families may be able to hide their homeless status by temporarily staying at the home of a friend or family, these arrangements are not permanent, can be stressful, can fracture relationships, and in some cases, place children at-risk in unsafe environments. It is therefore important to reimagine a local homeless response that addresses the needs of unsheltered homeless adults and the needs of families experiencing or at imminent risk of homelessness.
• Dedicate a fulltime, proactive homeless outreach team to respond to constituent concerns and connect unhoused people to local services. In all three cities, law enforcement is assigned to respond to calls for service for people experiencing homelessness. The service call volume is significant, as according to one law enforcement department approximately fifty percent of service calls involve substance use, mental health and homeless.
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keeping themselves safe. Staff also would like to increase communication with fellow department heads within their jurisdictions and across jurisdictions to share concerns, best practices, and leverage resources such as staff training, data collection, and dedicated homeless navigators.
• Create an easier system for people to access and navigate homeless services: Homeless services should be streamlined through the creation of a central access point. Residents, public servants, and people in need do not know how to access various homeless services, although there is strong recognition that many exists. Local homeless service providers participate in the Change the Trend meetings to exchange information on services, client needs, and pooling together funding for resources such as emergency motel vouchers. However, there is a need to formalize these efforts and increase the capacity of Change the Trend or incubate a new organization that can hire staff and become designated as the single point of contact for local homeless services.
• Increase data collection and tracking practices: While each jurisdiction participates in the national Annual Point in Time Homeless Count, it is now commonly understood that this single-night snapshot is not an accurate assessment of who is homeless within each community, nor is it able to inform understanding of needs to exit homelessness. Data systems that offer a more near-real-time understanding including the Homeless Management Information System (HMIS), a HUD mandated regional database that stores individual demographic data and captures entrance and exits of persons in and out of HUD funded programs; and Metro Denver Homeless Initiative’s OneHome Coordinated Entry Database. OneHome is a database that collects assessment data on individuals along with various housing opportunities to create a match between the needs of a person and the funding source to best meet those needs. Both databases are currently underutilized by local providers due to limited staff and technology capacities.
` At the same time, city staff and contracted providers, are also storehouses of data for people experiencing homelessness that could be leveraged to inform the deployment of city resources to proactively address emerging concerns such as a growing encampment. However, data collection among city staff is currently informal and mechanisms to collect and share data would have to be put in place.
• Enhance local and regional coordination: Homeless services in the Tri-Cities region need a central champion to continue to drive its homelessness agenda forward. Homelessness is a complex human crisis that requires dedicated attention to guide and prioritize policies, coordinate public services and nonprofit service providers, liaison with other jurisdictions, and advocate for funding. A high-level, influential body representing local political will, is needed to oversee the implementation of this Homeless Action Plan and keep the community and other stakeholders abreast of progress to sustain public support and trust of this initiative. The Tri-Cities Homelessness Policy Committee partially fulfills this role, however, is all volunteer body with no full-time staff to execute these duties daily.
• Dedicate a fulltime, proactive homeless outreach team to respond to constituent concerns and connect unhoused people to local services: In all three cities, law enforcement is assigned to respond to calls for service for people experiencing homelessness. The service call volume is significant, as according to one law enforcement department approximately fifty percent of service calls involve substance use, mental health and homeless.
To meet constituent demand, the cities have each partnered with All Health to create a Co- Responder Program. However, while the Co-Responder Program is a partnership between a clinician and law enforcement officer that responds to mental health, domestic violence, and behavioral health crisis among the general population that may include people experiencing homelessness, it is not a dedicated homeless outreach team as found as a best-practice in cities across the country.
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However, the City of Englewood recently launch a pilot to create a case management model that pairs a case manager with law enforcement, to meet with chronically homeless people. This case manager conducts the Vulnerability Index – Service Prioritization Decision Assistance Tool (Vi-SPDAT) assessment with clients and enters their information into the OneHome Coordinated Entry System to position persons for housing opportunities. The program is demonstrating promising results. The expansion and sustainability of this model will require additional funding.
• Leverage partnerships to proactively address the health and behavioral health of single adults experiencing unsheltered homelessness: Evidence31shows that providing housing is one of the most cost-effective health interventions for people who experience chronic homelessness. Experiencing homelessness on the street exacerbates chronic medical and behavioral health conditions, that are costly to local governments and create life-threatening results. According to the County Coroner’s Office, during the period of January 2020 to January 2021, 17 people experiencing homelessness in Arapahoe County died of natural causes on the street, 22 died by drug overdose, and 4 by hypothermia, possibly exacerbated by substance use. Therefore, strategies that keep people safer on our streets are essential components of an adequate response to homelessness.
Nationally, cities and counties have partnered with healthcare partners to create non- emergency interventions that have reduced the use of emergency services, adverted public spending on such services, and improved lives. Health networks have invested internally through the creation of “patient navigators” who help homeless patients connect to interim housing or other programs before discharge, and as external funders to support multidisciplinary homeless outreach teams, street medicine teams, and mini-health clinics located inside of homeless navigation centers.
The Tri-Cities region is rich with healthcare partners including Tri-County Health and Sheridan Health Services, who have expressed interest or are operating street-based programs that engage people experiencing homelessness. It is recommended that the cities, county, homeless service providers, and the healthcare entities come together to explore ways to increase street-based physical and behavioral health interventions to save lives, improve neighborhood conditions, and build rapport to guide people into housing and supportive services. • Expand housing opportunities to increase successful exits from homelessness: Placement in permanent affordable housing is an evidence-based practice to end one’s homeless episode.42Cities and counties across the country have developed innovative ways to create housing opportunities for individuals and families exiting homelessness. Some cities allocate a percent of their housing authorities housing choice vouchers by preferencing homelessness in their application process. Others provide rapid rehousing through federal, state, or local funding sources. Still others incentivize landlords to accept housing subsidies from people exiting homeless and some modify local zoning codes to allow for shared housing to increase affordability.
3 http://endhomelessness.org/wp-content/uploads/2016/04/housing-first-fact-sheet.pdf; https://apha.org/policies-and-
advocacy/public-health-policy-statements/policy-database/2018/01/18/housing-and-homelessness-as-a-public-health-
issue
4 https://endhomelessness.org/resource/data-visualization-the-evidence-on-housing-first/; https://endhomelessness.org/
study-data-show-that-housing-chronically-homeless-people-saves-money-lives/; https://files.hudexchange.info/resources/
documents/Housing-First-Permanent-Supportive-Housing-Brief.pdf
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Permanent supportive housing (PSH) is an evidence-based housing model that provides housing retention success for persons living with chronic physical and mental health conditions. PSH includes a rental subsidy, wrap around supportive services (i.e., case management, substance use counseling, mental health services, financial management). Research shows that this form of housing decreases emergency room visits, length of hospital days, psych admissions, Medicaid costs, justice involvement while increasing retention in stable housing into the range of 79% to 93%.51Although a best practice to intervene in chronic homelessness, there are currently no PSH units within the Tri-Cities region.
5 Tenancy Supports for Coloradans Experiencing Long-Term Homelessness, CoDOLA, updated 3/1/2019. A copy is in
Appendix 2.
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Recommendations and Action Steps
The following recommendations and action steps are offered to Tri-Cities city and county
policymakers, and wider public for consideration. The recommendations were informed by the
cumulative findings presented in the last chapter and seek to address the needs of individuals and
families experiencing homelessness in balance with the needs, cares, and concerns of the entire
community. The recommendations are in alignment with national, state, and regional best practices
and evidenced-based solutions to address homelessness at the local level.
The National Alliance to End Homelessness defines an effective homeless response system as one
that identifies those experiencing homelessness, prevents homelessness, when possible, connects
people with housing quickly and provides services when needed. Common programs of crisis
response systems include:
• Outreach • Coordinated Entry System • Diversion and prevention • Emergency shelters and interim housing • Permanent Housing
The State of Colorado61and Metro Denver Homeless Initiative (local Continuum of Care) have
adopted these practices in the shaping of their homeless plans at the state and Metro Denver region.
6 Making Homelessness History in Colorado, Colorado Department of Local Affairs https://drive.google.com/
file/d/1dQ-FbbNyCW9ecpqBJcCkxrOad_5X7IsH/view
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The recommendations are clustered into four key thematic areas, listed below, and are prioritized
according to project readiness, available funding or eligibility for new funding, staff capacity, and time.
The recommendations are also presented in narrative format to include a more detailed description
and community examples, and a matrix on page 32 that outlines funding sources and proposed
assignments of activities.
The four key thematic areas:
1. Building a Strong Foundation 2. Single Adult System 3. Workforce Development
4. Family System
1. Building the Foundation
The first series of recommendations focus on building a solid foundation with an eye towards
strengthening local governance of homeless programs, data collection, cross-jurisdictional
partnerships, and community engagement. While the Tri-Cities region is a part of the Metro Denver
Homeless Initiative Continuum of Care, it is still important that local jurisdictions collaborate together
to create additional resources for homelessness housing and services. A strong governance structure
builds local capacity, supports coordination across governmental entities and nonprofit partners, and
attracts additional public and private funding for homelessness programs.
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Recommendation #1.1 Build a Strong Governance Structure
Action Step 1. Formalize a regional leadership body.
Formalize the Tri-Cities Homelessness Policy Committee as the regional leadership body for the
cities of Englewood, Sheridan, and Littleton. Adopt a strategic vision to set-forth the direction
of homelessness policy, an annual legislative agenda, transparent provision of benchmark
achievements, and liaison with external regional coordinating bodies and policymakers.
Action Step 2. Create a regional Homelessness Coordinator.
Pool city, county, private foundation resources to hire a full-time limited term (possibly 3 years)
Homelessness Coordinator (The Coordinator) to staff the Tri-Cities Homeless Policy Committee
and be a single-point-of-contact on homelessness for the region. This would be a senior leadership
position with authority to convene stakeholders across the Tri-Cities region. The Coordinator will
develop strategic partnerships with key organizations such as the local School Districts, Tri-County
Health, and the Denver Foundation to leverage programs and resources. The coordinator could
liaison with homelessness-related staff in surrounding communities to engage in joint advocacy
for policies and funding at local, regional, and statewide levels; encourage participation of service
providers, first responders, business and faith-based groups, and residents in community roundtable
discussions to increase education on homeless solutions. The coordinator could also be a single point
of contact for service providers and community members, including those experiencing or at risk of
homelessness.
Action Step 3. Increase Local Government Staff Capacity to Address Homelessness
Local leadership may want to work with staff to help clarify roles and expectations on addressing
homelessness within their organizations. Staff engaged in providing city services to unhoused
constituents should receive training to increase their safety and cultural humility skills to serve this
vulnerable population. Examples of standard trainings include Mental Health First Aid, Trauma-
Informed Care, De-escalation Training, and safe handling and disposal of biohazards and sharps.
Several trade organizations such as the American Library Association and the National Recreation
and Park Association, offer rich resources on homelessness for training, issue briefs, and peer
support. The Homeless Training Institute also provides training for local government staff.
Local government staff should also be encouraged to collect and track data on services provided
to people experiencing homelessness to help leadership understand the expenditure of resources,
identify service gaps, and monitor emerging concerns such as new encampment. There are a wide
variety of data collection tools used by cities including Survey123 and Akdio Lab’s Project Connect for
more sophisticated data collection efforts to meet the needs of highly vulnerable clients.
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Action Step 4. Create a Lived Experience Advisory Board
The National Alliance on Homelessness and national philanthropic funding partners strongly advocate
for the inclusion of persons with lived experience as a formal part of unified homeless response
systems. It is recommended that Tri-Cities or the County’s emerging regional coordinators, create
a Lived Experience Advisory Board (LEAB) to help guide and develop programs and policies that
address homelessness within the region. It is further recommended that the LEAB be composed of
five to seven members who are currently housed but have experienced homelessness within the
region. Participants should receive a stipend or honorarium for their contributions.
Examples: CSH Speak-Up, San Jose, CA, Baltimore Lived Experience Advisory Committee
Recommendation #1.2. Formalize a Data-Driven Approach to Guide Allocation of Homeless
Resources
The Tri-Cities region is a part of the Metro Denver Homeless Initiative (MDHI) Continuum of Care
(CoC), an entity that receives federal and other funding to address homelessness. As the CoC, MDHI
oversees the implementation of two important databases to collect homelessness data. The first is the
Homeless Management Information System (HMIS) and the second is OneHome, the database for
the local coordinated entry system. Access to both programs is free to homeless service providers.
Action Step 1. Increase participation in the Homeless Management Information System (HMIS).
Increased utilization of data-entry into the Homeless Management Information System (HMIS) is a
critical step to increasing understanding of who is experiencing homelessness in the region, what
are their needs, and if they already connected to services. Using data collected in an HMIS enables
communities to better understand the local needs and dynamics among specific subpopulations
of people experiencing homelessness, as well as measure the performance of their approaches to
preventing and ending homelessness.
The database also enables providers to provide consistent care by reviewing notes on previous
homeless interventions to prevent the client from having to retell their story. Local governments can
support this action step by encouraging their homeless service agencies to participate in data-entry
into the HMIS system. Local governments and private foundations can also support by removing
participation barriers to using the HMIS system by providing computer equipment (i.e., laptops,
tablets) and access to high-speed and consistent wi-fi or other form of internet access. MDHI will
assist organizations download the software and issue software licensing as well as provide training
and ongoing technical assistance, for free.
*While law enforcement has a role in the provision of homeless services, federal policy forbids the
use of HMIS by any law enforcement agency.
HMIS Factsheet
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Action Step 2. Increase referrals to MDHI’s OneHome71Coordinated Entry System (CES).
Coordinated Entry Systems (CES) are local processes applied to prioritize homeless populations
for limited supply of housing resources. The use of coordinated entry systems is also to ensure
that access to resources is equitable. In response, most communities use their CES to help identify
and prioritize people based on various forms of vulnerabilities defined by the local communities.
For instance, some communities prioritize people actively fleeing from domestic violence, persons
with severe mental health or physical health conditions, and others unsheltered persons over the
age of 65. To help assess a person’s eligibility based on local priorities, communities utilize a HUD
approved assessment tool. The Vulnerability Index and Service Prioritization Decision Assistance Tool
(VI-SPDAT) is one of the most popular assessment tools and is the current tool used by the Metro
Denver Homeless Initiative (MDHI) Continuum of Care (CoC). Assessment scores are then entered
into a customized database that may be separate from the HMIS platform. MDHI utilizes a CES
database called OneHome.
OneHome is a database that creates a technical platform to manage a list of clients awaiting housing,
their housing needs and eligibility criteria (e.g., veteran status, mental health disability), and new
housing opportunities that come online and shared with MDHI. The OneHome system then prompts
case managers with possible matching opportunities for clients who meet the eligibility requirements
for a specific housing opportunity. For example, an elderly Veteran is assessed by a case manager
and his information is entered into the OneHome database. The local housing authority receives
10 new housing vouchers for Veterans. The case manager searches his client list in the OneHome
database for potential matches. Based on the client’s age, disabilities, and Veteran status, his name
may populate a list of eligible clients able to take advantage of one of the new housing vouchers for
Veterans.
Unlike the HMIS system, not all providers will assess people and enter data into the local CES due
to the very sensitive information that is collected as part of the VI-SPDAT assessment questionnaire.
Instead, usage is often limited to case managers who have a direct involvement on a person’s care
team and is responsible for matching clients with housing resources.
Currently, the City of Englewood’s homeless case management program embedded within
Englewood Police Department is one of the few providers conducting the Vi-SPDAT assessment
and entering eligible clients into the OneHome system. As more providers build capacity, especially
if a lead provider emerges and operates the proposed navigation center, it is encouraged to expand
Vi-SDAT assessments among the single adult population and enter their information into OneHome
to place them in line for housing. Housing placement wait times vary depending on available housing
resources, however OneHome participation significantly increases a person’s ability to be housed.
1 https://www.mdhi.org/onehome_community_training
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Action Step 3. Partner with Community Solutions Built for Zero initiative to build capacity by
addressing the needs of specific subpopulations.
Built for Zero is a national campaign to end chronic and Veteran homelessness in the U.S. by
applying a data-driven approach to help people experiencing homelessness, service providers and
local leaders see reductions in homelessness in 2021 and beyond.
A key component of the Built for Zero framework is to work with local communities such as Tri-
Cities to select a specific sub-population and allocate homeless housing resources towards that
population. Examples of subpopulations selected by communities across the country participating in
the Built for Zero initiative include Veterans, chronically homeless persons (those who are homeless
for over a year with a chronic health of mental health condition), or frequent users of local police
and fire services. Once a subpopulation is identified, local homeless service providers then create a
confidential “By-Name List” of persons engaged in homeless services who meet the subpopulation
criteria. Through a mechanism called case-conferencing, the providers meet weekly to discuss the
status of housing and service connection for each client on the list. All client updates are entered into
the HMIS system. The goal is to leverage resources and knowledge on the clients to help streamline
their placement into housing.
Through MDHI, Tri-Cities is working with the Colorado Built for Zero team. To date, a Built-for-Zero
Homeless Coordination Team with a focus on Tri-Cities has been established and this team is
participating in the Metro Denver Regional Design Team. MDHI has also assigned an Improvement
Advisor and staff to support Tri-Cities entrance into this work.
Action Step 4. Develop a system of tracking and reporting on plan implementation and
outcome achievement
The use of performance measures is critical to understanding both the short-term success of program
implementation, as well as the long-term success of achieving key outcomes for those experiencing
homelessness and the community as a whole. Performance metrics can be added over time to track
progress on the implementation and development of components of the plan in all areas, ranging
from implementing voucher programs to developing a governance structure.
Over time, the Tri-Cities Homelessness Policy Committee and the coordinator position can work
with stakeholders to develop outcome metrics designed to ensure that the activities of the plan are
working effectively to achieve measurable outcomes for people experiencing homelessness such
as housing and job placement. Metrics will be developed using best practices from other cities and
government entities and regional service providers, and they should be reported to the three councils
and other stakeholders on a routine basis.
Recommendation #1.3. Create a Community Education and Engagement Strategy
Action Step 1. Create a centralized Tri-Cities webpage outlining the unified homeless
response.
Increased transparency of the region’s plan to address homelessness and updated progress reports
may increase community ownership and support of the overall effort. While each city currently lists
its homeless services, a central webpage may be easier to navigate. The webpage could host the
following content:
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• Portal to request homelessness services for self or on behalf of a homeless neighbor (see
Recommendation # Action Step)
• Downloadable educational materials on homelessness
• Success stories to highlight people who exited from homelessness through employment or
placement into housing.
• Volunteer opportunities with local homeless service providers
• Progress updates on the implementation of these recommendations
Englewood and Littleton currently host a landing page for local homeless services. A partnership with
Denver University students was initiated before the pandemic to consolidate these efforts into a single
page. As operations resume, it may be possible to reengage this resource to implement this action
step.
Examples: Westside Cities Council of Governments, San Gabriel Valley Council of Governments
Action Step 2. Streamline volunteer and giving opportunities to help neighbors in need.
Engage the local community in opportunities to learn more about homeless solutions and participate
as a “neighbor helping a neighbor” through streamlining local volunteer opportunities, engagement
events, and ways to give. Local organizations across the country have created centralized webpages
for volunteer opportunities with online applications and sign-up ability. They have also created
dedicated community funds to support homelessness programs. Community giving opportunities
create the ability to leverage private contributions to make a significant collective impact. These funds
are usually managed by a local community foundation with oversite and guidance on grantmaking
provided by an appointed community advisory board. The South Metro Community Foundation is
a new philanthropic organization in the region that has expressed some initial interest in becoming
involved in local homeless solutions. As the foundation grows, it may be a potential partner to manage
a community fund dedicated to local homeless programs and this possibility should be explored.
Examples: We Are Santa Monica; We Are Santa Monica Fund
Action Step 3. Create a Welcome Home Community Engagement Program
Engage community members in conversations about the myths and facts about homelessness while
assembling “welcome home” baskets for people who successfully move into housing. Welcome
Home Assembly events could be sponsored by a local church, civic organization like the Rotary Club,
and even in a private home for a coffee chat. Nonprofit or city staff could participate by providing the
educational content, while neighbors join neighbors to assemble laundry baskets with many small
household items such as cleaning supplies, bath towels, bedsheets, coffee pot, dishes, and utensils,
etc.
Examples: Welcome Home Project, SFAR Foundation
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2. Meeting the Needs of Single Adults
The next series of recommendations focus on addressing the needs of single adults experiencing
homelessness by streamlining pathways to access services.
Recommendation #2.1. Streamline access to homeless services for single-adults within the
Tri-Cities Region.
Action Step 1. Designate a lead service provider to coordinate services for single adults.
Invest in Change the Trend, or an incubated nonprofit guided by the organization, to build local
capacity to coordinate homeless services for single adults among public, nonprofit, and faith-based
providers. As the service provider lead, this entity will set the pace, standards, and expectations for
participating homeless services providers to ensure seamless access to service provision. The lead
service provider will also be responsible for problem-solving emerging challenges in communication
with the regional homeless coordinator; interface regularly with local providers and volunteer
organizations through continuing monthly convenings; and host weekly case conferencing on people
experiencing homelessness and actively receiving homelessness services, to monitor and advance
their movement into housing.
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Action Step 2. Create a Central Navigation Center.
A dedicated space for walk-ins and client referrals is needed to help transient populations build trust,
learn about services, and receive navigation support to apply for benefits and programs. Navigation
centers across the country vary in size, scope, and service provision based on the needs and
resources of the hosting community. The key function of navigation centers is to create a central
access point to connect people to available housing and services. The lead homeless service
provider may co-locate within the navigation center and be responsible for daily operations.
Initial space may co-locate in an existing homeless service agency, however long-term the provider
may want a stand-alone location that has capacity to support the co-location of additional county and
nonprofit services, and provision of client basic needs such as day-storage, showers, mailboxes,
laundry, and pop-up shelter for inclement weather or other emergencies.
In addition to a central site, the central navigation center may want to leverage the existing
relationships between current informal access points such as local libraries and recreation centers or
the number of social cafes, and people experiencing homelessness to create satellite access points.
The sites can build rapport by meeting basic service needs and refer clients to the navigation center
for more comprehensive services.
Examples: Project HOME Hub of Hope, Center at Blessed Sacrament, Saint Francis Center, and City
of Freemont
Action Step 3. Create an online platform to request homeless services.
To reduce police responses to non-emergency homeless calls, an online service platform could
be created to educate the public and persons seeking homeless services on available programs,
eligibility, and how to access the programs. Management of the site would have to be determined;
however, it should be in close communication with the lead service provider. The platform should
offer an online service request option so that an individual or concerned neighbor could set up an
appointment with staff at the central navigation center or request a visit by the outreach team to
engage people experiencing homeless in local services. The site could also have links to cities
and county resources too, such as city service request portals and the County’s ArapaSource site.
The public should also be reminded that all requests are for non-emergency services only and
expectations set on approximated response times.
This online system could be a part of the regional webpage on homelessness described in
Recommendation 1.3, Action Step #1.
Examples: City of Santa Monica’s online 311 system, Los Angeles Homeless Service Authority’s LA
HOP Portal, and Tri-Cities Homelessness & Housing Task Force (British Columbia, Canada).
Recommendation #2.2. Provide Street-Based Services to Increase the Health and Wellbeing of
Unsheltered Residents
Action Step 1. Launch a Coordinated Outreach Team.
Multidisciplinary street teams are a best practice deployed by many communities to proactively
engage persons experiencing unsheltered homelessness. These programs include cross-functional
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teams that often include case managers, peer support specialists, substance use counselors, and
social workers. The City of Englewood Homeless Case Management program embedded within the
local police department is a preliminary model that can be scaled and expanded, and even placed
within a nonprofit organization to increase eligibility for various forms of homelessness funding.
Ideally a coordinated outreach team for the Tri-Cities region would consist of two roving 2-to-3-person
outreach teams that for at-least 5 days a week are engaging the street population and helping them
navigate enrollment into the various homeless programs. Often it takes time for outreach workers to
build rapport with people experiencing homelessness, so it is not out the norm for a case manager
to make and accommodate someone to a doctor’s appointment, help them apply for public benefits
online or in-person, or even help the person reconnect back with family. Consistency is the key to
trust and that is way a 5-day a week team dedicated to outreach is necessary. Other activities that
the street outreach team can provide include securing certified copies of birth certificates or state
identification cards so that people can apply to programs and entering client information into the HMIS
and OneHome systems.
Examples: Santa Monica C3 Team, City of Austin Homeless Outreach Street Team
Action Step 2. Continue to Support Local Meal and Food Distribution Programs.
Throughout the COVID Pandemic, many of these programs found creative ways to continue to
provide meals to people experiencing homelessness, including the creation of a Community Fridge.
These touchpoints may have been the only point of human contact for some within this community.
As these programs reopen, it is hoped that they will have the financial capacity to continue to serve
unhoused neighbors. An enhanced service once reopened, would be for meal programs to leverage
their trusted relationships with unhoused residents and connect them to HMIS and/or food stamps
through ArapaSource to support their pathways toward housing and self-sufficiency.
Examples: Graceful Cafe, Cafe 180
Action Step 3. Pilot a Safe Parking Program.
According to the Center for Housing and Homelessness Reports on Homeless Families and People
Experiencing Chronic Homelessness, 35 people reported sleeping in a car, van, or RV the night
before the interview, and 142 people had at least one night over the past two years. Persons who are
newly homeless tend to sleep in their car while trying to maintain other supports such as employment,
proximity to family members, and to stabilize school access for children.
In the era with limited options for interim and permanent housing, Safe Parking programs have
emerged over the past few years to use public and private parking lots after-hours to offer a safe
place to sleep. Participants must pre-register to access the parking lots and have an operable vehicle.
Some programs require participation in employment, school, or social services, while others allow
people to stay if they are taking steps to move into permanent housing. Safe parking programs also
offer basic need services such as access to restrooms, mobile showers, overnight security, and to-go
dinner and breakfast meals. Local zoning laws may create barriers to safe parking on private lots
such as church lots or shopping malls and should be reviewed to assess feasibility.
Examples: Safe Parking LA, Overlake Christian Church
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Action Step 4. Convene local mental, physical, and behavioral healthcare providers to explore
the creation of a medical street team.
The Tri-Cities region is rich with many healthcare providers that engage people experiencing
homelessness but may be slightly disconnected to the network of local homeless services. Street-
based medical teams dedicated to serving this population have had a significant impact on increasing
the health and wellbeing of street populations through the provision of wound care, vital health
screenings, renewing prescriptions for physical and mental health care, and most recently providing
COVID testing and vaccines. They differ from the homeless outreach teams because their primary
focus is to provide medical and behavioral health care to help stabilize someone to increase their
likelihood to then want to take advantage of housing and supportive services.
Medical street teams reduce expensive emergency services such as ambulance transports,
emergency room visits, and sever deteriorating health conditions. Ideally, a medical street team is
multidisciplinary and includes a license social worker, public health nurse, and substance abuse
counselor, and visiting physician or nurse LPN or emergency medical tech (EMT). Strong possible
partners to engage include Tri-County Health, Sheridan Health Services, All Health, the local Veteran
Affairs hospital, local medical and social work schools.
Examples: Santa Monica Homeless Multidisciplinary Street Team, Street Medical Institute
Recommendation #2.3. Expand Housing Opportunities for Single-Adults Exiting
Homelessness
The action steps listed below represent low-barrier housing options applied in other communities to
create housing opportunities for people existing homelessness utilizing existing housing stock and
housing subsidies. It should be noted, that while they are low barrier compared to developing a new
housing site, further analysis of local code, zoning, and licensing must be conducted to determine
feasibility as viable options.
Action Step 1. Promote shared housing as a viable option to increase housing affordability.
Shared housing is the ability to rent rooms in a single-family dwelling to unrelated persons to make
the housing affordable to all. Occupants each have their own lease that provides access to a private
bedroom and shared common spaces such as the bathroom, living room, and kitchen. Shared
housing works best when it is facilitated by a service organization who can help match tenants based
on personalities, interests, and needs, and help mitigate roommate conflicts.
Example: Share, Inc.
Action Step 2. Strengthen outreach to private landlords to increase participation in housing
rental subsidies.
Currently, the local housing authorities outreach to landlords with limited capacity funded through an
external grant. More robust landlord engagement programs provide dedicated funding for signing
bonuses, additional security deposits, minor repairs so that units pass the housing authorities’
inspections, and vacancy loss and damage payments. Funding is also provided for an ongoing
case manager to help mitigate conflicts to prevent evictions and help clients stay housed as good
neighbors. Landlord services also keep landlords active in the program to continue their acceptance
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of housing choice vouchers without stigma. Local governments in communities with low vacancy
rates have provided incentives to landlords to participate in housing authority housing choice
voucher programs such as waiving business license fees for landlords who rent to tenants exiting
homelessness within the city. Local Veteran Affairs have also sponsored landlord incentives to
increase rentals to homeless Veterans.
Example: Lease-up
Action Step 3. Sponsor a feasibility analysis to determine the approximate number of
Permanent Supportive Housing (PSH) units required to end chronic homelessness in the Tri-
Cities Region.
PSH is an evidence-based housing model that provides congregate or scattered site housing units to
vulnerable persons who have experienced long-term homelessness and have a disabling mental and/
or physical disability. The housing unit is subsidized and supportive services such as mental health,
substance use, financial management, are provided at appropriate levels for as long as the person
needs it. Retention rates for vulnerable persons placed into PSH averages at 79% to 93% after
one year, higher than many non-PSH program models. PSH tenants are identified through the local
community’s coordinated entry system. For Tri-Cities, this would be the OneHome system.
Permanent supportive housing development projects are not easy to create due to their complex
finance structure. The PSH funding model is often referred to as the “three-stool” model as it
requires 1) capital dollars for construction, 2) ongoing rental subsidies to cover operating costs of
the property, and 3) long-term supportive services funding to provide intensive case management
and mental health and substance use interventions. Since there is a need to provide deep subsidies
to make PSH units affordable, most PSH sites are developed by nonprofit housing developers who
utilize low-income tax credits, project-based housing choice vouchers, in-kind land donated by local
municipalities, county mental health or public health funding for services, and private funding to close
any financial gaps.
It is recommended that a feasibility study is conducted to assess the need for PSH in the region. The
Housing Division of the Colorado Department of Local Initiatives or the Arapahoe County Department
of Housing and Community Development Services may be great partners to conduct or hire a
consultant to perform this study.
3. Workforce Opportunities
Pathways to workforce opportunities is a viable strategy for some persons experiencing
homelessness achieve financial self-sufficiency. There are many workforce models that help transition
dislocated workers back into the workforce including transitional work and social enterprises.
Some workforce programs are supported with transitional housing. Most programs also offer case
management or job coaching support to help participants reacclimate to the job site. The following
workforce strategies are offered to encourage the continued development of programs currently in
negotiation and to expand the offering of existing programs to people experiencing homelessness.
Recommendation #3.1. Create partnerships with existing workforce programs.
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Action Step 1. Continue to pursue partnership with Bridge Home.
Bridge Home is a comprehensive transitional work program that provides paid work opportunities
through contract with local municipalities while offering interim housing and supportive services to
prepare disenfranchised populations reintegrate into society as taxpayers. Currently the organization
is conducting a feasibility study to see if it would be possible to open a residential site and office and
is working with the cities to potentially provide temporary or seasonal work opportunities.
Action Step 2. Promote Local Library Online Skills Training Programs.
The local libraries provide access to many online programs for free for all patrons. The Bemis Library
in Littleton for example, offers a Career Online High School residents aged 19 and over who have
completed the 8th grade. Online/self-directed programs should be promoted by homeless service
agencies, case managers, and librarians to people experiencing homelessness with low barriers
to self-sufficiency and simply need support to increase skills, prepare resumes, and apply for
employment.
Action Step 3. Support the launch of Cross Purpose at Wellspring Church.
Cross Purpose is a Denver based workforce development program that offers a six-month job
training program for free to participants facing barriers such as homelessness, re-entry, and other
circumstances where one needs a hand up. In the Fall, Cross Purpose will launch a satellite program
at Wellspring to offer opportunities for people experiencing homelessness and others in the Tri-Cities
region.
Recommendation #3.2. Create employment opportunities for persons exiting homelessness.
Action Step 1. Engage the local Chamber of Commerce.
Engage local businesses and business groups in community roundtable discussions about hiring
homeless and formerly homeless individuals, providing job training, or becoming an employment site
for Arapahoe/Douglas Works! Program graduates.
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4. Develop a streamline system to address the needs of families at imminent risk and experiencing homelessness.
Recommendation #4.1. Streamline access to homeless services and prevention for families
experiencing or at imminent risk of homelessness within the Tri-Cities Region.
Action Step 1. Engage the local school districts as a partner to help lead prevention and
homeless services for families.
All three school districts expressed active engagement in identifying and working with families
experiencing or at imminent risk of homelessness through their Student Services staff. Through
federal McKinney Vento funding for students, staff provide case management services, school
supports and supplies, and make referrals to local resources for interim housing options at local
motels and the Family Tree Shelter. The staff expressed a desire to be more formally involved with
the local response system to advocate for more resources for families and stay up to date on housing
and behavioral health resources designated for families.
Action Step 2. Designate a lead service provider to coordinate services for families.
Similarly, as recommended for single-adult services, it is advised to designate a lead organization to
be the central coordinator for resources dedicated to family homelessness in the region. Family Tree
may be a natural partner as the organization currently operates an interim housing facility in Sheridan
and works closely with the local school districts. A next step could be engaging their leadership to
gauge interest in taking on this leadership role and identify additional resources needed, if any.
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Recommendation #4.2. Prevent Families from Becoming Homeless
Action Step 1. Collaborate with the school districts to ensure that school families-at-risk of
homelessness are aware of new eviction prevention programs.
Arapahoe County recently received nearly $10 million dollars in CARES Act funding to protect families
at-risk of eviction from inability to pay rent due to COVID-19 related job loss. Due to disparities
in technology access, not every family will be able to navigate online applications to apply for the
funding/and or have been notified that funding is available. As additional funding is allocated to help
families recover, the regional family coordinator could bridge support by working with the school
districts to identify families and help them apply for relief.
Action Step 2. Pilot a peer-support specialist program to extend outreach to immigrant
families at-risk of homelessness.
Immigrant families may be silently falling into or at great risk of homelessness due to COVID-19 job
layoffs and evictions, however, are not seeking assistance. There are many fears and sometimes
cultural shame in accessing public and private resources for assistance.
Peer based support models may be an appropriate intervention to outreach to these families.
Promotoras are one peer-based model that utilizes community health workers in a variety of roles
to educate marginalized households on local resources and encourage utilization to increase social
and health outcomes. Locally, Sisters of Color United For Education hosts a promotoras program.
Outreach to this organization to explore possibilities of expanding or replicating services to liaison
with immigrant families with children enrolled in the local school districts may increase economic,
health, and social outcomes for all and prevent these families from falling into homelessness.
Example: Sisters of Color United For Education, Rural Community Health Workers
Recommendation #4.3. Increase Housing Opportunities to Families
Action Step 1. Work with local housing authorities to explore possible ways of expanding
Housing Choice Vouchers (HCH) to families exiting homelessness.
For the first time in decades, housing authorities across the country are expected to receive an
increase in housing choice vouchers under the American Rescue Plan. If the local housing authorities
are awarded extra vouchers, it is recommended that they assess the reasonableness of allocating81a
number or percentage to families exiting homelessness. Rigorous studies92demonstrate that housing
choice vouchers create a pathway out of poverty for families by allowing them to secure stable
housing, increased access to opportunity neighborhoods where parents may find higher wage jobs
and children may benefit from increased quality education.
The local housing authorities should work closely with MDHI, the local continuum of care, to explore
the feasibility of increasing housing choice vouchers through application to special programs including
President Biden’s Emergency Housing Vouchers allocated under the American Rescue Plan, and
vouchers designated for youth aging out of foster care or for parents seeking to reunite with children
in the child welfare system.
8 http://www.evidenceonhomelessness.com/topic/rental-housing-subsidies
9 http://www.evidenceonhomelessness.com/wp-content/uploads/2019/07/evidence-page-children-and-families-
updated-2019.pdf; https://www.cbpp.org/research/housing/research-shows-rental-assistance-reduces-hardship-and-
provides-platform-to-expand
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Recommendation Action Step Recommended
Project
Sponsor(s)
Project
Year
Estimated
Cost
Potential
Funding
Source
Current Status
1.1 Build a Strong
Governance
Structure
1. Formalize
a regional
leadership
body
County and
Tri-Cities Policy
Council
1 In-Kind County, Cities In-Progress
The Arapahoe
County is
convening
partners to create
a countywide
regional
coordinating body.
2. Create
a regional
Homelessness
Coordinator
Position
Tri-Cities
Homeless Policy
Council, County
1 $50,000 to
$80,000 a
year for 3
years.
Private
philanthropy,
Cities, County
New Concept
3. Increase
local
government
staff capacity
Cities 1 In-Kind to
$5,000 per
city
County, Cities,
free trade
training.
In-Progress
Several
departments have
begun providing
homeless related
training.
4. Create
a Lived
Experience
Advisory Board
County,
Homeless
Coordinator
Homeless
Providers101
2 $10,000 Private
philanthropy,
Cities, County
New Concept
10 Homeless Providers refer to organizations currently providing homeless services and future lead organizations of the
single adult and family pathways.
Appendix 1: Matrix of Recommendations and Action Steps
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Recommendation Action Step Recommended
Project
Sponsor(s)
Project
Year
Estimated
Cost
Potential
Funding
Source
Current Status
1.2 Formalize
a Data-Driven
Approach
to Allocated
Resources
1. Increase
participation in
HMIS
Homeless
Providers
1 In-Kind MDHI In-Progress
The Severe
Weather
Shelter Network
organizations
are increasing
utilization of data
input into the HMIS
system.
2. Increase
referrals
to MDHI’s
OneHome
System
Homeless
Providers
1 In-Kind MDHI In Progress
Case Manager
assigned to
Englewood Police
Department is
entering eligible
clients into the
OneHome System.
3. Partner with
Built for Zero
Tri-Cities
Policy Council,
Homeless
Coordinator,
Homeless
Providers
1 In-Kind Community
Solutions,
Tri-Cities,
Homeless
Providers,
Veterans
Affairs,
Housing
Authorities
In Progress
Currently
participating in
Built-for-Zero’s
Metro Denver
Regional Design
Team and are
establishing
a Homeless
Coordination Team
focused on Tri-
Cities.
4: Develop
a system of
tracking and
reporting
on plan
implementation
and outcome
achievement
Tri-Cities
Policy Council,
Homelessness
Coordinator
1 In-Kind County, Cities New Concept
While the use
of metrics has
previously been
discussed, the
approach to
developing a
holistic system of
metrics that are
utilized to monitor
progress and share
results is a new
concept.
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Recommendation Action Step Recommended
Project
Sponsor(s)
Project
Year
Estimated
Cost
Potential
Funding
Source
Current Status
1.3 Create a
Community
Education &
Engagement
Strategy
1. Create a
centralized Tri-
Cities webpage
Tri-Cities Policy
Council, County,
Homeless
Coordinator,
& Homeless
Providers
1 In-Kind to
$5,000
Cities, County,
Healthcare
Partners,
Business
Community
In Progress
The cities of
Englewood &
Littleton host a
landing page
for homeless
resources and
will engage D.U.
students to assist
in creating a single
page.
2. Streamline
volunteer
and giving
opportunities
Tri-Cities
Policy Council,
Homeless
Coordinator
& Homeless
Providers
2 $5,000 to
$10,000 for
software
license
Philanthropy,
Business
Community,
Tri-Cities
In Progress
South Metro
Community
Foundation has
expressed interest
in engaging in
local homeless
solutions and local
stakeholders have
identified it as a
potential partner in
the future.
3. Create a
Welcome
Home
community
engagement
program
Homeless
Providers &
Chamber of
Commerce
1 In-Kind Business
Community,
Community-at-
Large
New Concept
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Recommendation Action Step Recommended
Project
Sponsor(s)
Project
Year
Estimated
Cost
Potential
Funding
Source
Current Status
2.1 Streamline
Access to
Homeless Services
for Single-Adults
1. Designate
a lead service
provider
MDHI, County,
Tri-Cities,
Homeless
Providers
1 $150,000 MDHI, County,
Tri-Cities,
Private
Philanthropy
In Progress
Change the
Trend members
are exploring
the feasibility
of incubating
a dedicated
organization out of
one of their existing
committees.
2. Create
a central
navigation
center
Tri-Cities Policy
Council, County,
and Homeless
Providers
2 $25,000 pre-
development
feasibility
study
City and
County CDBG,
American
Rescue
Plan, Private
Philanthropy
In Progress
Englewood is
reviewing city-
owned inventory
for possible sites.
Change the Trend
created a proposal
to manage the site
through creation
of a dedicated
organization with
staff.
3. Create an
online platform
to request
homeless
services
County, Cities,
Homeless
Providers
3 In-Kind to
$10,000 for
software.
County,
Cities, Private
Philanthropy
New Concept
Page 46 of 203
37
Recommendation Action Step Recommended
Project
Sponsor(s)
Project
Year
Estimated
Cost
Potential
Funding
Source
Current Status
2.2 Provide Street-
Based Services in
Increase Health &
Wellbeing
1. Launch a
coordinated
outreach team
County &
Homeless
Providers
2 $125,000 to
$150,000 for
staff
County, Cities,
Healthcare
Partners,
Business
Community,
Private
Philanthropy
New Concept
2. Continue to
support local
meal programs
Community at
large
1 In-Kind Community at
large.
In Progress
Local meal
programs are
supported by
a wide range
of patrons and
community
members.
3. Pilot a
safe parking
program
Homeless
Coordinator,
Homeless
Providers
2 $10,000 to
$25,000 for
insurance,
security,
porta-potties
Faith-based
community,
Private
Philanthropy
New Concept
4. Convene
local
healthcare
providers
to discuss
feasibility of a
street medicine
team
Tri-Cities
Policy Council,
Homeless
Coordinator, Tri-
County Health,
Sheridan Health
Services
3 In-Kind New Concept
Page 47 of 203
38
Recommendation Action Step Recommended
Project
Sponsor(s)
Project
Year
Estimated
Cost
Potential
Funding
Source
Current Status
2.3 Expand
Housing
Opportunities for
Single-Adults
1. Promote
shared housing
Cities, Housing
Authority,
Homeless
Coordinator,
Homeless
Providers
2 In-Kind for
city staff
to review
zoning and
building code
changes.
Cities In Progress
Cities are
reviewing local
codes and zoning
to accommodate
potential shared-
housing site for
the Bridge Home
workforce program.
2. Strengthen
outreach to
landlords
Housing
Authorities,
Chamber of
Commerce,
Veteran Affairs
2 In-Kind to
$25,000 for
“Move-In
Incentives”
State, Housing
Authorities,
Private
Philanthropy,
American
Rescue Plan,
Veteran Affairs
In Progress
Innovative Housing
received a small
private grant to
launch a pilot.
Renewed or new
funding will need
to be allocated to
continue.
3. Sponsor
a feasibility
analysis for
PSH
State, County,
Tri-Cities,
Housing
Authorities
3 $50,000 State, County,
Private
Philanthropy
New Concept
Page 48 of 203
39
Recommendation Action Step Recommended
Project
Sponsor(s)
Project
Year
Estimated
Cost
Potential
Funding
Source
Current Status
3.1 Create
Partnerships
with Workforce
Programs
1. Continue
to pursue
Bridge Home’s
Ready-to-Work
partnership
Cities 1 ?Cities, County,
American
Rescue Plan
In Progress
Bridge Home
is conducting a
feasibility study
and will present
findings to the
cities in the coming
weeks.
2. Promote
local online
skills training
programs
Cities, County,
Homeless
Coordinator,
Homeless
Providers
1 In-Kind Cities, County,
Homeless
Providers
In Progress
All three libraries
offer formal or
informal online
skills training
programs. They
now need to
be marketed
to providers
and unhoused
residents.
3. Launch
Cross Purpose
(6-week career
prep program)
Change the
Trend
1 In Progress
Contracts are
signed and
prepared for a Fall
21’ launch.
3.2 Create
Employment
Opportunities
1. Engage the
local Chamber
of Commerce
Homeless
Providers
2 In-Kind Homeless
Service
Providers and
Chamber of
Commerce
In Progress
Change the Trend
is partnering with
the Englewood
Chamber of
Commerce to
bridge relationships
between the
business and
homeless provider
communities.
Page 49 of 203
40
Recommendation Action Step Recommended
Project
Sponsor(s)
Project
Year
Estimated
Cost
Potential
Funding
Source
Current Status
4.1 Streamline
Services for
Homeless Families
1. Engage the
local School
Districts as
a resource
partner
Tri-Cities
Policy Council,
Homeless
Coordinator,
MDHI, School
Districts
1 In-Kind Tri-Cities Policy
Council, MDHI,
School Districts
In Progress
The McKinney
Vento liaisons are
active members of
Change the Trend
meetings.
2. Designate
a lead service
provider
MDHI, County,
Tri-Cities,
School District,
Homeless
Providers
1 $50,000 MDHI, School
Districts,
Private
Philanthropy
In Progress
Family Tree is
active in the region
and could be a
potential partner
to lead the family
strategy.
4.2 Prevent
Families from
Becoming
Homeless
1. Promote
new resources
for homeless
prevention
County, School
Districts,
Homeless
Providers.
1 In-Kind County, School
Districts
In Progress
Promotional efforts
are being made.
2. Pilot a
peer-support
specialist
program to
outreach to
homeless
families
MDHI, School
Districts,
Homeless
Providers
2 $25,000 for
peer support
specialist
stipends
School
Districts,
Healthcare
Providers,
Private
Philanthropy
New Concept
4.3 Increase
Housing
Opportunities for
Families
1. Explore
expanding
HCV to
families.
MDHI, State
and Housing
Authorities
1-2 In-Kind Housing
Authorities,
MDHI,
American
Rescue Plan
New Concept
Page 50 of 203
41
Appendix 2: Report Limitations
The following topics reflect national conversations on homelessness that did not emerge as themes to
address during the research process, however, are listed with resources for future consideration.
• Addressing the disproportionate rate of Black, Indigenous, and People of Color experiencing homelessness. National Alliance to End Homelessness; Strategic Partnerships for Anti-Racist
Communities; Just Strategies
• Safe spaces and culturally sensitive programs for LGBQT community members experiencing
homelessness. True Colors United; National Coalition for the Homeless; The Trevor Project
• Language access to ensure all critical documents are available in multiple languages.
Language Justice Initiative; Los Angeles Homeless Services Authority
• Adoption of the national Housing-First philosophical approach to address homelessness.
National Alliance to End Homelessness; Utah’s Housing First Program
• Reframing homelessness as a public health crisis and housing as a prescriptive intervention
to save lives. Housing Matters; Health Affairs
Page 51 of 203
42
Prepared by,
Alisa Orduña
Florence Aliese Advancement Network, LLC
Page 52 of 203
Tri -Cities Homelessness
Action Plan Update
Englewood Council Study Session
7.24.23
Page 53 of 203
Plan Development
•2018: Tri-Cities Homelessness Policy Group Established
•2019-2020: Demographic and community research
•University of Denver Center for Housing and Homelessness Research
•PESTLE Analysis
•2021: Action Plan development and adoption
•Florence Aliese Advancement Network
•2022-2024: Action Plan implementation
Page 54 of 203
Plan Overview
Building a Strong Foundation
•Build a strong governance
structure
•Formalize a data-driven approach
•Create a community education
and engagement strategy
Workforce Development
•Create partnerships with existing
workforce programs
•Create employment opportunities
Single Adult System
•Streamline access to homeless
services
•Provide street -based services
•Expand housing opportunities
Family System
•Streamline access to services
•Prevent family homelessness
•Increase housing opportunities
Page 55 of 203
Year 1 -2022
Action Item Project Sponsor Status
Building a strong foundation
Formalize regional leadership body Tri -Cities Homelessness Policy
Group Completed
Create regional coordinator position Arapahoe County Completed
Increase local government staff capacity Tri -Cities Homelessness Policy
Group In-progress
Increase participation in HMIS Change the Trend Completed
Increase referrals to OneHome system Change the Trend Completed
Partner with Built for Zero Change the Trend/SAFER Completed
Develop system of tracking and reporting
on plan implementation Tri -Cities Completed
Create a Tri-Cities webpage Tri -Cities Completed
Create a Welcome Home community
engagement program Tri -Cities In-Progress
Page 56 of 203
Year 1 -2022
Action Item Project Sponsor Status
Develop a single adult system
Designate a lead service provider Tri -Cities Homelessness Policy
Group In-Progress
Support local meal programs Graceful, Cafe180, ICFS, etc Completed
Develop workforce development programs
Support Ready to Work partnership BridgeHouse, Change the
Trend, City/County In-Progress
Promote online skills training programs Englewood, Sheridan, Bemis
libraries In-progress
Launch CrossPurpose CrossPurpose, Wellspring
Church, Englewood Completed
Promote new resources for homelessness
prevention
School Districts, McKinney-
Vento liaisons In-progress
Page 57 of 203
Year 1 -2022
Action Item Project Sponsor Status
Develop a family system
Engage local school districts Tri -Cities Homelessness Policy
Group Completed
Designate a lead service provider TCHPG In-Progress
Projects Completed 10/17
Projects In-Progress 7/17
Page 58 of 203
Year 2 -2023
Action Item Project Sponsor Status
Building a strong foundation
Streamline volunteer and giving opportunities Completed
Create a lived experience advisory board TCHPG Completed
Develop a single adult system
Create a central navigation center
Navigation Center
Implementation
Committee
In-Progress
Launch a coordinated outreach team AllHealth Network Completed
Pilot a safe parking initiative In-Progress
Promote shared housing In-Progress
Strengthen outreach to landlords In-Progress
Page 59 of 203
Year 2 -2023
Action Item Project Sponsor Status
Develop workforce development programs
Engage local chambers of commerce In-Progress
Develop a family system
Pilot a peer-support specialist program to
outreach to homeless families In-Progress
Explore expanding HCV to families In-Progress
Projects Completed 3/10
Projects In-Progress 7/10
Page 60 of 203
Year 3 -2024
Projects Completed 1/3
Projects In-Progress 1/3
Projects Planned 1/3
Action Item Project Sponsor Status
Develop a single adult system
Create online platform to request homeless services Completed
Convene local healthcare providers to discuss street
outreach team In-Progress
Sponsor feasibility assessment for PSH Planned
Page 61 of 203
Current Investment
Action Item Englewood Tri -Cities Other Funding Notes
Regional Coordinator
Position
$148,500 $330,000 Funding over 3
years
Tricitieshomeless.com $2,481
Increase Local
Government Staff
Capacity
$6,750 $15,000
Single Adult Lead
Service Provider
$67,500 $150,000 Pending
Approval, tied to
Navigation Center
Page 62 of 203
Current Investment
Action Item Englewood Tri -Cities Other Funding Notes
Ready to Work
(Bridge House) launch
$850,000 $1,600,000 $5,500,000 Other funding
sources:
Arapahoe County
ARPA, State ARPA
(pending
approval), Federal
CDS program
CrossPurpose launch $350,000 Private
Philanthropy
Lived Experience
Advisory Board
$4,500 $10,000
Page 63 of 203
Current Investment
Action Item Englewood Tri -Cities Other Funding Notes
Navigation
Center
$11,250 $25,000 $2,935,100 SMCF, County
ARPA, working to
submit application
by 7/31
Safe Parking
Pilot Program
$78,750 $175,000 Pending approval
Coordinated
Outreach Team
AllHealth PATH
grant
Landlord
Engagement
$11,250 $25,000
Page 64 of 203
Current Investment
Total Allocated $1,389,231 $2,015,000
Total including
pending
requests
$1,535,481 $2,340,000
Action Item Englewood Tri -Cities Other Funding Notes
Streamline
Volunteer and
Giving
Opportunities
$4,500 $10,000
Page 65 of 203
Impact
Action Item Current Impact Projected Impact
OneHome Referrals Housing Placement of most
vulnerable unhoused
individuals
Ongoing prioritization
Built-for -Zero 11 veteran exists from
homelessness
Functional Zero veteran homelessness
Ready to Work Up to 50 housing/job placements per
year
CrossPurpose 61 Program Graduates Up to 200 career placements per year
Page 66 of 203
Impact
Action Item Current Impact Projected Impact
Navigation Center Up to 60 housing placements per year
Outreach Team 223 total contacts, 59 case
management clients
Up to 80 outreach contacts per month,
up to 25 case management clients per
month
Safe Parking Pilot
Program
Up to 35 safe parking spots in Tri-
Cities, around 16 housing placements
Landlord Engagement Up to 40 housing placements through
2024/25
Page 67 of 203
Next Steps/Regional Partnerships
Current Focuses:
•Navigation Center
Contracting/Funding
•Ready to Work facility renovation
•Safe Parking Pilot Program
•Landlord Engagement
•Peer Support Program for families
•Built-for -Zero expansion to all single
adults
•Funding sustainability
•ARPA as capital, operations post-
ARPA
•Broken Tee Golf Tournament
Regional Partnerships:
•MDHI regional homelessness
coordination meeting
•Arapahoe County Homelessness
Coordinating Committee
•Change the Trend Network
•Mayor Johnston Unhoused Providers
Working Group
Page 68 of 203
Questions?Page 69 of 203
CHRONIC HOMELESSNESS
Study Results
What is an approximate length of time you have lived
on the streets or in shelters?
Have you ever had permanent
housing in Arapahoe County?
The Center for Housing and Homelessness
Research (CHHR) interviewed 121 people
experiencing chronic homelessness
from January 2020 to September 2020.
Results show that people experiencing
chronic homelessness face a series of
interconnected and challenging issues
that prevent them from securing housing.
OCTOBER 2020
Where Participant Reported Staying:
All Three
Tri-Cities
Sheridan Two
of the
Tri-Cities
Other Littleton Englewood
History of Housing & Homelessness
Less than
a year
1 to 2
years
3 to 4
years
5 to 9
years
10 to 20
years
More than
years
19
36
18 17 11 3 No
37%Yes
63%Parking Lot/ Stairwell/AlleyBackyards/Porch Garage/BasementOtherVanRVWith FamilyRiver/LakefrontCampsites/ParksWith FriendsEmergency ShelterTentCarHotel/MotelStreets5 6 2 7 8 12
4 24 3 25
4 40 5 45
8 51 10 56 4 59 14 63 25 69 10 72
41 100
2 6 6 13
29
65
Places where participants stayed the last two years
and the night prior to completing the assessment.
Tri-Cities
Last Night
Last Two Years
Page 70 of 203
Participant Characteristics
56%
Yes
42%
No
69%
Male
29%
Female 30%
51-60
Years
18%
41-50
Years
26%
31-40
Years
16%
21-30
Years
10%
61 or
Older
Post-Graduate
College Graduate
Some College
High School Grad
GED
Some High School
K-8
2%
10%
21%
30%
17%
17%
3% 1%
7%
3%
2%
6%
6%
74% White
Biracial
Multiracial
Latinx
Native American
AA/Black
Asian
Reported Gender Age Group Do you have children?
Reported Level of Education Reported Race
2%
Non-Binary
2%
Prefer Not
To Answer
Top 10 Causes of Homelessness Top 10 Barriers to Housing
(Participants selected multiple answer options therefore responses do not sum to 100%.)
51%
Loss of Job
34%
Relationship
Issues
43%
Unable to
Pay Rent
30%
Mental
Health
43%
Change in
Employment
30%
Loss of a
Loved One
35%
Unaffordable
Expense
30%
Eviction
34%
Housing Cost
Increase
29%
Disability
46%
Unable to
Pay Rent
31%
Unaffordable
Expense
45%
Housing Cost
Increase
27%
Low/No
Credit Score
41%
Loss of Job
26%
Mental
Health
31%
Housing
Waitlists
26%
Disability
31%
Change in
Employment
21%
Loss of a
Loved One
Page 71 of 203
FAMILY HOMELESSNESS
Study Results
What is an approximate
length of time your
family has lived on the
streets or in shelters?
When asked about the percentage of income spent on rent per month, 68% of participants
reported spending 30% or more of their income on rent with 55% reportedly paying more than
50% of their rent.
In 2020, the Center for Housing and
Homelessness Research interviewed 49
caregivers of families who are experiencing
homelessness. Results indicate several
themes that led to their experiences of
homelessness and make it difficult to
acquire housing; affordable housing,
employment and financial stability, health
issues, domestic violence, eviction, and
relationships.
OCTOBER 2020
Englewood Sheridan OtherLittleton
History of Housing & Homelessness
23
11 9 6
Less
than
a month
1 to 6
months
7 to 12
months
1.5
years
2
years
3
years
6
8
12
3 2 1
1
year
2-3
years
4-6
years
8-10
years
16-20
years
12-14
years
23
years
8 9
5
7
4
1 4
How long have you been
in Arapahoe County?
Places where families stayed the last two years and the night prior to completing the assessment.
With Family
With Friends
Hotel/Motel
Emergency Shelter
Car
Streets
Other:
Tent
Campsites/Parks
River/Lake Front
18 33
4 24
4 22
8 21
2 33
2 14
6 8
1 8
1 6
5
Tri-Cities
Last Night
Last Two Years
Page 72 of 203
Participant Characteristics
Age Group
84%
Female
14%
Male
2%
Prefer Not
To Answer
Top 12 Causes of Homelessness Top 12 Barriers to Housing
(Participants selected multiple answer options therefore responses do not sum to 100%.)
61%
Unable to
Pay Rent
37%
Relationship
Issues
57%
Change in
Employment
37%
Low/No
Credit Score
47%
Loss of Job
45%
Housing Cost
Increase
31%
Mental
Health
45%
Unaffordable
Expense
31%
Eviction
39%
Domestic
Violence
59%
Housing Cost
Increase
37%
Housing
Waitlists
55%
Low/No
Credit Score
25%
Illness
53%
Unable to
Pay Rent
49%
Change in
Employment
20%
Mental
Health
41%
Loss of
Job
20%
Eviction
39%
Unaffordable
Expense
35%
Housing
Waitlists
29%
Illness
25%
Changes to
Benefits
20%
Domestic
Violence
K-8 Some
High School
High School
Graduate
GED Some
College
College
Graduate
6%
Post -
Graduate
Other Prefer Not
to Answer
18% 20%
29%
2%
14%
4% 2% 2%
50-59
years
20-29
years
30-39
years
40-49
years
60 or
Older
18%
43%
18% 18%
2%
Of the 49 caregivers, 31 females and two males reported raising their children as a single parent.
Page 73 of 203
STUDY SESSION
TO: Mayor and Council
FROM: Shawn Lewis, Tim Dodd
DEPARTMENT: City Manager's Office
DATE: July 24, 2023
SUBJECT:
Safe Parking Pilot Program
DESCRIPTION:
Overview of a Safe Parking Pilot Program as noted in the Tri-Cities Plan of Action
RECOMMENDATION:
Staff requests that Council review information relative to safe parking programs and provide
guidance as to whether the City of Englewood should pursue a safe parking pilot program,
which is included in the Tri-Cities Homelessness Plan of Action.
PREVIOUS COUNCIL ACTION:
September 7, 2021- Approval of Tri-Cities Homelessness Plan of Action
SUMMARY:
A pilot safe parking program is included in the Tri-Cities Homelessness Plan of Action to
determine whether such a program could provide temporary and safe housing for people
experiencing homelessness in the Tri-Cities region. City Manager's Office Intern Will Morris will
provide an overview of safe parking programs, and Linda Barringer, Co-Founder and Program
Developer at the Colorado Safe Parking Initiative, will provide details on safe parking programs
and her organization's initiatives.
ANALYSIS:
Safe Parking Programs
Safe parking programs provide temporary sheltering in vehicles to people experiencing
homelessness. Often, temporary sheltering in vehicles is a first step for individuals and families
without permanent housing. Typically, safe parking sites are located in existing parking lots and
are occupied during times when they are otherwise unused. While safe parking programs do
not replace permanent housing or other types of temporary housing, they reduce the risk of
harm by helping people to stay safe. (Colorado Safe Parking Initiative,
https://www.colosafeparking.org/about-safe-parking-2, July 17, 2023)
Benefits of Safe Parking Programs
Benefits of Safe Parking programs may include:
• Increased safety and security for people and their property;
• Increased access to services and employment and/or education opportunities;
Page 74 of 203
• Improved opportunities for rest, which may lead to better outcomes in areas such as
physical and mental health and employment;
• A community of support among safe parking guests;
• Day-to-day stability; and
• Possible paths to housing via housing navigation and coordinated entry. (Colorado Safe
Parking Initiative, https://www.colosafeparking.org/about-safe-parking-2, July 17, 2023)
Colorado Safe Parking Initiative
The Colorado Safe Parking Initiative works over seven counties and approximately 24
municipalities with varying laws and municipal codes to create a network of safe parking sites
throughout the Denver Metro Area with plans to expand across the State of Colorado. In the
past year, over 2,179 requests for safe parking have been received. 13 SafeLots currently
exist, serving 110 households with approximately 50% of participants working or looking for
work, and 50% who are disabled or older adults. All participants reported that they cannot
afford housing, and the average stay is three months, with 45% existing into housing.
Connection to the Tri-Cities Homelessness Plan of Action
The concept of creating a pilot safe parking program is included in the Tri-Cities Homelessness
Plan of Action:
• Theme #2: Meeting the Needs of Single Adults
• Recommendation #2.2- Provide Street-Based Services to Increase the Health and
Wellbeing of Unsheltered Residents
• Action Step #3- Pilot a Safe Parking Program
• Projected funding: $10,000 to $25,000 for insurance, security, and portable toilets
• Project year: Two
COUNCIL ACTION REQUESTED:
Staff requests that Council review information relative to safe parking programs and provide
guidance as to whether the City of Englewood should pursue a safe parking pilot program,
which is included in the Tri-Cities Homelessness Plan of Action.
FINANCIAL IMPLICATIONS:
The Tri-Cities Homelessness Plan of Action contemplates an approximate cost, split between
the three participant cities, includes an approximate cost of $25,000 for a pilot safe parking
program. While specific funds have not been identified for this program, Council authorized
funding to implement the City's portion of the estimated implementation costs for the plan which
would include $11,250 from the City.
CONNECTION TO STRATEGIC PLAN:
While a safe parking program is not specifically included in the City's strategic plan, it is an
action item in the Tri-Cities Homelessness Plan of Action, the implementation of which is
included in the City's strategic plan:
• Outcome area- Community Wellbeing
• Goal- Homelessness Services and Mitigation
• Project- Implement the Tri-Cities Homelessness Action Plan
Page 75 of 203
OUTREACH/COMMUNICATIONS:
The Tri-Cities Homelessness Plan of Action was approved by the City Councils of the Cities of
Englewood, Littleton, and Sheridan and is shared with the community through a dedicated
website: www.tricitieshomelessness.com.
ATTACHMENTS:
Safe Parking Presentation to City Council
Page 76 of 203
Safe Parking Program in Englewood
Presented By
Will Morris-Intern-City Manager’s Office
Linda Barringer-Co-Founder, Program Developer-Colorado Safe Parking Initiative
Page 77 of 203
•Overnight sheltering in vehicles, in existing
parking lots outside of operating hours
•Access to bathroom facilities
•Coordinated entry: access to resources, housing
navigation
•Based on the Housing and Homelessness
Reports on Homeless Families and People
Experiencing Chronic Homelessness, 35 people
reported sleeping in a car, van or RV the night
before the interview,and 142 people had at least
one night over the past two years.
What is Safe Parking?Page 78 of 203
•Provide some stability, without criminal
penalty
•First step on the path back to stable housing
•With somewhere to sleep, allows individuals
to work and search for more stable housing
options
•Decrease in disturbance from unauthorized
parking
Why have a Safe Parking Program?Page 79 of 203
Safe Parking in Tri-Cities Homeless Action Plan
•Theme #2: Meeting the Needs of Single Adults
•Recommendation #2.2-Provide Street-Based
Services to Increase the Health and Wellbeing of
Unsheltered Residents
•Action Step #3-Pilot a Safe Parking Program
•Projected funding:$10,000 to $25,000 for
insurance,security,and portable toilets
•Project year: Two
Page 80 of 203
Channel 9 News Feature on Safe Parking
Page 81 of 203
Linda Barringer
Co-Founder, Program Developer
Page 82 of 203
•Creating a network of safe parking sites in
communities throughout the Denver metro area and
eventually Colorado
•Working across 7 counties and around 2 dozen
jurisdictions with varying laws and municipal codes
•2078/6884 (2022) unsheltered in the 7-county Denver
metro area
MEETING
THE NEED
Page 83 of 203
•More than 2,197 requests for safe parking in past year
•13 SafeLots serving 110 households
•Approximately 50% are working/looking for work, and
50% are disabled or older adults; all say they cannot
afford housing
•The average stay is 3 months, with 45% exiting to
housing
MEETING
THE NEED
Page 84 of 203
THE CSPI
MODEL
•Housing-first, harm reduction approach
•Built on Collective Impact framework
•Informed by collective care principles: Leverage
community resources for scalable impact
•Single point of intake
•Partner organizations host and operate SafeLots
with support from CSPI
Page 85 of 203
THE CSPI
MODEL
•Strengths-based, trauma-informed and client-
centered
•Community engaged
•Reciprocity: Safe parking benefits guests, hosts,
and community
•Shaped by people with lived experience
•Mindful of and actively addressing marginalization
& oppression, injustice & inequity at all levels
Page 86 of 203
•Low barriers to entry
•Keep people connected to their community
•Safe, legal overnight parking in small, uncrowded,
dispersed locations
•Sanitation
•Case management with housing navigation
•Supportive services come to the guests
•Service engagement is optional
•Training, support and oversight for hosts
•Community and guest engagement
BEST
PRACTICE
Page 87 of 203
•NIMBYism
•Zoning/ordinances
•Weather (cold, heat, fire)
•Funding (especially federal funding)
•Funding for car repairs, maintenance, fuel
•Lack of funding for motel vouchers and inadequate
emergency shelter options
•Lack of affordable housing
BARRIERS
Page 88 of 203
Questions?
Contact Us:
info@colosafeparking.org
www.ColoSafeParking.org
Facebook.com/COSafeParking
Page 89 of 203
STUDY SESSION
TO: Mayor and Council
FROM: Jackie Loh
DEPARTMENT: Finance
DATE: July 24, 2023
SUBJECT: June 2023 Monthly Financial Report
DESCRIPTION:
June 2023 Monthly Financial Report
RECOMMENDATION:
The Monthly Financial Report is informational only and staff seeks input from City Council to
clarify or verify the information provided.
PREVIOUS COUNCIL ACTION:
Staff provides financial updates to City Council each month. During the Study Session
discussion, the Director of Finance will review the 2023 June General Fund financials by
revenues and expenditures. Sales & Use Tax slides by area are also included in the Appendix
of the attached presentation.
SUMMARY:
Through June 2023, the City of Englewood's General Fund revenues total $33,621,000 which is
52.3% of budgeted revenues, or $3,482,000 higher than the same period in 2022. Total revenue
YTD is tracking 11.6% higher than the same period in 2022. Expenditures YTD are
$30,624,000 or 47.3% of the budgeted expenditures. Total expenditures YTD are $2,046,000 or
7.2%, higher than those in 2022.
Per Council request, any one-time revenues and expenditures for 2023 and 2022 have been
adjusted as noted.
Please note that the budget column includes the new revenues from the sales & use tax
increases and corresponding additional expenditures from 2023 budget supplemental #1 and
#2.
ANALYSIS:
Revenue highlights are below:
• Through June 2023, the city has received $6,216,000 in property taxes. Of that total,
$3,760,000 went to the General Fund, $465,000 to the EDDA, and the rest to debt
service for the Parks and Recreation and Police Building General Obligation (GO)
bonds.
Page 90 of 203
• Sales & Use Tax remittances total $21,157,000 and are 49.1% of fiscal budgeted
revenue; Sales & Use Tax revenue is $1,844,000 higher than the same time last year.
Additionally, the Sales & Use Tax audits and voluntary disclosure collections amount to
$48,059.
• Marijuana Sales Tax accounts for $734,000 of the total Sales & Use Tax revenue YTD
and is ($90,000) lower than 2022.
• Intergovernmental revenues are higher due to State Highway User Taxes returning to
normal collection schedule. 2022 was paused to correct a prior year overpayment.
• Charges for services are higher due to the 2022 increase in Water and Sewer
administrative fees that were not implemented until July 2022 of nearly $250,000. Also,
the new IT cost allocation of $369,000 for software and licenses directly attributable to
enterprise funds were recorded in June 2023.
• American Rescue Plan Act (ARPA)-the city has been awarded $8,776,000 which was
received in two allocations of $4,338,000 each. The second allocation was received on
July 5th 2022.
For 2022, the General Fund still restricts $360,000 of ARPA funds to be used for
homelessness related projects. ARPA funds already spent from the General Fund
include $33,000 for Workforce Training, $17,000 for the Vaccine program and $22,000
for Homelessness. 2023 Budget Supplemental #1 authorized spending an additional
$79,000 for the Homelessness Action plan and related projects.
• Investment Earnings are $548,000 higher than 2022. The 2022 losses were due to a
rapid rise in interest rates which resulted in Unrealized Losses. The portfolio,
predominantly invested in bonds, is valued at market value each month, so earnings can
fluctuate when interest rates move in either direction.
Please note that the 2022 December YTD one-time revenues of $188,000 for the sale of the
Fire Training Academy, and $138,000 for health insurance savings and $1,119,000 Football
Stadium tax refund are subtracted.
Expenditures highlights are below:
• Across all departments, part of the variance is due to a 5% salary increase for all staff
and an additional 2% inflationary increase approved by Council in June 2023.
• 2022 debt service included $2,812,000 for the COP payoff. Paying off the COP debt
one year early saved the city $30,000 in interest costs.
• Expenditure variances for Police, PW and PRLG are also partially due to an increase in
internal billings for the yearly vehicle maintenance and CERF charges. The internal
rates were temporarily lowered in 2021 and 2022 but have been returned to normal in
2023.
Please note that the 2022 December YTD one-time expenditures of ($235,000) for pension
contribution credits and $1,418,000 for debt service to pay off the COP’s early have both
been subtracted from the operating figures.
The YTD Operating surplus (Excess Revenues over/(under) Expenditures) is $2,997,000,
compared to the Amended Budgeted Operating Deficit of ($462,000). There is a $138,000
transfer from the Public Improvement Fund for Debt Service and transfers out of ($1,000,000)
for capital projects and ($2,175,000) for the Dartmouth Bridge approved by Council as part of
2023 budget supplemental #1.
Page 91 of 203
The General Fund – Fund Balance Composition, slide #13, shows a YTD change in total fund
balance of ($40,000), which includes the total surplus of $2,997,000 and a net transfer out of
($3,037,000). This deficit includes all one-time items.
COUNCIL ACTION REQUESTED:
Staff will review the current financial report with Council monthly and welcomes questions and
discussion.
FINANCIAL IMPLICATIONS:
Information included above.
CONNECTION TO STRATEGIC PLAN:
Governance: Assist the City to become fiscally accountable, effective and efficient.
ATTACHMENTS:
2023 June Financial Report
Page 92 of 203
June 2023 Monthly Financial Report
Presented By: Jackie Loh, Director of Finance
Page 93 of 203
General Fund Revenues
•Through June 2023, year-to-date revenues are 52.3% of the Fiscal Year 2023 budget.
•Through June 2022, year-to-date revenues were 47.0% of the total Fiscal Year 2022
revenues.
•Sales and Use Tax Revenue is higher in 2023 than at this time of the year in both 2022
and 2021.
•General Fund revenues exclude one-time items as noted.Page 94 of 203
General Fund Revenues
•2023 –no one-time adjustments •2022 excludes $188,000 for sale of Fire Training Academy
•2022 excludes $138,000 for health insurance savings
2023 2022
Budget Jun-23 % Budget Dec-22 Jun-22 % YTD $ Diff % Diff
Revenues
Property Tax 5,171,000 3,760,000 72.7%5,237,000 3,793,000 72.4%(33,000) 0.0%
Specific Ownership Tax 530,000 222,000 41.9%541,000 221,000 40.9%1,000 0.0%
Sales & Use Taxes 41,601,000 20,423,000 49.1%38,772,000 18,489,000 47.7%1,934,000 10.5%
Sales Tax - Marijuana - 734,000 1,898,000 824,000 (90,000) -10.9%
Cigarette Tax 170,000 38,000 22.4%111,000 41,000 36.9%(3,000) -7.3%
Franchise Fees 3,915,000 1,805,000 46.1%3,920,000 1,723,000 44.0%82,000 4.8%
Hotel/Motel Tax 25,000 32,000 128.0%64,000 29,000 45.3%3,000 10.3%
Licenses & Permits 1,379,000 1,350,000 97.9%3,196,000 1,334,000 41.7%16,000 1.2%
Intergovernmental Revenue 1,220,000 482,000 39.5%1,259,000 261,000 20.7%221,000 84.7%
Charges for Services 3,830,000 1,884,000 49.2%3,290,000 1,253,000 38.1%631,000 50.4%
Parks and Recreation 3,124,000 989,000 31.7%2,420,000 919,000 38.0%70,000 7.6%
Fines & Forfeitures 501,000 168,000 33.5%373,000 197,000 52.8%(29,000) -14.7%
Investment Earnings 155,000 288,000 185.8%(247,000) (260,000) 105.3%548,000 -210.8%
EMRF Rents 1,800,000 951,000 52.8%1,765,000 911,000 51.6%40,000 4.4%
Miscellaneous 913,000 495,000 54.2%2,159,000 730,000 33.8%(235,000) -32.2%
Total Revenues 64,334,000 33,621,000 52.3%64,758,000 30,465,000 47.0%3,156,000 10.4%
One-time Revenues noted below - - (1,445,000) (326,000) 326,000
Total Revenues less one-time items 64,334,000 33,621,000 52.3%63,313,000 30,139,000 47.6%3,482,000 11.6%
2023 vs 2022
Page 95 of 203
Sales and Use Tax Revenues
Page 96 of 203
Sales and Use Tax Revenues
Page 97 of 203
YTD Sales and Use Tax Collections by Area
Business
Area
$ YTD
Variance
CY vs PY
% YTD
Variance CY
vs PY
YTD New
Businesses
YTD Closed
Businesses
YTD Net New
(Closed)
Businesses Comments
Area 1 (7,881) -0.45%14 (10) 4
Area 2 (89,976) 9.33%8 (8) -
Area 3 168,390 11.17%11 (11) -
Area 4 162,963 20.83%10 - 10
Area 5 (188,390) 23.06%5 (3) 2
Area 6 387,702 24.77%62 (41) 21
Area 7 484,867 17.07%389 (185) 204 Contains opened and closed businesses that are not within the city limits.
Area 8 257,657 11.18%- - -
Area 13 247,694 -14.76%3 - 3
Area 14 327,615 300.00%7 (2) 5 Marketplace Facilitators were added to this area in 2022.
Regular Use (25,538) -4.84%N/A N/A N/A
Use tax revenue fluctuates depending on the timing of when businesses replace large ticket
items such as operating machinery and equipment. If items purchased outside of
Englewood at a local tax rate less than 3.5%, then the tax payer is liable for the difference
between the local tax paid and 3.5% tax due.
Totals 1,725,102 8.88%509 (260) 249 Page 98 of 203
YTD Sales and Use Tax Collections by Area 2019-2023
2022 2023 % Change $ Change
Total Sales & Use Tax Collected 19,422,483$ 21,147,584$ 8.9%1,725,102$
Refunds 84,087$ -$ -100.0%(84,087)$
Unearned Sales Tax 2,100,000$ 2,100,000$ 0.0%-$ Page 99 of 203
General Fund Expenditures
•Through June 2023, year-to-date expenditures are 47.3% of the Fiscal Year 2023 budget.
•Through June 2022, year-to-date expenditures were 51.7% of the total Fiscal Year 2022
expenditures.
•To date, a net of ($3,037,000) has been transferred out of the General Fund.
•General Fund expenditures exclude one-time items if noted.Page 100 of 203
General Fund Expenditures
•2023 –no one-time adjustments through May •2022 –excludes a one-time credit made for health insurance savings $235,000.
•2022 –excludes the one-time debt service payment to pay off the COP’s early ($1,418,000).
2023 2022
Budget Jun-23 % Budget Dec-22 Jun-22 % YTD $ Diff % Diff
Expenditures
Legislation 296,000 115,000 38.9%276,000 141,000 51.1%(26,000) -18.4%
Administration 1,563,000 674,000 43.1%1,229,000 528,000 43.0%146,000 27.7%
City Attorney 1,191,000 477,000 40.1%1,002,000 454,000 45.3%23,000 5.1%
Court 1,572,000 651,000 41.4%1,171,000 546,000 46.6%105,000 19.2%
Human Resources 946,000 526,000 55.6%1,483,000 574,000 38.7%(48,000) -8.4%
Finance 2,162,000 859,000 39.7%1,883,000 864,000 45.9%(5,000) -0.6%
Information Technology 4,678,000 2,500,000 53.4%3,779,000 2,056,000 54.4%444,000 21.6%
Community Development 3,100,000 1,362,000 43.9%3,086,000 1,347,000 43.6%15,000 1.1%
Public Works 11,126,000 4,909,000 44.1%7,943,000 4,009,000 50.5%900,000 22.4%
Police 18,619,000 8,876,000 47.7%15,923,000 7,794,000 48.9%1,082,000 13.9%
Fire and Emergency Management 7,704,000 4,350,000 56.5%7,423,000 4,242,000 57.1%108,000 2.5%
Parks, Recreation and Library 9,208,000 4,566,000 49.6%8,303,000 3,834,000 46.2%732,000 19.1%
Communications 914,000 401,000 43.9%829,000 321,000 38.7%80,000 24.9%
Debt Service 138,000 72,000 52.2%2,974,000 2,911,000 97.9%(2,839,000) -97.5%
Contingency 1,579,000 286,000 18.1%228,000 140,000 61.4%146,000 0.0%
Total Expenditures 64,796,000 30,624,000 47.3%57,532,000 29,761,000 51.7%863,000 2.9%
One-time Expenditures noted below - - (1,183,000) (1,183,000) 1,183,000
Total Expenditures less one-time items 64,796,000 30,624,000 47.3%56,349,000 28,578,000 50.7%2,046,000 7.2%
2023 vs 2022
Page 101 of 203
General Fund Expenditures by Category
•The Contractual Services Expenditure category includes items such as the fire and emergency services contract, software maintenance agreements and insurance costs.
•The Commodities Expenditure category includes items such as fuel, chemicals and building supplies.
•The General Fund Capital Expenditure category is primarily CERF vehicle replacement costs.
Expenditures Budget Jun-23 % Budget 12/31/2022-Actual Jun-22 % YTD $ Diff % Diff
Personnel 38,532,000 17,164,000 44.5%33,532,000 15,180,000 45.3%1,984,000 13.1%
Commodities 2,415,000 1,061,000 43.9%2,262,000 952,000 42.1%109,000 11.4%
Contractual Services 20,697,000 11,269,000 54.4%17,777,000 9,903,000 55.7%1,366,000 13.8%
Capital 3,014,000 1,056,000 35.0%987,000 815,000 82.6%241,000 29.6%
Debt Service 138,000 74,000 53.6%2,974,000 2,911,000 97.9%(2,837,000) -97.5%
Total Expenditures 64,796,000 30,624,000 47.3%57,532,000 29,761,000 51.7%863,000 2.9%
One-time Expenditures - - (1,183,000) (1,183,000) 1,183,000
Total Expenditures less one-time items 64,796,000 30,624,000 47.3%56,349,000 28,578,000 50.7%2,046,000 7.2%
2023 vs 202220232022
Page 102 of 203
General Fund Operating Surplus (Deficit)
•Through June 2023, year-to-date operating revenues exceeded operating expenditures by $2,997,000.
•Through June 2022, year-to-date operating revenues exceeded operating expenditures by $1,561.000.
2023 2022
Revenues Budget Jun-23 % Budget 12/31/2022-Actual Jun-22 % YTD $ Diff % Diff
Total Revenues 64,334,000 33,621,000 52.3%64,758,000 30,465,000 47.0%3,156,000 10.4%
One-time Revenues - - (1,445,000) (326,000) 326,000
Total Revenues less one-time items 64,334,000 33,621,000 52.3%63,313,000 30,139,000 47.6%3,482,000 11.6%
Expenditures Budget Jun-23 % Budget 12/31/2022-Actual Jun-22 % YTD $ Diff % Diff
Total Expenditures 64,796,000 30,624,000 47.3%57,532,000 29,761,000 51.7%863,000 2.9%
One-time Expenditures - - (1,183,000) (1,183,000) 1,183,000
Total Expenditures less one-time items 64,796,000 30,624,000 47.3%56,349,000 28,578,000 50.7%2,046,000 7.2%
Operating Surplus (Deficit)(462,000) 2,997,000 6,964,000 1,561,000
2023 vs 2022
2023 vs 202220232022
Page 103 of 203
General Fund Transfers
2023 Transfers into the General Fund
From the Public Improvement Fund for debt service 138,000$
Total transfers into the General Fund 138,000
2023 Transfers out of the General Fund
To the Public Improvement Fund for Dartmouth Bridge 2,175,000
To the Public Improvement Fund for other capital projects 1,000,000
Total transfers out of the General Fund 3,175,000$
Net General Fund Transfers (3,037,000)$ Page 104 of 203
General Fund –Fund Balance Composition
2019 2020 2021 2022 2023 YTD
Beginning total fund balance $ 20,418,000 $ 22,131,000 $ 24,936,000 $ 17,043,000 $ 24,158,000
Net change in fund balance 1,713,000 2,805,000 (7,893,000) 7,115,000 (40,000)
Ending total fund balance 22,131,000 24,936,000 17,043,000 24,158,000 24,118,000
Designated fund balance
TABOR - Restricted (1,730,000) (1,720,000) (1,800,000) (2,100,000) (2,100,000)
LTAR - Committed (4,995,000) (4,995,000) (95,000) (95,000) (95,000)
ARPA funding - Restricted for specific projects - - (404,000) (360,000) (360,000)
Stadium District refund - Restricted for youth activities - - - (1,119,000) (1,119,000)
Unrestricted Reserve = 16.7% of total revenues (8,614,000) (8,985,000) (9,258,000) (10,840,000) (10,821,000)
Total designated fund balance (15,339,000) (15,700,000) (11,557,000) (14,514,000) (14,495,000)
Unassigned fund balance 6,792,000$ 9,236,000$ 5,486,000$ 9,644,000$ 9,623,000$
$6.8 $9.2
$5.5
$9.6 $9.6
$8.6
$9.0
$9.3
$10.8 $10.8 $-
$-
$-
$1.1 $1.1 $0.4 $0.4
$5.0
$5.0
$0.1
$1.7
$1.7
$1.8
$2.1 $2.1
$0.0
$2.5
$5.0
$7.5
$10.0
$12.5
$15.0
$17.5
$20.0
$22.5
$25.0
2019 2020 2021 2022 2023 YTD
Unassigned fund balance Unrestricted Reserve = 16.7% of total revenues Stadium District refund - Restricted for youth activities
ARPA funding-Restricted LTAR - Committed TABOR - Restricted
Page 105 of 203
Appendix -Area Sales Tax Slides
Page 106 of 203
City of Englewood
Sales Tax Area Map
Page 107 of 203
Area 1 Sales Tax
CityCenter (Formerly Cinderella City)
1,574,052
1,708,154
1,840,014
1,763,927 1,756,046
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
2019 2020 2021 2022 2023
Page 108 of 203
Area 2 Sales Tax
South of Yale, north & south side of Jefferson Ave/US 285 between Bannock and Sherman
1,176,997 1,148,795
1,318,352
1,441,317
1,351,341
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2019 2020 2021 2022 2023
Page 109 of 203
Area 3 Sales Tax
South of Jefferson Ave/US 285 between Bannock & Sherman -north side of Belleview between Logan
& Delaware
1,263,038 1,318,543
1,562,957
1,737,475
1,905,865
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2,000,000
2019 2020 2021 2022 2023
Page 110 of 203
Area 4 Sales Tax
Broadway and Belleview (Between Fox and Sherman and south of Belleview and to the southern City
Limits)
614,897
570,783 588,830
711,479
874,442
0
125,000
250,000
375,000
500,000
625,000
750,000
875,000
1,000,000
2019 2020 2021 2022 2023
Page 111 of 203
Area 5 Sales Tax
Federal and Belleview west of Santa Fe Drive
889,142
1,095,529
788,758
970,671
782,282
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
2019 2020 2021 2022 2023
Page 112 of 203
Area 6 Sales Tax
All other City locations
1,984,357
1,873,806
1,974,728
2,463,770
2,851,471
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
2019 2020 2021 2022 2023
Page 113 of 203
Area 7 Sales Tax
Outside City limits
5,675,231 5,788,725
6,230,813
7,294,266
7,779,133
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
2019 2020 2021 2022 2023
Page 114 of 203
Area 8 Sales Tax
Public Utilities
780,057
685,469
793,006
881,662
1,139,319
0
150,000
300,000
450,000
600,000
750,000
900,000
1,050,000
1,200,000
2019 2020 2021 2022 2023
Page 115 of 203
Area 13 Sales Tax
Hampden Avenue (US 285) and University Boulevard
221,617
199,265 200,441
170,851
418,544
0
100,000
200,000
300,000
400,000
500,000
2019 2020 2021 2022 2023
Page 116 of 203
Area 14 Sales Tax
Online Sales
73,647 56,462 79,534
912,786
1,240,401
0
250,000
500,000
750,000
1,000,000
1,250,000
2019 2020 2021 2022 2023
Page 117 of 203
Regular Use Tax
1,742,873
1,411,335
1,128,967 1,074,279 1,048,742
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
1,750,000
2019 2020 2021 2022 2023
Page 118 of 203
MINUTES
City Council Regular Meeting
Monday, July 17, 2023
1000 Englewood Parkway - 2nd Floor Council Chambers
6:00 PM
1 Study Session Topic
a) Director of Public Works Victor Rachael, Deputy Director of Public Works Tim
Hoos, Concrete Utility and Street Maintenance Manager Phil Neal, and Lead
Streets Operator Tyler Koltay were present to discuss the Street Plan
Overview.
b) Director of Utilities and South Platte Renew Pieter Van Ry and Utilities Deputy
Director Sarah Stone were present to discuss Lead & Copper City Municipal
Code Changes.
The meeting recessed at 6:54 p.m. for a break.
The meeting reconvened at 7:01 p.m. six Council Members were present,
Member Wink was absent.
2 Call to Order
The regular meeting of the Englewood City Council was called to order by Mayor
Sierra at 7:01 p.m.
3 Pledge of Allegiance
The Pledge of Allegiance was led by Mayor Sierra
4 Roll Call
COUNCIL PRESENT: Mayor Othoniel Sierra
Mayor Pro Tem Steven Ward
Council Member Joe Anderson
Council Member Chelsea Nunnenkamp
Council Member Rita Russell
Council Member Jim Woodward
COUNCIL ABSENT: Council Member Cheryl Wink - resigned on July 17, 2023 prior to meeting
STAFF PRESENT: City Manager Lewis
City Attorney Niles
City Clerk Carlile
Page 1 of 13
Draft
Page 119 of 203
City Council Regular
July 17, 2023
Senior Deputy City Clerk McKinnon
Deputy City Manager Dodd
Director of Utilities and South Platte Renew Van Ry
Director of Community Development Power
Director of Finance Loh
Director of Communications Harguth
Director of Parks, Recreation, Library, and Golf Underhill
Deputy Police Chief Fender
Deputy Director of Public Works - Engineering Hoos
Utilities Deputy Director Roach
Utilities Deputy Director Stone
Engineering Supervisor Branham, Public Works
Environmental Compliance Edelstein, Utilities
Economic Development Manager Hollingsworth
Capital Projects Engineer Naji, Public Works
Capital Project Engineer II Keener, Public Works
Lead Streets Operator Koltay, Public Works
Marketing & Social Media Strategist Davis, Communications
System Administrator Munnell, Information Technology
Network Administrator Hunnicutt, Information Technology
Officer Smith Police Department
Officer Galindo, Police Department
Officer Hume, Police Department
Officer Murry, Police Department
Intern Will Morris, City Manager's Office
Intern Merhar, City Attorney's Office
Intern Lindsey, Communications
Intern Angie, Community Development
Intern Crimaldi, Human Resources
Intern Harguth, Information Technology
Intern Arneson-Parks, Recreation and Library
Intern Jones, Police
Intern Patridge, Public Works
Intern Bazarov, South Platte Renew
Intern Castillo, South Platte Renew
Intern Insalaco, South Platte Renew
Intern Ferrier, Utilities
Intern Schneider, Utilities
5 Consideration of Minutes of Previous Session
a) Minutes of the Regular City Council Meeting of June 20, 2023.
Moved by Council Member Jim Woodward
Seconded by Council Member Chelsea Nunnenkamp
Page 2 of 13
Draft
Page 120 of 203
City Council Regular
July 17, 2023
APPROVAL OF THE MINUTES OF THE REGULAR CITY COUNCIL
MEETING OF JULY 20, 2023
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Seconded
By)
x
Joe Anderson x
Steven Ward x
Rita Russell x
Jim Woodward (Moved By) x
6 0 0
Motion CARRIED.
6 Appointments, Communications, Proclamations, and Recognition
a) Summer Interns were recognized:
• Will Morris-City Manager's Office
• Justin Merhar-City Attorney's Office
• Dylan Lindsey-Communications
• Angie Bustillos-Community Development
• Olivia Crimaldi-Human Resources
• Cade Harguth-Information Technology
• Brandon Arneson-Parks, Recreation and Library
• Sydney Jones-Police
• Elianna Patridge-Public Works
• Sam Bazarov- South Platte Renew
• Santiago Castillo-South Platte Renew
• Tess Insalaco-South Platte Renew
• Karson Ferrier-Utilities
• Makenna Schneider-Utilities
b) Water Production Supervisor Dave Chapman was recognized for his many
years of service.
7 Recognition of Scheduled Public Comment
a) Denver Maw addressed Council regarding Private Activity Bonds.
b) Kathleen Bailey, an Englewood resident, addressed Council regarding South
Englewood Basin.
c) C. Ann Dickerson, an Englewood resident, addressed Council regarding
property and citizen rights.
d) Chris Duis, an Englewood resident, addressed Council regarding flooding and
City Council.
e) James Cooper, an Englewood resident, addressed Council regarding concerns
about a business.
Page 3 of 13
Draft
Page 121 of 203
City Council Regular
July 17, 2023
f) Lauren Cooper, an Englewood resident was scheduled to speak but did not.
g) Charles and Sandra Fleming, Englewood residents, addressed Council
regarding a condemned property on Delaware St.
h) Benjamin Ben-David, an Englewood resident, addressed Council regarding
alleys in Englewood.
i) Mary Regan, an Englewood resident, addressed Council regarding property on
Delaware St.
j) Marcy Brown, an Englewood resident, addressed Council regarding
homelessness and developers.
k) Jan Weipert, an Englewood resident, addressed Council regarding housing
and election.
l) Gary Kozacek, an Englewood resident, addressed Council regarding the
referendum.
m) Kevin Wright, an Englewood resident, addressed Council regarding Planning
and Zoning Commission.
n) Kim Wright, an Englewood resident, addressed Council regarding elections.
o) Laura Jordan, an Englewood resident, addressed Council regarding the
property on Delaware St.
8 Recognition of Unscheduled Public Comment
a) Pamela Beets, an Englewood resident, addressed Council regarding housing.
b) Mike Jones, an Englewood resident, addressed Council regarding density and
code next.
c) Ivan Erwin, an Englewood resident, addressed Council regarding code next.
d) Barry Landcaster, an Englewood resident, addressed Council regarding
Council Bill No. 22 and service police fees.
e) Ida May Nicholl, an Englewood resident, addressed Council regarding
freedoms and liberties in America.
Council Member Nunnenkamp responded to Public Comment.
The meeting recessed at 9:08 p.m. for a break.
The meeting reconvened at 9:22 p.m. all Council Members were present.
9 Consent Agenda Items
Council Member Russell removed Agenda Items 9(a)(i-ii) and 9(b)(i) from Consent
Agenda.
Moved by Council Member Ward seconded by Council Member Anderson to approve
Consent Agenda Item 9(b)(ii).
Page 4 of 13
Draft
Page 122 of 203
City Council Regular
July 17, 2023
a) Approval of Ordinances on First Reading
i) CB-35 Approval of the City of Englewood (City) Utilities Department's
partnership in the Environmental Protection Agency’s (EPA) WaterSense
Program.
[Clerks Note: This agenda item was removed from the Consent
Agenda Motion and considered independently.]
Moved by Council Member Jim Woodward
Seconded by Council Member Joe Anderson
COUNCIL BILL NO. 35, INTRODUCED BY COUNCIL MEMBER
WOODWARD
A BILL FOR AN ORDINANCE APPROVING THE CITY OF
ENGLEWOOD’S FREE MEMBERSHIP IN THE UNITED STATES
ENVIRONMENTAL PROTECTION AGENCY'S WATERSENSE
PROGRAM AS A PROMOTIONAL PARTNER, TO HELP REDUCE
MUNICIPAL WATER USE THROUGH WATER-EFFICIENT PRODUCTS
AND CONSTRUCTION OF WATER-EFFICIENT NEW HOMES, AND
AUTHORIZING THE CITY TO EXECUTE A WATERSENSE
PARTNERSHIP AGREEMENT ON BEHALF OF THE CITY.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp x
Joe Anderson (Seconded By) x
Steven Ward x
Rita Russell x
Jim Woodward (Moved By) x
6 0 0
Motion CARRIED.
ii) CB-36 IGA with Arapahoe County for Coordinated Election Services
[Clerks Note: This agenda item was removed from the Consent
Agenda Motion and considered independently.]
Moved by Council Member Rita Russell
Seconded by Council Member Chelsea Nunnenkamp
COUNCIL BILL NO. 36, INTRODUCED BY COUNCIL MEMBER
RUSSELL
Page 5 of 13
Draft
Page 123 of 203
City Council Regular
July 17, 2023
A BILL FOR AN ORDINANCE APPROVING AN
INTERGOVERNMENTAL AGREEMENT BETWEEN ARAPAHOE
COUNTY CLERK AND RECORDER AND THE CITY OF ENGLEWOOD,
COLORADO, TO CONDUCT A COORDINATED ELECTION ON
NOVEMBER 7, 2023.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Seconded
By)
x
Joe Anderson x
Steven Ward x
Rita Russell (Moved By) x
Jim Woodward x
6 0 0
Motion CARRIED.
b) Approval of Ordinances on Second Reading.
i) CB-22 Amending Englewood Municipal Code Regarding Reimbursement
of Police Department Cost
[Clerks Note: This agenda item was removed from the Consent
Agenda Motion and considered independently.]
Moved by Council Member Rita Russell
Seconded by Council Member Jim Woodward
Motion to table Council Bill 22 indefinitely.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp x
Joe Anderson x
Steven Ward x
Rita Russell (Moved By) x
Jim Woodward (Seconded By) x
6 0 0
Motion CARRIED.
ii) CB-29 Agreements with Toll Southwest, LLC (Toll) for City Ditch
Relocation and McLellan Pump Station Land Dedication.
Moved by Council Member Steven Ward
Seconded by Council Member Joe Anderson
Page 6 of 13
Draft
Page 124 of 203
City Council Regular
July 17, 2023
ORDINANCE NO. 31, SERIES OF 2023 (COUNCIL BILL NO. 29,
INTRODUCED BY COUNCIL MEMBER WARD)
AN ORDINANCE AUTHORIZING AGREEMENTS WITH TOLL
SOUTHWEST, LLC FOR CITY DITCH RELOCATION AND MCLELLAN
PUMP STATION LAND DEDICATION.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp x
Joe Anderson (Seconded By) x
Steven Ward (Moved By) x
Rita Russell x
Jim Woodward x
6 0 0
Motion CARRIED.
c) Resolutions and Motions
There were no additional Resolutions or Motions. (See Agenda Items 11(c)(i-
vi).)
10 Public Hearing Items
No public hearing was scheduled before Council.
11 Ordinances, Resolutions and Motions
a) Approval of Ordinances on First Reading
i) CB-30 The Colorado Housing and Finance Authority (CHFA) has
requested the city to assign its 2023 Private Activity Bond (PAB)
allocation to their organization. In previous years, the city has allowed its
PAB to revert back to the statewide pool.
Moved by Council Member Chelsea Nunnenkamp
Seconded by Council Member Jim Woodward
COUNCIL BILL NO. 30, INTRODUCED BY COUNCIL MEMBER
NUNNENKAMP
A BILL FOR AN ORDINANCE AUTHORIZING AN
INTERGOVERNMENTAL AGREEMENT BETWEEN THE CITY OF
ENGLEWOOD AND THE COLORADO HOUSING AND FINANCE
AUTHORITY FOR THE ASSIGNMENT OF A PRIVATE ACTIVITY BOND
Page 7 of 13
Draft
Page 125 of 203
City Council Regular
July 17, 2023
ALLOCATION PURSUANT TO THE COLORADO PRIVATE ACTIVITY
BOND CEILING ALLOCATION ACT.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Moved
By)
x
Joe Anderson x
Steven Ward x
Rita Russell x
Jim Woodward (Seconded By) x
5 1 0
Motion CARRIED.
ii) CB-31 After 6 presentations reviewing City Charter from beginning to end,
this ordinance creates ballot questions for voters to consider in making
substantive changes to the City Charter
Moved by Council Member Jim Woodward
Seconded by Council Member Chelsea Nunnenkamp
COUNCIL BILL NO. 31, INTRODUCED BY COUNCIL MEMBER
WOODWARD
A BILL FOR AN ORDINANCE CALLING A MUNICIPAL ELECTION FOR
NOVEMBER 7, 2023, TO COINCIDE WITH THE STATE GENERAL
ELECTION; DECLARING THE CITY’S INTENT TO COORDINATE
SUCH ELECTION WITH ARAPAHOE COUNTY; SUBMITTING TO THE
REGISTERED ELECTORS OF THE CITY PROPOSED AMENDMENTS
TO THE CITY OF ENGLEWOOD HOME RULE CHARTER; AND
SETTING BALLOT TITLES THEREON.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Seconded
By)
x
Joe Anderson x
Steven Ward x
Rita Russell x
Jim Woodward (Moved By) x
5 1 0
Motion CARRIED.
iii) CB-33 Recall Special Election
Moved by Council Member Chelsea Nunnenkamp
Page 8 of 13
Draft
Page 126 of 203
City Council Regular
July 17, 2023
Seconded by Council Member Joe Anderson
Motion to amend Council Bill No. 33 by removing any language
referencing At-Large position, in addition to sections 5 and 6.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Moved
By)
x
Joe Anderson (Seconded By) x
Steven Ward x
Rita Russell x
Jim Woodward x
6 0 0
Motion CARRIED.
Moved by Council Member Jim Woodward
Seconded by Council Member Steven Ward
COUNCIL BILL NO. 33, INTRODUCED BY COUNCIL MEMBER
WOODWARD
A BILL FOR AN ORDINANCE CALLING A SPECIAL MUNICIPAL MAIL
BALLOT ELECTION FOR OCTOBER 3, 2023, TO DETERMINE
WHETHER THE FOLLOWING CITY COUNCIL MEMBERS WILL BE
RECALLED FROM OFFICE: CHELSEA NUNNENKAMP, DISTRICT 2;
OTHONIEL SIERRA, DISTRICT 1; AS AMENDED.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp x
Joe Anderson x
Steven Ward (Seconded By) x
Rita Russell x
Jim Woodward (Moved By) x
6 0 0
Motion CARRIED.
b) Approval of Ordinances on Second Reading
There were no additional Ordinances on Second Reading. (See Agenda Items
9(b)(i-ii).)
c) Resolutions and Motions
Page 9 of 13
Draft
Page 127 of 203
City Council Regular
July 17, 2023
i) Request to award bid for 7 traffic signal pole replacements spread across
4 intersections to Morton Electric. Poles were reported to be in very poor
condition in 2020-2021 inspection reports and pose increased safety
threats.
Moved by Council Member Steven Ward
Seconded by Council Member Chelsea Nunnenkamp
Approval of a contract with Morton Electric, Inc in the amount of
$571,360.00 for the 2023 Traffic Signal Replacement project with an
allowance of 10% contingency in the amount of $57,136.00 to account for
unknown circumstances that might be encountered on the project. The
contingency will only be utilized, if necessary, to account for items not
already in the plans.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Seconded
By)
x
Joe Anderson x
Steven Ward (Moved By) x
Rita Russell x
Jim Woodward x
6 0 0
Motion CARRIED.
ii) Contract to have a consultant design the HAWK signal beacon to be
constructed at the 3400 Block of South Broadway.
Moved by Council Member Joe Anderson
Seconded by Council Member Chelsea Nunnenkamp
Approval of a professional services agreement with Peters and Yaffee,
Inc. in the amount of $137,755.79 for the design of a High-Intensity
Activated Cross Walk (HAWK) signal in downtown Englewood at the
existing pedestrian crossing in the 3400 block of South Broadway.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Seconded
By)
x
Joe Anderson (Moved By) x
Steven Ward x
Rita Russell x
Jim Woodward x
6 0 0
Page 10 of 13
Draft
Page 128 of 203
City Council Regular
July 17, 2023
Motion CARRIED.
iii) Optimal source Contract for Services (CFS) with Colorado Analytical
Laboratories (CAL) for regulatory compliance and laboratory analysis, in
the amount not to exceed $130,000.
Moved by Council Member Jim Woodward
Seconded by Council Member Rita Russell
Approval of an optimal source CFS with CAL for regulatory compliance
and laboratory analysis of Englewood’s drinking water, in the amount not
to exceed $130,000.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp x
Joe Anderson x
Steven Ward x
Rita Russell (Seconded By) x
Jim Woodward (Moved By) x
6 0 0
Motion CARRIED.
iv) Professional Services Agreement (PSA) with Hazen and Sawyer
(Sawyer) for consulting services for the Solids Handling Improvements
Project in the amount of $238,720, including approval to execute any
change order(s) to expend a 10% staff-managed contingency of $23,872,
for a total project authorization of $262,592.
Moved by Council Member Rita Russell
Seconded by Council Member Steven Ward
Approval of a Professional Services Agreement (PSA) with Hazen and
Sawyer (Sawyer) for consulting services for the Solids Handling
Improvements Project in the amount of $238,720, including approval to
execute any change order(s) to expend a 10% staff-managed
contingency of $23,872, for a total project authorization of $262,592.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp x
Joe Anderson x
Steven Ward (Seconded By) x
Rita Russell (Moved By) x
Jim Woodward x
Page 11 of 13
Draft
Page 129 of 203
City Council Regular
July 17, 2023
6 0 0
Motion CARRIED.
v) Q2 2023 Budget Supplemental Request Resolution
Moved by Council Member Joe Anderson
Seconded by Council Member Chelsea Nunnenkamp
RESOLUTION NO. 18, SERIES OF 2023
A BUDGET SUPPLEMENTAL RESOLUTION TO AMEND
APPROPRIATIONS WITHIN THE 2023 BUDGET OF THE CITY OF
ENGLEWOOD.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Seconded
By)
x
Joe Anderson (Moved By) x
Steven Ward x
Rita Russell x
Jim Woodward x
6 0 0
Motion CARRIED.
vi) Resolution approving agreement with Englewood Depot, Inc. regarding
Depot Museum
Moved by Council Member Steven Ward
Seconded by Council Member Chelsea Nunnenkamp
RESOLUTION NO. 19, SERIES OF 2023
A RESOLUTION AUTHORIZING THE EXECUTION OF A SETTLEMENT
AGREEMENT WITH ENGLEWOOD DEPOT, INC. AND OTHER
LITIGATION DEFENDANTS REGARDING CONSTRUCTION,
OPERATION OF DEPOT MUSEUM.
For Against Abstained
Othoniel Sierra x
Chelsea Nunnenkamp (Seconded
By)
x
Joe Anderson x
Steven Ward (Moved By) x
Rita Russell x
Jim Woodward x
Page 12 of 13
Draft
Page 130 of 203
City Council Regular
July 17, 2023
6 0 0
Motion CARRIED.
12 General Discussion
a) Mayor's Choice
b) Council Members' Choice
13 City Manager’s Report
14 Adjournment
MAYOR SIERRA MOVED TO ADJOURN. The meeting adjourned at 11:39 p.m.
City Clerk
Page 13 of 13
Draft
Page 131 of 203
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Tamara Niles
DEPARTMENT: City Attorney's Office
DATE: July 24, 2023
SUBJECT: Ordinance banning live dog and cat sales at retail
DESCRIPTION:
At citizen request, the City Attorney's Office engaged stakeholders and drafted legislation
banning dog and cat sales at retail.
RECOMMENDATION:
Consider ordinance prohibiting live sales of dogs and cats at pet stores within Englewood.
PREVIOUS COUNCIL ACTION:
City Council received significant public comment requesting the City consider adopting an
ordinance banning dog and cat sales at pet stores within the City.
SUMMARY:
Cities across the nation have adopted prohibitions on selling dogs and cats. The proposed
ordinance was modeled from those adopted from several other Colorado cities, and creates
municipal code banning dog and cat sales. This prohibition does not apply to:
1. An animal shelter;
2. A non-profit organization whose mission and practice include rescue and
placement of animals into permanent homes;
3. Adoption events sponsored by a shelter or organization described in paragraphs
1 and 2 above, even if located at a pet store; or
4. Individuals who lawfully breed and/or rear animals at their primary residence, if
the conditions where the animals are bred and/or reared may be observed.
COUNCIL ACTION REQUESTED:
Consider ordinance prohibiting live sales of dogs and cats at pet stores within Englewood.
FINANCIAL IMPLICATIONS:
None anticipated.
OUTREACH/COMMUNICATIONS:
The City Attorney's office contacted all pet stores in Englewood, the local Humane Society, and
code enforcement staff, and received no objection to the proposed ordinance.
Page 132 of 203
ATTACHMENTS:
Ordinance
Powerpoint
Page 133 of 203
BY AUTHORITY
ORDINANCE NO. ____ COUNCIL BILL NO. 32
SERIES OF 2023 INTRODUCED BY COUNCIL
MEMBER _________________
AN ORDINANCE CREATING TITLE 7 CHAPTER 1C SECTION 7-1C-7
OF ENGLEWOOD MUNICIPAL CODE PROHIBITING RETAIL SALE
OF DOGS AND CATS.
WHEREAS, the City of Englewood was requested by several citizens during City Council
public comment and through various means directly to elected officials to consider legislation
banning the sale of dogs and cats at retail, to reduce the demand for puppies and kittens bred in
puppy mills; and
WHEREAS, the Humane Society of the United States has determined that puppy and
kitten mills are inhumane commercial breeding facilities which disregard the animals’ health ˗
both physical and emotional - in order to maximize profits; and
WHEREAS, according to the Humane Society of the United States, these mills produce
animals for sale, oftentimes at retail stores; and
WHEREAS, the City of Englewood currently has no pet stores that sell dogs and cats at
retail; and
WHEREAS, the City Attorney’s Office engaged multiple stakeholders including the
Humane Society of the South Platte Valley, all pet stores within the City, and multiple animal
groomers within the City, and no one objected to the proposed legislation; and
WHEREAS, in order to ensure the humane breeding and maintenance, and to encourage
adoption, the City of Englewood hereby enacts legislation prohibiting the retail sale of dogs and
cats.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
ENGLEWOOD, COLORADO, AS FOLLOWS:
Section 1. Creation of Title 7 Chapter 1C Section 7-1C-7 of Englewood Municipal Code
Title 7 Chapter 1C Section 7-1C-7 to Englewood Municipal Code is hereby created to read as
follows (new provisions underlined):
Sec. 7-1C-7. Prohibition on Retail Sale of Dogs and Cats.
A. No pet store as defined by EMC § 16-11-1(F)(3) shall display, sell, deliver, offer for sale,
barter, auction, or otherwise transfer or dispose of dogs or cats.
B. Exceptions. This Section shall not apply to lawfully operated:
1. An animal shelter;
2. A non-profit organization whose mission and practice include rescue and placement
of animals into permanent homes;
Page 134 of 203
3. Adoption events sponsored by a shelter or organization described in paragraphs 1 and
2 above, even if located at a pet store; or
4. Individuals who lawfully breed and/or rear animals at their primary residence, if the
conditions where the animals are bred and/or reared may be observed.
Section 2. General Provisions
The following general provisions and findings are applicable to the interpretation and application
of this Ordinance:
A. Severability. If any clause, sentence, paragraph, or part of this Ordinance or the application
thereof to any person or circumstances shall for any reason be adjudged by a court of competent
jurisdiction invalid, such judgment shall not affect, impair or invalidate the remainder of this
Ordinance or its application to other persons or circumstances.
B. Inconsistent Ordinances. All other Ordinances or portions thereof inconsistent or
conflicting with this Ordinance or any portion hereof are hereby repealed to the extent of such
inconsistency or conflict.
C. Effect of repeal or modification. The repeal or modification of any provision of the Code
of the City of Englewood by this Ordinance shall not release, extinguish, alter, modify, or change
in whole or in part any penalty, forfeiture, or liability, either civil or criminal, which shall have
been incurred under such provision, and each provision shall be treated and held as still remaining
in force for the purposes of sustaining any and all proper actions, suits, proceedings, and
prosecutions for the enforcement of the penalty, forfeiture, or liability, as well as for the purpose
of sustaining any judgment, decree, or order which can or may be rendered, entered, or made in
such actions, suits, proceedings, or prosecutions.
D. Safety Clauses. The City Council hereby finds, determines, and declares that this
Ordinance is promulgated under the general police power of the City of Englewood, that it is
promulgated for the health, safety, and welfare of the public, and that this Ordinance is necessary
for the preservation of health and safety and for the protection of public convenience and welfare.
The City Council further determines that the Ordinance bears a rational relation to the proper
legislative object sought to be obtained. This Safety Clause is not intended to affect a Citizen right
to challenge this Ordinance through referendum pursuant to City of Englewood Charter 47.
E. Publication. Publication of this Ordinance may be in the City’s official newspaper, the
City’s official website, or both. Publication shall be effective upon the first publication by either
authorized method.
F. Actions Authorized to Effectuate this Ordinance. The Mayor is hereby authorized and
directed to execute all documents necessary to effectuate the approval authorized by this
Ordinance, and the City Clerk is hereby authorized and directed to attest to such execution by the
Mayor where necessary. In the absence of the Mayor, the Mayor Pro Tem is hereby authorized to
execute the above-referenced documents. The execution of any documents by said officials shall
be conclusive evidence of the approval by the City of such documents in accordance with the terms
Page 135 of 203
thereof and this Ordinance. City staff is further authorized to take additional actions as may be
necessary to implement the provisions of this Ordinance.
G. Enforcement. To the extent this ordinance establishes a required or prohibited action
punishable by law, unless otherwise specifically provided in Englewood Municipal Code or
applicable law, violations shall be subject to the General Penalty provisions contained within
EMC § 1-4-1.
Page 136 of 203
Prohibiting Retail Sales of Cats
and Dogs
Presented By: Justin Merhar – CAO Summer Intern
Page 137 of 203
Background
•During public comment on June 5, 2023, citizens requested the City
consider a ban on live dog and cat sales at retail that could come
from puppy mills
•The bans are an attempt to encourage adoption and pet limit sales
from “puppy mills” which the United States Humane Society
defines as “inhumane high-volume dog breeding facilities that
churn out puppies for profit, ignoring the needs of the pups and
their mothers”
•The proposed ban would still allow adoptions and “hobby
breeders”
•Similar bans have been enacted in 12 Colorado Municipalities
Page 138 of 203
Impact on Englewood
•Currently no businesses sell or breed dogs and cats in the City
•The CAO identified and contacted or attempted to contact eight
potential stake holder businesses including pet groomers, pet
suppliers, and humane societies
•No contacted stakeholder voiced concern over the ordinance
Page 139 of 203
Proposed Ordinance
Sec. 7-1C-7. Prohibition on Retail Sale of Dogs and Cats.
A. No pet store as defined by EMC § 16-11-1(F)(3) shall display, sell, deliver, offer for
sale, barter, auction, or otherwise transfer or dispose of dogs or cats.
B. Exceptions. This Section shall not apply to lawfully operated:
1. An animal shelter;
2. A non-profit organization whose mission and practice include rescue and
placement of animals into permanent homes;
3. Adoption events sponsored by a shelter or organization described in paragraphs
1 and 2 above, even if located at a pet store; or
4. Individuals who lawfully breed and/or rear animals at their primary residence, if
the conditions where the animals were harbored may be observed.Page 140 of 203
Questions
Page 141 of 203
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Shawn Lewis, Tim Dodd
DEPARTMENT: City Manager's Office
DATE: July 24, 2023
SUBJECT:
Approval of a contract with Englewood Arts for use of a portion of
the Englewood Civic Center
DESCRIPTION:
Approval of a contract with Englewood Arts for use of a portion of the Englewood Civic Center
RECOMMENDATION:
Staff requests that Council consider the approval of an amendment to the existing agreement
between the City of Englewood ("the City") and Englewood Arts ("E-Arts") for the partial use of
the former Museum of Outdoor Arts (MOA) space.
PREVIOUS COUNCIL ACTION:
• October 17, 2005- The City enters into an agreement with E-Arts for the use of
Hampden Hall
• December 3, 2019- E-Arts renewed the agreement for an additional five years, running
through the end of 2025
SUMMARY:
When the Museum of Outdoor Arts (MOA) left their space in the Civic Center, staff reached out
to community groups, namely Englewood Arts (E-Arts) and Historic Englewood for the use of
space. The two organizations met and provided a proposal for the use of the space which was
then reviewed by the City. Staff proposes that Council consider approval of an amendment to
an existing agreement with E-Arts for the use of a portion of the space, which will primarily be
used to expand their ability to offer classes and programs.
ANALYSIS:
Commitments of the City
Under the terms of the agreement, the City agrees to:
• Provide use of a portion of the former MOA space to E-Arts. All of these areas will be for
the exclusive use of E-Arts, with the exception of a meeting space ("Room A") and a
conference room, with the City retaining use of Room A before 3:30PM on weekdays
and of the conference room before 5:00PM on weekdays
• Provide routine (non-event related) maintenance and cleaning of the space;
• Make improvements in Room A, which may include paint, flooring, cabinetry, and
plumbing
Page 142 of 203
• Install a door that allows for visibility into the White Box Room within 90 days of the
execution of the amendment
Commitments of E-Arts
Under the terms of the agreement, E-Arts agrees to:
• Utilize the space to promote the arts in Englewood;
• Maintain a Master Schedule for the annual use of the space; and
• Schedule all rental uses of the space.
Changes made after Study Session
After the Study Session in June, the City Attorney's Office made the following changes:
• Added language relative to the closing of doors;
• Added language relative to detailing what the Space means to E-Arts
COUNCIL ACTION REQUESTED:
Staff requests that Council consider the approval of an amendment to the existing agreement
between the City and E-Arts for the partial use of the former MOA space.
FINANCIAL IMPLICATIONS:
Under the terms of the agreement, the City will make small modifications to one room (such as
paint, flooring, and cabinetry) that will be used by both the City and E-Arts, and will purchase
and install a door for one of the rooms that will be utilized by E-Arts. While pricing may change
with inflation and supply change challenges, staff estimates that the cost for these modifications
will be under $20,000.
OUTREACH/COMMUNICATIONS:
Staff reached out to E-Arts and Historic Englewood, two community-driven organizations in the
City of Englewood. Programs sponsored by E-Arts are available and open to members of the
Englewood community.
ATTACHMENTS:
Contract Amendment- E-Arts
E-Arts Contract- 2016 Amended Version
Contract Approval Summary- Englewood Arts
Presentation- E-Arts Contract
Page 143 of 203
1
AMENDMENT NUMBER 1 TO
HAMPDEN HALL USE/MANAGEMENT AGREEMENT
THIS AMENDMENT NUMBER 1 to the Hampden Hall Use/Management Agreement, made and
entered into on this ________ day of ________________, 2023, (the “Effective Date”) by and between
the City of Englewood, a Colorado Municipal Corporation (hereafter referred to as the “City”) and the
Englewood Cultural Arts Center Association, a Colorado not-for-profit corporation, doing business as
Englewood Arts (hereafter referred to as “E-Arts”), and collectively referred to as the “Parties”.
WHEREAS, the City developed a cultural arts space for performances, events, and meetings on
the second floor of the Civic Center; and
WHEREAS, on October 17, 2005, the City entered into an Agreement with E-Arts for the use of
Hampden Hall to provide cultural and artistic programs; and
WHEREAS, the initial term of the Agreement expired on February 29, 2016; and
WHEREAS, On December 3, 2019, E-Arts renewed the Agreement for another 5 years from
January 1, 2021 through December 31, 2025; and
WHEREAS, the space formally occupied by the Museum of Outdoor Arts (MOA) is currently
vacant; and
WHEREAS, The City's desires to maximize the use of the Space and the former MOA space,
thereby attracting increased numbers of visitors to Englewood and the Civic Center; and
WHEREAS, The City desires to enter into this Amendment with E-Arts to assist E-Arts in the
conduct of its activities and operations in the Space as expanded herein and to clarify the rights and
duties granted by the City and accepted by E-Arts.
NOW, THEREFORE, the City and E-Arts hereby enter into this Amendment Number 1 as follows:
1. AMENDMENT TERMS
This Amendment is entered into to modify the terms of the original Agreement.
2. MODIFICATIONS AND AMENDMENTS
Page 144 of 203
2
A. Section 1.3.1 is added to the Agreement:
The City provides use of the following rooms and facilities in the former portion of the former
MOA space as shown on Exhibit A attached hereto and incorporated herein:
• “Green Room”
• “Office”
• “Kitchenette Area”
• “Closet areas behind museum display walls,” excluding small shelving area in
• “White Box Gallery”
• “Room A” (After 3:30 P.M. on weekdays and all day on weekends)
B. Section 3.1.3 Space Scheduling is modified as follows:
E-Arts shall create and maintain a Master Schedule for annual usage of the Space. The Master
Schedule shall be developed on a timely basis in order to accommodate the annual event
schedule of E-Arts, the City, and other users. The up- to-date Master Schedule must be
available to the City at all times in an electronic or print format. E-Arts shall create and maintain
a Master Schedule for use of Room A the former MOA space for after 3:30 P.M. on weekdays
(Monday through Friday) and all day on weekends (Saturday and Sunday). The up-to-date
Master Schedule must be available to the City at all times in an electronic or print format.
C. Section 3.1.4 Maintenance is modified as follows:
The City, at its own expense, shall provide routine (non-event related) maintenance and
cleaning of the facility, per current City standards for the Civic Center. The repair of faulty
electrical wiring, not the result of misuse by E-Arts, shall be included in routine maintenance.
Also included in routine maintenance shall be the replacement of burned out light bulbs, with
the exception of theatrical lighting. The City shall, subject to appropriation, make repairs to
the standard equipment, when deemed necessary, in a timely manner, so as to avoid harm
to E-Arts events. The City, at its own expense, shall make improvements that it sees fit for
the use of Room A in the former MOA space. Improvements may include paint, flooring,
cabinetry, and plumbing. E-Arts will have a ten day period to provide feedback to the City
on any proposed modifications, with final decisions to be made by the City. The City also
agrees to install a door, at its own expense, in the front of the White Box Room within 90
days of the execution of this agreement.
D. Section 3.2 Rental Uses and Fees is modified as follows:
E-Arts shall be responsible for scheduling all rental uses of the Space and shall retain 100
per cent (100%) of the rental fees. Rental rates shall be established by E-Arts. The City shall
not be charged rental fees for its use of the Space, nor shall the City receive rental fees for
any of its uses of the Space. All rental inquiries received by the City shall be directed to E-
Arts.
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3
E. Section 3.2.5 Non-competitive use is modified as follows:
E-Arts agrees that its uses of the Space will not directly compete with programs offered by
the City.
F. Section 4.1 City Priority is modified as follows:
As lessee of the Space, the City has first priority for scheduling dates for the use of the Space
for City or City sponsored functions, and Room A in the former MOA space before 3:30 P.M.
on weekdays.
G. Section 4.3 MOA priority is stricken from the Agreement.
H. Section 8.8 Notices is modified as follows:
Museum of Outdoor Arts is removed.
I. The following section 8.10 is added to the Agreement Incorporation by Reference:
This Agreement is made under and conformable to the provisions of Englewood Municipal
Code (EMC) § 4-1-3-4, which provides standard contract provisions for all contractual
agreements with the City. Insofar as applicable, the provisions of EMC § 4-1-3-4 are
incorporated by reference.
J. The following section 8.11 is added to the Agreement:
The Parties to this Agreement recognize that EEF will dissolve during the term of this
Agreement, and the City of Englewood will acquire ownership of the leased premises, the City
of Englewood will automatically become the sole lessor and any obligations of EEF hereunder
shall be automatically terminated.
K. The following section 8.12 is added to the Agreement Rental Records:
E-Arts shall create and maintain rental records for each rental of the Space. The rental records
shall detail rental rates, purpose of rental, policy regarding rental discounts, and names of
individuals or groups renting the Space. The E-Arts rental records shall be made available to
the Public and the City and shall be provided upon the request of the Public or the City.
L. The following section 8.13 is added to the Agreement Security:
E-Arts shall insure that all doors to the Space are closed and secure when the Space is not in
use and afterhours.
3. INCORPORATION BY REFERENCE OF AGREEMENT, ANY PRIOR AMENDMENTS
Except as specifically modified herein, all other terms and conditions of the Agreement and any
prior amendments thereto are incorporated by reference as if fully set forth herein and shall continue in
full force and effect until the expiration of the term or termination of the Agreement.
Page 146 of 203
4
CITY OF ENGLEWOOD, COLORADO
By: __________________________________ Date: ________________________________
ENGLEWOOD CULTURAL ARTS CENTER ASSOCIATION
By: __________________________________
(Signature)
________________________
(Print Name)
Title: ___________________________
Date: ____________________________
Page 147 of 203
RESOLUTION NO.
SERIES OF 2016
A RESOLUTION AUTHORIZING AN AGREEMENT BETWEEN ENGLEWOOD
CUL111RAL ARTS CENTER ASSOCIATION (dba E-Asts), AND THE CITY OF
ENGLEWOOD, COLORADO PERTAINING TO THE MANAGEMENT OF HAMPDEN
HALL AT THE ENGLEWOOD CIVIC CENTER.
WHEREAS, on October 17, 2005 the City entered into an agreement with E-Arts for the use
of Hampden Hall, to provide cultural and artistic programs; and
WHEREAS, the initial tenn of the agreement expires on February 29, 2016, E-Arts has
requested to enter into a new five year agreement; and
WHEREAS, in 2015 there were a total of 76 events held at Hampden Hall, all of which were
booked and managed by the Englewood Public Library; and
WHEREAS, the Englewood Public Library currently manages the booking and oversight of
Hampden Hall spending 300 hours aruiually, and cost of approximately $9,700.00 in routine
maintenance and event related costs; and
WHEREAS, E-Arts proposes to assume the responsibility for scheduling all rental uses of
Hampden Hall, including all routine maintenance and event related costs and in return will retain
all rental fees; and
WHEREAS, the City would incur a loss ofS3,000 to $5,000 in annual revenue, this loss
would be offset by the time and expense currently provided by Public Works facility maintenance
and Library staff time spent on booking and management; and
WHEREAS, the City and Museum of Outdoor Arts shall have use of Hampden Hall at no cost,
with each party responsible for its event related staffing including pre and post event related
activities;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
ENGLEWOOD, COLORADO, THAT:
Section 1. The agreement between the Englewood Cultural Arts Center Association (dba E-Arts)
and the City of Englewood, Colorado pertaining to the management of Hampden Hall, attached
hereto as Exhibit I, is hereby accepted and approved by the Englewood City Council
Section 2. The Mayor and City Clerk are authorized to execute and attest said Use Agreement for
and on behalf of the City of Englewood.
ADOPTED AND APPROVED this 4th day of January, 201
Page 148 of 203
I, Loucrishio. A. Ellis, City Clerk for the City ofEnglew cl. Colorado, hereby certify the
above is a true copy of Resolution No. Series of 201 . ..
0
Page 149 of 203
'•
Hampden Hall Use/Management Agreement
This USE/MANAGEMENT AGREEMENT (her$!pfJ efe d to in its entirety as
"Agreement''), made and entered into this _4-,-,«idf::la,y o 016, by and be, een
the City of Englewood, a Colorado Municipal Corporati (herea er referred to as "L ty");
the Englewood Cultural Arts Center Association, a Colorado not-for-profit corporation,
doing business as Englewood Arts (hereafter referred to as E-Arts), and the Museum of
Outdoor Arts (hereafter referred to as MOA).
RECITALS
The City developed, on the second floor of its Civic Center building, a Cultural Arts Space
(hereafter referred to as "the Space"), as a cultural performance venue for community arts
performances, as well as other events and meeting uses.
The CITY leases the Civic Center from the Englewood Environmental Foundation and has
fu]) authority and discretion for its use.
E-Arts is an Internal Revenue Code 501 (c) 3 organization engaged in developing and
presenting cultural and artistic programs for Englewood and the surrounding communities.
It is the City's desire to maximize the use of the Space, thereby attracting increased
numbers of visitors to Englewood and the Civic Center.
The City desires to enter into this Agreement with E-Arts to assist E-Arts in the conduct of
its activities and operations in the Space and to clarify the rights and duties granted by the
CITY and accepted by E-Arts.
The Museum of Outdoor Arts is aware of this agreement and agrees to its current priority
use of the Space as defined in Section 4.3.
The City Council of the City of Englewood has resolved to enter into this Agreement in
accordance with the following terms.
NOW, THEREFORE, in consideration of the foregoing Recitals and the covenants and the
promises hereinafter contained, the parties agree as follows:
ARTICLE l
Ifil!M
1.1 Premises. The CITY does hereby permit the non-exclusive right to E-Arts to use
the Space located in the Civic Center and named Hampden Hal1, located at 1000 Englewood
Parkway, Englewood, as shown on Exhibit A attached hereto and incorporated herein. The
premises, known as the Space contains approximately 4,000 square feet
1.1.2 Utilities. As lessee of the building, the CITY shall be responsible, at no cost to E-
Arts, for the cost of utilities, such as heating, cooling and electricity for the Space
..
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..
1.2 Term of Use. The Term of Use, which is the subject of this Agreement,
shall commence upon the first day of January 2016, and shall expire on the final
day of
December 2020. In addition, a joint option to extend the Term of the Agreement for five (5)
additional one (1) year periods shall be granted, subject to the following condition:
1.2.1 Written notice of E-Arts election to exercise an option term shall be given no
later than twelve months prior to the expiration of the existing term. The CITY shall
either accept or deny the extension within thirty (30) days of E-Arts written notice.
ARTICLE II
FEES
2.1 In recognition of E-Arts' initial contribution of eighty-three thousand dollars
($83,000) toward the construction of the Space, and in recognition of the successful efforts
by E-Arts to create and present artistic programs attracting thousands of visitors to the
Space during the past ten (10) years, the CITY shall not require E-Arts to pay fees for the
right to manage the Space.
ARTICLE Ill
FACILITY AND STORAGE SPACE
3.1 Facility Equipment. An initial complement of equipment (Attachment
Exhibit BJ for the Space has been provided by the CITY and shall be made available to E-
Arts. An inventory of the Hampden Hall equipment and furnishings shall be conducted
jointly by the City and E-Arts. The condition of the equipment and furnishings provided by
the City shall be on a "where is, as is" basis.. The equipment available is to include
production equipment, such as lighting fixtures, sound equipment, video projector, drop-
down screen and audience related items, such as chairs and tables. Any additional
equipment required beyond the standard compliment of equipment for particular events
shall be provided by E-Arts, subject to approval by the ClTY. The CITY shall grant favorable
consideration to E-Arts for the installation of additional equipment, but it shall not be the
responsibility of the ClTY to pay for the equipment or its continued maintenance not
included in Attachment A. The parties shall annually assess the compliment of equipment
and determine if replacement or upgrades are required; funding of such equipment shall be
determined by negotiation between the parties. Replacement or addition by the City of
equipment or furnishings is subject to appropriation.
3.1.2 Storage Space. Subject to availability, the CITY shall make space available to E-
Arts for the purpose of temporary storage. Only those spaces specifically designated by the
CITY for use by E-Arts may be used on an on-going basis.
3.1.3 Space Scheduling. E-Arts shall create and maintain a Master Schedule for annual
usage of the Space. The Master Schedule shall be developed on a timely basis in order to
accommodate the annual event schedule of E-Arts, the CITY, MOA and other users. The up-
to-date Master Schedule must be available to the City at all times in an electronic or print
format.
3.1.4. Maintenance. The CITY, at its own expense, shall provide routine (non-event
related) maintenance and cleaning of the facility, per current CITY standards for the Civic
Page 151 of 203
Center. The repair of faulty electrical wiring, not the result of misuse by E-Arts, shall be
included in routine maintenance. Also included in routine maintenance shall be the
replacement of burned out light bulbs, with the exception of theatrical lighting. The CITY
shall, subject to appropriation, make repairs to the standard equipment, when deemed
necessary, In a timely manner, so as to avoid harm to E-Arts events.
3.1.5. Staffing. Each party to this Agreement shall have the sole responsibility for
providing staffing for its uses of the Space, including all pre - and post-event chair
placement, equipment adjustments, ticketing, event attendants, sound and lighting
technicians and post event cleaning, including the public restrooms and rotunda. E-Arts
may request assistance from City staff, but shall reimburse the City for any staffing costs so
incurred.
3.2 Rental Uses and Fees. E-Arts shall be responsible for scheduling all rental uses of
the Space and shall retain 100 per cent (100%) of the rental fees. Rental rates shall be
established by E-Arts. The City nor MOA shall not be charged rental fees for its use of the
Space, nor shall the City or MOA receive rental fees for any of its uses of the Space. All
rental inquiries received by the CITY or MOA shall be directed to E-Arts.
3.2.1 Use Commitment E-Arts shall commit to produce a minimum of thirty (30) uses
each year. E-Arts shall make Its best efforts to promote the use of the Space to other
performing groups, arts organizations, businesses, organizations and individuals.
3.2.2 Rental Applications. E-Arts shall use the existing or any revised rental application
(approved by the CITY) for all uses scheduled by E-Arts and shall provide copies of the
completed applications to the CITY.
3.2.3 Food and Beverage Service. Subject to the availability of food and beverage service
facilities in the Space, E-Arts shall be granted permission to serve food and beverages to its
patrons during its events. E-Arts shall be responsible for obtaining any required health
department permits and City and State sales tax licenses required for the sale of food and
beverages. Addition of any temporary or permanent food and beverage service facilities
shall be subject to the advance approval by the City.
3.2.4 Equipment Use. E-Arts shall engage experienced, skilled sound and/or lighting
persons to operate the CITY-owned equipment in the Space.
3.2.S Non-competitive Use. E-Arts agrees that its uses of the Space will not directly
compete with programs offered by the City or the Museum of Outdoor Arts.
3.2.6 Civic Center Entrances. The CITY agrees to keep all Civic Center public entrance
doors open during the times of E-Arts uses of the Space. E-Arts shall be responsible for
notifying the City of event dates and times, or any cancellations or changes in event dates
and times, at least 48 hours in advance of any event
Page 152 of 203
ARTICLE IV
SCHEDULING PRIORITY
4.1 City Priority. As lessee of the Space, the CITY has first priority for scheduling dates
for the use of the Space for City or City sponsored functions
4.2 E-Arts Priority. The second priority for scheduling will be programs that are
offered and/or presented by E-Arts or jointly by the CITY and E-Arts.
4.3 MOA Priority. MOA agrees to having third priority for the scheduling of it
events in the Space and shall provide E-Arts with copies of the Use Applications for
inclusion in the Master Schedule.
4.4 Requests for Event Date. The CITY may request a date for use of the Space based
on an anticipated event, but for which an "Event Use Application" has not yet been
completed. This shall be designated an "Event Hold." If E-Arts requests the same date and
is prepared to enter into a formal "Event Use Application," the CITY must, within 48 hours,
submit an "Event Use Applicationn or lose its priority for that date. E-Arts and the CITY
shall mutually resolve disputes over dates.
ARTICLEV
SIGNAGE, PROMOTION AND NAMING RIGHTS
5.1 Signage. The CITY has provided appropriate signage on the south outside wall
of the Civic Center and in various locations within the Civic Center to direct patrons to the
Space.
5.2 Promotion. E-Arts will be responsible for providing, on a timely basis, information
about its events for appropriate placement within the Civic Center and the City Center
Englewood. In addition, as appropriate, the CITY may, subject to time and availability
include E-Arts performance information on the City's website and Citizen Newsletter.
5.3 Naming Rights. The CITY and E-Arts may enter into discussions regarding
potential revenue generation to fund capital and/or operating expenses of the Space in
exchange for naming rights. Such discussions shall include consideration of the
appropriateness, the level of contribution to be so honored and what portion of the Space
should be defined as a naming opportunity. Final approval for naming rights shall remain
solely with the City of Englewood.
ARTICLE VI
INSURANCE AND INDEMNITY
6.1 E-Arts Liability Insurance.
6.1.1 Public Liability. E-Arts shall, during the term of this Agreement. keep in full force
and affect a policy of commercial general public liability insurance with personal injury and
property damage limits in an amount of not less than $1,000,000 per occurrence and
$2,000,000 aggregate. The policy shall name the CITY and the Englewood Environmental
Page 153 of 203
..
Foundation (EEFJ as additional insured and shall contain a clause that the insurer will not
cancel or change the insurance without first giving the CITY ten (10) days prior written
notice. The insurance shall be with a company qualified to do business in Colorado, and a
copy of the policy or evidence of insurance, in a form approved by the CITY, shall be
delivered to the CITY within thirty (30) days of the execution of this Agreement
6.1.2 Worker's Compensation. To the extent required by law, E-Arts shall procure and
maintain worker's compensation coverage for its employees.
6.2 E•Arts Property Insurance, E-Arts agrees that it shall keep its furniture,
fixtures, merchandise, equipment and all items it is obliged to maintain and repair under
this agreement insured against loss or damage by fire and all risk endorsements. It is
understood and agreed that E-Arts assumes alJ risk of damage to its own property arising
from any cause whatsoever, including, but without limitation, loss by theft or otherwise.
6.3 8-Arts Indemnity. E-Arts shall indemnify and hold harmless the CITY and the
Englewood Environmental Foundation harmless from and against any and all losses, claims
and damages arising from E -Arts' use of the Space, or the conduct of its business or from
any act or omission or activity, work or thing done, permitted or suffered by E-Arts in the
Space, and sha)) further indemnify and hold the CITY harmless from and against any and all
claims arising from any breach or default in the performance of any obligation of E-Arts to
be performed under the terms of this Agreement, or arising from any act or negligence of E-
Arts or any of its agents, contractors or employees, and from and against all costs,
attorneys' fees, expenses and liabilities incurred in connection therewith. The CITY shall
not be liable for injury or damage, which may be sustained by the person, goods, wares,
merchandise or property of E -Arts, its employees, invitees or customers, or any other
person in the Space however caused.
6.4 E-Art Third Party Use. E-Arts shall be responsible for all third party use of the
Space and shall require certifications of insurance from those third party users naming the
CITY and EEF as additional insureds.
ARTICLE VII
DEFAULT
7.1 Default by E-Art. Subject to the E-Arts' notice and cure rights set forth below, the
CITY may terminate this Agreement upon default by E-Arts under this Agreement Notice
of default determination, which shall state the designated date of the default, shall be in
writing, delivered by certified U. S. Mail, Return Receipt Requested, at least thirty (30) days
prior to the designated date for default determination of this Agreement. E-Arts shall have
ten (10) business days from receipt of a default determination notice to correct or
commence such correction if such correction cannot be reasonably corrected within such
ten (10) days. If so corrected, or commenced and corrected, within a reasonable time then
this Agreement shall not terminate. Upon termination for default, E-Arts shaJI reimburse
any and all charges due to the CITY for which it is entitled under this Agreement
7.2 Annual Performance Review. The City shall, on an annual basis following the
completion of the E-Arts season (on or about July 1) evaluate and assess the E-Art's
Page 154 of 203
..
compliance with all contract terms and performance standards. Any deficiencies noted
shall be subject to the default provision in 7.1.
7.3 Termination, In the event that the building in which the Space is located is sold
or vacated prior to the termination of this Agreement, or any subsequent renewal period,
the parties hereby acknowledge that this Agreement and the parties' duties under this
Agreement shall terminate.
7.4 Notification of Termination. In the event that Hampden Hall is sold or the City
requires E-Arts to vacate the premises prior to the termination of this agreement, or any
subsequent renewal, the City shall provide E-Arts with written notice at least 360 days
prior to the required vacation.
ARTICLE VII
MISCELLANEOUS
8.1 Time of Essence. Time is of the essence.
8.2 Assignment. E-Arts shall not assign this agreement or any interest herein, without
the prior written consent of the CITY, in its sole and subjective discretion.
8.3 Severability. The validity of a provision of this Agreement, as determined by a court
of competent jurisdiction, shall in no way affect the validity of any other provision hereof.
8.4 Entire Agreement. This Agreement, along With any exhibits or attachments hereto,
constitutes the entire agreement between the parties relative to the Space and
Programming, and there are no oral agreements or representations between the parties
with respect to the subject matter thereof. This Agreement supersedes and cancels all
prior agreements and understandings with respect to the subject matter thereof. The
Agreement may be modified only in writing, signed by the parties in interest at the time of
modification.
8.5 Third- Party Beneficiary. Nothing herein shall be construed as giving rise to any
rights or benefits to any third party. E-Arts and the CITY expressly disclaim any intent to
create any third-party beneficiary status or rights in any person or entity not a party to this
Agreement
8.6 Binding Effect: Choice of Law. Subject to any provision hereof restricting
assigning by E-Arts, this Agreement shal) bind the parties, their successors and assigns.
The laws of the State of Colorado shall govern this Agreement.
8.7 Authority, Each individual signing this Agreement on behalf of the respective
parties represents and warrants that he/she is duly authorized to sign and deliver this
Agreement on behalf of such party and that this Agreement is binding upon each party in
accordance with its terms.
Page 155 of 203
8.8 Notices. All notices, coordination, and other communication required or
permitted by this Agreement shall be made to the following persons:
CITY OF ENGLEWOOD
City Manager
City of Englewood
1000 Englewood Parkway
Eng]ewood, CO 80110
Englewood Cultural Arts Center
Executlve Director
1000 Englewood Parkway
Englewood, CO 80110
Museum of Outdoor Arts
Executive Director
1000 Englewood Parkway
Englewood, CO 80110
8.9 Nondiscrimination. E•Arts shall make its services and programs available to all
persons, regardless of race, color, age, creed, national origin, sex, or disability. IN WITNESS
WHEREOF, the parties hereto have affixed their signatures to the Agreement the day and
year first above written.
ENGLEWOOD CULTURAL ARTS CENTER ASSOCIATION
By: ,
Its: &K ec.vf,ve Oicet!f,;,..-
MUSEUM OF OUTDOOR ARTS
By: -_y;.
Its:
Page 156 of 203
Page 157 of 203
Contract Number
City Contact Information:
Staff Contact Person Phone
Title Email
Summary of Terms:
Original Contract Amount Start Date 1/1/2022
Amendment Amount End Date 12/31/2022
Amended Contract Amount Total Term in Years 1.00
Vendor Contact Information:
Name Contact
Address Phone
Email
Englewood CO
City State Zip Code
Contract Type:
Please select from the drop down list
Description of Contract Work/Services
Procurement Justification of Contract Work/Services
CONTRACT APPROVAL SUMMARY
Eric Bertoluzzi
1000 Englewood Parkway
Lease
$ -
$ -
$ -
(303)-762-2317Tim Dodd
tdodd@englewoodco.govDeputy City Manager
Renewal options available Contract expires on December 31, 2023
The City seeks to amend its existing agreement with Englewood Arts, a local nonprofit. The amendment will provide Englewood Arts with the use of
additional space on the second floor of the Englewood Civic Center. The City will incur the cost to modify the space in the amount of approximately $20,000.
The city has agreed to modify the space on the second floor of the Englewood Civic Center for Englewood Arts use at a cost of approximately $20,000. Staff
recommends using funds set aside in the Captial Projects Fund Facilities and Operations Project 31 1005-001.
80110
Payment or Revenue terms
(please describe terms or
attached schedule if based on
deliverables)
(303)-762-2317
ebertoluzzi@hotmail.com
The City will provide Englewood Arts with the use of space on the second floor of the Englewood Civic Center, amending the existing
contract which allows for the use of Hampden Hall. In return, Englewood Arts will offer arts-related programming for the City
community.
Page 158 of 203
CONTRACT APPROVAL SUMMARY
Source of Funds:
Revenue CAPITAL ONLY A B C 1=A-B-C
Capital Tyler New World Spent To Contract Budget
Operating Year Project # / Task #Fund Division Account Line Item Description Contract Title Budget Date Amount Remaining
C -$ -$ -$ -$
C 2023 31 1005-001 Englewood Arts 1,750,902$ 134,635$ 20,000$ 1,596,267$
O -$ -$ -$ -$
O -$ -$ -$ -$
O -$ -$ -$ -$
Total Current Year 1,750,902$ 134,635$ 20,000$ 1,596,267$
C -$ -$ -$ -$
C -$ -$ -$ -$
O -$ -$ -$ -$
O -$ -$ -$ -$
O -$ -$ -$ -$
Total - Year Two -$ -$ -$ -$
GRAND TOTAL 1,750,902$ 134,635$ 20,000$ 1,596,267$
Process for Choosing Contractor:
Solicitation Name and Number
Attachment (For Capital Items Only / Expense Line Item Detail is Located in OpenGov):
All Other Attachments:
NOTES/COMMENTS (if needed):
For Operating Line Item Detail, please review information provided in Tyler New World
For Capital Items, please review Prior Month's Project Status and Fund Balance Report
General Ledger Account
String
Solicitation:Evaluation Summary/Bid Tabulation Attached
Proposal/Bid Attached
Prior Month-End Project Status and Fund Balance Report
Evaluation Summary/Bid Tabulation AttachedEvaluation Summary/Bid Tabulation AttachedEvaluation Summary/Bid Tabulation AttachedContract
Copy of Original Contract if this is an Amendment
Copies of Related Contracts/Conveyances/Documents
Addendum(s)
Exhibit(s)
Certificate of Insurance
Page 159 of 203
Contract Amendment with
Englewood Arts-Partial Use of
the Second Floor of the Civic
Center
Page 160 of 203
Englewood Arts
•Founded in 2002
•Community resource dedicated to
enriching the lives of children and
adults through art education,
performance, and partnership
•Holds a music performance series
presenting top artists and performers
including musicians from the Colorado
Symphony Orchestra and dance
Page 161 of 203
Agreement Terms
The City agrees to:
•Provide use of a portion of the former MOA space to Englewood
Arts. All of these areas will be for the exclusive use of E-Arts, with
the exception of a meeting space (“Room A”) and a conference
room, with the City retaining use of Room A before 3:30PM on
weekdays and of the conference room before 5:00PM on weekdays
•Provide routine (non-event related maintenance and cleaning of the
space
•Make improvements to Room A, which may include paint, flooring,
cabinetry, and plumbing; and
•Install a door that allow for visibility into the White Box Room
within 90 days of the execution of the contract amendmentPage 162 of 203
Agreement Terms
E-Arts will:
•Utilize the space to promote the arts in Englewood;
•Maintain a Master Schedule for the annual use of the space; and
•Schedule all rental uses of the space. Page 163 of 203
Page 164 of 203
Questions?Page 165 of 203
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Shawn Lewis, Tim Dodd
DEPARTMENT: City Manager's Office
DATE: July 24, 2023
SUBJECT:
Approval of contract with Historic Englewood for use of a portion
of the Englewood Civic Center
DESCRIPTION:
Approval of contract with Historic Englewood for use of a portion of the Englewood Civic Center
RECOMMENDATION:
Staff recommends that Council consider approval of a contract between the City of Englewood
("the City") and Historic Englewood for a use of a portion of the Englewood Civic Center ("Civic
Center").
SUMMARY:
In partnership with the Englewood Environmental Foundation and the Museum of Outdoor Arts
(MOA), the City developed a cultural arts space on the second floor of the Englewood Civic
Center. As MOA no longer needed an indoor location, the City wanted to continue to utilize a
portion of this space for nonprofit organizations. Staff is proposing that Council enter into
agreements with Historic Englewood and Englewood Arts to continue to utilize this space for
cultural programs and installations. Historic Englewood proposes to keep its collection in the
space and have it open to the public at least one day per week and to also run programming
open to the public, which may occur in the Civic Center. Under the terms of the agreement,
Historic Englewood will utilize a portion of the open gallery space, as well as a large storage
area for collections.
ANALYSIS:
Commitments of the City
Under the terms of the agreement, the City will allow Historic Englewood the:
• non-exclusive right to utilize the space located on the second floor of the Civic Center
with an initial term running through December, 2023
• A grant not to exceed $50,000 for improvements to the space; indoor and outdoor
signage; grant writing; consulting; archiving; presentation equipment and displays; web
development; and other start-up costs; and
• Routine maintenance of the space; and
• Access to the Civic Center during times of Historic Englewood use of the space
Commitments of Historic Englewood
Under the terms of the agreement, Historic Englewood will:
Page 166 of 203
• Open the space to the public one day per week;
• Produce a minimum of four historic lectures or other programs for the residents of
Englewood, which may be held outside of the space; and
• Notify the City of event dates and times.
Updates based on Study Session
Changes made after the Study Session discussion include:
• Changing the date on the contract;
• Added information relative to securing doors;
• Added information relative to Historic Englewood being able to utilize the conference
room; and
• Detailing the definition of "The Space."
COUNCIL ACTION REQUESTED:
Staff recommends that Council consider approval of a contract between the City of Englewood
("the City") and Historic Englewood for a use of a portion of the Englewood Civic Center ("Civic
Center").
FINANCIAL IMPLICATIONS:
The City will provide the contractual space to Historic Englewood at no cost and will contribute a
grant not to exceed $50,000 which may be used for:
• Improvements to the space;
• Indoor and outdoor signage;
• Grant writing
• Consulting;
• Archiving;
• Presentation equipment and displays;
• Web development; and
• Other start up costs that facilitate development of the space
Should Council approve this agreement and associated $50,000 startup grant, the funding will
be allocated to the Unassigned Fund Balance in the next scheduled budget amendment.
OUTREACH/COMMUNICATIONS:
Under the terms of the agreement, Historic Englewood agrees to open the space for the public
to interact with their collections for at least one day a week, and to offer at least four events per
year for Englewood residents which may be in the space.
ATTACHMENTS:
Agreement between the City and Historic Englewood
Presentation- Historic Englewood Contract
Contract Approval Summary- Historic Englewood
Page 167 of 203
CIVIC CENTER SECOND FLOOR LEASE TO
ENGLEWOOD HISTORIC PRESERVATION SOCIETY DBA HISTORIC
ENGLEWOOD
THIS USE AGREEMENT (the “Agreement''), made and entered into this day of
, 2023, (the “Effective Date”) by and between the the City of Englewood, a Colorado
Municipal Corporation (hereafter referred to as "City") and the Englewood Historic Preservation
Society, a Colorado not-for-profit corporation, doing business as Historic Englewood (hereafter
referred to as Historic Englewood).
RECITALS
WHEREAS, The City developed on a portion of the second floor of the Englewood Civic Center
building a cultural arts space (hereafter referred to as "the Space") to be used as a museum for the
community; and
WHEREAS, Historic Englewood is an Internal Revenue Code 501 (c) 3 organization engaged in
developing and presenting cultural programs for Englewood and the surrounding communities;
and
WHEREAS, It is the City's desire to maximize the use of the Space, thereby attracting increased
numbers of visitors to Englewood and the Civic Center; and
WHEREAS, The City desires to enter into this Agreement with Historic Englewood and assist
Historic Englewood in the conduct of its activities and operations in the Space and to clarify the
rights and duties granted by the City and accepted by Historic Englewood; and
WHEREAS, The City Council of the City of Englewood has resolved to enter into this Agreement
in accordance with the following terms.
NOW THEREFORE, in consideration of the foregoing recitals and the mutual covenants
and agreements herein, and for other good and valuable consideration, the sufficiency and receipt
of which is hereby acknowledged, the parties do hereby agree as follows:
Page 168 of 203
ARTICLE I
TERM
1.1 Premises. The City does hereby permit the non-exclusive right to Historic Englewood to
use a portion of the Space (“Premises” and “Common Areas” herein) located on the second floor
of the Civic Center as shown on the drawing attached hereto, located at 1000 Englewood Parkway,
Englewood Colorado as shown on Exhibit A attached hereto and incorporated herein.
1.1.2 Term of Use. The Initial Term of Use, which is the subject of this Agreement, shall
commence upon the first day of August 2023, and shall expire on the final day of December 2023.
Following the Initial Term of Use this Agreement will automatically renew for successive twelve
month terms until the termination of the Agreement.
1.1.3 Timing for Use. Historic Englewood agrees to substantially complete the build out of the
space in six months from the execution date of this Agreement and be open to the public for at
least one day per week after six months.
1.2 Utilities. The City shall be responsible, at no cost to Historic Englewood, for the cost of
utilities, such as heating, cooling, and electricity for the Space.
ARTICLE II
FEES & GRANT
2.1 In recognition of Historic Englewood’s work to create a local history museum in the Space,
the City will provide the Space to Historic Englewood at no cost and will contribute a grant not to
exceed $50,000 for improvements to the Premises and Space, indoor and outdoor signage, grant
writing, consulting, archiving, presentation equipment and displays, web development, and other
startup costs that facilitate development of the museum.
ARTICLE III
MAINTENANCE
3.1 Maintenance. The City, at its own expense, shall provide routine (non -event related)
maintenance and cleaning of the Space, per current City standards for the Civic Center. The repair of
faulty electrical wiring, not the result of misuse by Historic Englewood, shall be included in routine
maintenance. Also included in routine maintenance shall be the replacement of burned out light
bulbs. The City shall, subject to appropriation, make repairs to the Premises and Space, when
deemed necessary.
3.1.2 Use Commitment. Following construction of exhibition setup, Historic Englewood shall
commit to open the Premises and Space to the public one day per week and produce a minimum
of four historic lectures or other programs for the residents of Englewood. Historic lectures may
be held at other locations outside of the Space.
Page 169 of 203
3.2 Food and Beverage Service. Subject to the availability of food and beverage service
facilities in the Space, Historic Englewood shall be granted permission to serve food and beverages
to its patrons during its events. Historic Englewood shall be responsible for obtaining any required
health department permits and City and State sales tax licenses required for the sale of food and
beverages. Excluding a refrigerator for museum use, the addition of any temporary or permanent
food and beverage service facilities shall be subject to advance approval by the City.
3.2.1 Beverages Containing Alcohol or Liquor. Subject to the the provisions of section 3.2 of
this Agreement Historic Englewood shall be responsible for obtaining any required City and State
permits and sales tax licenses required for the sale of beverages containing alcohol or liquor.
3.2.1 Civic Center Entrances. The City agrees to keep all Civic Center public entrance doors open
during the regular business hours of the Civic Center and such times of Historic Englewood use of the
Space. Historic Englewood shall be responsible for notifying the City of event dates and times, or
any cancellations or changes in event dates and times, at least 48 hours in advance of any event.
ARTICLE IV
INSURANCE AND INDEMNITY
4.1 Historic Englewood Liability Insurance. Historic Englewood shall, during the Term of this
Agreement, keep in full force and effect a policy of commercial general public liability insurance
with personal injury and property damage limits in an amount of not less than $1,000,000 per
occurrence and $2,000,000 aggregate. The policy shall name the City as additional insured.
4.2 Historic Englewood Property Insurance. Historic Englewood agrees that it shall keep its
furniture, fixtures, artifacts, equipment, and all items it is obliged to maintain and repair under this
Agreement insured against loss or damage by fire and all risk endorsements. It is understood and
agreed that Historic Englewood assumes all risk of damage to its own property arising from any
cause whatsoever, including, but without limitation, loss by theft or otherwise.
4.3 Historic Englewood Indemnity. Historic Englewood shall indemnify and hold harmless
the City harmless from and against any and all losses, claims and damages arising from Historic
Englewood’s use of the Premises and Space, or the conduct of its business or from any act or
omission or activity, work or thing done, permitted or suffered by Historic Englewood in the Space,
and shall further indemnify and hold the City harmless from and against any and all claims arising
from any breach or default in the performance of any obligation of Historic Englewood to be
performed under the terms of this Agreement, or arising from any act or negligence of Historic
Englewood or any of its agents, contractors or employees, and from and against all costs, attorneys'
fees, expenses and liabilities incurred in connection therewith. The City shall not be liable for injury
or damage, which may be sustained by the person, goods, wares, artifacts or property of Historic
Englewood, its employees, invitees or customers.
Page 170 of 203
ARTICLE V
DEFAULT
5.1 Default by Historic Englewood. Subject to the notice and cure rights set forth below, the
City may terminate this Agreement upon default by Historic Englewood under this Agreement
notice of default determination, which shall state the designated date of the default, shall be in
writing, delivered by certified U. S. Mail, Return Receipt Requested, at least thirty (30) days prior
to the designated date for default determination of this Agreement. Historic Englewood shall have
ten (10) business days from receipt of a default determination notice to correct or commence such
correction if such correction cannot be reasonably corrected within such ten (10) days. If so
corrected, or commenced and corrected, within a reasonable time then this Agreement shall not
terminate. Upon termination for default, Historic Englewood shall reimburse any and all charges
due to the City for which it is entitled under this Agreement.
5.3 Termination. The City may, without cause and without penalty, terminate this Agreement
with 60-days prior notice to Historic Englewood of the City’s desire to occupy the Space or vacate
the space as needed to facilitate the redevelopment of the building and associated City Center area.
In the event that the building in which the Space is located is sold or vacated prior to the termination
of this Agreement, or any subsequent renewal period, the parties hereby acknowledge that this
Agreement and the parties' duties under this Agreement shall terminate.
5.4 Notification of Termination. In the event that the Civic Center is redeveloped, or the City
requires Historic Englewood to vacate the Premises prior to the termination of this Agreement, or
any subsequent renewal, the City shall provide Historic Englewood with written notice at least 60
days prior to the required vacating.
ARTICLE VI
MISCELLANEOUS
6.1 Time of Essence. Time is of the essence.
6.2 Assignment. Historic Englewood shall not assign this Agreement or any interest herein,
without the prior written consent of the City, in its sole and subjective discretion.
6.3 Severability. The validity of a provision of this Agreement, as determined by a court of
competent jurisdiction, shall in no way effect the validity of any other provision hereof.
6.4 Entire Agreement. This Agreement, along with any exhibits or attachments hereto,
constitutes the entire agreement between the parties relative to the Space and Programming, and
there are no oral agreements or representations between the parties with respect to the subject
matter thereof. This Agreement supersedes and cancels all prior agreements and understandings
with respect to the subject matter thereof. The Agreement may be modified only in writing, signed
by both parties in interest at the time of modification.
Page 171 of 203
6.5 Third- Party Beneficiary. Nothing herein shall be construed as giving rise to any rights or
benefits to any third party. Historic Englewood and the City expressly disclaim any intent to create
any third-party beneficiary status or rights in any person or entity not a party to this Agreement.
6.6 Binding Effect: Choice of Law. Subject to any provision hereof restricting assigning
by Historic Englewood, this Agreement shall bind the parties, their successors, and assigns. The
laws of the State of Colorado shall govern this Agreement.
6.7 Authority. Each individual signing this Agreement on behalf of the respective parties
represents and warrants that he/she is duly authorized to sign and deliver this Agreement on behalf
of such party and that this Agreement is binding upon each party in accordance with its terms.
6.8 Notices. All notices, coordination, and other communication required or permitted
by this Agreement shall be made to the following persons:
City of Englewood Englewood Historic Preservation Society
City Manager Board of Directors
1000 Englewood Parkway P.O Box 11234
Englewood, CO 80110 Englewood, CO 80151
cmo@englewoodco.gov contact@historicenglewood.org
6.9 Nondiscrimination. Historic Englewood shall make its services and programs available to
all persons, regardless of race, color, age, creed, national origin, sex, or disability; and, through
exhibits and programming, will work to represent and highlight the diversity of cultures that have
shaped Englewood and historic Arapahoe County including Native Americans, Asian immigrants,
Hispanic immigrants to name a few.
6.10 Incorporation by Reference. This Agreement is made under and conformable to the
provisions of Englewood Municipal Code (EMC) § 4-1-3-4, which provides standard contract
provisions for all contractual agreements with the City. Insofar as applicable, the provisions of
EMC § 4-1-3-4 are incorporated by reference.
6.11 The Parties to this Agreement recognize that EEF will dissolve during the term of this
Agreement, and the City of Englewood will acquire ownership of the leased Premises and Space,
the City of Englewood will automatically become the sole lessor and any obligations of EEF
hereunder shall be automatically terminated.
6.12 Rental Records and Event Schedules. Historic Englewood shall create and maintain rental
records and event schedules for each rental or event at the Space. The rental records shall detail
rental rates, purpose of rental, policy regarding rental discounts, and names of in dividuals or
groups renting the Space. The Historic Englewood rental records or event schedules shall be made
available to the Public and the City and shall be provided upon the request of the Public or the
City.
6.13 Security. Historic Englewood shall insure that the doors to the Space are closed and secure
when the Space is not in use and afterhours.
6.14 Conference Room. Historic Englewood will be permitted the use of the conference room
located in the Space two times per month for their board meetings. Historic Englewood’s use of
Page 172 of 203
the conference room shall not conflict with E-Arts or City use of the room and Historic Englewood
will provide at least forty-eight hour notice to E-Arts and the City of their intent to use the
conference room.
IN WITNESS WHEREOF, the parties hereto have affixed their signatures to the Agreement the
day and year above written.
CITY OF ENGLEWOOD
By:
City Manager
HISTORIC ENGLEWOOD
By:
President
Page 173 of 203
Contract with Historic
Englewood-Partial Use of the
Second Floor of the Civic
Center
Page 174 of 203
Historic Englewood
•Formerly known as the Englewood
Historic Preservation Society
•Dedicated to preserving Englewood’s
past
•Maintains collections of various
artifacts and documents related to the
history of Englewood
•Hosts lectures and events to celebrate
the history of Englewood
•Maintains a newsletter to share events
and moments in Englewood history
Page 175 of 203
Agreement Terms
The City will provide:
•A grant not to exceed $50,000 for improvements to the space;
indoor and outdoor signage; grant writing; consulting; archiving;
presentation equipment and displays; web development; and other
start-up costs
•Routine (non-event related) maintenance and cleaning
•Access to the Civic Center during times of Historic Englewood use
of the space
Page 176 of 203
Agreement Terms
Historic Englewood will:
•Open the space to the public one day per week
•Produce a minimum of four historic lectures or other programs for
the residents of Englewood, which may be held outside of the
space
•Notify the City of event dates and times
Page 177 of 203
Page 178 of 203
Questions?Page 179 of 203
Contract Number
City Contact Information:
Staff Contact Person Phone
Title Email
Summary of Terms:
Original Contract Amount Start Date 5/30/2023
Amendment Amount End Date 12/31/2023
Amended Contract Amount Total Term in Years 0.59
Vendor Contact Information:
Name Contact
Address Phone
Email
Englewood CO
City State Zip Code
Contract Type:
Please select from the drop down list
Description of Contract Work/Services
Procurement Justification of Contract Work/Services
Payment or Revenue terms
(please describe terms or
attached schedule if based on
deliverables)
contact@historicenglewood.org
The City will provide Historic Englewood with a grant of up to $50,000 for improvements to the space, indoor and outdoor signage,
grant writing, consulting, archiving, presentation equipment and displays, web development, and other startup costs that facilitate
development of the museum.
The City will be providing Historic Englewood with the use of a portion of the second floor of the Englewood Civic Center, and will also be providing a grant
of up to $50,000 for consulting and renovation fees to ensure that the space is useable per the terms of the contract. Historic Englewood agrees to open its
space to the public at least one day per week and to offer four lectures/programs per year for members of the Englewood community, which may be in the
Staff recommends the use of the General Funds Unassigned Fund Balance.
80151
$ 50,000
$ -
$ 50,000
(303)-762-2317Tim Dodd
tdodd@englewoodco.govDeputy City Manager
Renewal options available
CONTRACT APPROVAL SUMMARY
Historic Englewood
Board of Directors
P.O. Box 11234
Lease
Page 180 of 203
CONTRACT APPROVAL SUMMARY
Source of Funds:
Revenue CAPITAL ONLY A B C 1=A-B-C
Capital Tyler New World Spent To Contract Budget
Operating Year Project # / Task #Fund Division Account Line Item Description Contract Title Budget Date Amount Remaining
C -$ -$ -$ -$
C -$ -$ -$ -$
O 02 26201 Englewood Historic
Preservation Society -$ -$ 50,000$ (50,000)$
O -$ -$ -$ -$
O -$ -$ -$ -$
Total Current Year -$ -$ 50,000$ (50,000)$
C -$ -$ -$ -$
C -$ -$ -$ -$
O -$ -$ -$ -$
O -$ -$ -$ -$
O -$ -$ -$ -$
Total - Year Two -$ -$ -$ -$
GRAND TOTAL -$ -$ 50,000$ (50,000)$
Process for Choosing Contractor:
Solicitation Name and Number
Attachment (For Capital Items Only / Expense Line Item Detail is Located in OpenGov):
All Other Attachments:
General Ledger Account
String
General Fund
Unassigned Fund
Balance
NOTES/COMMENTS (if needed):
For Operating Line Item Detail, please review information provided in Tyler New World
For Capital Items, please review Prior Month's Project Status and Fund Balance Report
Solicitation:Evaluation Summary/Bid Tabulation Attached
Proposal/Bid Attached
Prior Month-End Project Status and Fund Balance Report
Evaluation Summary/Bid Tabulation AttachedEvaluation Summary/Bid Tabulation AttachedEvaluation Summary/Bid Tabulation AttachedContract
Copy of Original Contract if this is an Amendment
Copies of Related Contracts/Conveyances/Documents
Addendum(s)
Exhibit(s)
Certificate of Insurance
Page 181 of 203
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Stephanie Carlile
DEPARTMENT: City Clerk's Office
DATE: July 24, 2023
SUBJECT:
Approval of a contract with Community Resource Services of
Colorado, LLC for election administration.
DESCRIPTION:
Contract for election services for recall special election
RECOMMENDATION:
Staff recommends the City Council approve, by motion, a professional services agreement with
Community Resource Services of Colorado, LLC. in the amount of not to exceed $137,700.00
for election administration and assistance for the Recall Special Election.
PREVIOUS COUNCIL ACTION:
On July 17, 2023 Council approved the supplemental budget to fund the Recall Special Election
and approved first reading to set the date for Special Recall Election on October 3, 2023.
SUMMARY:
The City Charter (Article IV. Recall- Chapter 34) states that if a petition is filed within the time
specified and is proper in all respects, the Council shall set a date for a recall election to be held
not less than sixty days nor more than one hundred twenty days after filling of the recall petition.
The Arapahoe County Clerk and Recorder's Office indicated that, due to the proximity to the
state-wide November election, they would not be able to assist the City with managing this
election. As a result, the City Clerk's Office is requesting funding not to exceed $137,000 to
enter into a contract with a vendor for election services for the October special election.
ANALYSIS:
Election Background
On April 19, 2023 affidavits to recall District 1 Council Member (Mayor) Othoniel Sierra, District
2 Council Member Chelsea Nunnenkamp, and District 3 Council Member Joe Anderson were
filed with the City Clerk. Approved petitions began to circulate on May 7, 2023. The recall
petition for District 2 was timely filed and deemed sufficient on June 15, 2023, the recall petition
for District 1 was timely filed and deemed sufficient on June 23, 2023, and a recall petition for
District 3 Council Member Joe Anderson was timely filed and deemed sufficient, however, it will
be presented to Council on August 7 following the protest period. In accordance with the
Englewood Charter, the recall election can be held between August 7, 2023 and October 6,
2023. Staff has requested a special recall election date for District 1, District 2, and District 3 on
October 3, 2023. The City Clerk's office is already conducting a coordinated municipal election
on November 7 and feel it is best practice to hire a highly specialized consultant in election
administration for this multi-district recall election.
Page 182 of 203
Vendor Background
Community Resource Services of Colorado, LLC (CRS) is highly experienced and their skilled
team’s mission is to provide cost-effective consulting services in the areas of management,
election administration and accounting for local governments. Through the years, CRS has
successfully conducted hundreds of elections for clients across Colorado. CRS can provide
special election services to Englewood for the anticipated recall election. CRS offers cost-
effective customized services, can develop and implement a customized management and
financial plan that is cost-effective in achieving your goals and objectives. They are a one-stop
source for management accounting, financial consulting, elections, billing services, project
management, and field supervision. They can provide 24-hour, 7 days a week emergency
response and have over 200 years of combined experience in the industry.
CRS will acquire firm quotes from suppliers for printing and mailing of the required ballot
packets, keeping in mind the most cost-effective option for Englewood while meeting all
statutory compliance requirements. CRS will not mark up the hard costs of the election.
Englewood will pay the vendors directly. CRS does have an automated system to scan ballots
into the poll book.
The hours spent to conduct an election can vary depending on community involvement and
interest and the need for community/coordination meetings. CRS bills on a time and materials
basis. Englewood will only be billed for actual time spent. Englewood will be responsible to pay
all hard costs directly to the vendors for printing and mailing of ballots and programming
charges incurred with the poll book and counting machines.
COUNCIL ACTION REQUESTED:
Staff recommends City Council approve, by motion, a professional services agreement with
Community Resource Services of Colorado, LLC. in the amount of not to exceed $137,700.00
for Election administration and assistance for the Recall Special Election.
FINANCIAL IMPLICATIONS:
The recall election will be funded utilizing an appropriation approved by Council as 2023
Supplemental Budget #3 on Monday, July 17th in the amount of $138,000.
ATTACHMENTS:
Contract approval summary
PSA-23-116
Page 183 of 203
Contract Number
City Contact Information:
Staff Contact Person 303-762-2405
Title Email
Summary of Terms:
Original Contract Amount Start Date 7/24/2023
Amendment Amount End Date 12/31/2022
Amended Contract Amount Total Term in Years -0.56
Vendor Contact Information:
Name Contact
Address Phone
Email
Greenwood
Village
CO
City State Zip Code
Contract Type:
Please select from the drop down list
Description of Contract Work/Services
Procurement Justification of Contract Work/Services
Source of Funds:
Revenue CAPITAL ONLY A B C 1=A-B-C
Capital Tyler New World Spent To Contract Budget
Operating Year Project # / Task #Fund Division Account Line Item Description Contract Title Budget Date Amount Remaining
C - $ - $ - $ - $
C - $ - $ - $ - $
O 2023 02 0602 54102 138,000 $ - $ 137,700 $ 300 $
O - $ - $ - $ - $
O - $ - $ - $ - $
Total Current Year 138,000 $ - $ 137,700 $ 300 $
C - $ - $ - $ - $
C - $ - $ - $ - $
O - $ - $ - $ - $
O - $ - $ - $ - $
O - $ - $ - $ - $
Total - Year Two - $ - $ - $ - $
GRAND TOTAL 138,000 $ - $ 137,700 $ 300 $
NOTES/COMMENTS (if needed): Budget Supplemental for this Special Election was approved by Council on July 17, 2023
For Operating Line Item Detail, please review information provided in Tyler New World
For Capital Items, please review Prior Month's Project Status and Fund Balance Report
Election
80111
PSA-Professional Services Agreement
Election Administration for Recall Special Election on October 3, 2023
Highly experienced, skilled and cost effective consulting services for election administration. CRS has successfully conducted hundreds of election in Colorado and are availa
General Ledger Account
String
Community Resouce Services of Colorado, LLC Sue Blair
7995 E Prentice Ave Suite 103E 303-381-4960
$ 137,700
$ -
$ 137,700
Renewal options available
Payment or Revenue terms
(please describe terms or
attached schedule if based on
deliverables)Pay with final invoice after Election Administration
CONTRACT APPROVAL SUMMARY
PSA-23-116
Stephanie Carlile
City Clerk scarlile@englewoodco.gov
Page 184 of 203
Eiigilewood
VROCUREMENT oivisiou
PROFESSIONAL SERVICES AGREEMENT
Contract Number PSA-23-116
ELECTIONADMINISTRATION &ASSISTANCE -RECALL SPECIAL ELECTION
Not to exceed $137,700.00
This Professional Services Agreement (the “Agreement")is made as of this
(the "Effective Date")by and between Community Resource Services of Colorado,LLC.a Colorado
corporation (“Consultant”),and The City of Englewood,Colorado.a municipal corporation organized
under the laws of the State of Colorado (“City").
City desires that Consultant.from time to time provide certain consulting services,systems
integration services.data conversion services,training services,and/or related services as described
herein,and Consultant desires to perform such services on behalf of City on the terms and conditions
set forth herein.
in consideration of the foregoing and the terms hereinafter set forth and other good and valuable
consideration,the receipt and sufficiency of which are hereby acknowledged.the parties hereto.
intending to be legally bound,agree as follows.
1.Defin ons.The terms set forth below
shall be de?ned as follows.
(a)‘Intellectual Property Rights"
shall mean any and all (by whatever name or
term known or designated)tangible and
intangible and now known or hereafter existing
(1)rights associate with works of authorship
throughout the universe,including but not
limited to copyrights,moral rights,and mask-
works,(2)trademark and trade name rights
and similar rights,(3)trade secret rights.(4)
patents,designs,algorithms and other
industrial property rights,(5)all other
intellectual and industrial property rights (of
every kind and nature throughout the universe
and however designated)(including logos,
“renta|"rights and rights to remuneration),
whether arising by operation of law,contract.
license,or otherwise,and (6)all registrations,
initial applications,renewals,extensions.
continuations,divisions or reissues hereof now
or hereafter in force (including any rights in any
of the foregoing).
(b)"Work Product”shall mean all
patents,patent applications,inventions,
designs,mask works,processes,
methodologies,copyrights and copyrightable
works.trade secrets including con?dential
information.data.designs,manuals,training
materials and documentation.formulas,
knowledge of manufacturing processes,
methods,prices,financial and accounting data,
products and product specifications and all
other intellectual Property Rights created,
developed or prepared,documented andlor
delivered by Consultant,pursuant to the
provision of the services.
(c)"Contract"shall mean this
instrument.Attachment A the Outline of me
Statement of Work,Attachment B Consultant's
Proposal,Attachment C Certificate of
Insurance and any instmments,drawings and
documents which are attached or incorporated
by reference.The Consultant.by executing
this Contract,agrees to comply with all such
terms and conditions and attachments.in
addition,any exhibits provided by the
Consultant,shall be incorporated and made a
part of this Contract.
2.Statements of Work.During the term
hereof and subject to the terms and conditions
contained herein,Consultant agrees to
woo Fnglswood Parkway,Engiewood.Colorado 80110-7373
(303)762-2300 wwweng-ewooitgov org
FSA #23-I16
Page 185 of 203
provide,on an as requested basis,the
consulting services,systems integration
services,data conversion services,training
services,and related services (the “Services”)
as further described in Attachment A (the
“Outline of Statement of Work")for City,and in
such additional Statements of Work as may be
executed by each of the parties hereto from
time to time pursuant to this Agreement.Each
Statement of Work shall specify the scope of
work,specifications,basis of compensation
and payment schedule,estimated length of
time required to complete each Statement of
Work,including the estimated startlfinish
dates,and other relevant information and shall
incorporate all terms and conditions contained
in this Agreement
3.Performance of Services.
(a)Performance.Consultant shall
perform the Services necessary to complete all
projects outlined in a Statement of Work in a
timely and professional manner consistent with
the specifications,if any,set forth in the
Statement of Work,and in accordance with
industry standards.Consultant agrees to
exercise the highest degree of professionalism,
and to utilize its expertise and creative talents
in completing the projects outlined in a
Statement of Work.
(b)Delays.Consultant agrees to
notify City promptly of any factor,occurrence,
or event coming to its attention that may affect
Consultant's ability to meet the requirements of
the Agreement,or that is likely to occasion any
material delay in completion of the projects
contemplated by this Agreement or any
Statement of Work.Such notice shall be given
in the event of any loss or reassignment of key
employees,threat of strike,or major equipment
failure.Time is expressly made of the essence
with respect to each and every term and
provision of this Agreement.
(c)Discrepancies.if anything
necessary for the clear understanding of the
Services has been omitted from the Agreement
specifications or it appears that various
instructions are in conflict,Consultant shall
secure written instructions from City’s project
director before proceeding with the
performance of the Services affected by such
omissions or discrepancies.
4.Invoices and Payment.Unless
othenrvise provided in a Statement of Work,
City shall pay the amounts agreed to in a
Statement of Work within thirty (30)days
following the acceptance by City of the work
called for in a Statement of Work by City.
Acceptance procedures shall be outlined in the
Statement of Work.if City disputes all or any
portion of an invoice for charges,then City
shall pay the undisputed portion of the invoice
by the due date and shall provide the following
notification with respect to the disputed portion
of the invoice.City shall notify Consultant as
soon as possible of the specific amount
disputed and shall provide reasonable detail as
to the basis for the dispute.The parties shall
then attempt to resolve the disputed portion of
such invoice as soon as possible.Upon
resolution of the disputed portion,City shall
pay to Consultant the resolved amount.
1000 Englewood Parkway,Englewood,Colorado 80110-2373
(303)762-2300 www.englewoodgov.org
PSA#23-116
ix)
Page 186 of 203
5.Taxes.City is not subject to
taxation.No federal or other taxes (excise,
luxury,transportation,sales,etc.)shall be
included in quoted prices.City shall not be
obligated to pay or reimburse Consultant for
any taxes attributable to the sale of any
Services which are imposed on or measured
by net or gross income,capital,net worth,
franchise,privilege,any other taxes,or
assessments,nor any of the foregoing
imposed on or payable by Consultant.Upon
written notification by City and subsequent
verification by Consultant,Consultant shall
reimburse or credit,as applicable,City in a
timely manner,for any and all taxes
erroneously paid by City.City shall provide
Consultant with,and Consultant shall accept in
good faith,resale,direct pay,or other
exemption certificates,as applicable.
6.Out of Pocket Expenses.Consultant
shall be reimbursed only for expenses which
are expressly provided for in a Statement of
Work or which have been approved in advance
in writing by City,provided Consultant has
furnished such documentation for authorized
expenses as City may reasonably request.
7.Audits.Consultant shall provide such
employees and independent auditors and
inspectors as City may designate with
reasonable access to all sites from which
Services are performed for the purposes of
performing audits or inspections of
Consultant's operations and compliance with
this Agreement.Consultant shall provide such
auditors and inspectors any reasonable
assistance that they may require.Such audits
shall be conducted in such a way so that the
Services or services to any other customer of
Consultant are not impacted adversely.
8.Term and Termination.The term of
this Agreement shall commence on the date
when both parties have signed the Agreement,
and shall continue for one year,unless this
Agreement is terminated as provided in this
Section 8.At the end of the initial one-year
period,if the parties desire to extend this
Agreement beyond the one-year period,written
notice shall be given to the other party no later
than thirty (30)days prior to the end of the one-
year period.If the parties agree to the request
for renewal,the parties shall then enter into a
renewal extending this Agreement including a
new Statement of Work,if necessary.The
parties understand and acknowledge that any
renewal of this Agreement may be subject to
the approval of the Englewood City Council
pursuant to the City's Purchasing Policies.The
parties also understand and acknowledge that
the extension of this contract beyond the initial
one-year period is contingent upon the City
appropriating adequate funds for each fiscal
year.
(a)Convenience.City may,without
cause and without penalty,terminate the
provision of Services under any or all
Statements of Work upon thirty (30)days prior
written notice.Upon such termination,City
shall,upon receipt of an invoice from
Consultant,pay Consultant for Services
actually rendered prior to the effective date of
such termination.Charges will be based on
time expended for all incomplete tasks as
listed in the applicable Statement of Work,and
all completed tasks will be charged as
indicated in the applicable Statement of Work.
(b)No Outstanding Statements of
Work.Either party may terminate this
Agreement by providing the other party with at
least thirty (30)days prior written notice of
termination if there are no outstanding
Statements of Work.
(c)Material Breach.If either party
materially defaults in the performance of any
term of a Statement of Work or this Agreement
with respect to a speci?c Statement of Work
(other than by nonpayment)and does not
substantially cure such default within thirty (30)
days after receiving written notice of such
default,then the non—defaulting party may
terminate this Agreement or any or all
outstanding Statements of Work by providing
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ten (10)days prior written notice of termination
to the defaulting party.
(d)Bankruptcy or insolvency.Either
party may terminate this Agreement effective
upon written notice stating its intention to
terminate in the event the other party:(1)
makes a general assignment of all or
substantially all of its assets for the benefit of
its creditors;(2)applies for,consents to,or
acquiesces in the appointment of a receiver,
trustee,custodian,or liquidator for its business
or all or substantially all of its assets;(3)files,
or consents to or acquiesces in,a petition
seeking relief or reorganization under any
bankruptcy or insolvency laws;or (4)files a
petition seeking relief or reorganization under
any bankruptcy or insolvency laws is filed
against that other party and is not dismissed
within sixty (60)days after it was filed.
(e)TABOR.The parties understand
and acknowledge that each party is subject to
Article X,§20 of the Colorado Constitution
("TABOR").The parties do not intend to
violate the terms and requirements of TABOR
by the execution of this Agreement.It is
understood and agreed that this Agreement
does not create a mu|ti—fiscal year direct or
indirect debt or obligation within the meaning of
TABOR and,notwithstanding anything in this
Agreement to the contrary,all payment
obligations of City are expressly dependent
and conditioned upon the continuing
availability of funds beyond the term of City's
current fiscal period ending upon the next
succeeding December 31.Financial
obligations of City payable after the current
?scal year are contingent upon funds for that
purpose being appropriated,budgeted,and
otherwise made available in accordance with
the rules,regulations,and resolutions of City
and applicable law.Upon the failure to
appropriate such funds,this Agreement shall
be deemed terminated.
(f)Return of Property.Upon
termination of this Agreement,both parties
agree to return to the other all property
(including any Confidential Information,as
de?ned in Section 11)of the other party that it
may have in its possession or control.
9.City Obligations.City will provide
timely access to City personnel,systems and
information required for Consultant to perform
its obligations hereunder.City shall provide to
Consu|tant’s employees performing its
obligations hereunder at City's premises,
without charge,a reasonable work
environment in compliance with all applicable
laws and regulations,including office space,
furniture,telephone service,and reproduction,
computer,facsimile,secretarial and other
necessary equipment,supplies,and services.
With respect to all third—party hardware or
software operated by or on behalf of City,City
shall,at no expense to Consultant,obtain all
consents,licenses and sublicenses necessary
for Consultant to perform under the Statements
of Work and shall pay any fees or other costs
associated with obtaining such consents,
licenses and sublicenses.
10.Staff.Consultant is an independent
consultant and neither Consultant nor
Consultant's staff is,or shall be deemed to be
employed by City.City is hereby contracting
with Consultant for the Services described in a
Statement of Work and Consultant reserves
the right to determine the method,manner and
means by which the Services will be
performed.The Services shall be performed by
Consultant or Consultant's staff,and City shall
not be required to hire,supervise or pay any
assistants to help Consultant perform the
Services under this Agreement.Except to the
extent that Consultant's work must be
performed on or with City's computers or City's
existing software,all materials used in
providing the Services shall be provided by
Consultant.
11.Confidential Information.
(a)Obligations.Each party hereto
may receive from the other party information
which relates to the other party's business,
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research,development,trade secrets or
business affairs (“Confidential Information”).
Subject to the provisions and exceptions set
forth in the Colorado Open Records Act,CRS
Section 24-72-201 et seq.,each party shall
protect all Confidential Information of the other
party with the same degree of care as it uses
to avoid unauthorized use,disclosure,
publication or dissemination of its own
confidential information of a similar nature,but
in no event less than a reasonable degree of
care.Without limiting the generality of the
foregoing,each party hereto agrees not to
disclose or permit any other person or entity
access to the other party’s Confidential
Information except such disclosure or access
shall be permitted to an employee,agent,
representative or independent consultant of
such party requiring access to the same in
order to perform his or her employment or
services.Each party shall insure that their
employees,agents,representatives,and
independent consultants are advised of the
confidential nature of the Confidential
Information and are precluded from taking any
action prohibited under this Section 11.
Further,each party agrees not to alter or
remove any identification,copyright or other
proprietary rights notice which indicates the
ownership of any part of such Confidential
Information by the other party.A party hereto
shall undertake to immediately notify the other
party in writing of all circumstances
surrounding any possession,use or knowledge
of Confidential Information at any location or by
any person or entity other than those
authorized by this Agreement.
Notwithstanding the foregoing,nothing in this
Agreement shall restrict either party with
respect to information or data identical or
similar to that contained in the Confidential
Information of the other party but which (1)that
party rightfully possessed before it received
such information from the other as evidenced
by written documentation;(2)subsequently
becomes publicly available through no fault of
that party;(3)is subsequently furnished
rightfully to that party by a third party without
restrictions on use or disclosure;or (4)is
required to be disclosed by law,provided that
the disclosing party will exercise reasonable
efforts to notify the other party prior to
disclosure.
(b)Know-How.For the avoidance of
doubt neither City nor Consultant shall be
prevented from making use of know-how and
principles learned or experience gained of a
non-proprietary and non-confidential nature.
(c)Remedies.Each of the parties
hereto agree that if,their officers,employees
or anyone obtaining access to the Confidential
Information of the other party by,through or
under them,breaches any provision of this
Section 11,the non-breaching party shall be
entitled to an accounting and repayment of all
profits,compensation,commissions,
remunerations and bene?ts which the
breaching party,its officers or employees
directly or indirectly realize or may realize as a
result of or growing out of,or in connection
with any such breach.In addition to,and not in
limitation of the foregoing,in the event of any
breach of this Section 11,the parties agree
that the non-breaching party will suffer
irreparable harm and that the total amount of
monetary damages for any such injury to the
non-breaching party arising from a violation of
this Section 11 would be impossible to
calculate and would therefore be an
inadequate remedy at law.Accordingly,the
parties agree that the non-breaching party
shall be entitled to temporary and permanent
injunctive relief against the breaching party,its
officers or employees and such other rights
and remedies to which the non-breaching party
may be entitled to at law,in equity or under this
Agreement for any violation of this Section 11.
The provisions of this Section 11 shall survive
the expiration or termination of this Agreement
for any reason.
12.Project Managers.Each party shall
designate one of its employees to be its
Project Manager under each Statement of
Work,who shall act for that party on all matters
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under the Statement of Work.Each party shall
notify the other in writing of any replacement of
a Project Manager.The Project Managers for
each Statement of Work shall meet as often as
either one requests to review the status of the
Statement of Work.
13.Warranties.
(a)Authority.Consultant represents
and warrants that:(1)Consultant has the full
corporate right,power and authority to enter
into this Agreement and to perform the acts
required of it hereunder;(2)the execution of
this Agreement by Consultant,and the
performance by Consultant of its obligations
and duties hereunder,do not and will not
violate any agreement to which Consultant is a
party or by which it is otherwise bound under
any applicable law,rule or regulation;(3)when
executed and delivered by Consultant,this
Agreement will constitute the legal,valid and
binding obligation of such party,enforceable
against such party in accordance with its
terms;and (4)Consultant acknowledges that
City makes no representations,warranties or
agreements related to the subject matter
hereof that are not expressly provided for in
this Agreement
(b)Service Warranty.Consultant
warrants that its employees and consultants
shall have sufficient skill,knowledge,and
training to perform Services and that the
Services shall be performed in a professional
and workmanlike manner.
(c)Personnel.Unless a specific
number of employees is set forth in the
Statement of Work,Consultant warrants it will
provide sufficient employees to complete the
Services ordered within the applicable time
frames established pursuant to this Agreement
or as set forth in the Statement of Work.
During the course of performance of Services,
City may,for any or no reason,request
replacement of an employee or a proposed
employee.in such event,Consultant shall,
within five (5)working days of receipt of such
request from City,provide a substitute
employee of sufficient skill,knowledge,and
training to perform the applicable Services.
Consultant shall require employees providing
Services at a City location to comply with
applicable City security and safety regulations
and policies.
(d)Compensation and Benefits.
Consultant shall provide for and pay the
compensation of employees and shall pay all
taxes,contributions,and benefits (such as,but
not limited to,workers‘compensation bene?ts)
which an employer is required to pay relating
to the employment of employees.City shall not
be liable to Consultant or to any employee for
Consultants failure to perform its
compensation,benefit,or tax obligations.
Consultant shall indemnify,defend and hold
City harmless from and against all such taxes,
contributions and benefits and will comply with
all associated governmental regulations,
including the filing of all necessary reports and
returns.
14.Indemnification.
(a)Consultant Indemnification.
Consultant shall indemnify,defend and hold
harmless City,its directors,officers,
employees,and agents and the heirs,
executors,successors,and permitted assigns
of any of the foregoing (the “City lndemnitees”)
only to the extent and for an amount
represented by the degree or percentage of
negligence or fault attributable to the
Consultant,from and against all losses,claims,
obligations,demands,assessments,fines and
penalties (whether civil or criminal),liabilities,
expenses and costs (including reasonable fees
and disbursements of legal counsel and
accountants),bodily and other personal
injuries,damage to tangible property,and
other damages,of any kind or nature,suffered
or incurred by a City lndemnitee directly or
indirectly arising from or related to:(1)any
negligent or intentional act or omission by
Consultant or its representatives in the
performance of Consultant's obligations under
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this Agreement,or (2)any material breach in a
representation,warranty,covenant or
obligation of Consultant contained in this
Agreement.
(b)Infringement.Consultant will
indemnify,defend,and hold City harmless from
all lndemnifiable Losses arising from any third
party claims that any Work Product or
methodology supplied by Consultant infringes
or misappropriates any Intellectual Property
rights of any third party;provided,however,
that the foregoing indemnification obligation
shall not apply to any alleged infringement or
misappropriation based on:(1)use of the
Work Product in combination with products or
services not provided by Consultant to the
extent that such infringement or
misappropriation would have been avoided if
such other products or services had not been
used;(2)any modification or enhancement to
the Work Product made by City or anyone
other than Consultant or its sub-consultants;or
(3)use of the Work Product other than as
permitted under this Agreement.
(c)Indemnification Procedures.
Notwithstanding anything else contained in this
Agreement,no obligation to indemnify which is
set forth in this Section 14 shall apply unless
the party claiming indemni?cation notifies the
other party as soon as practicable to avoid any
prejudice in the claim,suit or proceeding of any
matters in respect of which the indemnity may
apply and of which the notifying party has
knowledge and gives the other party the
opportunity to control the response thereto and
the defense thereof;provided,however,that
the party claiming indemnification shall have
the right to participate in any legal proceedings
to contest and defend a claim for
indemnification involving a third party and to be
represented by its own attorneys,all at such
party’s cost and expense;provided further,
however,that no settlement or compromise of
an asserted third—party claim other than the
payment/money may be made without the prior
written consent of the party claiming
indemnification.
(d)Immunity.City,its officers,and its
employees,are relying on,and do not waive or
intend to waive by any provision of this
Agreement,the monetary limitations or any
other rights,immunities,and protections
provided by the Colorado Governmental
Immunity Act,C.R.S.24-10-101 et seq.,as
from time to time amended,or othenrvise
available to City,its officers,or its employees.
15.Insurance.
(a)Requirements.Consultant agrees
to keep in full force and effect and maintain at
its sole cost and expense the following policies
of insurance during the term of this Agreement:
(1)The Consultant shall comply
with the Workers’Compensation Act of
Colorado and shall provide compensation
insurance to protect the City from and against
any and all Workers’Compensation claims
arising from performance of the work under
this contract.Workers’Compensation
insurance must cover obligations imposed by
applicable laws for any employee engaged in
the performance of work under this contract,as
well as the Employers’Liability within the
minimum statutory limits.
(2)Commercial General Liability
Insurance and auto liability insurance
(including contractual liability insurance)
providing coverage for bodily injury and
property damage with a combined single limit
of not less than three million dollars
($3,000,000)per occurrence.
(3)Professional Liability/Errors and
Omissions Insurance covering acts,errors and
omissions arising out of Consultants
operations or Services in an amount not less
than one million dollars ($1,000,000)per
occurrence.
(4)Employee Dishonesty and
Computer Fraud Insurance covering losses
arising out of or in connection with any
fraudulent or dishonest acts committed by
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Consultant personnel,acting alone or with
others,in an amount not less than one million
dollars ($1,000,000)per occurrence.
(b)Approved Companies.All such
insurance shall be procured with such
insurance companies of good standing,
permitted to do business in the country,state
or territory where the Services are being
performed.
(c)Certificates.Consultant shall
provide City with certi?cates of insurance
evidencing compliance with this Section 15
(including evidence of renewal of insurance)
signed by authorized representatives of the
respective carriers for each year that this
Agreement is in effect Certi?cates of
insurance will list the City of Englewood as an
additional insured Each certificate of
insurance shall provide that the issuing
company shall not cancel,reduce,or othenivise
materially change the insurance afforded under
the above policies unless thirty (30)days’
notice of such cancellation,reduction or
material change has been provided to City.
16.Rights in Work Product.
(3)Generally.Except as speci?cally
agreed to the contrary in any Statement of
Work,all Intellectual Property Rights in and to
the Work Product produced or provided by
Consultant under any Statement of Work shall
remain the property of Consultant,With
respect to the Work Product,Consultant
unconditionally and irrevocably grants to City
during the term of such Intellectual Property
Rights,a non-exclusive,irrevocable,perpetual,
worldwide,fully paid and roya|ty—freelicense,
to reproduce,create derivative works of,
distribute,publicly perform and publicly display
by all means now known or later developed.
such Intellectual property Rights.
(bl Know-How.Notwithstanding
anything to the contrary herein,each party and
its respective personnel and consultants shall
be free to use and employ its and their general
skills,know-how,and expertise,and to use,
disclose,and employ any generalized ideas,
concepts,know-how,methods,techniques,or
skills gained or learned during the course of
any assignment,so long as it or they acquire
and apply such information without disclosure
of any Confidential Information of the other
party.
17.Relationship of Parties.Consultant is
acting only as an independent consultant and
does not undertake,by this Agreement,any
Statement of Work or otherwise,to perform
any obligation of City,whether regulatory or
contractual,or to assume any responsibility for
City’s business or operations.Neither party
shall act or represent itself,directly or by
implication,as an agent of the other,except as
expressly authorized in a Statement of Work.
18.Complete Agreement.This Agreement
contains the entire agreement,including all
Exhibits,Statements of Work and other
Attachments that have been executed by the
parties,and are attached hereto and made a
part of this Agreement.
19.Applicable Law.Consultant shall
comply with all applicable laws in performing
Services but shall be held harmless for
violation of any governmental procurement
regulation to which it may be subject but to
which reference is not made in the applicable
Statement of Work This Agreement shall be
construed in accordance with the laws of the
State of Colorado.Any action or proceeding
brought to interpret or enforce the provisions of
this Agreement shall be brought before the
state or federal court situated in Arapahoe
County.Colorado and each party hereto
consents to jurisdiction and venue before such
courts.
(a)Attorney Fees.in the event
that either party to this Agreement shall
commence any action against the other party
arising out of or in connection with this
Agreement,or contesting the validity of the
Agreement or any provision of this Agreement,
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the prevailing party shall be entitled to recover
from the other party reasonable attorneys fees
and related costs,fees and expenses incurred
by the prevailing party in connection with such
action or proceeding.
20.Scope of Agreement.If the scope of
any provisions of this Agreement is too broad
in any respect whatsoever to permit
enforcement to its fullest extent,then such
provision shall be enforced to the maximum
extent permitted by law,and the parties hereto
consent to and agree that such scope may be
judicially modified accordingly and that the
whole of such provision of this Agreement shall
not thereby fail,but that the scope of such
provision shall be curtailed only to the extent
necessary to conform to law.
21.Additional Work.After receipt of a
Statement of Work,City,with Consultant's
consent,may request Consultant to undertake
additional work with respect to such Statement
of Work.In such event,City and Consultant
shall execute an addendum to the Statement
of Work specifying such additional work and
the compensation to be paid to Consultant for
such additional work.
22.Sub-consultants.Consultant may not
subcontract any of the Services to be provided
hereunder without the prior written consent of
City.In the event of any permitted
subcontracting,the agreement with such third
party shall provide that,with respect to the
subcontracted work,such sub—consultant shall
be subject to all of the obligations of
Consultant specified in this Agreement.
23.Notices.Any notice provided pursuant
to this Agreement shall be in writing to the
parties at the addresses set forth below and
shall be deemed given (1)if by hand delivery,
upon receipt thereof,(2)three (3)days after
deposit in the United States mails,postage
prepaid,certified mail,return receipt requested
or (3)one (1)day after deposit with a
nationally-recognized overnight courier,
specifying overnight priority delivery.Either
party may change its address for purposes of
this Agreement at any time by giving written
notice of such change to the other party
hereto.
24.Assignment.This Agreement may not
be assigned by Consultant without the prior
written consent of City.Except for the
prohibition of an assignment contained in the
preceding sentence,this Agreement shall be
binding upon and inure to the benefit of the
heirs,successors and assigns of the parties
hereto.
25.Third Party Beneficiaries.This
Agreement is entered into solely for the benefit
of the parties hereto and shall not confer any
rights upon any person or entity not a party to
this Agreement.
26.Headings.The section headings in
this Agreement are solely for convenience and
shall not be considered in its interpretation.
The recitals set forth on the first page of this
Agreement are incorporated into the body of
this Agreement.The exhibits referred to
throughout this Agreement and any Statement
of Work prepared in conformance with this
Agreement are incorporated into this
Agreement.
27.Waiver.The failure of either party at
any time to require performance by the other
party of any provision of this Agreement shall
not affect in any way the full right to require
such performance at any subsequent time;nor
shall the waiver by either party of a breach of
any provision of this Agreement be taken or
held to be a waiver of the provision itself.
28.Force Majeure.lf performance by
Consultant of any service or obligation under
this Agreement is prevented,restricted,
delayed or interfered with by reason of labor
disputes,strikes,acts of God,floods,lightning,
severe weather,shortages of materials,
rationing,utility or communications failures,
earthquakes,war,revolution,civil commotion,
acts of public enemies,blockade,embargo or
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any law,order,proclamation,regulation,
ordinance,demand or requirement having
legal effect of any governmental or judicial
authority or representative of any such
government,or any other act whether similar
or dissimilar to those referred to in this clause,
which are beyond the reasonable control of
Consultant,then Consultant shall be excused
from such performance to the extent of such
prevention,restriction,delay or interference.If
the period of such delay exceeds thirty (30)
days,City may,without liability,terminate the
affected Statement of Work(s)upon written
notice to Consultant.
29.Time of Performance.Time is
expressly made of the essence with respect to
each and every term and provision of this
Agreement.
30.Permits.Consultant shall at its own
expense secure any and all licenses,permits
or certificates that may be required by any
federal,state or local statute,ordinance or
regulation for the performance of the Services
under the Agreement.Consultant shall also
comply with the provisions of all Applicable
Laws in performing the Services under the
Agreement.At its own expense and at no cost
to City,Consultant shall make any change,
alteration or modification that may be
necessary to comply with any Applicable Laws
that Consultant failed to comply with at the
time of performance of the Services.
31.Media Releases.Except for any
announcement intended solely for internal
distribution by Consultant or any disclosure
required by legal,accounting,or regulatory
requirements beyond the reasonable control of
Consultant,all media releases,public
announcements,or public disclosures
(including,but not limited to,promotional or
marketing material)by Consultant or its
employees or agents relating to this
Agreement or its subject matter,or including
the name,trade mark,or symbol of City,shall
be coordinated with and approved in writing by
City prior to the release thereof.Consultant
shall not represent directly or indirectly that any
Services provided by Consultant to City has
been approved or endorsed by City or include
the name,trademark,or symbol of City on a
list of Consultant’s customers without City's
express written consent.
32.Nonexclusive Market and Purchase
Rights.It is expressly understood and agreed
that this Agreement does not grant to
Consultant an exclusive right to provide to City
any or all of the Services and shall not prevent
City from acquiring from other suppliers
services similar to the Services.Consultant
agrees that acquisitions by City pursuant to
this Agreement shall neither restrict the right of
City to cease acquiring nor require City to
continue any level of such acquisitions.
Estimates or forecasts furnished by City to
Consultant prior to or during the term of this
Agreement shall not constitute commitments.
33.Survival.The provisions of Sections 5,
8(g),10,11,13,14,16,17,19,23,25 and 31
shall survive any expiration or termination for
any reason of this Agreement.
34.Compliance with the Immigration
Reform And Control Act Of 1986.
Consultant certifies that Consultant has
complied with the United States Immigration
Reform and Control Act of 1986.All persons
employed by Consultant for the performance of
this Agreement have completed and signed
Form I-9 verifying their identities and
authorization for employment.
35.Incorporation by Reference.This
Agreement is made under and conformable to
the provisions of Section 4—1—3—4ofEnglewood
Municipal Code,which provides standard
contract provisions for all contractual
agreements with the City.Insofar as
applicable,the provisions of EMC Section 4—1-
3—4are incorporated herein and made a part
hereof by this reference and shall supersede
any apparently conflicting provision otherwise
contained in this Agreement.
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IN WITNESS WHEREOF‘the parties to this Agreement have caused it to be executed by their
authorized officers as of the day and year first above written.This Agreement may be executed in
counterparts each of which shall be deemed an original.but all of which together shall constitute one
and lhe same instrument.
CITY OF ENGLEWOOD,COLORADO
By:Date:
(Department Dimcmr]
By:Date:
(City manager)
By:Date:
(Mayan
ATTEST:
City Clerk
COMMNITY RESOURCE SERVICES OF
COLORADO LLC.
(Consultant Name)
City.sum.'
By:
/ignamre ,.Q‘E %j’gang
{Pun ame)
Title:(1547
Date:‘fag i 535/25
PSA¢¥23—ll(i
I000 Englewood Parkway.Englewood Colorado 80110-2373
(303)762 2300 www englewoodguv org
Page 195 of 203
ATTACHMENT A
OUTLINE OF STATEMENT OF WORK
1.GENERAL
City of Englewood City Clerk's of?ce and Community Resource Services of Colorado‘LLC
July 17,2023
2.NAMES,PHONE NUMBERS AND EMAILS OF PROJECT COORDINATORS
Stephanie Carlile.City Clerk 303-762-2405 scar|ile@eng|ewoodco.gov
3.SUMMARY OF PURPOSE FOR STATEMENT OF WORK
Election administration and assistance to conduct a Recall Special Election
4.EQUIPMENT AND PROGRAMMING TO BE PROVIDED BY CITY (IF ANY)
5 OTHER CONSULTANT RESOURCES
[If desired,provide for the Consultant's commitment of its own staff,facilities,and other
resources by nature or item]
6 DESCRIPTION OF WORK PRODUCT AND DELIVERABLES
CRS proposal to assist with a recall election for the City of Englewcod (“Englewood").CRS’s
highly experienced and skilled team's mission is to provide cost-effective consulting services in
the areas of management,election administration and accounting tor local governments
Through the years,CR5 has successfully conducted hundreds of elections for clients across
Colorado.CRS can provide special election services to Eriglewood for the anticipated recall
election.
Assist with Certification of ballot
Order voter registration lists
Provide printed ballots and election materials included within “ballot packet"
Coordinate the mailing of ballot packets to registered electors
Coordinate efforts with outside vendors regarding voting machines and ballots (if
applicable)
Prepare and have published the required notices
Preparation of all other election documentation necessary to conduct the election,
counting forms,and election certi?cation
Recruit,appoint and train election judges,and prepare all necessary forms
Set up polling location
Establish canvass board and all pertinent forms
Provide UOCAVA ballots,handling and counting procedures
Counting of ballots
"1000Englewood Parkway Englewood Colorado a01'10~2373
i303)762-2300 mm englewoodgov org
PSA ii 23-llb
Page 196 of 203
-Prepare certificates of election
-Assist with completion of all statutory filings
7.SPECIAL TERMS,IF ANY
8.MODE OF PAYMENT
Englewood will pay vendors directly (vendors for printing and mailing of ballot packets,election
equipment,consulting services,programming fees)
9.PAYMENT SCHEDULE
City will pay Consultant for the work in accordance with the following payment schedule.All
payments to Consultant are contingent on Consu|tant’s satisfying the Deliverables/Milestones
set forth in the Payment Schedule.Payments shall be made upon City’s written confirmation
to Consultant that the Deliverables—Milestones have been satisfied.
All vendors and consultant will be paid upon completion of work
10.SCHEDULE AND PERFORMANCE MILESTONES
N/A
11.ACCEPTANCE AND TESTING PROCEDURES
12.LOCATION OF WORK FACILITIES
Substantially all of the work will be conducted by Consultant at its regular office located in Greenwood
Village,CO.
IN WITNESS WHEREOF,pursuant and in accordance with the Professional Services Agreement
between the parties hereto dated ,the parties have executed this Statement of
Work as of this
CITY OF ENGLEWOOD,COLORADO
By:
(Signature)
(Print Name)
Title:
Date:
1000 Englewood Parkway,Englewood,Colorado 80110-2373
(303)762-2300 www.englewoodgov.org
I3
PSA#23-116
Page 197 of 203
COMMNITYRESOURCE SERVICES OF COLORADO LLC.
Consullanl Name
/1/—
By:’'04/u3:3 (Signature)_
[P’|'iHlsame)
Title:549
Dale:(1 ’J1‘
1000 Englewoud Parkway Englewuod Colorado 301102373
(303)762-2300 wwweng\ewoodgnv org
PS/H723-H(u
Page 198 of 203
ATTACHMENT B
CONSULTANT'S PROPOSAL
1000 Englewood Parkway,Englewood,Colorado 80110-2373
(303)762-2300 www.eng]ewoodgov.org
PSA#23-116
Page 199 of 203
ATTACHMENT C
CERTIFICATE OF INSURANCE
1000 Engle-wood Parkway,Engle-wood,Colorado 801102373
(303)762-2300 www.eng|ewoodgov.org
PSA#23-116
Page 200 of 203
COMMUNITY RESOURCE SERVICES OF COLORADO,LLC
Rs The O?ices al the Promenade East Building
7995 East Prentice Avenue,Suite 103E,Greenwood Village,CO 80111
(303)3814960 -(303)381-4961 Fax -www.crsoi'colorado.com
July 12,2023
Stephanie Carlile,Town Clerk
City ofEnglewood,Colorado
Via Email:scarlile/i77englewoodco.gov
RE:Proposal to Assist in the Conduct ofa Recall Election
Dear Stephanie:
Thank you for your interest in Community Resource Services of Colorado (“CR3”)and for the
opportunity for CRS to provide a proposal to assist with a recall election for the City of
Englewood ("Englewood”).Our highly experienced and skilled team’s mission to provide
cost-effective consulting services in the areas of management,election administration and
accounting for local governments.Please visit our website at http://crsofcoloradocom for
additional information on our team.
Through the years,we have successfully conducted hundreds of elections for clients across
Colorado.CRS can provide special election services to Englewood for the anticipated recall
election.Services that may be provided by CRS include the following:
Verify Successor Candidate’s eligibility to run for office
Drafting ofj udges instructions
Notify county clerk of candidates
Assist with Certi?cation of ballot
Order voter registration lists
Provide printed ballots and election materials included within “ballot packet”
Coordinate the mailing of ballot packets to registered electors
Coordinate efforts with outside vendors regarding voting machines and ballots (if
applicable)
Prepare and have published the required notices
Preparation of all other election documentation necessary to conduct the election,
counting forms.and election certification
Recruit,appoint and train election judges,and prepare all necessary forms
Set up polling location
Establish canvass board and all pertinent forms
Provide UOCAVA ballots,handling and counting procedures
Counting ofballots
'\\\\\'\\\\\\\*\\\
Page 201 of 203
City of Englewood
Page Two
/Prepare certi?cates of election
/Assist with completion ofall statutory ?lings
/Supplying and operating counting equipment
/Manually performing signature veri?cation of each ballot
CRS will acquire ?rm quotes from suppliers for printing and mailing of the required ballot
packets,keeping in mind the most cost-effective option for Englewood while meeting all
statutory compliance requirements.CRS will not mark up the hard costs of the election.
Englewood will pay the vendors directly.CRS does have an automated system to scan ballots
into the poll book.
Englewood will pay hard costs directly to the printer.CRS has obtained a quote from lVision
for printing and mailing ofthe ballot packets,as follows:
OUTERBOOKLETCARR/ERENVELOPE(OPEN WINDOW)Qty 24,000 $12,866.13
6.125 X 9.75 -die#V15
open window size/position:1.625”x 4";1 ”left,2125”bottom (window on back of envelope)
Back Sea/flap —1.25”
2/0 PMS +K—front&back of envelope (no bleeds)
Stock:60#house offset,white
PREPRINTED2D Job No &Special Englewood code #
RETURNENVELOPE Qty 24,000 $9,814.59
Prints with L—shapelabel position mark that specs with carrier env window for address position.
5.75X 9,125 open window —side—seamenvelope ~die#V9
Open window on front of envelope size:.625”x 2.5”;5.625”L;3.125”B
Open window on back of envelope size:.5”x 2.5”;1”L;3.1875”B
2/0 PMS +K —front &back (including envelope flap)of envelope (no bleeds);PLUS inside security tint
PRINTS ON BACKFLAP OF ENVELOPE
Stock:60#house offsetwhite
PREPRINTED2D Job No &Special Englewood code #
INFORMATIONSHEET:Qty 24,000 $3,469.87
Flat size 8.5 x 11;finishedSize:5.5 x 8.5
Press:4/0 PMS build/0,no bleeds
Stock:60#white offset
BALLOT:Qty 24,000 56,467.39
8.5”x 11 "plus one 1 "perforated stub at top acrass the 8.5”;final size 8.5"x 12"
City of Englewood
Page Three
Fold based on timing marks -FOLD SAMPLEREQUIRED
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PRINT4/0N0 BLEEDwith Ballot Na.XXXXXXon stub;PERF ON FOLDER
li0#A:cent Opaque Digital Offset,Smooth
DATA/MAILPROCESSING.’Qty 24,000 $15,006.28
insert three components »ballot,informationsheet,return envelope
ink]:-t matching return envelope
inkjet indicia an outer envelope as needed
TOTALCOST:$47,624.26
Postage is in addition to the prices presented in this estimate.
Estimated Standard postage 57,200.00
(‘RS will be leasing counting equipment from ES&S at a cost 0t'$22,700.
The hours spent to conduct an election can Vary depending on community involvement and
interest and the need for communityicoordination meetings.CRS bills on at time and materials
basis.Englewuod will only be billed for actual time spent,linglewood will be responsible to pay
all hard costs directly to the vendors for printing and mailing of ballots and programming
charges incurred with the poll book and counting machines.We anticipate that a majority of the
time spent on this eleution will be billed at $l05.00 per hour.Ms.Blair’:hourly rate is
$210.00,-'|1our.The cost estimate for the election,including manually performing signature
veri?cation by CR5 election workers.is as follows;
Printing and Processing Mail Ballots (1Vision)S 50,000.00
|:S&S Counting liquipment 22.7()0.0(l
CRS services to conduct election 65 000%
'l otnl listimated Cost §l37.70l)__0_Q
After your review of this proposal,please let me know ifynu have any questions.I look forward
to working with you.
Very truly yours.
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