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HomeMy WebLinkAbout2022-10-10 (Special) 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. Council Chambers Englewood, CO 80110 AGENDA City Council Special Meeting Monday, October 10, 2022 ♦ 6:00 PM Council dinner will be available at 5:30 p.m. To view the meeting, please follow this link to our YouTube live stream link: https://www.youtube.com/watch?v=XKDXoXS67W4 I. Call to Order II. Pledge of Allegiance III. Roll Call IV. Proposed Revisions to Municipal Code Regarding Telecommunications in Rights of Way 6:05pm - 6:40pm a. City Attorney Tamara Niles and outside Counsel, Colleen McCroskey, will be present to discuss proposals to amend Municipal Code regarding Telecommunications in Rights of Way. Information and Direction Presentation: 15 minutes Discussion: 20 minutes IVa V. Historic Preservation Study by Pinyon Environmental 6:40pm - 7:15pm a. Erik Sampson, Planner II, and Sean Fallon from Pinyon Environmental will be present to discuss an overview of the historic preservation survey. Information and Direction Presentation: 15 minutes Discussion: 20 minutes Va VI. Draft Economic Development Strategic Plan 7:15pm - 7:50pm a. Director of Community Development Brad Power, Economic Development Manager Darren Hollingsworth, Brian Duffany, Principal and, Daniel Guimond, Senior Principal Of Economic and Planning Systems will be present to discuss the Economic Development Strategic Plan. Information and Direction Presentation: 15 minutes Discussion: 20 minutes VIa VII. Break - 10 minutes Page 1 of 252 Englewood City Council Study Session Agenda October 10, 2022 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. VIII. Strategic Plan Performance Dashboard 8:00pm - 8:20pm a. Assistant City Manager Tim Dodd will be present to discuss the Strategic Plan Performance Dashboard Information Presentation: 10 minutes Discussion: 10 minutes VIIIa IX. Resolution Authorizing the City Manager to approve a 2023 Insurance Letter Agreement a. Staff recommends that Council consider approval of a resolution allowing the City Manager to sign a letter authorizing an agreement with Kaiser Foundation Health Plan of Colorado ("Kaiser") for health insurance coverage provided to employees. Staff: Assistant City Manager Tim Dodd and Director of Human Resources Shawn Weiske IXa X. Mayor's Choice a. Executive Session for personnel matters under C.R.S. Section 24-6-402(4)(f)(1) specific to amendments to the City Attorney's contract. The City Attorney may attend all or part of this executive session. b. Discussion regarding October 17th Regular Meeting beginning at 6:00 p.m. XI. Reports from Board and Commission Council Liaisons XII. Council Member’s Choice XIII. City Manager’s Choice XIV. Adjournment Page 2 of 252 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Tamara Niles DEPARTMENT: City Attorney's Office DATE: October 10, 2022 SUBJECT: Presentation regarding proposed revisions to Municipal Code regarding Telecommunications in Rights of Way DESCRIPTION: At its August 8 Study Session, City Council received a presentation on state and federal limitations on the City's ability to regulate telecommunications in its rights-of-way. This presentation discusses proposed revisions to Englewood Municipal Code arising out of the August 8 study session discussion. RECOMMENDATION: Receive presentation from outside counsel Colleen McCroskey on proposed revisions to Municipal Code regarding telecommunications. SUMMARY: City Council recently received multiple concerns regarding placement of telecommunications facilities in City ROW, and has held multiple discussions and study sessions on this issue. The City Attorney's Office retained outside counsel with expertise in telecommunications to describe legal requirements and limitations on the City's ability to regulate in this area, and after their study session presentation in August, City Council requested proposed revisions to the City's telecommunications municipal code sections to strengthen the City's ability to regulate this. Thereafter, outside counsel evaluated all municipal code sections on telecommunications, and compared to applicable law. This study session presentation proposes revisions that clarify Municipal Code requirements, combine all telecommunications regulations into a single chapter for clarity and ease of review, and maximize the City's regulations as allowed by state and federal law. COUNCIL ACTION REQUESTED: Receive presentation, and provide direction for the drafting of an ordinance amending Municipal Code on telecommunications. FINANCIAL IMPLICATIONS: None anticipated ATTACHMENTS: Powerpoint Draft Redline Municipal Code Revisions Page 3 of 252 TITLE 16 ‐ UNIFIED DEVELOPMENT CODE  Chapter 7 TELECOMMUNICATIONS        Englewood, Colorado, Code of Ordinances    Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 1 of 22  Chapter 7 WIRELESS TELECOMMUNICATIONS FACILITIES (WCFs)  16‐7‐1: Statement of Purpose and Intent.  In order to accommodate the communication needs of residents and businesses while protecting the public  health, safety, and general welfare of the community, the Council finds that these regulations are necessary to:   A. Establish a local policy concerning wireless telecommunications providers and services;   B. Promote competition in the provision of wireless telecommunications services;   C. Minimize unnecessary local regulation of wireless telecommunications providers and services;   D. Establish guidelines, standards and time frames for the exercise of local authority with respect to the  regulation of wireless telecommunications providers and services;   E. Facilitate the provision of wireless telecommunications services to the residents and businesses of the  City;   F. Minimize adverse visual effects of towers and other wireless communications facilities through careful  design and siting standards;   G. Avoid potential personal injury and damage to adjacent properties from tower failure through  structural standards and setback requirements;   H. Encourage and maximize the use of existing and approved towers, buildings and other structures to  accommodate new wireless telecommunications antennas facilities in order to reduce the number of  towers needed to serve the community;   I. Assure that all wireless telecommunications carriers companies providing wireless communications  facilities or services within the City comply with the Englewood Municipal Code.   J. Secure fair and reasonable compensation to the City and its residents for the use of any appropriate  public property for use as a site for wireless telecommunications facilities; and   K. Enable the City to discharge its public trust consistent with rapidly evolving Federal and State  regulatory policies, industry competition, and technological development.   (Ord. 04‐5)  16‐7‐2: Definitions.   Alternative Tower Structure: Any man‐made trees, clock towers, bell steeples, light poles, water towers, farm silos,  or similar alternative design mounting structures that conceal where technically feasible the presence of WCFs to  make them architecturally compatible with the surrounding area pursuant to this Chapter. A stand‐alone pole in  the Right‐of‐Way that accommodates Small Cell Facilities is considered an Alternative Tower Structure provided it  meets the concealment standards of this Chapter.  Alternative Tower Structures are not considered Towers, for the  purposes of this Chapter.  Antenna: Any device used to transmit and/or receive radio or electromagnetic waves such as, but not limited to  panel antennas, reflecting discs, microwave dishes, whip antennas, directional and non‐directional antennas  consisting of one or more elements, multiple antenna configurations, or other similar devised and configurations.  Page 4 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 2 of 22    Antennas, panel: An array of antennas, rectangular in shape, used to transmit and receive telecommunication  signals.  Antenna, whip: A single antenna that is cylindrical in shape and omni‐directional.  Base Station: A structure or equipment at a fixed location that enables FCC‐licensed or authorized wireless  communications between user equipment and a communications network. The definition of Base Station does not  include or encompass a Tower as defined herein or any equipment associated with a Tower. Base Station does  include, without limitation:  A. Equipment associated with wireless communications services such as private broadcast, and public  safety services, as well as unlicensed wireless services and fixed wireless services such as microwave  backhaul that, at the time the relevant application is filed with the City under this Chapter, has been  reviewed and approved under the applicable zoning or siting process, or under another State or local  regulatory review process, even if the structure was not built for the sole or primary purpose of providing  such support.  B. Radio transceivers, antennas, coaxial or fiber‐optic cable, regular and backup power supplied, and  comparable equipment, regardless of technological configuration (including Distributed Antenna Systems  ("DAS") and small‐cell networks) that, at the time the relevant application is filed with the City under this  Section, has been reviewed and approved under the applicable zoning or siting process, or under another  State or local regulatory review process, even if the structure was not built for the sole or primary  purpose of providing such support.  The definition of Base Station does not include any structure that, at the time the relevant application is filed with  the City under this Chapter, does not support or house equipment described in paragraphs A and B above.  Camouflage or Camouflage Design Techniques:  Measures used in the design and siting of Wireless Communication  Facilities with the intent to minimize or eliminate the visual impact of such facilities to surrounding uses. A WCF  Site utilizes Camouflage Design Techniques when it (i) is integrated as an architectural feature of an existing  structure such as a cupola, or (ii) is integrated in an outdoor fixture such as a flagpole, while still appearing to some  extent as a WCF. This definition does not include the use of Concealment design elements so that a facility looks  like something other than a wireless Tower or Base Station.   Collocation:   A.  For the purposes of Eligible Facilities Requests, means the mounting or installation of transmission  equipment on an Eligible Support Structure for the purpose of transmitting and /or receiving radio  frequency signals for communications purposes.  B.  For the purposes of facilities subject to shot clocks governed by 47 U.S.C. Sec. 332, means attachment  of facilities to existing structures, regardless of whether the structure or location has previously been  zoned for wireless facilities.  Concealment: Utilization of elements of stealth design in a facility so that the facility looks like something other  than a wireless Tower or Base Station. Language such as “stealth,” “camouflage,” or similar in any permit or other  document required by the Englewood Municipal Code is included in this definition to the extent such permit or  other document reflects an intent at the time of approval to condition the site’s approval on a design that looks  like something else.  Concealment can further include a design which mimics and is consistent with the nearby  natural, or architectural features (such as an artificial tree), or is incorporated into (including without limitation,  being attached to the exterior of such facility and painted to match it) or replaces existing permitted facilities  (including without limitation, stop signs or other traffic signs or freestanding light standards) so that the presence  of the WCF is not apparent.  This definition does not include conditions that merely minimize visual impact but do  Page 5 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 3 of 22  not incorporate Concealment design elements so that the facility looks like something other than a wireless Tower  or Base Station.    Eligible Facilities Request:  Any request for modification of an Existing Tower or Base Station that does not  Substantially Change the physical dimensions of such Tower or Base Station involving:  A. Collocation of new Transmission Equipment.  B. Removal of Transmission Equipment.  C. Replacement of Transmission Equipment.  A request for modification of an Existing Tower or Base Station that does not comply with the generally applicable  building, structural, electrical, and safety codes or with other laws codifying objective standards reasonably related  to health and safety, or does not comply with any relevant federal requirements, is not an Eligible Facilities  Request.    Eligible Support Structure: Any Tower or Base Station as defined in this Section, provided that it is Existing at the  time the relevant application is filed with the City under this Chapter.  Equipment Cabinets:  A cabinet or building used to house equipment used by wireless communications providers  at a Wireless Communications Facility. This definition does not include relatively small electronic components,  such as remote radio units, radio transceivers, amplifiers, or other devices mounted behind antennas, if they are  not used as physical containers for smaller, distinct devices.  Existing:  For purposes of this Chapter, a constructed Tower or Base Station that was reviewed, approved, and  lawfully constructed in accordance with all requirements of applicable law as of the time of an Eligible Facilities  Request, provided that a Tower that exists as a legal, non‐conforming use and was lawfully constructed is existing  for purposes of this definition.  OTARD: (over the air receiving device) means:  A. An antenna that is designed to receive direct broadcast satellite service, including direct‐to‐home  satellite services, that is one (1) meter or less in diameter; or  B. An antenna that is designed to receive video programming services via multipoint distribution services,  including multichannel multipoint distribution services, instruction television fixed services, and local  multipoint distribution services, and that is one (1) meter or less in diameter or diagonal measurement; or  C. An antenna that is designed to receive television broadcast signals.  OTARD antenna structure: Any pole, Tower, or other structure designed and intended to support an OTARD  Antenna.  Related Accessory Equipment: The Transmission Equipment customarily used with, and incidental to Wireless  Communication Facilities antennas, including by way of example, coaxial or fiber‐optic cable, regular and backup  power supply and remote radio units.  Right‐of‐Way: In the context of this Chapter, any public street or road that is dedicated to public use for vehicular  traffic except for those rights‐of‐way owned by the Colorado Department of Transportation within the City limits.  Site:  In the context of this Chapter, for Towers and Eligible Support Structures, a Site means the current  boundaries of the leased or owned property surrounding the Tower or Eligible Support Structure and any access or  utility easements currently related to the Site. For Alternative Tower Structures, Base Stations and Small Cell  Facilities in the Right‐of‐Way, a Site is further restricted to that area comprising the base of the structure and to  other Related Accessory Equipment already installed on the ground.  Small Cell Facility: A Wireless Communications Facility where each antenna is located inside an enclosure of no  more than three (3) cubic feet in volume or, in the case of an antenna that has exposed elements, the antenna and  Page 6 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 4 of 22  all of its exposed elements could fit within an imaginary enclosure of no more than three (3) cubic feet; and  primary equipment enclosures are no larger than seventeen (17) cubic feet in volume. The following associated  equipment may be located outside of the primary equipment enclosure and, if so located, is not included in the  calculation of equipment volume: electric meter, concealment, telecommunications demarcation box, ground‐ based enclosure, back‐up power systems, grounding equipment, power transfer switch and cut‐off switch.  Substantial Change: A modification substantially changes the physical dimensions of an Eligible Support Structure if  after the modification, the structure meets any of the following criteria:  A. For Towers, it increases the height of the Tower by more than ten percent or by the height of one  additional antenna array with separation from the nearest existing antenna not to exceed twenty (20)  feet, whichever is greater, as measured from the top of an existing antenna to the bottom of a proposed  new antenna; for other Eligible Support Structures, it increases the height of the structure by more than  ten percent or more than ten (10) feet, whichever is greater, as measured from the top of an existing  antenna to the bottom of a proposed new antenna;  B. For Towers, it involves adding an appurtenance to the body of the Tower that would protrude from the  edge of the Tower more than twenty (20) feet, or more than the width of the Tower structure at the level  of the appurtenance, whichever is greater; for Eligible Support Structures, it involves adding an  appurtenance to the body of the structure that would protrude from the edge of the structure by more  than six (6) feet;  C. For any Eligible Support Structure, it involves installation of more than the standard number of new  equipment cabinets for the technology involved, as determined on a case‐by‐case basis based on the  location of  the Eligible Support Structure but not to exceed four cabinets per application; or for Base  Stations, it involves installation of any new equipment cabinets on the ground if there are no pre‐existing  ground cabinets associated with the structure, or else involves installation of ground cabinets that are  more than ten percent larger in height or overall volume than any other ground cabinets associated with  the structure;  D. It entails any excavation or deployment outside of the current site, except that, for Towers other than  Towers in the Public Rights‐of‐Way, it entails any excavation or deployment of Transmission Equipment  outside of the current site by more than 30 feet in any direction. The site boundary from which the 30  feet is measured excludes any access or utility easements currently related to the site.  E. For any Eligible Support Structure, it would defeat the Concealment elements of the Eligible Support  Structure by causing a reasonable person to view the structure’s intended stealth design as no longer  effective;  F. For any Eligible Support Structure, it does not comply with record evidence of conditions associated  with the siting approval of the construction or modification of the Eligible Support Structure or Base  Station equipment, unless the non‐compliance is due to an increase in height, increase in width, addition  of cabinets, or new excavation that would not exceed the thresholds identified in paragraphs A, B, and C  of this definition.  For purposes of determining whether a Substantial Change exists, changes in height are measured from the  original support structure in cases where deployments are or will be separated horizontally, such as on building  rooftops; in other circumstances, changes in height are measured from the dimensions of the Tower or Base  Station, inclusive of approved appurtenances and any modifications that were approved prior to February 22,  2012.  Tower: Any structure that is designed and built for the sole or primary purpose of supporting any FCC‐licensed or  authorized antennas and their associated facilities, including structures that are constructed for wireless  communications services including, but not limited to, private, broadcast, and public safety services, as well as  unlicensed wireless services and fixed wireless services such as microwave backhaul, and the associated Site. The  Page 7 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 5 of 22  term includes radio and television transmission towers, self‐supporting lattice towers, guy towers, monopoles,  microwave towers, common carrier towers, cellular telephone towers and the like.  Alternative Tower Structures  and Small Cell Facilities in the Rights‐of‐Way are not Towers.  Transmission Equipment: Equipment that facilitates transmission for any FCC licensed or authorized wireless  communication service, including, but not limited to, radio transceivers, antennas, coaxial or fiber‐optic cable, and  regular and backup power supply. The term includes equipment associated with wireless communications services  including, but not limited to, private, broadcast, and public safety services, as well as unlicensed wireless services  and fixed wireless services such as microwave backhaul.  Wireless Communications Facility or WCF: A facility used to provide personal wireless services as defined at 47  U.S.C. Section 332 (c)(7)(C); or wireless information services provided to the public or to such classes of users as to  be effectively available directly to the public via licensed or unlicensed frequencies; or wireless utility monitoring  and control services. A WCF does not include a facility entirely enclosed within a permitted building where the  installation does not require a modification of the exterior of the building; nor does it include a device attached to  a building, used for serving that building only and that is otherwise permitted under other provisions of the EMC. A  WCF includes an antenna or antennas, including without limitation, directions, omni‐directions and parabolic  antennas, Base Stations, support equipment, Small Cell Facilities, Alternative Tower Structures, and Towers. It does  not include the support structure to which the WCF or its components are attached if the use of such structures for  WCFs is not the primary use. The term does not include mobile transmitting devices used by wireless service  subscribers, such as vehicle or handheld radios/telephones and their associated transmitting antennas, nor does it  include other facilities specifically excluded from the coverage of this Section.  16‐7‐3: Applicability and Exemptions.  A. General Applicability. Except as specifically provided below, the requirements set forth in these  provisionsthis Chapter shall apply throughout the city limits of the City of Englewoodto all WCFs within the  City. The City shall have the authority to waive any requirement or standard set forth in this Chapter, if the  City makes a determination that the specific requirement or standard is preempted by federal or state law.  ,  and no tower, antenna or telecommunications facility shall be permitted except in compliance with these  provisions.. In case of any conflict between the requirements of this Section Chapter and any zoning district  regulations, the provisions of this Section Chapter shall control. The requirements set forth in this Chapter  shall not apply to:  BA. Amateur Radio and Receive‐Only Antennas. This Section Chapter shall not govern any towerTower, or  the installation of any antennaAntenna, owned and operated by a Federally licensed amateur radio  station operator in accordance with FCC rules, or is used exclusively for receive‐only antennas, so long  as all other requirements of the zoning districts are met.   CB. Pre‐Existing existing Towers, Antennas, and Telecommunications FacilitiesWCFs. Any tower, antenna or  telecommunications facilityWCF for which a permit has been properly issued prior to the effective date  of this Section Chapter shall not be required to meet the requirements of this SectionChapter, other  than the requirements of Section 16‐7‐63.C(A), 16‐7‐3(E) and 16‐7‐3(F)  through 16‐7‐6.H and Section  16‐7‐13 EMC. Any such towers, antennas or telecommunications facilities shall be referred to in this  Section as pre‐existing towers, pre‐existing antennas, or pre‐existing telecommunications facilities.  Changes and additions to pre‐existing WCFs (including trading out of antennas for an equal number of  antennas) shall meet applicable requirements of this Chapter.  C.  Miscellaneous Antennas. Antennas used for reception of television, multi‐channel video programming  and radio such as OTARD antennas, television broadcast band antennas, and broadcast radio antennas,  provided that the requirement that the height be no more than the distance from the base to the  property line are met. The City has the authority to approve modifications to the height restriction  Page 8 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 6 of 22  related to OTARD antennas and OTARD antenna structures, if in the reasonable discretion of the City,  modifications are necessary to comply with federal law.  (Ord. 04‐5)  16‐7‐34: Application.Operational Standards.   A. Federal Requirements. All WCFs shall meet the current standards and regulations of the Federal Aviation  Administration, the Federal Communications Commission and any other agency of the federal  government with the authority to regulate WCFs. If such standards and regulations are changed, then the  owners of the WCF governed by this Chapter shall bring such facility into compliance with such revised  standards and regulations within the time period mandated by the controlling federal agency. Failure to  meet such revised standards and regulations shall constitute grounds for the removal of the WCF at the  owner's expense.  B. Radio Frequency Standards. All WCFs shall comply with federal standards for radio frequency emissions. If  concerns regarding compliance with radio frequency emissions standards for a WCF have been made to  the City, the City may require that the owner or operator of the WCF provide information demonstrating  compliance. If such information is not sufficient, in the reasonable discretion of the City, to demonstrate  compliance, the City may require and the owner or operator of the WCF shall submit a project  implementation report which provides cumulative field measurements of radio frequency emissions of all  antennas installed at the subject Site, and which compares the results with established federal standards.  If, upon review, the City finds that the facility does not meet federal standards, the City may require  corrective action within a reasonable period of time, and if not corrected, may require removal of the  WCF. Any reasonable costs incurred by the City, including reasonable consulting costs to verify  compliance with these requirements, shall be paid by the applicant.  C. Signal Interference. All WCFs shall be designed and sited so as not to cause interference with the normal  operation of radio, television, telephone and other communication services utilized by adjacent  residential and non‐residential properties; nor shall any such facilities interfere with any public safety  communications. The applicant shall provide a written statement (“Signal Interference Letter”) from a  qualified radio frequency engineer, certifying that a technical evaluation of existing and proposed facilities  indicates no potential interference problems.  D. Legal Access. In all applications for WCFs outside of the Right‐of‐Way, the applicant shall demonstrate  that it owns or has lease rights to the Site  E. Operation and Maintenance. To ensure the structural integrity of WCFs, the owner of a WCF shall ensure  that it is maintained in compliance with standards contained in applicable local building and safety codes.  If upon inspection, the City determines that a WCF fails to comply with such codes and constitutes a  danger to persons or property, then, upon written notice being provided to the owner of the WCF, the  owner shall have thirty (30) days from the date of notice to bring such WCF into compliance. Upon good  cause shown by the owner, the City may extend such compliance period not to exceed ninety (90) days  from the date of said notice. If the owner fails to bring such WCF into compliance within said time period,  the City may remove such WCF at the owner's expense. No hazardous materials shall be permitted in  association with WCFs, except those necessary for the operations of the WCF and only in accordance with  all applicable laws governing such materials.  F. Abandonment and Removal. If a WCF has not been in use for a period of three (3) months, the owner of  the WCF shall notify the City of the non‐use and shall indicate whether re‐use is expected within the  ensuing three (3) months. Any WCF that is not operated for a continuous period of six (6) months shall be  considered abandoned. The City, in its sole discretion, may require an abandoned WCF to be removed.  The owner of such WCF shall remove the same within thirty (30) days of receipt of written notice from the  Commented [CM1]: Englewood: Some communities that  we’ve worked with have wanted to include this language in  order to assure the public that if safety concerns are raised,  the City can require the owner or operator to demonstrate  compliance with federal rules. We think this provision has  questionable enforceability given federal preemption over  RF regulation. Including language like this could cause the  City code to be challenged in court. This is a question of  balancing risk and we can talk further about whether  Englewood wants to include this language.    Page 9 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 7 of 22  City. If such WCF is not removed within said thirty (30) days, the City may remove it at the owner's  expense and any approved permits for the WCF shall be deemed to have expired.  G. Building Codes; Safety Standards.   1. To ensure the structural integrity of WCFs, the owner of a WCF shall ensure that it is maintained  in compliance with standards contained in applicable local building codes; the applicable  standards for WCFs that are published by the Telecommunication Industry Association and  Electronic Industries Association, as amended from time to time; and all applicable codes  adopted by the City.  2. In addition to any other applicable standards and requirements, the following shall apply to all  WCFs:   a. Sufficient anti‐climbing measures must be incorporated into each WCF to reduce  potential for trespass and injury. By way of example, and not of limitation, security  fencing pursuant to Section 16‐7‐4(E)(4)(d) EMC, together with a lack of pegs on the  bottom portion of a Tower, shall be considered sufficient anti‐climbing measures.  b. No guy wires employed may be anchored within the area in front of any primary  structure on a parcel.  c. At least ten feet (10') of horizontal clearance must exist between any Antenna and any  power line, unless more clearance is required to meet Colorado Public Utilities  Commission Standards.  d. WCFs shall be designed and/or sited so that they do not pose a potential hazard to  nearby residences or surrounding properties or improvements. WCFs shall be designed  and maintained to withstand, without failure, the maximum forces expected from wind,  tornadoes, hurricanes, and other natural occurrences, when the WCF is fully loaded with  antennas, transmitters, and other communications facilities and equipment, and  Camouflaging; or, in the case of Existing Towers, when the Tower is loaded with the  antennas, transmitters, and/or other communications facilities at the time of passage of  this Chapter. Proof of ongoing compliance shall be provided pursuant to any applicable  codes.  3. If, upon inspection, the City concludes that a WCF fails to comply with such codes and standards  and constitutes a danger to persons or property, then upon notice being provided to the owner  of such a WCF, the owner shall have thirty (30) days to bring such WCF into compliance with such  standards. If the owner fails to bring such WCF into compliance within said thirty (30) days, the  City may remove such WCF at the owner's expense.  H. Prohibited Use. Advertising or communication of any visual messages from a Tower or Antenna is  prohibited, with the exception of safety related messages.    A building permit shall be required for all towers, antennas, and telecommunications facilities. All applicants for a  building permit shall apply with the City on forms to be provided by the City, which shall include information and  supporting site plans, technical reports, and materials as specified by the City.   (Ord. 04‐5)  Commented [CM2]: Englewood: We believe this  language is covered by the new "compliance with applicable  law" provision in "general guidelines."  Page 10 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 8 of 22  16‐7‐45: Design Standards. Amendment.  The requirements set forth in this Section shall apply to the location and design of all WCFs governed by this  Chapter as specified below; provided, however, that the City may waive any one or more of these requirements it  if determines that the goals of this Chapter are better served thereby. WCFs shall be designed and located to  minimize the impact on surrounding properties and residential neighborhoods and to maintain the character and  appearance of the City, consistent with other provisions of the EMC.  A. Camouflage/Concealment. All WCFs and any Related Accessory Equipment shall, to the maximum extent  possible, use Concealment design techniques, and where not possible utilize Camouflage Design Techniques.  Camouflage Design Techniques include, but are not limited to using materials, colors, textures, screening,  undergrounding, landscaping, or other design options that will blend the WCF to the surrounding natural setting  and built environment.  1. Where WCFs are located in areas of high public visibility, they shall, where physically possible, be  designed to be concealed, and where not possible to be concealed, to minimize the WCF profile through  placement of equipment fully or partially underground, or by way of example and not limitation, behind  landscape berms.  2. A Concealment design may include the use of Alternative Tower Structures should the City determine  that such design meets the intent of the EMC and the community is better served thereby.  3. All WCFs, such as antennas, vaults, equipment rooms, equipment enclosures, and Towers shall be  constructed of non‐reflective materials (visible exterior surfaces only).  B. Siting.    1. No portion of any WCF may extend beyond the property line.  2. WCFs shall be required to be designed and constructed to permit the facility to accommodate WCFs  from at least two wireless communications providers on the same WCF unless the City approves an  alternative design. No WCF owner or operator shall unfairly exclude a competitor from using the same  facility or Site.  3. WCFs shall be sited in a location that does not reduce the parking for the other principal uses on the  parcel below EMC standards.  4. WCFs shall not encroach into any sight triangles.  5. Setbacks and Separation.   a. In residential zones, WCFs and Related Accessory Equipment must not be closer than the  greater of the minimum building setback or, for Towers, 100 percent of the Tower height from  the adjoining lot line.  b. In non‐residential zones, WCFs and Related Accessory Equipment must satisfy the minimum  zoning district setback requirements. If land in a nonresidential zone abuts a residential zone  with an incompatible use, WCFs must not be closer than the greater of the minimum building  setback or, for Towers, 100 percent of the Tower height from the adjoining lot line.  c. Towers over sixty feet (60') in height shall not be located within one‐quarter (¼) mile from any  existing tower that is over seventy‐five feet (75') in height, unless the applicant has shown to the  satisfaction of the City that there are no reasonably suitable alternative sites in the required  geographic area which can meet the applicant's needs.  C. Lighting. WCFs shall not be artificially lighted, unless required by the FAA or other applicable governmental  authority, or the WCF is mounted on a light pole or other similar structure primarily used for lighting purposes. If  Commented [CM3]: Englewood: These seem to be in  Table 16‐6‐1.1 of the EMC "SUMMARY OF DIMENSIONAL  REQUIREMENTS FOR PRINCIPAL STRUCTURES", but it also  looks as though these requirements only apply to residential  structures. Is there a code section that details the setback  requirements for each zoning district? If so, we should  reference it here.   Page 11 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 9 of 22  lighting is required, the City may review the available lighting alternatives and approve the design that would cause  the least disturbance to the surrounding views. Lighting shall be shielded or directed to the greatest extent  possible so as to minimize the amount of glare and light falling onto nearby properties, particularly residences.  D. Landscape and Fencing Requirements.  1. WCFs shall be sited in a manner that does not reduce the landscaped areas for the other principal uses  on the lot or parcel, below any applicable EMC standards including without limitation, Planned Unit  Development standards.  2. For ground mounted WCFs, the Site of the WCF shall be landscaped with a buffer of plant materials that  effectively screen the view of the WCF from adjacent residential property. The standard buffer shall  consist of the front, side, and rear landscaped setback on the perimeter of the Site.  3. In locations where the visual impact of the WCF would be minimal, the landscaping requirement may  be reduced or waived in whole or in part by the City.  4. Existing mature tree growth and natural landforms on the Site shall be preserved to the maximum  extent possible. In some cases, such as WCFs sited on large, wooded lots, natural growth around the Site  perimeter may be sufficient to buffer.  5. No trees larger than four (4) inches in diameter measured at 4½ feet high on the tree may be removed,  unless authorized by the City. To obtain such authorization the applicant shall show that tree removal is  necessary, the applicant's plan minimizes the number of trees to be removed and any trees removed are  replaced at a ratio of 2 to 1.  E. Specific Design Requirements.  Additional design requirements shall be applicable to the types of WCFs as specified below:  1. Base Stations:   a. Base Stations shall be architecturally compatible with respect to attachments, and colored to  match the building or structure to which they are attached;  b. The maximum protrusion of such facilities from the building or structure face to which they are  attached shall be two (2) feet;  c. Wall mounted WCFs shall not extend above the roofline unless mounted to a penthouse; and  d. Roof mounted WCFs shall be approved only where an applicant demonstrates a wall mounted  WCF is inadequate to provide service and shall be evaluated for approval based upon the  following criteria:  i. Roof mounted whip antennas shall extend no more than twelve (12) feet above the  parapet of any flat roof or ridge of a sloped roof or penthouse to which they are  attached;  ii. Roof mounted panel antennas shall extend no more than seven (7) feet above the  parapet of a flat roof or ridge of a sloped roof to which they are mounted; and  iii. Other roof mounted Related Accessory Equipment shall extend no more than seven (7)  feet above any parapet of a flat roof upon which they may be placed, and shall not be  permitted on a sloped roof.  2. Alternative Tower Structures (ATS) and Small Cell Facilities Generally:  a. ATS shall be designed and constructed to look like a building, facility, or structure typically  found in the area, in order that the WCF is Concealed.  Commented [CM4]: Englewood: These stringent  standards have been developed over the last two years in  the wake of the FCC's 2020 order that redefined the terms  "camouflage," "conceal," and "substantial change."   Page 12 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 10 of 22  b. Height or size of the proposed ATS or Small Cell Facility should be minimized as much as  possible and shall be subject to the maximum height restrictions of the zoning district in which  they are located, subject to a maximum height limit of sixty (60) feet;  c. ATS shall be sited in a manner that is least obtrusive to residential structures and residential  district boundaries;  d. ATS should take into consideration the uses on adjacent and nearby properties and the  compatibility of the facility to these uses;  e. ATS and Small Cell Facilities shall be compatible with the surrounding topography, tree  coverage, and foliage;  f. ATS and Small Cell Facilities shall be designed utilizing design characteristics that have the effect  of Concealing where technically feasible and generally reducing or eliminating visual  obtrusiveness; and  g. Visual impacts of the proposed ingress and egress shall be minimized.  3. Alternative Tower Structures and Small Cell Facilities located in the Right‐of‐Way. In addition to the  general requirements of subsection (E)(2), above:  a. No ATS pole shall be higher than thirty five (35) feet including any cannister or antennas located  on top of a pole;  b. No pole or structure shall be more than ten (10) feet higher (as measured from the ground to  the top of the pole or structure) than any existing utility or traffic signal within five hundred  (500) feet of the pole or structure;  c. Any new pole for ATS or Small Cell Facilities shall be separated from any other existing WCF  facility by a distance of at least six hundred (600) feet, unless the new pole replaces an existing  traffic signal, street light pole, or similar structure determined by the City;  d. With respect to pole‐mounted components, Small Cell Facilities shall be located within an  existing or replacement utility or streetlight pole; or be located within a new pole, if there are  no reasonable alternatives;  e. ATS shall be Concealed consistent with other existing natural or manmade features in the Right‐ of‐Way within one thousand (1,000) feet of the location where the ATS will be located;  f. To the extent reasonably feasible, ATS shall be consistent with the size and shape of the pole‐ mounted equipment installed by communications companies in the same zone district on utility  poles within 2,000 feet of the ATS;  g. When placed near a residential property, any ATS or Small Cell Facilities must be placed in front  of the common side yard property line between adjoining residential properties. In the case of a  corner lot, the facility must be placed in front of the common side yard property line adjoining  residential properties, or on the corner formed by two intersecting streets;  h. Small Cell Facilities shall:  i. be designed such that antenna installations on traffic signals are placed in a manner so  that the size, appearance, and function of the signal will not be considerably altered;  and  ii. be designed such that all antennas, mast arms, equipment, and other facilities are  sized to minimize visual clutter, and where possible, concealed within the structure;  and  Page 13 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 11 of 22  iii. be consistent with the size and shape of the pole‐mounted equipment installed by  communications companies on utility poles near the ATS; and  iv. be designed such that any ground mounted equipment be installed in an underground  or partially underground equipment vault (projecting not more than thirty‐six (36)  inches above grade), or co‐located within a traffic cabinet of a design approved by the  City, unless a use by special review is obtained subject to the requirements of the EMC;  and  v. not alter vehicular circulation or parking within the Right‐of‐Way or impede vehicular,  bicycle, or pedestrian access or visibility along the Right‐of‐Way; and  vi. comply with the federal Americans With Disabilities Act and all applicable local, state,  and federal law and regulations; and  vii. not be located or maintained in a manner that causes unreasonable interference.  Unreasonable interference means any use of the Right‐of‐Way that disrupts or  interferes with its use by the City, the general public, or other person authorized to use  or be present upon the Right‐of‐Way, when there exists an alternative that would  result in less disruption or interference. Unreasonable interference includes any use of  the Right‐of‐Way that disrupts vehicular or pedestrian traffic, any interference with  public utilities, and any other activity that will present a hazard to public health, safety,  or welfare.  4. Towers:  a. Towers shall either maintain a galvanized steel finish, or, subject to any applicable FAA  standards, be painted a neutral color so as to reduce visual obtrusiveness as determined by the  City;  b. Tower structures should use existing landforms, vegetation, structures, and use materials,  colors, textures, screening that have the effect of reducing or eliminating visual obtrusiveness  to aid in Concealing the facility from view or blending in with the surrounding built and natural  environment, and;  c. Monopole support structures shall taper from the base to the tip;  d. All Towers shall be enclosed by security fencing or wall at least six (6) feet in height and shall  also be equipped with an appropriate anti‐climbing device. No security fencing or any portion  thereof shall consist of barbed wire or chain link material; and  e. Towers shall be subject to the maximum height restrictions of the zoning district in which they  are located, subject to a maximum height limit of sixty (60) feet;   f. Towers should be sited in a manner that is least obtrusive to residential structures and  residential district boundaries where feasible;  g. Towers should take into consideration the uses on adjacent and nearby properties and the  compatibility of the Tower to these uses;  h. Visual impacts of the proposed ingress and egress shall be minimized;  i. No new Towers shall be permitted unless the applicant demonstrates to the reasonable  satisfaction of the City that no existing WCFs can accommodate the needs that the applicant  proposes to address with its Tower application. Evidence submitted to demonstrate that no  existing WCFs can accommodate these needs may consist of the following:  Commented [CM5]: Englewood: What is your preference  here?  Page 14 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 12 of 22  i. No existing WCFs are of sufficient height and are located within the geographic area  required to meet the applicant's engineering requirements;  ii. Existing WCFs do not have sufficient structural strength to support applicant's  proposed WCF;  iii. Locating on existing WCFs would cause electromagnetic interference with the facilities  on the existing WCFs or the existing WCFs would cause interference with the  applicant's proposed WCF; or  iv. The applicant demonstrates that there are other limiting factors that render existing  WCFs unsuitable for collocation.  j. No Towers shall be permitted in the Right of Way.  5. Related Accessory Equipment. Related Accessory Equipment for all WCFs shall meet the following  requirements:  a. All buildings, shelters, cabinets, and other accessory components shall be grouped as closely as  technically possible;  b. The total footprint coverage area of the WCF's Related Accessory Equipment shall not exceed  three hundred fifty (350) square feet;  c. No Related Accessory Equipment or accessory structure shall exceed twelve (12) feet in height;  and  d. Related Accessory Equipment shall be located out of sight whenever possible by locating behind  parapet walls or within equipment enclosures. Where such alternate locations are not  available, the Related Accessory Equipment shall be concealed where technically feasible or  otherwise camouflaged in a manner appropriate for the specific site.    Each applicant shall inform the City, within sixty (60) days, of any change of the information provided in the  application.   (Ord. 04‐5)  16‐7‐56: Review Procedures and Requirements.  Colocation Encouraged.  No new WCF shall be constructed and no collocation or modification to any WCF may occur except after a  written request from an applicant, reviewed and approved by the City in accordance with this Section. All WCFs  shall be reviewed pursuant to the following procedures:  A. Submittal Requirements. Each applicant for a WCF shall be required to submit:  1. Completed application form;  2. Submittal Fee;  3. Signal Interference Letter (Section 16‐7‐3(C));  4. Inventory of Existing Sites (Section 16‐7‐5(C)); and  5. A stamped report by a state of Colorado registered professional engineer, or a verified  statement from a qualified radio frequency engineer, demonstrating or assuring that the site  will be in full compliance with federal radio‐frequency emissions standards for wireless  facilities.  Commented [CM6]: This concept is covered by the  "purpose and intent" section.   Page 15 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 13 of 22  6. Initial demonstration of compliance with Section 16‐7‐3(G)(2)(d), provided via submission of a  report to the City prepared by a structural engineer, licensed in the State of Colorado,  describing the WCF, specifying the number and type of Antennas it is designed to  accommodate, providing the basis for the calculations done, and documenting the actual  calculations performed.  B. Inventory of Existing Sites. Each applicant for a WCF shall provide to the City a narrative and map  description of the applicant's existing or then currently proposed WCFs within the City, and outside of  the City within one mile of its boundaries. In addition, the applicant shall inform the City generally of the  areas of the City in which it believes WCFs may need to be located within the next three years. The  inventory list should identify the Site name, Site address, and a general description of the facility (e.g.,  rooftop antennas and ground mounted equipment). This provision is not intended to be a requirement  that the applicant submit its business plan, proprietary information, or make commitments regarding  locations of WCFs within the City. Rather, it is an attempt to provide a mechanism for the City and all  applicants for WCFs to share general information, assist in the City's comprehensive planning process,  and promote collocation by identifying areas in which WCFs might be appropriately constructed for  multiple users.  C. Applications for Base Stations, Alternative Tower Structures, and Alternative Tower Structures within  Right‐of‐Way.  Each application for a Base Station, Alternative Tower Structure, or Alternative Tower  Structure within Right‐of‐Way shall be reviewed and considered for approval by the City for  conformance to this Section. Except for WCFs in the Right‐of‐Way that meet all requirements of this  Section or Eligible Facilities Requests, the City may refer the application to Planning and Zoning  Commission for approval if the City finds the proposed WCF to have a significant visual impact (e.g.,  proximity to historic or designated view corridors, or on significant community features) or otherwise is  substantially incompatible with the structure on which the WCF will be installed, or it does not meet the  clear intent of this Section.  D. Applications for Towers. Towers may be permitted only as a conditional use approved by Planning and  Zoning Commission. Such Towers shall be reviewed for conformance to this Section using the use by  special review procedures set forth in Section 16‐2‐12 of the EMC in conjunction with the applicable  requirements in 16‐7‐9 of this Chapter. All applications for Towers shall demonstrate that other  alternative locations such as Base Stations or Alternative Tower Structures are not viable options.  E. Timeframes for Review.   1. All WCFs, other than those specified below in subsections (F)‐(H) shall be reviewed according to  the following timeframes:  a. Review of an application to collocate a facility other than a Small Cell Facility on an  Existing Tower or Base Station: 90 days.  b. Review of an application to deploy a Small Cell Facility on a new structure: 90 days.  c. Review of an application to deploy a WCF other than a Small Cell Facility on a new  structure: 150 days.  d. Review of an application for a new Tower, Base Station, or Alternative Tower  Structure: 150 days.  2. Tolling the Timeframe for Review. The relevant review timeframe begins to run when the  application is filed with the City, and may be tolled only by mutual agreement or where the City  determines that an application is incomplete.  Commented [CM7]: Englewood: Due to federal  preemption over local regulation of RF emissions, this is the  most a local government may require from a provider  regarding their site's compliance with FCC RF emissions  standards. Please note that this is different from the  concept in 16‐7‐4(B), which is in regards to RF compliance  once a WCF is fully operational, rather than at the  application stage.   Page 16 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 14 of 22  a. To toll the timeframe for incompleteness, the City shall provide written notice to the  applicant within thirty (30) calendar days of receipt of the application, specifically  delineating all missing documents or information required in the application;  b. Upon providing the notice of incompleteness to the applicant, the timeframe for  review pauses. The timeframe for review begins running again when the applicant  makes a supplemental written submission in response to the City's notice of  incompleteness; and  c. Following a supplemental submission, the City will notify the applicant within ten (10)  business days whether the supplemental submission did not provide the information  identified in the original notice delineating missing information. The timeframe is  tolled in the case of second or subsequent notices pursuant to the procedures  identified in subparagraph b(i) of this subsection. In the case of a second or  subsequent notice of incompleteness, the City may not specify missing documents or  information that were not delineated in the original notice of incompleteness.   F. Specific Review Procedures for collocating Small Cell Facilities on Existing Towers or Base Stations.  Within ten (10) business days of receipt of an application for a Small Cell Facility, the City shall provide  written comments to the applicant determining completeness of the application and setting forth any  modifications required to complete the application to bring the proposal into full compliance with the  requirements of this subsection.  1. To toll the timeframe for incompleteness, the City must provide written notice to the applicant  within ten (10) business days of receipt of the application, specifically delineating all missing  documents or information required in the application.  2. The timeframe for review resets to zero (0) when the applicant makes a supplemental written  submission in response to the City's notice of incompleteness.  3. Following a supplemental submission, the City will notify the applicant within ten (10) business  days whether the supplemental submission provided the information identified in the original  notice delineating missing information. If the application remains incomplete, the timeframe is  tolled pursuant to the procedures identified in subparagraphs (1) and (2) of this paragraph. In  the case of a second or subsequent notice of incompleteness, the City may not specify missing  information or documents that were not delineated in the original notice of incompleteness.  G. Specific Review Procedures for Eligible Facilities Requests.  1. Application. Eligible Facilities Requests for collocation on or modification of an Existing Tower or  Base Station shall be considered a use by right subject to administrative review and  determination by the City. The City shall prepare, and from time to time revise and make  publicly available, an application form which shall be limited to the information necessary for  the City to consider whether an application for collocation or modification is an Eligible  Facilities Request. Such information may include, without limitation, whether the project:  a. result in a Substantial Change to the physical dimensions of the site; or  b. violate a generally applicable law, regulation, or other rule reasonably related to public  health and safety.  The application may not require an applicant to demonstrate a need or business case for the  proposed modification or collocation.  2. Time frame for EFR review.  Subject to the tolling provisions below, an application for an Eligible  Facility Request shall be approved within sixty (60) days of the date of the request unless it the  City determines that it does not qualify as an Eligible Facilities Request. Upon receipt of an  Page 17 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 15 of 22  application for an Eligible Facility Request pursuant to this subsection, the City shall review such  application to determine whether the application so qualifies.  3. Tolling the Timeframe for EFR Review.   a. The sixty (60) calendar day review period begins to run when the application is filed  with the City, and may be tolled only by mutual agreement or where the City  determines that an application is incomplete:  i. To toll the timeframe for incompleteness, the City must provide written notice to the  applicant within thirty (30) calendar days of receipt of the application, specifically  delineating all missing documents or information required in the application;  ii. Upon notice of incompleteness to the applicant, the timeframe for review pauses.  The timeframe for review begins running again when the applicant makes a  supplemental written submission in response to the City's notice of incompleteness;  and  iii. Following a supplemental submission, the City will notify the applicant within ten  (10) business days whether the supplemental submission did not provide the  information identified in the original notice delineating missing information. The  timeframe is tolled in the case of second or subsequent notices pursuant to the  procedures identified in subparagraphs (i) and (ii) of this subsection. In the case of a  second or subsequent notice of incompleteness, the City may not specify missing  documents or information that were not delineated in the original notice of  incompleteness.  b. If the City fails to approve or deny an Eligible Facility Request within the time frame for  review (accounting for any tolling), the request shall be deemed granted; provided that  this approval shall become effective only upon the City's receipt of written notification  from the applicant after the review period has expired (accounting for any tolling)  indicating that the application has been deemed granted.  4. Interaction with Telecommunications Act 47 U.S.C. Section 332(c)(7). If the City determines that  the applicant's request is not an Eligible Facilities Request, the applicant shall be advised as to  the relevant provisions of the EMC that govern the process to consider the request, and  whether the EMC requires any additional information to be submitted in order for the request  to be considered complete.  If the applicant subsequently indicates an intent for the proposal to  be considered under the relevant section of the EMC and submits all required information, the  presumptively reasonable timeframe under Section 332(c)(7), as set forth in applicable federal  and state law will begin to run from submittal of the required information under the applicable  provision of the EMC.  H. Decision. Any decision to approve, approve with conditions, or deny an application for a WCF shall be in  writing, supported by substantial evidence in a written record, and shall be provided to the applicant  within ten (10) days of the decision.  If the approval is for a Concealed WCF, the written decision shall  specifically identify that the WCF is a Concealed facility.  All applicants shall submit a narrative and map description of the applicant's existing or then current land use  application for proposed telecommunications facilities within the City, and outside of the City within one thousand  feet (1,000') of its boundaries. In addition, the applicant shall inform the City generally of the areas of the City in  which it believes telecommunications facilities may need to be located within the next three (3) years. This  provision is not intended to be a requirement that the applicant submit its business plan, proprietary information,  or make commitments to the location of facilities in various parts of the City. Rather, it is an attempt to provide a  mechanism for the City and all applicants for telecommunications facilities to share general information, assist in  Page 18 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 16 of 22  the City's Comprehensive Planning process, and promote colocation by identifying areas in which  telecommunications facilities might be appropriately constructed for multiple users. The City shall maintain a list of  telecommunications facilities and update the same from information furnished by all service providers. By  submitting an application, all applicants acknowledge that the City may direct future applicants to discuss  colocation with an applicant that has disclosed to the City the possibility of locating telecommunications facilities  in a given area; provided however that the City is not, by sharing such information, in any way representing or  warranting that such sites are available or suitable.   (Ord. 04‐5)  16‐7‐67: General Guidelines and Requirements.  A. Principal or Accessory Use. Antennas and other ancillary telecommunications facilitiesWCFs may be  considered either principal or accessory uses. Towers, unless specifically accessory to the use of a property,  shall be considered a principal use of property. A different existing use or an existing structure on the same  lot shall not preclude the installation of an antennaWCFs on such lot. Where a new lot or leasehold parcel  has been created from a larger parcel, for purposes of determining whether the installation of a tower or  antenna WCF complies with district development regulations, including but not limited to setback  requirements, lot coverage requirements, and other such requirements, the dimensions of the larger lot  from which the new lot was created shall control. Towers that are constructed and antennas that are  installed in accordance with the provisions of this Section shall not be deemed to constitute the expansion of  a nonconforming use or structure.   B. Aesthetics; Lighting. The guidelines set forth in this subsection B shall govern the location of all towers, and  the installation of all antennas, governed by this Section. Where options for aesthetic treatment are  provided, the City shall direct which option is to be utilized.   1. Towers either shall maintain a galvanized steel finish, or subject to any applicable FAA standards, be  painted a neutral color so as to reduce visual obtrusiveness.   2. At a tower site, the design of the buildings and related telecommunication facilities shall, to the extent  possible, use materials, colors, textures, screening, and landscaping that will blend the  telecommunications facilities to the natural setting and built environment.   3. The City may require all antenna(s) be appropriately screened to safeguard surrounding property  provided that such screening will not interfere with the transmission and/or reception capabilities of  any antenna located on the tower as required in subsection F.   4. If an antenna is installed on a structure other than a tower, the antenna and supporting  telecommunications facilities must be of a neutral color that is identical to, or closely compatible with,  the color of the supporting structure so as to make the antenna and related facilities as visually  unobtrusive as possible.   5. Towers shall not be artificially lighted, unless required by the FAA or other applicable authority. If  lighting is required, the City may review any available lighting alternatives and approve the design that  would cause the least disturbance to the surrounding views. Lighting must be shielded or directed to  the greatest extent possible so as to minimize the amount of light that falls onto public rights‐of‐way or  nearby properties, particularly residences.   6. No portion of any antenna array may extend beyond the property line.   7. Ancillary telecommunications facilities shall be no taller than the maximum height in the zoning district  where the facilities are located and shall be compatible with the surrounding area.   Commented [CM8]: Concepts moved to review  requirements generally  Commented [ksf9]: Englewood: Suggest deleting.  In our  experience, towers are almost never the principal use and  are almost always an ancillary use.  Commented [CM10]: The majority of this section has  been moved to new "design standards" section  Commented [CM11]: Concept covered by new language  on design standards regarding camouflage/concealment  Commented [CM12]: Now in lighting section that applies  to all WCFs  Page 19 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 17 of 22  8. Ancillary telecommunications facilities in areas of high visibility shall, where possible, be sited either  below the ridgeline, amidst groups of trees, or designed (e.g., placed underground, depressed, or  located behind earth berms or otherwise effectively screened) to minimize their profile.   9.  As part of the conditional use application process, the City may require a special design of any  telecommunications facility where findings of particular sensitivity are made.   C. Federal Requirements. All telecommunication facilities must meet or exceed the current standards and  regulations of the FAA, the FCC, and any other agency of the Federal government with the authority to  regulate telecommunication facilities. If such standards and regulations are changed, then the owners of the  telecommunication facilities governed by this Section shall bring such telecommunication facilities into  compliance with such revised standards and regulations within the time frame mandated by the controlling  Federal agency. Failure to bring telecommunication facilities into compliance with such revised standards  and regulations shall constitute grounds for the removal of the telecommunication facilities at the owner's  expense.   D. Building Codes; Safety Standards. To ensure the structural integrity of towers, the owner of a tower shall  ensure that it is maintained in compliance with standards contained in applicable local building codes; the  applicable standards for towers that are published by the Telecommunication Industry Association and  Electronic Industries Association, as amended from time to time; and all applicable codes adopted by the  City.   1. In addition to any other applicable standards and requirements, the following shall apply to all towers  and telecommunications facilities:   a. Sufficient anti‐climbing measures must be incorporated into each facility to reduce potential for  trespass and injury. By way of example, and not of limitation, security fencing pursuant to Section  16‐7‐10.F EMC, together with a lack of pegs on the bottom portion of the tower, shall be  considered sufficient anti‐climbing measures.   b. No guy wires employed may be anchored within the area in front of any primary structure on a  parcel.   c. At least ten feet (10') of horizontal clearance must exist between any antenna and any power  line, unless more clearance is required to meet Colorado Public Utilities Commission Standards.   d. All telecommunications facilitiesWCFs must be designed and/or sited so that they do not pose a  potential hazard to nearby residences or surrounding properties or improvements. Any tower  shall be designed and maintained to withstand, without failure, the maximum forces expected  from wind, tornadoes, hurricanes, and other natural occurrences, when the tower is fully loaded  with antennas, transmitters, and other telecommunications facilities, and camouflaging; or, in  the case of pre‐existing towers, when the tower is loaded with the antennas, transmitters, and/or  other telecommunications facilities at the time of passage of this Section. Initial demonstration of  compliance with this requirement shall be provided via submission of a report to the City  prepared by a structural engineer, licensed in the State of Colorado, describing the tower  structure, specifying the number and type of antennas it is designed to accommodate, providing  the basis for the calculations done, and documenting the actual calculations performed. Proof of  ongoing compliance shall be provided pursuant to any applicable codes.   2. If, upon inspection, the City concludes that a telecommunications facility fails to comply with such  codes and standards and constitutes a danger to persons or property, then upon notice being provided  to the owner of a telecommunications facility, the owner shall have thirty (30) days to bring such  telecommunications facility into compliance with such standards. If the owner fails to bring such  telecommunications facility into compliance within said thirty (30) days, the City may remove such  telecommunications facility at the owner's expense.   Commented [CM13]: Moved to operational standards  Commented [CM14]: Moved to operational standards  Page 20 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 18 of 22  E. Radio Frequency Standards. All applicants shall comply with Federal standards for radio frequency emissions.  At the time of permit application, the applicant shall submit a project implementation report that provides  cumulative field predictions of radio frequency emissions of all antennas to be initially installed at the subject  site, and which compares the results with established Federal standards. In response to any written  complaint regarding radio frequency emissions, the operator of a telecommunications facility shall, within a  reasonable period of time after receiving notice of the written complaint, submit a report to the City  indicating whether all radio frequency emissions generated by that entity's telecommunications facilities are  within Federal standards. If, in response to such written complaint, it is determined that the emissions from  the facility are within allowable Federal standards, the entity providing the report shall not be required to  make a similar response to further written complaint for a period of at least one (1) year from the date of the  prior complaint. If the report indicates that emissions exceed Federal standards, the City may require  corrective action within a reasonable period of time, and if not corrected, may require removal of the  telecommunications facilities pursuant to Section 16‐7‐9 EMC. Any reasonable costs incurred by the City,  including reasonable consulting costs to verify compliance with these requirements, shall be paid by the  applicant.   F. Signal Interference. All towers, antennas and telecommunications facilities must be designed and/or sited so  as not to cause interference with the normal operation of radio, television, telephone and other  telecommunications services utilized by adjacent residential and nonresidential properties; nor shall any  such facilities interfere with any public safety telecommunications.   GB. Modification. Existing antennas on an approved telecommunications facilityWCFs may be modified, and the  power output of existing antennas on an approved facility may be increased, provided the standards and  procedures outlined in ANSI Standard and C‐95.1 or any amendments or revisions thereto, OST Bulletin No.  65 and Electronics Industries Associations EIA‐RS 222(E) or the latest revision or amendment thereof; or such  current standards as may be approved by the FCC are complied with.   1. The City shall be notified within fourteen (14) days of any change in or addition of antennas whose  power output exceeds one hundred (100) watts E.R.P. of radio frequency power output. The City may  request copies of plans depicting such modification and other evidence necessary to demonstrate that  such modifications are in compliance with the provisions of this Section, and a permitted use approval.  A subsequent field report, prepared by a qualified radio frequency engineer, quantifying a projects  radio frequency emissions and exposures, and comparing them to adopted Federal standards, may be  requested by the City upon project installation.   2. The City must be notified at least thirty (30) days prior to any modification which increases the wind or  weight loading capacity, height or footprint of a tower, and may request copies of plans which depict  such modifications and indicate compliance with the provisions of this Section, and with the permitted  use approval. Depending upon the nature of the modifications, such modifications may require  conditional use approval pursuant to Section 16‐2‐12 EMC.   C.  Compliance with Applicable Law. Notwithstanding the approval of an application for collocation as described  in this Chapter, all work done pursuant to WCF applications must be completed in accordance with all  applicable building and safety requirements as set forth in the EMC, and any other applicable regulations. In  addition, all WCF applications shall comply with the following:  1. Comply with any permit or license issued by a local, state, or federal agency with jurisdiction of  the WCF;  2. Comply with easements, covenants, conditions and/or restrictions on or applicable to the  underlying real property;  3. Be maintained in good working condition and to the standards established at the time of  application approval or as otherwise required by applicable law; and  Commented [CM15]: Moved to operational standards.  Commented [CM16]: Englewood: This is preempted by  federal law and FCC rules.  Page 21 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 19 of 22  4. Remain free from trash, debris, litter, graffiti, and other forms of vandalism. Any damage shall  be repaired as soon as practicable, and in no instance more than ten (10) days from the time of  notification by the City or after discovery by the owner or operator of the Site.    H. Prohibited Use. Advertising or communication of any visual messages from a tower or antenna is prohibited,  with the exception of safety related messages.   (Ord. 04‐5)  16‐7‐7: Building Permits.  Towers, antennas, and telecommunications facilities and base stations are considered structures, and these  structures as well as WCF attachments to these structures requireing issuance of a building permit. In connection  with the issuance of a permit for a tower, antenna or telecommunications facility or other WCF, and in order to  provide the City with accurate and current information concerning entities that own or operate  telecommunications facilities within the City; to assist the City in enforcement of this Section; to assist the City in  the collection and enforcement of any licensed fees or charges that may be due the City; and to assist the City in  monitoring compliance with local, State and Federal laws, the applicant shall, prior to a permit being issued,  submit the application information described in Section 16‐7‐3 EMC, to the City Manager or designee.   (Ord. 04‐5)  16‐7‐8: Permitted Uses—General.  The uses listed in Section 16‐7‐9 EMC, are deemed to be permitted uses and shall not require a conditional  use permit. Nevertheless, all such uses shall comply with this Section and all other applicable ordinances. See Table  16‐5‐1.1 and permitted uses in specific zone districts for additional regulations.   (Ord. 04‐5)  16‐7‐98: Specific Permitted Uses.  A. Locating a tower or antenna, including the placement of ancillary telecommunications facilities used in  connection with said tower or antennaWCFs is permitted on City owned property in any zoning district so  long as all other requirements of the zoning district are met.   B. Installing an antenna on an existing tower Tower including the placement of ancillary telecommunications  facilitiesRelated Accessory Equipment, so long as said additional antenna adds no additional height to said  existing towerTower, does not project outward a distance of more than fourteen feet (14'), and is consistent  with any applicable conditions of approval for that site, which previously have been imposed by the City.   C. Installing an antenna on an existing Existing alternative Alternative tower Tower structureStructure, including  the placement of ancillary telecommunications facilitiesRelated Accessory Equipment, so long as said  additional antenna Antenna adds no more than fifteen feet (15') of additional height to said existing  structurethe Existing structure, does not project outward a distance of more than fourteen feet (14'), and is  consistent with any applicable conditions of approval for that site, which previously have been imposed by  the City, unless it defeats the Concealment elements of the Site; provided, however, that if the installation of  an antenna Antenna or any other ancillary telecommunications facilitiesRelated Accessory Equipment on top  of an existing Existing structure causes an increase in the maximum height limitation within the zoning  district in which the structure is located, such use shall still be considered a specific permitted use so long as  Commented [CM17]: Moved to operational standards  Commented [CM18]: Englewood: We believe that this  concept is covered by the new "compliance with applicable  law" subsection just above and that this section is thus  redundant. If you would prefer to include both provisions  let us know and we can add this back in.   Commented [CM19]: Englewood: The table in EMC  Section 16‐5‐1.1 does not reflect this permitted use and  may need to be updated.  Page 22 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 20 of 22  the ancillary facilitiesRelated Accessory Equipment adds no more than fifteen additional feet (15') to the  height of the structure and are adequately screened to the satisfaction of the City Manager or designee.   D. Locating a tower in all zoning districts other than residential and business, so long as all other requirements  of the zoning district are met.   E. Locating an alternative Alternative tower Tower structure Structure in all zoning districts, so long as all other  requirements of the zoning district, Table 16‐5‐1.1, and this Section 16‐7‐9 EMC, are met.   (Ord. 04‐5)  16‐7‐109: Conditional Uses.   A. Applicability. This Section's provisions shall govern the issuance of conditional use permits for  telecommunication facilitiesWCFs allowed only as conditional uses in Chapter 16‐5 EMC, (Table 16‐5‐1.1).  These provisions and criteria are in addition to the general provisions and criteria governing conditional uses  stated in Section 16‐2‐12 EMC.   B. General Provisions.  1. In granting a conditional use permit, the City may impose conditions to the extent it concludes such  conditions are necessary to minimize any adverse effect of the proposed telecommunication facility on  adjoining properties.   2. Any information of an engineering nature that the applicant submits, whether civil, mechanical,  structural, or electrical, shall be certified by a Colorado Registered Professional Engineer. Any  information submitted relating to radio frequency emissions shall be certified by a qualified radio  frequency engineer.   C. Factors Considered in Granting Conditional Use Permits for Towers and Antennas. In addition to the criteria  set forth in Section 16‐2‐12 EMC, the City shall consider the following factors in determining whether to issue  a conditional use permit for a tower or antenna:   1. Height of the proposed tower Tower or height of proposed antenna on a tower Tower or alternative  Alternative tower Tower structureStructure;   2. Proximity of the tower Tower to residential structures and residential district boundaries;   3. Nature of uses on adjacent and nearby properties;   4. Surrounding topography;   5. Surrounding tree coverage and foliage;   6. Design of the towerTower, with particular reference to design characteristics that have the effect of reducing  or eliminating visual obtrusiveness such as Concealment or Camouflage Design Techniques;   7. Proposed ingress and egress;   8. An evaluation of the applicant's plans for development of its telecommunications facilitiesWCFs on the site  Site which is the subject of the application, as well as those plans on file from other telecommunications  wireless communications service providers;   9. An evaluation of the technical reports and materials submitted by the application;   10. Compliance with Section 16‐7‐6 EMCthis Chapter, as applicable, "General Guidelines and Requirements";   Commented [CM20]: Englewood: This is inconsistent  with the zoning table in 16‐5‐1.1 of the EMC, which states  that towers are a conditional use. We also suspect that  Council would prefer conditional use review for all towers.   Commented [CM21]: Englewood: Deleted because the  zoning table in EMC 16‐5‐1.1 reflects that Antennas are a  permitted use in all zones, which is consistent with what we  generally see in other codes.  Page 23 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 21 of 22  11. Availability of suitable existing Existing towers Towers and other structures; as discussed in Section 16‐7‐5  EMC, "Colocation Encouraged," and subsection D. (Availability of Suitable Existing Towers or Other  Structures);   12. Any other information that the City deems reasonably necessary in connection with the review of the  application.   D. Availability of Suitable Existing Towers or Other Structures. No new towers shall be permitted unless the  applicant demonstrates to the reasonable satisfaction of the City that no existing tower or structure can  accommodate the applicant's needs. Evidence submitted to demonstrate that no existing tower or structure  can accommodate the applicant's proposed antenna may consist of the following:   1. No existing towers or structures are located within the geographic area required to meet the  applicant's engineering requirements.   2. Existing towers or structures are not of sufficient height to meet the applicant's engineering  requirements.   3. Existing towers or structures do not have sufficient structural strength to support applicant's proposed  antenna and related equipment.   4. The applicant's proposed antenna would cause electromagnetic interference with the antenna on the  existing towers or structures, or the antenna on the existing towers or structures would cause  interference with the applicant's proposed antenna.   5. The applicant demonstrates that there are other limiting factors that render existing towers and  structures unsuitable.   E. Setbacks and Separation. The following minimum setbacks and separation requirements shall apply to all  towers and antennas other WCFs for which a conditional use permit is required.   1. Towers shall be setback a distance equal to the height of the tower from any residential zoned  property, or from any residential structure in any zoning district.   2. The towers, guys, and telecommunications facilitiesRelated Accessory Equipment must satisfy the  minimum zoning district setback requirements, or be setback a distance of at least fifty percent (50%)  of the height of the tower, whichever is greater.   3. Towers over sixty feet (60') in height shall not be located within one‐quarter (¼) mile from any existing  tower that is over seventy‐five feet (75') in height, unless the applicant has shown to the satisfaction of  the City that there are no reasonably suitable alternative sites in the required geographic area which  can meet the applicant's needs.   F. Security Fencing. Towers other than alternative tower structures may be enclosed by security fencing, of a  type approved by the City, not less than six feet (6') in height, and shall be equipped with an appropriate  anti‐climbing device.   G. Landscaping. The following requirements shall govern the landscaping surrounding towers for which a  conditional use permit is required.   1. Tower and ancillary telecommunications facilities shall be landscaped with a buffer of plant materials  that effectively screens the view of the compound from adjacent property, and in accordance with the  landscaping and screening standards in Section 16‐6‐7 EMC, as applicable.   2. Existing mature tree growth and natural land forms on the site shall be preserved to the maximum  extent possible. In some cases, such as towers sited on large, wooded lots, natural growth around the  perimeter may be sufficient to buffer.     Commented [CM22]: Concepts added to new section on  design standards for Towers  Commented [CM23]: Moved to design standards  Commented [CM24]: Moved to design standards  Commented [CM25]: Moved to design standards  Page 24 of 252           Created: 2022‐05‐18 12:07:31 [EST]  (Supp. No. 55)    Page 22 of 22  (Ord. 04‐5)  16‐7‐1110: Financial Guaranty Requirement.  The City may require the applicant to post a performance bond, letter of credit, or other financial guaranty  satisfactory to the City Manager or designee, at the time a building permit is issued, in an amount to be set by the  City, reasonably related to the costs that may be incurred by the City should the applicant fail to comply with any  of its obligations pursuant to this Chapter concerning maintenance or removal of abandoned facilities. The bond  shall remain in effect for a period of ten (10) years from the date of building permit issuance.   (Ord. 04‐5)  16‐7‐1211: City Authorization to Enter and Maintain Facilities.  The City may enter onto the property and undertake any maintenance activities so long as:   A. The City Manager or designee has provided the applicant written notice requesting the work needed to  comply with this Chapter and providing the applicant at least forty‐five (45) days to complete it; and a  follow up notice of default specifying failure to comply within the time period permitted, and indicating  the City's intent to commence the required work within ten (10) days of the notice.   B. The applicant has not filed an administrative appeal pursuant to Section 16‐2‐18 EMC, within thirty (30)  days of the notice of the City's intent to commence the required work. If an appeal is filed, the City  shall be authorized to enter the property and perform the necessary work if the appeal is dismissed or  final action on it is taken in favor of the City.   C. Notwithstanding anything contained in this Chapter to the contrary, the City shall not be required to  provide the notice described herein if there is a significant risk to the public health and safety requiring  immediate remedial measures.   (Ord. 04‐5)  16‐7‐13: Removal of Abandoned Antennas, Towers, and Other Telecommunications Facilities.  Any antenna or tower that is not operated for a continuous period of six (6) months shall be considered  abandoned. The City, in its sole discretion, may require an abandoned tower, antenna or any other ancillary  telecommunications facilities to be removed. The owner of such antenna, tower or any other ancillary  telecommunications facilities shall remove the same within ninety (90) days of receipt of notice from the City  notifying the owner of such abandonment. Upon removal, the site shall be restored and/or revegetated to blend  with the surrounding environment. If such antenna, tower, or ancillary telecommunications facilities are not  removed within said ninety (90) days, the City may remove and dispose of the same at the owner's expense. If  there are two (2) or more users of a single tower, then this provision shall not become effective until all users  cease using the tower.   (Ord. 04‐5)    Commented [CM26]: Englewood: We generally don't see  this in wireless codes. How has this provision worked in  practice for the City? Is it enforced?  Has the City ever had  to collect from one of these bonds or letters of credit?     One of our concerns is that it is pretty open ended and  there does not seem to be specific criteria as to when  financial guaranties will be required and how they  determine what kind of guaranty will be required.   Additionally, the time of an application for a WCF, the City  won't have completed whatever evaluation it might need to  determine what kind of financial guaranty to impose.  Commented [CM27]: Englewood: We question whether  the City would want to engage in the actions in this  provision.  Would the City want to assume the liability of  going onto private property and taking over tower  maintenance?  Does the City, for instance, go into a  shopping center and fix a parking lot if the owner doesn't  maintain it?    Commented [CM28]: Moved to operational standards  Page 25 of 252 Englewood Wireless Code Update October 3, 2022 Englewood City Council Recommendations to Comply with Federal and State Law and Effectively Assert Local Authority Colleen McCroskey, Esq. Kissinger & Fellman, P.C. colleen@kandf.comPage 26 of 252 General Considerations -Definitions -Small Cell Facility -Eligible Facilities Request -Substantial Change -Concealment/Camouflage -Reorganization of sections Page 27 of 252 Design Standards -Recall that this is the area where local governments retain the most authority under federal law and FCC regulations -Reasonable standards for each “type” of wireless infrastructure to protect aesthetics and community character as much as legally possible -Base Stations -Towers -Alternative Tower Structures -Small Cell Facilities -Stricter Standards within ROW -Setbacks -Concealment/Camouflage Page 28 of 252 Review Procedures and Requirements -Compliance with FCC shot clocks and tolling procedures -Eligible Facilities Requests -Small Cell Facilities -Use by right in any zoning district under Colorado law -Conditional use review for towers Page 29 of 252 Radiofrequency Considerations -Recall that under federal law, the FCC has exclusive jurisdiction to regulate RF emissions, and that local governments may not deny applications for wireless communications facilities on the basis of RF concerns unless evidence demonstrates a lack of compliance with FCC standards -Local governments can only require a demonstration of compliance with the federal regulations, and generally cannot require more from applicants than is required by the FCC -Applicants are required to submit a stamped report by a state of Colorado registered professional engineer, or a verified statement from a qualified radiofrequency engineer, demonstrating or assuring that the site will be in full compliance with federal radiofrequency emissions standards for wireless facilities -Open issue: requiring the owner or operator of a wireless communications facility to pay for compliance testing if concerns regarding RF compliance have been made to the City -Questionable enforcement -Potential liabilityPage 30 of 252 QUESTIONS? Colleen McCroskey, Esq. Kissinger & Fellman, P.C. colleen@kandf.com Page 31 of 252 STUDY SESSION TO: Mayor and Council FROM: Erik Sampson DEPARTMENT: Community Development DATE: October 10, 2022 SUBJECT: Historic Preservation Study by Pinyon Environmental DESCRIPTION: Pinyon Environmental will present an overview of the historic preservation survey RECOMMENDATION: Staff recommends that council make a determination regarding the next steps of the Historical Study. Council may also determine whether to formerly adopt the study or utilize it as a reference in the preparation for future studies and funding opportunities. PREVIOUS COUNCIL ACTION: N/A SUMMARY: The City of Englewood was awarded a grant from the Colorado State Historic Fund to work with a third-party entity to complete a historical reconnaissance survey of Englewood throughout 2021-2022. Pinyon Environmental was selected and performed several public outreach events, which included a public input survey and participation at the Englewood Block Party and Celebrate Englewood events in 2021. Sean Fallon, a representative from Pinyon Environmental, will be presenting the final results of the Historic Survey, the city reconnaissance survey as well as survey recommendations and next steps. COUNCIL ACTION REQUESTED: Council determination on whether to formally adopt the Historic Survey and/or direct that the Historic Preservation Commission utilize the survey results as a reference to examine future historic preservation funding and project activities. FINANCIAL IMPLICATIONS: The historic survey identifies specific properties and areas within the city which may be feasible for preservation efforts. The contents and conclusions of the survey will be of assistance in the future if the city pursues funding for future historic preservation grants. ATTACHMENTS: Historic Survey Plan Pinyon PowerPoint Presentation PDF Page 32 of 252 July 28, 2022 Historic Survey Plan City of Englewood Historic Preservation Commission Prepared for: City of Englewood 1000 Englewood Parkway Englewood, CO 80110 History Colorado Project No.: 2021-SP-002 Pinyon Project No.: 121145801 Page 33 of 252 Page 34 of 252 Page 35 of 252 Page 36 of 252 Page 37 of 252 Page 38 of 252 Page 39 of 252 Page 40 of 252 Page 41 of 252 Page 42 of 252 Page 43 of 252 Page 44 of 252 Page 45 of 252 Page 46 of 252 Page 47 of 252 Page 48 of 252 Page 49 of 252 Page 50 of 252 Page 51 of 252 Page 52 of 252 Page 53 of 252 Page 54 of 252 Page 55 of 252 Page 56 of 252 Page 57 of 252 Page 58 of 252 Page 59 of 252 Page 60 of 252 Page 61 of 252 Page 62 of 252 Page 63 of 252 Page 64 of 252 Page 65 of 252 Page 66 of 252 Page 67 of 252 Page 68 of 252 Page 69 of 252 Page 70 of 252 Page 71 of 252 Page 72 of 252 Page 73 of 252 Page 74 of 252 Page 75 of 252 Page 76 of 252 Page 77 of 252 Page 78 of 252 Page 79 of 252 Page 80 of 252 Page 81 of 252 Page 82 of 252 Page 83 of 252 Page 84 of 252 Page 85 of 252 Page 86 of 252 Page 87 of 252 Page 88 of 252 Page 89 of 252 Page 90 of 252 Page 91 of 252 Page 92 of 252 Page 93 of 252 Page 94 of 252 Page 95 of 252 Page 96 of 252 Page 97 of 252 Page 98 of 252 Page 99 of 252 Page 100 of 252 Page 101 of 252 Page 102 of 252 Page 103 of 252 Page 104 of 252 Page 105 of 252 Page 106 of 252 Page 107 of 252 Page 108 of 252 Page 109 of 252 Page 110 of 252 Page 111 of 252 Page 112 of 252 Page 113 of 252 Page 114 of 252 Page 115 of 252 Page 116 of 252 Page 117 of 252 Page 118 of 252 Page 119 of 252 Page 120 of 252 Page 121 of 252 Page 122 of 252 Page 123 of 252 Page 124 of 252 Page 125 of 252 Page 126 of 252 Page 127 of 252 Page 128 of 252 Page 129 of 252 Page 130 of 252 Page 131 of 252 Page 132 of 252 Englewood Historic Survey Plan Public Celebration June 15, 2022 Page 133 of 252 Map of Demolished Historic Resources in Englewood Page 134 of 252 Overview •Historic Preservation Commission Goals •What is Historic Survey? •Project Purpose •Acknowledgements •Public Outreach and Engagement •Reconnaissance Survey •Archival Records Review •Survey Priorities Page 135 of 252 Historic Preservation Commission Goals The by-laws of the Englewood Historic Preservation Commission established the following powers and duties, which align with the goals and objectives guiding their work: 1.Promote and encourage voluntary participation in designating, preserving, protecting, enhancing, and perpetuating those structures, sites, and districts which reflect outstanding elements of the City’s cultural, artistic, social, economic, political, architectural, history, and other heritage. 2.Foster civic pride in the beauty and accomplishment of the past. 3.Promote and encourage the use of outstanding historical or architectural structures, sites, and districts for the education and welfare of the people of the City. 4.Promote and encourage voluntary participation in the continued private ownership and utilization of such buildings and other structures now so owned and used, to the extent that the objectives listed above can be attained under such a policy. 5.Promote and advise City Council on Historic Preservation. Page 136 of 252 What is Historic Survey? Identify Evaluate Use & Preserve Page 137 of 252 Project Purpose Guide and prioritize historic survey efforts undertaken by the Englewood Historic Preservation Commission. The project identifies both rare and common resource types representing the history of the community, as well as both thematic and geographic survey types. Page 138 of 252 Acknowledgements Funders •History Colorado State Historical Fund Historic Preservation Commission •Lauren Cooper •CJ Cullinan •Matthew Crabtree, Chair •Melinda Elswick •Cash Parker, Vice Chair •Jason O’Brien •Mary Miles •Shelly Worek, Recording Secretary –HPC Staff •Erik Sampson, AICP, Planner II –HPC Staff •Dave Cuesta (Former City Council Member) Elected Officials •Cheryl Wink, City Council Member, HPC Liaison Page 139 of 252 Public Outreach and Engagement Public Engagement Survey (June –October 2021) Celebrate Englewood (August 28, 2021) Englewood Block Party (September 18, 2021) Page 140 of 252 Public Engagement Survey Results 138 Participants 334 Survey ViewsPage 141 of 252 Public Engagement Survey ResultsPage 142 of 252 Public Engagement Survey ResultsPage 143 of 252 Public Engagement Survey ResultsPage 144 of 252 Reconnaissance Survey •OAHP Data •Assessor Data •Field Verification Page 145 of 252 Representation by Decade –1900s Englewood Incorporates 1903. Early construction. Concentrated around the Broadway corridor. Page 146 of 252 Representation by Decade –1910s First explosion of building. The City core starts to emerge. •North-south between Yale and Tufts •East-west between Elati and Logan Page 147 of 252 Representation by Decade –1920s Development is concentrated within the City core: •Yale to Tufts and Elati to Logan, with some outliers appearing. Outliers start to emerge. Page 148 of 252 Representation by Decade –1930s This decade primarily represented by infill of the City core. Representation of the Pre-War City. Reconnaissance Recommendations: -Include all Pre-1900 locations. -Concentration within the City core. -Include some outliers to represent industry, agriculture, and other themes. Page 149 of 252 Representation by Decade –1940s Beginning of Post-War development (1945- 1975). Development is still focused on the City core. Page 150 of 252 Representation by Decade –1950s Second explosion of building. Development extends beyond the City core. Focus on subdivisions and planned developments. Page 151 of 252 Representation by Decade –1960s Continuation of subdivision and planned development; not as pronounced as the 1950s. Page 152 of 252 Representation by Decade –1970s Continuation of patterns observed in the 1960s. Representation of the Post-War City (1945 – 1975). Page 153 of 252 Archival Records Review •General Land Office (GLO) Land Patent Records •Sanborn Fire Insurance Maps •Colorado Department of Local Affairs (DOLA) Historical Census Data •Colorado State Business Directories •US Federal Census Records •National Register of Historic Places Records •Historic Photographs •AND MORE! Page 154 of 252 Survey Priorities Englewood in the Nineteenth Century Broadway Corridor and the Pre-War City Agricultural Vestiges Subdivisions and Post-War Growth Industrial Influence Educational Facilities Underrepresented History Page 155 of 252 Englewood in the Nineteenth Century Survey •Only 6 extant properties based on Assessor Records •More background research needed •Skerritt House listed by the Assessor as constructed in 1864 •Based on the limited remaining resources, evaluation of extant 19th Century properties is recommended as a high priority Page 156 of 252 Potential Broadway Historic District Survey •Commercial District around Hampden/Broadway Emerging by 1919 •Current Cohesive Potential District Between Hampden and Girard Page 157 of 252 Subdivision and Neighborhood Survey Page 158 of 252 Underrepresented Histories Surveys Page 159 of 252 Next Steps & Discussion Sean Fallon, MA Technical Group Manager –Cultural Resources Pinyon Environmental, Inc. Fallon@Pinyon-Env.com 303.980.5200 Erik Sampson, AICP Planner II City of Englewood Community Development esampson@englewoodco.gov 303.762.2345 Page 160 of 252 STUDY SESSION TO: Mayor and Council FROM: Darren Hollingsworth DEPARTMENT: Community Development DATE: October 10, 2022 SUBJECT: Draft Economic Development Strategic Plan DESCRIPTION: Presentation of the draft Economic Development Strategic Plan RECOMMENDATION: Englewood's consulting team from Economic and Planning Systems (EPS) will present the draft Economic Development Strategic Plan for council's input, questions and direction. Following the council's initial review, the plan will be presented for formal adoption by resolution. PREVIOUS COUNCIL ACTION: The consulting team from EPS presented an overview of the strategic planning process and received council feedback at the May 9, 2022 city council study session. SUMMARY: The Community Development Department retained EPS to prepare an Economic Development Strategic Plan for the city. The purpose of the plan is to identify and articulate economic development policies and to guide the allocation of economic development resources over the next five to ten years. It also recommends roles for the city and its economic development partner organizations to implement the recommended strategies. ANALYSIS: The draft plan defines the role of the city in economic development in broad terms, incorporating traditional functions such as business development, retention and recruitment, and marketing, along with what is termed place-based economic development, which is focused on the importance of the quality of place. This approach emphasizes that the quality of the city as a place to live and work is key to business attraction. The plan includes a summary of current economic conditions and trends; a review of Englewood's existing economic development plans and programs; and an analysis of strengths, weaknesses and opportunities. The strategies in the plan outline recommended economic development initiatives and actions to be implemented by the city and its economic development partners. COUNCIL ACTION REQUESTED: Staff is seeking council direction to schedule the plan for adoption by resolution at a future council meeting. Page 161 of 252 FINANCIAL IMPLICATIONS: The draft strategic plan does not specifically propose any immediate programs or services that are not already funded in the Community Development Department budget. Longer term programs and staffing levels identified in the plan would be addressed through future budget appropriations, subject to council authorization. CONNECTION TO STRATEGIC PLAN: The draft Economic Development Strategic Plan is consistent with the economy goals section of the City of Englewood Strategic Plan and it identifies specific opportunities to implement these strategies. ATTACHMENTS: Draft Economic Development Strategic Plan PowerPoint Presentation Page 162 of 252 Draft Report Economic Development Strategic Plan Prepared for: City of Englewood Prepared by: Economic & Planning Systems, Inc. EPS #213174 September 28, 2022 Page 163 of 252 Table of Contents Introduction ................................................................................... 1 Purpose ............................................................................................. 1 What is Economic Development? ........................................................... 1 The Englewood Context ....................................................................... 2 Plan Organization ................................................................................ 2 Englewood City Profile ..................................................................... 3 Demographics and Housing .................................................................. 3 Englewood Economy............................................................................ 5 Englewood Commercial Real Estate ....................................................... 8 Comparison Communities................................................................... 11 Economic Development Structure ................................................... 17 Englewood Economic Development ...................................................... 18 Economic Development Programs ........................................................ 21 Peer City Economic Organizations ........................................................ 25 Strengths/Weaknesses/Opportunities .............................................. 31 Public Input and Outreach .................................................................. 31 Strengths and Weaknesses................................................................. 32 Opportunities ................................................................................... 34 Strategies and Actions ................................................................... 37 Vision Statement .............................................................................. 37 Strategies and Actions ....................................................................... 37 Page 164 of 252 List of Tables Table 1. Population and Housing Units, 2010-2021 ................................................ 3 Table 2. Housing Tenure Trends, 2010-2021 ......................................................... 3 Table 3. Housing Units by Type, 2010-2021 .......................................................... 4 Table 4. Household Demographics, 2010-2021 ...................................................... 4 Table 5. Englewood Age Distribution, 2010-2021 ................................................... 5 Table 6. Wage and Salary Jobs by Industry, 2010-2019 ......................................... 6 Table 7. Commercial Real Estate Metrics, 2021 ..................................................... 9 Table 8. Commercial Real Estate Inventory Trends, 2010-2021 ............................. 10 Table 9. Comparison Community Size, 2021 ....................................................... 11 Table 10. Population Trend Comparison, 2010-2021 .............................................. 11 Table 11. Household Income and Housing Price Comparison ................................... 12 Table 12. Demography Trend Comparison, 2010-2021 ........................................... 14 Table 13. Job Growth Comparison, 2010-2019 ...................................................... 15 Table 14. Three Largest Industries by Community, 2019 ........................................ 15 Table 15. Commercial Real Estate Comparison, 2021 ............................................. 16 Table 16. Regional and Other Partner Organizations .............................................. 24 Table 17. Peer City Economic Development Programs ............................................ 26 Page 165 of 252 List of Figures Figure 1. Change in Jobs by Major Industry Group, 2010-2019 ................................. 6 Figure 2. Number of Business by Size, Englewood (80110 and 80113 Zip Codes) ........ 7 Figure 3. Housing Tenure Comparison, 2021 ........................................................ 12 Figure 4. Housing by Type Comparison, 2021 ....................................................... 13 Figure 5. Population by Age Comparison, 2021 ..................................................... 13 Figure 6. Englewood Community Development Organization Chart .......................... 18 Figure 7. Englewood DDA Boundary .................................................................... 20 Figure 8. Economic Development Organizational Structure ..................................... 47 Page 166 of 252 Economic & Planning Systems, Inc. 213174_Draft Englewood EDS 9-29-22 1 Introduction Purpose This Economic Development Strategic Plan was prepared for the City of Englewood to guide the City’s economic development programs, policies, and allocation of resources for the next 5 to 10 years. It also recommends roles for the City and its economic partner organizations to implement the recommended strategies. What is Economic Development? Economic development uses policies, strategies, and actions to grow and sustain an economy. Economic development builds personal wealth, supports businesses, and strengthens a local government’s tax base needed to fund services and community infrastructure. There is no single right approach to economic development. Communities use the approach best suited to their needs and their economic context, and many use elements of several approaches. The three main economic development approaches are summarized below. • Recruitment and marketing – Business recruitment and marketing is what many people associate with economic development. This approach allocates resources to marketing a place to prospective firms and often competing with other places to recruit them. It requires a large budget for incentives programs, travel, and event and conference attendance. • Business support and retention – This approach prioritizes supporting and growing local businesses. The emphasis is on growing from within the community’s assets rather than attracting businesses from outside. • Place-based economic development – Place-based economic development is a broad approach that recognizes the importance of community infrastructure in creating an environment that attracts businesses: neighborhoods, housing, schools, clean and safe streets, transportation, and physical infrastructure. Many communities use elements of all three approaches based on their needs and current opportunities. This Plan recommends a balance of all three approaches, with the most emphasis on local business support, infill and redevelopment, and place-based economic development. Page 167 of 252 Economic Development Strategic Plan 2 The Englewood Context Englewood is a first ring suburb adjacent to the City and County of Denver on its northern border. Englewood, like its neighbors, is largely built out with few large vacant development sites. Englewood has a mix of pre- and post-World War II development ranging from compact single family neighborhoods to low density automobile-oriented commercial corridors including South Broadway and Hampden Avenue. Englewood’s development pattern is important to consider in this Economic Development Strategic Plan. Communities with more “greenfield” sites and capacity to grow are often more active in recruiting and incentivizing major employers and retailers. In contrast, communities with fewer large development opportunities shift their approach to business support and retention. Redevelopment also becomes important in the absence of large greenfield development sites. Redevelopment sites offer opportunities to shift the existing development pattern and economy to support its growth and evolution. A theme that was repeated in the public outreach for this Plan was Englewood’s small-city character with nearby big city amenities. Businesses noted that Englewood is small enough where a small business can have a positive impact on the community, and business owners and employees can feel like they are part of the community. At the same time, the City is big enough and centrally located which makes it a desirable place to run a business because of the access to customers. Plan Organization This economic development strategic plan is divided into five chapters including this Introduction. 1. Introduction 2. City Profile – A summary of demographic and economic trends in Englewood and a set of comparison communities. 3. Current Economic Development Structure – Describes the organizations involved in economic development in Englewood. 4. Strengths/Weaknesses/Opportunities – Summarizes public and business input that informs the recommended strategies and actions. 5. Strategies and Actions – Provides recommended strategies and actions for the City and its partners. Page 168 of 252 Economic & Planning Systems, Inc. 213174_Draft Englewood EDS 9-29-22 3 Englewood City Profile This chapter provides an overview of economic and demographic conditions in Englewood, presented in three major sections: demographics and housing, economy, and commercial real estate. The data includes statistics from 2010 through 2021 for an evaluation of current conditions and long-term trends. Demographics and Housing In 2021, Englewood had 33,784 residents and 17,175 housing units as shown in Table 1. Since 2010, Englewood added about 3,300 people or 302 per year at an annual rate of 0.9 percent. The City added just over 1,500 housing units during the same time period at a pace of approximately 140 per year, which was also a 0.9 percent annual growth rate. Table 1. Population and Housing Units, 2010-2021 The demographic characteristics of the population are changing gradually due to an increase in renter households. In 2010, the housing stock was almost equally divided among renters and owners. Since 2010, the City grew by approximately 1,300 renter households and 530 owner households changing the distribution of housing tenure to 46.8 owners and 53.2 percent renters, as shown in Table 2. Table 2. Housing Tenure Trends, 2010-2021 Englewood 2010 2021 Total Ann. #Ann. % Population 30,460 33,784 3,324 302 0.9% Housing Units 15,609 17,175 1,566 142 0.9% Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-Sum 2010-2021 Housing Tenure Trends 2010 2021 Total Annual Ann. % Housing Units Owner Occupied 7,065 7,597 532 48 0.7% Renter Occupied 7,310 8,651 1,341 122 1.5% Total Occupied Units 14,375 16,248 1,873 170 1.1% Percent of Total Owner Occupied 49.1%46.8%-2.4%- - Renter Occupied 50.9%53.2%2.4%- - Total 100%100%- - - Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D.xlsx]T-Tenure (3) 2010-2021 Page 169 of 252 Economic Development Strategic Plan 4 More diverse types of housing are being built in Englewood than in the past. In 2010, 60 percent of the housing stock was single family detached homes, 35 percent was multifamily and about 5.4 percent were in single family attached units (townhomes) and mobile homes, as shown in Table 3. New housing units from 2010 through 2021 were comprised of 59 percent single family detached, 35 percent multifamily, and 6.5 percent attached single family (townhomes and mobile homes). This construction pattern reflects the infill environment of the City where land values are increasing and higher densities are needed to make housing development feasible. Table 3. Housing Units by Type, 2010-2021 In 2010, the median household income in Englewood was $42,416, the median home value was $213,800, and the average household size was 2.07 as shown in Table 4. From 2010 through 2021 household income increased by 3.4 percent annually to $61,589. During this period, median home value grew by over two- fold, increasing from $213,800 to $435,852. Housing became more expensive compared to household income during this time. The percentage of income devoted to mortgage payments increased from 21 percent in 2010 to 30 percent in 2021. Note that these income figures are demographic statistics and differ from program qualifying incomes published by HUD and the Colorado Housing Finance Authority (CHFA). Table 4. Household Demographics, 2010-2021 Housing by Type 2010 % Total 2021 %Total Total Annual Ann. % Single Family Residence 9,383 60.1%10,088 58.7%705 64 0.7% Attached (2-4 Units)675 4.3%913 5.3%238 22 2.8% Multifamily 5,403 34.6%5,971 34.8%568 52 0.9% Mobile Homes 148 0.9%203 1.2%55 5 2.9% Source: U.S. Census; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Data\T-Htype 2010-2021 `` Household Statistics 2010 2021 Total Annual Ann. % Median Household Income $42,416 $61,589 $19,173 $1,743 3.4% Median Home Value $213,800 $435,852 $222,052 $20,187 6.7% Household Size 2.07 2.08 ------ Percent of Income for Mortgage 21%30%------ Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-HH (2) 2010-2021 Page 170 of 252 Economic & Planning Systems, Inc. 5 Englewood’s population is aging slightly, with an increase in the median from 37.2 to 39.1 from 2010 through 2021 as shown in Table 5. The population in most age groups under 55 decreased while the population over 55 increased. Table 5. Englewood Age Distribution, 2010-2021 Englewood Economy Available job data lags the demographic data presented above by two years. In 2019, Englewood had approximately 24,980 wage and salary jobs (not including sole proprietors), as shown in Table 6 and Figure 1. From 2010 through 2019, 2,900 jobs were added in the City at an annual rate of 1.4 percent. Retail, Leisure, and Hospitality sectors had the largest amount of growth, adding 1,176 jobs. This is an industry often comprised of small businesses. Construction was the next largest growth sector, adding just under 1,000 jobs. Wholesale Trade, Transportation, and Utilities added 677 jobs and Education and Health Services added just over 600 jobs but remained the largest sector by far. Professional and Business Services was the only industry with major losses between 2010 and 2019, shrinking by almost 600 jobs related to the relocation of First Data Corporation from Englewood to the Meridian Business Park on County Line Road in Douglas County. Age Range 2010 2021 Change Median Age 37.2 39.1 1.9 0-4 6.4%5.4%-1.0% 5-9 4.7%5.2%0.5% 10-14 4.4%4.8%0.4% 15-24 12.5%10.8%-1.7% 25-34 18.8%17.2%-1.6% 35-44 13.8%14.8%1.0% 45-54 15.6%12.4%-3.2% 55-64 11.3%13.1%1.8% 65-74 5.5%8.9%3.4% 75-84 4.1%4.5%0.4% 85+ 2.8%2.8%0.0% Source: ESRI, Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D .xlsx]T-Age2 Page 171 of 252 Economic Development Strategic Plan 6 Table 6. Wage and Salary Jobs by Industry, 2010-2019 Figure 1. Change in Jobs by Major Industry Group, 2010-2019 Jobs by Industry 2010 2019 Total Ann. #Ann. % Education and Health Services 6,704 7,308 604 67 1.0% Retail, Leisure, and Hospitality 3,308 4,484 1,176 131 3.4% Professional and Business Services 4,301 3,729 -572 -64 -1.6% Construction 2,359 3,358 999 111 4.0% Wholesale Trade, Transportation, and Utilities 1,840 2,517 677 75 3.5% Manufacturing 2,306 2,344 38 4 0.2% Financial Activities 967 1,149 182 20 1.9% Information 118 80 -38 -4 -4.2% Natural Resources and Mining 94 9 -85 -9 -22.9% Government 49 2 -47 -5 -29.9% Total Jobs*22,046 24,980 2,934 326 1.4% *Work Area metrics Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D.xlsx]T-JobsOcc 2010-2019 Page 172 of 252 Economic & Planning Systems, Inc. 7 Most business in Englewood are small. As shown in Figure 2, 86 percent of businesses are under 20 employees. These data reinforce the recommendations that the economic development focus should be on business support and retention, and fostering business startups. Figure 2. Number of Business by Size, Englewood (80110 and 80113 Zip Codes) 52.8% 18.3%14.8%9.0%2.9%2.0%0.2% 0 200 400 600 800 1,000 1,200 1,400 Less than 5 employees 5 to 9 employees 10 to 19 employees 20 to 49 employees 50 to 99 employees 100 to 249 employees 250 to 499 employees Number of Firms by Size, Zip Codes 80110 and 80113, Englewood, 2021 Source: US Census;Economic & Planning Systems [link to source] Page 173 of 252 Economic Development Strategic Plan 8 Englewood Commercial Real Estate Industrial property makes up the largest amount of nonresidential development by building area in Englewood with 7.8 million square feet, which is more than twice the space of all other categories as shown in Table 7. Within the industrial category, warehouse space accounts for most of the total square footage in Englewood, with 5.3 million square feet. Industrial rents are approximately $11.00 per square foot with tenants paying all operating expenses in most cases. The supply of space is tight as exhibited by the 3.7 percent vacancy rate. Englewood’s industrial space dates largely from the 1950s through 1970s and has many buildings that are becoming functionally obsolete by modern standards. Despite their advancing age, these buildings have a role as they are lower cost than new space and still can meet the needs of small firms. Englewood is not competitive with the types of large high ceiling new warehousing facilities being built in east Denver and Aurora, nor is it recommended that Englewood pursue these types of businesses. Industrial properties with low value and low employment density (few employees on a large site) are increasingly under pressure for redevelopment to housing. As discussed in the recommended strategies, the City should identify where industrial space should be preserved and develop business retention strategies for those areas. Retail is the next largest category of space with approximately 3.1 million square feet. Freestanding retail buildings make up the largest amount of space with 749,392 square feet, mostly comprised of big- and mid-box stores in the CityCenter and Hampden Avenue areas. Storefront space makes up 570,235 square feet in smaller buildings, and there are approximately 170,100 square feet of restaurant space. Retail vacancies are higher, averaging 12.2 percent, influenced by the vacancies primarily along Englewood Parkway and to a lesser extent the vacancies along Broadway south of Hampden. Retail rents average $23.40 per square foot. Page 174 of 252 Economic & Planning Systems, Inc. 9 Table 7. Commercial Real Estate Metrics, 2021 Office space comprises approximately 2.1 million square feet of the nonresidential retail estate inventory. Within the office space sector, medical office accounts for 39 percent of the inventory or almost 800,000 square feet. There are another 45,000 square feet of office live/work and loft/creative office space in the inventory. The average vacancy rate is 12.3 percent for all office space and rents average $21.05 per square foot. Loft/creative space has higher vacancies, at 33.3 percent but represents a small amount of space. Average Sqft. Englewood Total Sqft.Building Size Per Capita Vacancy Rate Average Rent Industrial 7,753,133 16,254 229 3.7%$11.12 Manufacturing 1,662,537 26,815 49 5.6%$11.02 Warehouse 5,258,112 13,910 156 3.5%$11.04 Other 832,484 22,500 25 2.7%$12.10 Retail 3,091,411 8,222 92 8.6%$23.54 Restaurant 170,091 10,005 5 12.2%$23.40 Storefront 570,235 5,879 17 7.4%$22.26 Freestanding 749,392 9,029 22 11.2%$24.06 Other 1,601,693 8,948 47 7.8%$24.05 Office 2,031,759 14,723 60 12.3%$21.05 Medical 795,587 24,862 24 14.9%$25.99 Loft/Creative Space 29,670 9,890 0.9 33.3%$21.11 Office Live/Work Unit 14,650 2,093 0.4 14.3%$18.70 Other 1,191,852 12,415 35 10.7%$19.60 Source: Costar, Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-RE2 Page 175 of 252 Economic Development Strategic Plan 10 Most of the growth in nonresidential space over the last decade has been in retail, as shown in Table 8. From 2010 through 2021, retail space grew by 134,000 square feet while office space grew by only 42,000 square feet. The amount of industrial space declined as properties were redeveloped into transit-oriented development (TOD) housing near Oxford Station. Table 8. Commercial Real Estate Inventory Trends, 2010-2021 Description 2010 2015 2021 Total Ann. # Industrial 9,193,466 9,179,062 9,120,763 -72,703 -6,609 Manufacturing 1,723,810 1,723,810 1,682,541 -41,269 -3,752 Warehouse 6,513,220 6,497,516 6,473,986 -39,234 -3,567 Retail 3,061,133 3,136,523 3,195,559 134,426 12,221 Restaurant 1,310,540 1,308,283 1,310,604 64 6 Storefront 1,458,202 1,454,172 1,454,172 -4,030 -366 Freestanding 1,873,872 1,884,316 1,900,681 26,809 2,437 Office 1,952,873 1,899,895 1,994,854 41,981 3,816 Medical 689,216 676,886 771,485 82,269 7,479 Source: Costar, Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Data\CoStar\[Englewood Office Historical.xlsx]Sheet12 2010-2021 Page 176 of 252 Economic & Planning Systems, Inc. 11 Comparison Communities This section provides demographic and economic data to compare Englewood to five other suburban cities in Metro Denver: Arvada, Golden, Littleton, Northglenn, and Wheat Ridge listed in Table 9. Golden, Northglenn, and Wheat Ridge are similarly sized while Littleton is adjacent to Englewood to the south. Each are mature communities with little remaining vacant land. Table 9. Comparison Community Size, 2021 Demographics Each community is growing slowly as they are mature landlocked areas, with annual growth rates under 1.0 percent except for Arvada as shown in Table 10. Arvada has growth areas on its west side but is also adding residential density to the Old Towne Arvada area in redevelopment projects. Englewood and Golden had the highest growth rates, except for Arvada, at 0.9 percent per year. Englewood and Littleton are however growing at about the same pace. Table 10. Population Trend Comparison, 2010-2021 Total Housing City Units Englewood 30,460 17,175 Arvada 124,956 50,983 Golden 20,775 8,275 Littleton 46,673 21,847 Northglenn 36,822 14,489 Wheat Ridge 31,895 15,425 Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-Div Total Population City 2010 2021 Total Ann. #Ann. % Englewood 30,460 33,784 3,324 302 0.9% Arvada 107,649 124,956 17,307 1,573 1.4% Golden 18,903 20,775 1,872 170 0.9% Littleton 42,560 46,673 4,113 374 0.8% Northglenn 35,597 36,822 1,225 111 0.3% Wheat Ridge 29,852 31,895 2,043 186 0.6% Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-Pop 2010-2021 Page 177 of 252 Economic Development Strategic Plan 12 As of August 2022, the median single family home price in Englewood was $617,500, as shown in Table 11. Home prices are similar in Englewood, Arvada, Littleton, all of which are in the low to mid $600,000 range. The median price in Wheat Ridge is just over $700,000 and highest in Golden at $900,000. Each of these communities are located west of I-25 and in Jefferson County, except for Englewood which is in Arapahoe County. Northglenn has the lowest home prices, with a median of $489,980. Table 11. Household Income and Housing Price Comparison Englewood has the highest percentage of renter households, at 53 percent, while Arvada has the lowest percentage at 29 percent as shown in Figure 3. Wheat Ridge is most similar to Englewood in housing tenure with approximately 50 percent renters and 50 percent owners. Golden and Northglenn are also similar to each other with about 45 percent renters and 55 percent owners although Golden is influenced by the student population at Colorado School of Mines. Figure 3. Housing Tenure Comparison, 2021 Figure 4 below shows the distribution of housing types in each community in the following categories: single family detached Homes, single family attached homes (duplexes and townhomes), multifamily (apartments, condos), and other (mobile homes and other types). Income and Housing Prices Englewood Arvada Golden Littleton Northglenn Wheat Ridge Median Household Income $61,589 $93,607 $73,290 $84,602 $68,039 $62,742 Household Size 2.08 2.50 2.25 2.23 2.76 2.16 Median Sale Price (Aug. 2022)$617,500 $649,900 $900,000 $687,000 $489,950 $705,000 Home Price : Income Ratio 10.0 6.9 12.3 8.1 7.2 11.2 Source: Denver Metro Assoc. of Realtors; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-HH 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Englewood Arvada Golden Littleton Northglenn Wheat Ridge Housing Tenure, 2021 Owner Occupied Renter Occupied Source: Economic & Planning Systems Page 178 of 252 Economic & Planning Systems, Inc. 13 The housing stock mix in each community is similar, with Englewood, Golden, Littleton, Northglenn and Wheat Ridge having approximately 60 to 65 percent single family detached homes and 35 to 40 percent single family attached and multifamily, and other unit types including mobile homes. Arvada stands out as having the least diverse housing stock, with nearly 80 percent single family detached as shown in Figure 4. Having a diverse mix of housing is important in providing opportunities for people at different wage and income levels needed to fill local jobs. Figure 4. Housing by Type Comparison, 2021 Having an available labor force is important to filling jobs. Englewood and Northglenn have the highest percentage of their population in the core working ages of 25 to 44 years, at just over 30 percent as shown in Figure 5. The 45- to 64-year-old age group comprises approximately 25 percent of the population in each area as well. Englewood is aging however, as the median age increased from 37.2 to 39.1. Figure 5. Population by Age Comparison, 2021 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Englewood Arvada Golden Littleton Northglenn Wheat Ridge Share of Housing Types, 2021 Single Family Attached (2-4)Multifamily Other Source: Economic & Planning Systems [link to source] 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% Englewood Arvada Golden Littleton Northglenn Wheat Ridge Population by Age, 2021 Children (0-14)Teen/Young Adult (15-24)Early/Mid Career (25-44) Mid/Late Career (45-64)Seniors (65+) Source: Economic & Planning Systems Page 179 of 252 Economic Development Strategic Plan 14 Englewood has the most diverse population of the communities west of I-25 and in the south and west Metro Denver area. In Englewood, the non-white population and Hispanic and Latino population makes up 30 percent of the population as shown in Table 12. Northglenn is the most diverse with 55 percent white non- Hispanic and 45 percent all other races. Each community has become more diverse since 2010. In Englewood, the non-white population grew by 5 percent. These data inform the need for policies on increasing business opportunities for the non-white population. Table 12. Demography Trend Comparison, 2010-2021 Economy Each community experienced job growth from 2010 through 2019. Englewood and Littleton are the most similar, with a 13.0 percent increase in jobs since 2010 as shown in Table 13. Littleton has a larger economy than Englewood, with 31,700 jobs compared to 24,980. The communities that experienced the most job growth were Arvada, Golden, and Northglenn with approximately 20 to 30 percent increases in jobs. These three communities had more available land during this time period to support attracting larger employers and new retail development. The slower growth in built out communities highlights the importance of infill and redevelopment to grow the economy. Demography Trends 2010 2021 % Change Englewood White Non-Hispanic Races 75%70%-5% All Other Races/Ethnicities 25%30%5% Arvada White Non-Hispanic Races 89%80%-9% All Other Races/Ethnicities 11%20%9% Golden White Non-Hispanic Races 84%82%-2% All Other Races/Ethnicities 16%18%2% Littleton White Non-Hispanic Races 82%79%-3% All Other Races/Ethnicities 18%21%3% Northglenn White Non-Hispanic Races 61%55%-6% All Other Races/Ethnicities 39%45%6% Wheat Ridge White Non-Hispanic Races 74%71%-3% All Other Races/Ethnicities 26%29%3% Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-Demo 2010-2021 Page 180 of 252 Economic & Planning Systems, Inc. 15 Table 13. Job Growth Comparison, 2010-2019 Healthcare is a large economic base industry in the suburban communities in Metro Denver, following a trend of hospitals moving out of central urban cores to follow their patient bases and to expand their facilities. Healthcare is among the three largest industries in five of the six communities, as shown in Table 14. Retail trade is also among the three largest industries, which is common as jobs in suburban areas are often concentrated in retail and personal services and less concentrated in manufacturing and professional and business services which locate in major employment nodes (e.g., South I-25) and central business districts (e.g., Downtown Denver). Construction/ building trades is the second largest sector in Englewood, and the third largest in Arvada and Wheat Ridge. Golden is the only community in which manufacturing is among the top three industries, due to the presence of Coors brewing, which is classified as manufacturing, and other small precision manufacturing firms. Table 14. Three Largest Industries by Community, 2019 Description Englewood Arvada Golden Littleton Northglenn Wheat Ridge Total Jobs 2019 24,980 30,856 21,133 31,712 13,456 18,696 Job Growth 2010-2019 13.3%33.4%22.2%12.7%19.8%12.6% Population Growth 2010-2019 10.6%14.4%11.0%9.5%4.7%6.4% Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D (version 1).xlsx]T-JobComp Healthcare 6,582 26.3%Retail Trade 5,313 17.2%Manufacturing 3,918 18.5% Construction 3,358 13.4%Accom. & Food Svcs 4,060 13.2%Public Admin.3,644 17.2% Retail Trade 2,781 11.1%Construction 3,505 11.4%Healthcare 1,935 9.2% Total Jobs 24,980 100.0%Total Jobs 30,856 100.0%Total Jobs 21,133 100.0% Healthcare 4,363 13.8%Retail Trade 1,947 14.5%Healthcare 5,693 30.5% Retail Trade 4,280 13.5%Food & Service 1,625 12.1%Retail Trade 2,362 12.6% Finance & Ins.4,027 12.7%Healthcare 1167 8.7%Construction 2,153 11.5% Total Jobs 31,712 100.0%Total Jobs 13,456 100.0%Total Jobs 18,696 100.0% Source: LEHD On The Map; Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Data\[213174 Largest Industry Table.xlsx]T-Ind Northglenn Wheat Ridge Englewood Arvada Golden Littleton Page 181 of 252 Economic Development Strategic Plan 16 Commercial Real Estate This section contains commercial real estate statistics for Englewood and its comparison cities to compare the size and performance of the major real estate types. Each community has relatively small office markets, with 1.7 million to 3.5 million square feet of space, except Northglenn which has only 625,000 square feet as shown in Table 15. Englewood has the highest office vacancy rate at 13.0 percent, compared to under 10.0 percent in the other areas except Northglenn. Englewood and Arvada have the largest retail markets, with 3.1 million and 3.45 million square feet, respectively. Littleton’s retail market is only slightly smaller with 2.8 million square feet. As one of the largest retail markets, Englewood’s overall vacancy rate is healthy at under 10.0 percent. Vacant space however is not distributed evenly across Englewood. The newer space in CityCenter has high vacancies, and there are also areas of vacancy on South Broadway south of Hampden. Englewood Marketplace on Hampden Avenue and Englewood Plaza on Englewood Parkway are high visibility shopping centers with above average vacancy rates. Englewood, Golden, and Arvada have the largest industrial markets with 7.8 million square feet in Englewood, 8.3 million in Golden, and 5.0 million in Arvada. Golden has the lowest vacancy rate at 0.3 percent, followed by Englewood at 3.7 percent indicating that industrial space is in high demand. Table 15. Commercial Real Estate Comparison, 2021 2021 Real Estate Metrics Englewood Arvada Golden Littleton Northglenn Wheat Ridge Office Total Sf.2,031,759 1,762,053 2,238,216 3,469,895 624,829 1,730,484 Average Vacancy Rate 13.0%7.6%4.9%9.1%11.1%7.8% Retail Total Sf.3,091,411 3,450,556 955,085 2,806,935 722,121 1,317,815 Sf. Per Capita 92 28 46 60 20 41 Average Vacancy Rate 8.8%10.7%8.1%10.3%14.5%7.4% Industrial Total Sf.7,753,133 5,036,831 8,317,131 1,951,267 1,168,721 2,827,148 Average Vacancy Rate 3.7%7.9%0.3%9.3%4.3%4.9% Flex Total Sqft.593,060 1,116,803 1,798,737 2,269,818 85,977 696,216 Average Vacancy Rate 6.2%3.3%7.5%3.6%0.0%6.3% Source: Costar, Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Models\[E&D & RE.xlsx]T-RE Page 182 of 252 Economic & Planning Systems, Inc. 213174_Draft Englewood EDS 9-29-22 17 Economic Development Structure This chapter describes the organizational structure and partnerships providing economic development in the City of Englewood, as well as the programs and services provided by each organization. Other peer city economic development programs and structures are also described to compare and contrast the range of approaches used. In most markets, a city partners with other public and private organizations in order to promote economic development opportunities. The core areas of economic development generally include: • Business retention and expansion; • New business development; • Business recruitment and marketing; • Providing economic and market data; and • Workforce development. Economic development is a partnership between the public and private sectors. There is no one right or best organizational structure. The roles and responsibilities of the economic development partners should reflect the capabilities and strengths of the economic development partners in each market. The major players generally include: • City • Chamber of Commerce • Economic development corporation and/or other partners • Other districts and authorities • Regional economic development entities marketing the larger region. Page 183 of 252 Economic Development Strategic Plan 18 Englewood Economic Development Englewood’s economic development programs are led by the City and supported by a core group of local economic development organizations: the Greater Englewood Chamber of Commerce and the Englewood Downtown Development Authority as described below. City of Englewood Within the City, economic development functions are managed by the Economic Development Division of the Community Development Department. Community Development also includes the Redevelopment, Planning, Building, and Housing Divisions as shown in Figure 6. Economic Development Economic Development is comprised of one full time Economic Development Manager and an economic development coordination and administrative position. Economic Development’s main functions are: • Acting as a liaison between businesses and other City departments and a resource to assist with City and other programs. • Reaching out to businesses and property owners to assist with business retention as needed. • Supporting business attraction and business retention functions, largely through the City’s business grant and incentives programs, and making businesses aware of programs. • Connecting interested businesses to support resources (training, grants, loan programs). • Convening and facilitating the City’s relationships with 12 economic stakeholders and regional economic partners. Figure 6. Englewood Community Development Organization Chart Page 184 of 252 Economic & Planning Systems, Inc. 19 Redevelopment Redevelopment is a division within the Community Development Department. It is staffed by the Chief Redevelopment Officer who focuses on implementing the City’s redevelopment priorities including identified catalyst sites, the most prominent and imminent of which is the proposed CityCenter redevelopment project. The City’s selected development team, led by SKB Development and Tryba Architects, envisions a 24-acre redevelopment including approximately 1.3 million square feet of mixed-used development in six new buildings and one redeveloped building, civic uses, new streets, green spaces and public gathering areas, structured parking, and 150 on-street parking spaces. Redevelopment is also facilitating joint planning meetings between Swedish Medical Center and Craig Hospital. Both facilities have current building and campus expansion projects under construction, and future plans for continued growth. Englewood Downtown Development Authority The Englewood Downtown Development Authority (EDDA) is a special district approved by district property owners in November 2020. The EDDA’s mission is to act as a champion for Downtown Englewood, and to implement the Englewood Downtown Plan through economic development, placemaking, marketing, mobility, parking, urban design and maintenance activities. The district encompasses a large area of the central business district and is comprised of three distinct subareas as described below and shown in Figure 7. • CityCenter – The CityCenter area opened in 2000 on the site of the former Cinderella City Mall and is focused on transit oriented development adjacent to the RTD light rail station. The CityCenter subarea includes the Englewood Civic Center, Walmart, the ArtWalk apartments, additional commercial and retail development along Englewood Parkway, and the Englewood Marketplace and Englewood Plaza shopping centers. • South Broadway – The South Broadway district includes the historic downtown core along Broadway from Old Hampden to Eastman Avenue, and adjacent commercial development in the downtown core district approximately two blocks to the east and west. • Wellness District – This district is a regional health and wellness hub anchored by the City’s two large medical institutions, Swedish Medical Center, and Craig Hospital that is surrounded by numerous restaurants, medical office, and mixed density residential developments. Page 185 of 252 Economic Development Strategic Plan 20 Figure 7. Englewood DDA Boundary The EDDA is funded through sales and property tax increment financing (TIF) generated by increases in assessed value within the district. The EDDA works closely with the City and other community partners to implement Downtown projects and programs. In 2021, the district's voters approved a $70 million debt authorization, which will enable the EDDA to finance projects in the area over the course of its 30-year lifespan. The EDDA expects to provide a significant investment in the CityCenter redevelopment, in addition to other public investments in the South Broadway and Wellness Districts. Greater Englewood Chamber of Commerce The Chamber of Commerce is a private member-based organization established in 1984 to promote business interests in the community, and to encourage networking and best practice sharing. The Chamber is a trusted voice of businesses and partner with the City and EDDA. It has two part-time staff and an annual budget of $80,000. About 20 percent of the budget is derived from memberships and most of the remainder from events including a service agreement with the City to host four annual events, which are open to all Englewood businesses regardless of membership status. Page 186 of 252 Economic & Planning Systems, Inc. 21 Aurora South Metro Small Business Development Center The Aurora South Metro SBDC is the local SBDC for the south Denver metro area including the City of Englewood. SBDCs provide confidential business counseling and low- or no-cost training to people interested in starting a business or improving their existing business. The Aurora South Metro SBDC can also help businesses connect with lenders for SBA loans ($125,000 to $5.0 million) and smaller microfinance loans up to $50,000. SBDCs are part of a national program run by the US Small Business Administration (SBA), funded with federal and state matching funds plus funding from local partners. The City of Englewood has a contract with the Aurora South Metro SBDC to provide business planning, counseling, and other support services to individuals and companies wanting to start and open a business in the city. Individuals and companies seeking a Business Initiation Grant or Business Acceleration Grant are required to prepare a business plan that the SBDC assists in completing. Economic Development Programs Englewood Economic Development administers five grant and incentive programs and provides other business support services described in this section. Grants and Incentives Tier 1 Programs Tier 1 programs are the highest priority and most frequently used, followed by the Tier 2 and Tier 3 programs. • Business Initiation Grant (BIG) – The BIG program provides up to $5,000 for startup costs to qualified small businesses. The money must be spent on permanent capital improvements so that the investment stays in Englewood. The City budgets approximately $50,000 to $75,000 annually for this program. • Business Acceleration Grant (BAG) – The BAG program provides grants up to $10,000 for capital investments for small business expansion costs. The City generally awards about 12 to 15 BIG and BAG grants per year. • Small Business Training Grant – This a grant that businesses can use to offset the cost of training classes. The maximum grant is $500 and will cover the cost of registration for classes and training offered through Aurora South Metro SBDC and other qualified providers. Page 187 of 252 Economic Development Strategic Plan 22 Tier 2 Programs • Primary Employer Incentive – This is a City tax or building fee rebate of up to $25,000 via staff approval intended to incentivize primary employers to locate in the city. A primary employer is a company or firm that derives most of its sales/income from outside the local region. Rebates can be offered on construction use tax and permit fees. Incentives that exceed $25,000 require the approval of the Englewood City Council. • South Metro Enterprise Zone – Englewood’s economic development staff manages the South Metro Enterprise Zone that provides businesses with State of Colorado tax credits for a variety of investments, including: job creation, capital equipment purchases, health insurance, job training, and vacant building rehabilitation. Direct Business Support Services (Tier 3) The direct business support services provided by the City are summarized below. • Commercial/Industrial Site Selection – Assists new or prospective businesses to identify space in existing buildings or land for new buildings within Englewood. Maintains relationships with property owners and brokers to monitor market conditions and property status. • Business Training/Workshops – Refers businesses to the Aurora South Metro or US SBDC for training resources. Also collaborates with the Aurora South Metro SBDC to host local training events. • Quarterly Real Estate Reports – Prepares a quarterly snapshot of real estate market conditions and trends in Englewood with metro Denver comparisons. • Custom Data Reports – Upon request, provides reports to businesses on population growth, consumer spending, traffic counts, and other site selection factors. Other Resources The City also promotes and refers businesses to other programs and resources. • Colorado Brownfields Revolving Loan Fund – This is a loan program available to finance the cleanup and remediation of contaminated Brownfield properties. • Economic Partners– Represents Englewood with and refers businesses to other resources with the City’s economic partners. Page 188 of 252 Economic & Planning Systems, Inc. 23 Regional and Other Economic Partners In addition to the EDDA, the Chamber and the SBDC, there are nine other economic partners that the City works with and uses for specific resources, listed in Table 16. The most direct partnership is with Arapahoe/Douglas Works! (A/D Works!). The City and A/D Works! partner to host job fairs, and to connect employers with training and apprenticeship program funding. It is important for the City to be involved with other economic development organizations (EDOs) such as the South Metro Denver Chamber of Commerce, the Denver South Economic Development Partnership, and the Metro Denver EDC. Engagement with these groups helps keep the City current on emerging trends and opportunities in the area. The City and representatives of each of these groups provide mutual outreach and updates about potential business opportunities. Page 189 of 252 Economic Development Strategic Plan 24 Table 16. Regional and Other Partner Organizations Organization Type Role Structure Mi Casa Resource Center Small business support • Business support • Small business training • Focus on women from disadvantaged backgrounds • Nonprofit organization Manufacturers Edge Small business support (manufacturing) • Business support • Technical and best practices support for small and medium sized manufacturers • Local branch of Hollings Manufacturing Extension Partnership (MEP) through the National Institute of Standards and Technology (NIST) A/D Works! Workforce development • Workforce development/training • Job and employee search • Federal job programs • Labor market data • Local branch of statewide Workforce Development Centers funded by State Dept. of Labor and Federal Gov’t. Arapahoe Community College Workforce development • Associates and bachelor’s degree, and certificate programs • Apprenticeships • Board includes private industry representatives to align courses with market demand • Nonprofit community college South Metro Denver Chamber of Commerce Regional EDO • Marketing, recruitment, business retention • Legislative advocacy • Networking • Membership organization • South Metro area: Englewood and Hampden Ave. to Castle Pines including Arapahoe and Douglas County governments Denver South Economic Development Partnership Regional EDO • Marketing and recruitment for South I-25 and South Metro Denver • Administer South I-25 Transportation Management Area and SPIMED metropolitan district infrastructure funding • Private membership organization engaged in regional economic development and transportation planning Metro Denver Economic Development Corporation Regional EDO • Marketing and recruitment for Metro Denver region • 70 county, city, and economic development group members • Economic data, market research • Legislative advocacy • Nonprofit funded by member governments and EDOs Colorado Office of Economic Development and International Trade (including Minority Business Office) Regional/State EDO • Promote State of Colorado and targeted industries • Administer statewide grant and incentive programs • Administers Enterprise Zone at State level • State agency US Small Business Administration Federal agency • Loan programs (SBA 7 and 504) • Microfinance loans (under $50,000) through local lending partners (CDFIs) • Supports local SBDCs • Federal agency Page 190 of 252 Economic & Planning Systems, Inc. 25 Peer City Economic Organizations Cities in Colorado and elsewhere follow different organizational structures to provide economic development services. The approaches used in seven peer cities are summarized in Table 17 and profiled below with a focus on identifying successful programs and services that may be applicable to Englewood’s program. Littleton Littleton has an Economic Development Department that leads local economic development efforts. The department focuses on opportunities to enhance the City’s tax base and diversify revenue sources that are compatible with its small- town character by focusing on attracting and retaining businesses and drawing visitors for shopping, entertainment, arts, and culture. Its major programs include business retention and attraction; a database of available commercial properties; an economic development plan; and economic analysis and research. The department has reorganized in response to the approval of its Envision Littleton, the new 20-year comprehensive plan. The City is also placing greater reliance on fiscal sustainability in its economic development initiatives and has developed a fiscal and financial model for evaluating projects and investments. It is also encouraging the formation and implementation of a DDA in downtown. The City has four full time economic development staff including a director, two economic development specialists, and a business operations manager. The department’s annual budget is approximately $500,000, with about one-half devoted to salaries and approximately $100,000 available for incentives. Littleton partners with other economic development agencies and community organizations including the Littleton Business Chamber of Commerce, Denver South Economic Development Partnership, South Metro Denver Chamber of Commerce, and A/D Works!. Page 191 of 252 Economic Development Strategic Plan 26 Table 17. Peer City Economic Development Programs City Economic Development Lead Key Partners Staff Budget Core Functions Englewood City Community Development EDDA Aurora South Denver SBDC Englewood Chamber of Commerce 1.5 $160,000 not incl. personnel Business retention and expansion New business development Business recruitment and marketing Providing economic and market data; and Workforce development Littleton City Economic Development Department Littleton Business Chamber of Commerce 4.0 $500,000 Business retention and attraction Denver South EDC Commercial property database South Metro Denver Chamber Economic development plan Arapahoe/Douglas WORKS Economic data and analysis Golden City (Economic Development Division)DDA 1.5 $350,000 Small business assistance Golden URA Primary employer attraction Jeffco EDC Loveland City Economic Development Department Innosphere tech incubator 4 $3.5M Business creation and expansion Warehouse Business Accelerator Primary employer recruitment Visitor and tourism marketing Economic incentives Louisville City Economic Development Department Downtown Business Association 2 $383,000 Balance of business retention and attraction Louisville Chamber of Commerce New development needs to have positive fiscal balance Boulder SBDC Centennial City Manager's Office - Economic Development Team Denver South EDC 4 $1.0 M Works with local businesses Sout Metro Denver Chamber of Commerce Recruits employers to the city Metro Denver EDC Manages redevelopment Aurora South Metro SBDC Arapahoe/Douglas WORKS Castle Rock Economic Development Council (EDC)Town 4 $1.0 M Attracting and retaining employers Castle Rock DDA Property and buidling database Economic and demographic statistics Economic incentives, gap financing Arvada Arvada Economic Development Association City ----Business retention and expansion Arvada Urban Renewal Authority Annual business survey Olde Town BID Source: Economic & Planning Systems Z:\Shared\Projects\DEN\213174-Englewood Economic Development Strategy\Data\[Peer City ED Programs_9-14.xlsx]Peer CityPage 192 of 252 Economic & Planning Systems, Inc. 27 Golden The City of Golden has a City-led economic development program through its Community and Economic Development Department. The department was organized in 2012 in order to integrate the City’s land use, community and neighborhood planning, economic development and vitality, and sust ainability programs. The divisions in the department specialize in working with community interests to achieve community goals in Golden Vision 2030, the City’s comprehensive plan and primary guiding vision for its future development. The Economic Development Division administers and implements small business assistance programs and primary employment attraction and retention efforts, under the direction of the Golden Economic Development Commission. The Commission has an 8-member board appointed by the city council. The division has 1.5 staff and an annual budget of approximately $350,000. Golden’s Economic Development Division partners with the Jefferson County Economic Development Corporation (Jeffco EDC) on regional economic development initiatives. Jeffco EDC focuses on the recruitment of primary industries to the County and its incorporated cities. On the local level, the Golden Urban Renewal Authority (GURA) addresses place- based improvements and redevelopment activities in three urban renewal areas. Within the downtown area, the Golden Downtown Development Authority (GDDA) supports the economic and community vitality of the downtown area funded by sales and property tax TIF, as well as a 5.0 mill downtown property tax. It provides the following programs: holiday lighting, streetscape improvements; grants for small businesses, arts and culture, and special events; and TIF financing incentives to eligible redevelopment projects. Loveland Loveland’s economic development programs are under direction of the City’s Economic Development Department. The department’s mission is “to grow employment and business opportunities to sustain the economic health of Loveland and the northern Colorado region.” The economic development team includes a director, two business development specialists, and an administrative assistant. The City’s visitor services, visitor center, and tourism marketing are also contained in the department and include four additional staff. The total department budget is approximately $3.1 million, which includes about $1.0 million in salaries and $1.0 million in economic incentives. Economic development services include programs and support for starting a business, expanding a business, and moving a business to Loveland. The department also provides a database on available properties, economic data, business support services, and strategic plans and incentives policy. The City partners with other regional economic development organizations including Innosphere, a nonprofit regional energy technology incubator in Fort Collins, and Warehouse Business Accelerator, a nonprofit that partners with advanced Page 193 of 252 Economic Development Strategic Plan 28 manufacturing firms that are going through the growing pains and strategic changes that come with scaling up. Loveland also has a DDA that is very active in supporting Downtown development. Louisville Louisville’s economic development efforts are under the direction of the City’s Economic Vitality Department. The City’s overall economic development goal is to promote a thriving business climate that provides job opportunities, facilitates reinvestment, and produces reliable revenue to support City services. Louisville takes a balanced approach to economic development between business retention and business attraction. It has a relatively diverse economic base with a mix of regional and community-oriented retail, professional office, and industrial and technology industries. Similar to Englewood, the City has key retail and industrial properties slated for redevelopment, including the vacant Sam’s Club and Kohls, and the 200-acre former Storage Tech campus. The City is very concerned about the fiscal impacts of growth and has taken a measured approach to development proposals, turning down projects that do not demonstrate a positive fiscal balance. It produces an Economic Vitality Strategic Plan and evaluates the strategic actions and program initiatives against economic prosperity key indicators or KPIs. The Economic Vitality Department has a $384,000 budget in 2022 with two full time staff, an increase of one over the previous year. The budget is largely personnel with a small allocation of about $75,000 for services. Like other cities, it provides links to economic development partners, which locally include the Downtown Business Association, and Louisville Chamber of Commerce, and on a regional scale the Boulder SBDC, OEDIT, and Metro Denver EDC. Centennial The Centennial economic development team is housed within the City Manager’s office. Despite that lower outward profile, there are four full-time staff including a director, senior economic developer, redevelopment specialist, and economic development specialist, The economic development team has a budget of $1.0 million in 2022, which is nearly double $551,000 the previous year. About half of the budget is consumed by personnel costs with a large pool of resources dedicated to sales tax incentives and construction use tax incentives. The relatively succinct website states that the City “works with local businesses and regional partners to establish and maintain a vibrant and diverse local economy.” It includes a four-minute video highlighting a number of the City’s major employers and their technological innovations, large workforce, and major redevelopment efforts. Its economic development partners include Denver South EDC, South Metro Denver Chamber of Commerce, Metro Denver EDC, Aurora South Metro SBDC, and A/D Works!. Page 194 of 252 Economic & Planning Systems, Inc. 29 Castle Rock The Castle Rock economic development program is led by the Castle Rock Economic Development Council (CEDC) which is a nonprofit 401-C-4 corporation. The CEDC’s primary roles are supporting existing businesses; attracting and retaining employers; compiling a comprehensive property and building database; and maintaining economic and demographic statistics on the town and larger region. The CEDC works closely with the Castle Rock Downtown Development Authority (DDA), which focuses on the CBD providing support to existing businesses, maintaining and funding downtown improvements, managing downtown events, and providing TIF as gap financing for infill and redevelopment projects. The Town maintains an Economic Development Fund with an annual budget of approximately $1.3 million. The primary revenue source is construction use tax that generates a fluctuating revenue stream. The Town pays about $200,000 to the EDC for economic development services and uses its remaining fund for existing and future economic development incentive agreements. Arvada Similar to Castle Rock, Arvada economic development activities are led by a nonprofit EDC, the Arvada Economic Development Association (AEDA). The membership organization, which is supported by private support as well as a financial contribution from the City, undertakes the following roles: • Supports existing businesses • Conducts an annual business survey • Directs business recruitment efforts • Provides financial incentives and grants • Assists with site and building data and property searches • Maintains an economic database AEDA partners with several other economic development partners including Jeffco EDC on regional economic development marketing, and more locally with the Arvada Urban Renewal Authority (AURA) and Olde Town Business Improvement District (BID) on local place-based initiatives. Page 195 of 252 Economic Development Strategic Plan 30 Conclusions There is a great deal of commonality of economic development structures across the region. Englewood is providing a similar set of programs and services, although at a more modest level of staffing and funding that largely reflects the size of the city and the fact that it is largely built out. It also provides a similar suite of core services including supporting existing businesses, business development, marketing, and maintaining economic and property databases. Notable differences among the cities reviewed include the following: • The level of financial investment in economic development generally reflects the size of the city, and in particular the amount of undeveloped land available for development. • The various city’s economic development efforts are also a reflection of their overall position on growth. Loveland, Centennial, Castle Rock, and Arvada have more proactive efforts at business recruitment and have substantial budgets for incentives. By contrast, Golden, Littleton, and Louisville are more locally focused. • In most of cities profiled, the city was the lead economic development entity, either as its own department or as a section of division of a larger function (e.g., community development or city manager’s office). • Redevelopment activities play a strong role in the economic development efforts in the places reviewed, either directly by the city or in partnership with an urban renewal authority or downtown development authority. Page 196 of 252 Economic & Planning Systems, Inc. 31 Strengths/Weaknesses/Opportunities This section of the Plan summarizes the public and stakeholder input received that help shape the recommended strategies. Public Input and Outreach The public input process consisted of several outreach efforts including one-on- one interviews with economic development partners and other key stakeholders; targeted business focus groups and workshops; and a web-based community survey of residents and businesses. Economic Partner Interviews – Interviews were conducted with the City’s key economic development partners including key City staff, the EDDA, the Englewood Chamber of Commerce, and Aurora South Metro SBDC. These interviews covered the roles and responsibilities of each entity, the process and structure for interaction and partnership, and identification of City strengths, weaknesses, and opportunities. A key consideration is that the EDDA was newly established in 2021 and its relationships to the other economic development partners are still being formalized. Focus Groups and Workshops – The consultant team conducted two focus groups with existing Englewood businesses, a workshop with Greater Englewood Chamber of Commerce members, and a work session with City Council. These sessions reviewed the purpose of the strategic plan, key issues, City economic strengths, weaknesses, and opportunities for the future. Other Stakeholder Interviews – Interviews were also conducted with key employers, property owners, developers, and realtors active in the Englewood market. These interviews focused on an assessment of their current and recent interactions with the City’s economic development programs and initiatives and identification of future opportunities. Community Survey – The City posted a community survey on Englewood Engaged to gain input to the Economic Development Strategic Plan. The survey received 125 views and 45 completed surveys by Englewood residents and businesses. Page 197 of 252 Economic Development Strategic Plan 32 Strengths and Weaknesses The City’s economic strengths and weaknesses were compiled from the economic and demographic analysis, comparative analysis of peer communities, and the public and stakeholder engagement process. Based on this analysis, opportunities for economic growth and program development are then identified. Strengths The most frequently mentioned theme was that after years of stagnation, the City is growing again. The surge in new residential construction, including both apartments and for-sale townhomes and houses, are adding new population and household spending potential. Directly or indirectly related is the growth of new businesses in the Downtown area along South Broadway and along Old Hampden in the Wellness District. The community survey responses were generally positive about this new housing growth (with a few exceptions) and were overwhelmingly positive about the growth of new restaurants, bars, coffee houses, brewpubs, and independent boutique stores in the Downtown area. Many also noted that they would like the area to become more like the successful neighborhood business districts in central Denver like Old South Pearl, Old South Gaylord, and 38th and Tennyson. The business community and stakeholders noted that Englewood’s strengths included its central location with good transportation access, including Santa Fe, Hampden/US-285, and RTD’s Light Rail D Line accessing Downtown Denver. They also mentioned that although located close to the center city, Englewood maintained its small-city character with easy access to business, community, and governmental services. Businesses that had interactions with the Economic Development office or its partners generally had a positive experience, with many specifically mentioning the City’s proactive Covid response and business support funding as especially helpful. City services including police, fire, code inspection, utilities, and community development received generally high marks as well. City staff were described as accessible, helpful, and professional, and less bureaucratic than Denver. In addition to the growing cluster of independent restaurants and specialty stores, many recognized the importance of the two large medical institutions, Swedish Medical Center and Craig Hospital in the Wellness District, as major contributors to the City’s economic base. A number of those interviewed in the real estate community mentioned the City’s relatively affordable retail, office, and industrial space as a strength and a marketing advantage over the City and County of Denver. Specifically, main street retail spaces were available for rents in the low to mid-teen dollars per square foot compared to the mid $20s per square foot in Denver. However, it was Page 198 of 252 Economic & Planning Systems, Inc. 33 noted, that as more buildings are renovated, these rents are increasing. The City’s largest office buildings, including Chase, Wells Fargo, and 750 West Hampden, are all older and provide space for small businesses at rates much more affordable than in Downtown Denver or the I-25 corridor. The City’s older inventory of small and medium sized industrial buildings are also affordable to new and emerging businesses, but it was also noted that the total inventory was shrinking as some outmoded space was being redeveloped as apartments. The creation of the EDDA provides a new financing and placemaking entity to assist in revitalizing the Downtown District, along with enhanced marketing and maintenance programs. Weaknesses and Challenges The older retail, office, and industrial inventory can also be characterized as a weakness, at least to the extent of a lack of available new or renovated higher quality spaces. It was noted the City can potentially address this deficiency by including new office space in the CityCenter redevelopment and encouraging redevelopment of older sites in the CityCenter area and elsewhere in the city. The most frequently mentioned weaknesses or challenges focused on the condition of commercial space and infrastructure in two areas: the Broadway corridor south of Hampden, and Englewood Parkway west of Broadway. • South Broadway – The Broadway corridor south of Hampden transitions to a post-World War II development pattern that is fragmented and auto dominated with buildings set back from South Broadway with parking in front. Although there are a notable number of new businesses, the area lacks a critical mass and is still dominated by auto related uses, pawn shops, and older motels. The area’s infrastructure is also deteriorated with poor quality sidewalks, street crossings and landscaping leading to a perception of an unsafe pedestrian environment. • Englewood Parkway – The commercial shopping centers built in the latter half of the 20th century west of Broadway including the increasingly vacant retail space at CityCenter and the Englewood Plaza and Englewood Marketplace shopping centers, contains older outmoded space with high vacancies and excessive amounts of unused parking. The proposed CityCenter redevelopment will be a major and important step toward revitalization, but it will take several years to be implemented. • South Broadway North of Floyd Ave. — Approximately north of Floyd Avenue, South Broadway does not have the same level of streetscape amenities, lighting, street trees and pedestrian safety facilities that the historic 3400 block offers. However, new entertainment, food and beverage uses are clustering on these blocks and they should be supported with these public amenities. Page 199 of 252 Economic Development Strategic Plan 34 Several businesses noted that although the City sponsored a number of Downtown events, it is difficult for private event sponsors to secure required City approvals for events. It is also reportedly difficult for businesses to bring a food truck in to serve an outdoor performance or other event. As noted above, the City received relatively high marks for its portfolio of business support programs and grants through its partnerships with the SBDC and the Chamber from those who were aware of their availability. However, several new startups mentioned they were not aware of the grants available. Opportunities This section summarizes the key issues and opportunities to be addressed in the Strategic Plan. To a large degree, the identified opportunities build on the City’s strengths and address the identified weaknesses. These opportunities are grouped into two categories, business support services and resources, and reinvestment and placemaking. Business Support Services and Resources The business support services and resources are the core functions provided to existing businesses and entrepreneurs engaged in establishing or growing businesses. Based primarily on the public input, several opportunities for new or expanded services were identified. • The process for City permits for private events and for food trucks can be streamlined and improved. • The availability of business grants can be better promoted to aspiring entrepreneurs interested in starting a business. • The eligible use of BIG and BAG grant funds could be expanded to include energy efficiency and fire suppression costs. • The Economic Development Division can work with the EDDA and other partners to support a new business incubator and/or artists facility in the CityCenter area. • The Economic Development website can be optimized to make it more vi sible, rather than being nested within Community Development. It already contains the key information needed by prospective businesses. • The City may consider adding new economic development partners including the Colorado Housing and Finance Authority (CHFA) to address the increasing need for more affordable housing and agencies such as the Colorado Enterprise Fund for small and minority-owned business lending. • Another economic development opportunity would be to support Englewood businesses that promote the brand of the City. Economic Development could Page 200 of 252 Economic & Planning Systems, Inc. 35 provide incentive grants to businesses that incorporate the City’s branding programs into their own brand and/or advertising. • Targeted business retention efforts are needed to retain industrial businesses that do not have a plan for succession when their owners retire. • The Economic Development web page access can be improved to be reached directly from a web browser inquiry rather than nested within the City’s general website. • The Economic Development web page could include a more informative list of steps and contacts for individuals interested in starting a business as well as companies interested in moving to Englewood. Reinvestment and Placemaking Many of the new opportunities are in the categories of reinvestment and placemaking, including redevelopment, public improvements and public space enhancements that improve the quality of Englewood as a place live, work, visit and locate a business. • The highest priority is the CityCenter redevelopment. The City is pursuing a public-private partnership with the SKB/Tryba Architects team. CityCenter will be a transformational project, with an economic impact estimated at $430 to $660 million over 30 years (ArLand Land Use Economics, 2022). • The City is also implementing a complete streets rebuild of Old Hampden from Broadway through the Wellness District. This project will make the corridor safer, more accessible and multimodal, and will further improve the potential for redevelopment of adjacent land and buildings. A similar project is recommended to be implemented on Broadway south of Hampden/US-285. In both cases, the Public Works Department would be the lead agency for the City. • The Wellness District is expected to grow substantially. There are approximately 1,600 residential units in the development pipeline, and over 200,000 square feet of medical and medical office space either planned or under construction. • The EDDA is also investing in the enhancement of existing, and creation of, new public spaces and multimodal connections in the Downtown district, including a full reconstruction of Old Hampden Avenue as a complete street. For the above reinvestment and placemaking projects, Economic Development’s role should be focused on helping existing businesses address the impacts on operations during the construction period as well as assisting property owners with marketing to attract new businesses to the revitalized corridors. Page 201 of 252 THIS PAGE INTENTIONALLY LEFT BLANK Page 202 of 252 Economic & Planning Systems, Inc. 37 Strategies and Actions This chapter provides the recommended strategies and actions to support the economic success of the City. It begins with an overarching vision statement followed by supporting strategies and actions. Vision Statement Englewood is a community of connected neighborhoods and commercial areas with a vibrant mix of businesses, and diverse business owners and workers. The focus of Englewood’s economic development efforts is on retaining and supporting existing businesses, but the City will also recruit larger businesses through strategic opportunities. Strategies and Actions The Strategies and Actions identify the priority areas where the City should direct its resources and staff time. They are organized into six major categories: • Business Growth, Attraction, and Retention • Business Support and Funding • Placemaking and Land Use Policy • Workforce Development • Organization • DEI Strategies Business Growth, Attraction, and Retention Englewood has a growing and innovative food and beverage cluster that can serve as an anchor and customer draw that can benefit other nearby businesses. Englewood also has a unique mix of local independent retailers that would benefit from more exposure. In the post-pandemic environment, Englewood also has the potential to capture more business that has traditionally gravitated to Downtown Denver by attracting consumers on nights and weekends as more people are working from home. 1. Develop a marketing campaign to promote Englewood businesses and Downtown to people in nearby communities. Page 203 of 252 Economic Development Strategic Plan 38 A small investment in marketing could create more exposure for Englewood businesses. 2. Explore the feasibility and acceptance of cross marketing products and services within Englewood businesses (selling each other’s products for mutual benefit). Work with the Chamber to explore business-to-business collaboration to cross market complementary products among Englewood’s independent retailers. 3. Support more private-led events that will draw people to Englewood to visit businesses. Businesses are interested in leading more events but have identified the City’s permitting process as a constraint. The City should work with businesses and the Chamber to identify the issues and propose appropriate code and ordinance changes. The EDDA can dedicate funds to support events produced by other parties in the Downtown district. 1. Support the networking events led by the Chamber; identify ways to reach more sole proprietors and professionals working from their homes or small offices in Englewood. A growing number of people are starting businesses out of their homes in Englewood, particularly professional sole proprietors according to observations in the public outreach. Networking will help them identify opportunities to collaborate and grow within Englewood, perhaps to a brick-and-mortar location in a commercial district. 2. Support building coworking and other low-cost offices for sole proprietors and small professional and creative firms in Englewood. The initial coworking space projects in Englewood have been successful, suggesting a good market for this product. Vacant commercial space along Englewood Parkway may be suited to conversion to small office and coworking space prior to the planned redevelopment of the area. 3. Support development of a new small business incubator in the CityCenter area. A business incubator can help small businesses and sole proprietors move from concept into a growth phase. Unless run by a private or nonprofit entity, a lead agency will need to be identified to fund and operate the facility. The City currently does not have the capacity to operate a business incubator. Page 204 of 252 Economic & Planning Systems, Inc. 39 1. Look for ways to meet more hospital supply chain and service needs, as well as clinical office, auxiliary services, and space for educational programs in Englewood. The hospitals can have an even larger economic impact on Englewood if more supplies and services are sourced locally. The City can act as a convener and meet periodically with hospital leaders and procureme nt managers to determine if there are gaps that can be filled locally. In addition, the City could connect hospital space needs for auxiliary services, clinics, and educational programs with property owners. Connecting minority-owned businesses with the hospitals’ procurement and diversity, equity, and inclusion (DEI) offices can create new business opportunities for small businesses and increase the local economic impact of the City’s medical industry. 2. More branded “flag” hotels are needed in Englewood to capture hospital patient family and visitor stays. Hospital leaders and other stakeholders cited the lack of hotel space as limiting the economic impact of the hospitals in Englewood. Attracting hotels will also help support the local restaurants and retailers because they are good places to promote local businesses through the front desk and printed and digital marketing materials. Englewood also needs meeting and conference spaces of a range of sizes to host community events and professional and business gatherings. 3. Promote career fairs within Englewood Public Schools and Arapahoe Community College (ACC) to build awareness of career paths with the medical anchors and other local industries. Health care workers and workers in other growing industries are in high demand and there are numerous pathways that do not require advanced degrees that can be promoted to people starting their careers. Partnerships with local high schools and the community college can help build a pipeline of skilled employees and inform students on local career options. 4. Conduct regular outreach to hospital leaders. Staying in regular contact will help maintain a strong relationship with the City and EDDA and anticipate any challenges where the City and/or EDDA can assist. The Redevelopment division and other City departments already engage with the hospitals regularly on expansion planning and construction. Page 205 of 252 Economic Development Strategic Plan 40 1. Ensure that considerations are made for larger primary employers in major redevelopment sites and plans. Englewood’s strongest real estate market segment is currently residential development, and this momentum may motivate developers to focus on residential development rather than employment-focused buildings. It will be important to reserve portions of large redevelopment projects to accommodate primary economic base jobs to support and sustain economic diversity. Within CityCenter and the Downtown district, sites for offices, medical uses, and R&D space should be identified. 2. Identify industrial areas and businesses for focused business retention outreach. A large portion of Englewood has industrial employment. Industrial jobs can pay more than retail and food and beverage jobs, and the buildings and business personal property can be an important part of the tax base. Many business owners are reaching retirement age. Succession planning can help the business continue under ownership by interested employees. 3. Develop a policy that provides guidance on industrial areas or land use types that are suitable for redevelopment and that should be preserved. Industrial areas on the east side of the Santa Fe corridor are experiencing market pressure to redevelop into housing. Industrial development that has high employment and high taxable value has the largest economic contribution to the City. Industrial areas with low density land uses such as outdoor storage and salvage yards have less of an economic contribution and therefore more suitable for redevelopment. A future update of the Englewood Forward Comprehensive Plan should analyze the appropriate mix of industrial and residential development in this area. Page 206 of 252 Economic & Planning Systems, Inc. 41 Business Support and Funding Several major infrastructure projects are planned in Englewood that could cause business disruption. Reconstruction of Old Hampden is anticipated in 2023. The South Broadway bridge over US-285/Hampden Avenue is also planned to be replaced. A corridor study of South Broadway is underway to examine ways to improve traffic and transit operations, safety, and placemaking. 1. Establish the Economic Development division as a liaison between affected businesses, Public Works, and construction contractors. The Economic Development division can help represent businesses to ensure that operational impacts are minimized. The City’s BIG and BAG grant programs are popular and have a meaningful impact on small businesses trying to fund startup or expansion costs. Some adjustments to the current programs are proposed to increase their appeal and to try to serve underrepresented people. 1. Continue the current grant and incentive programs and consider some proposed modifications. Add fire suppression and energy efficiency improvements as eligible expenses. Add eligibility criteria for nonprofit organizations (including arts and entertainment groups). Funds would still be limited to permanent capital improvements, not operational costs. 2. Work with the Aurora South Metro SBDC to host an annual lender forum to increase lender education and awareness of state and federal loan programs. Stakeholder input suggested that more education is needed in the local lending market on federal state loan programs for small businesses, and the process of applying. Economic Development and the Chamber should host an annual lender forum to increase knowledge of programs and how to use them. The SBDC can bring in experts from the US SBA to educate lenders on the loan products available and application process and subsequent follow-up activities. 3. Work with the Aurora South Metro SBDC to increase deployment of micro enterprise loans in Englewood, especially to minority-owned businesses. The SBA 504 and 7(A) loan programs have a minimum loan amount of $125,000. This is too large for very small businesses and people without sufficient credit history or assets to use as collateral. Microlending can provide much smaller loans, starting as low as $500. The purpose of these Page 207 of 252 Economic Development Strategic Plan 42 programs is to assist with startup costs and to help entrepreneurs build credit. The SBDC is working with state and federal partners to implement new loan programs targeted at traditionally underserved businesses and people. There are also several organizations in Metro Denver that provide microlending services including Colorado Enterprise Fund and Rocky Mountain Micro Finance Institute that the City can contact. However, the City may need to contribute funding to the organization to be eligible for its services. 4. Increase access to small business lending in traditionally underserved populations through increased outreach and promotion of available programs. Persons who identify as other than white make up approximately 30 percent of the population in Englewood, but they are underrepresented in the current economic development programs and organizations. The City should work with existing and new partners to broaden the exposure of available programs to underserved populations. Identifying and establishing relationships with local and regional minority business advocacy groups, as well as larger established organizations will be necessary. The Organization section of this Plan contains additional recommendations on this topic. 5. Provide grants to businesses that incorporate “Englewood” as part of their branding and/or advertising. The City can leverage private sector efforts to promote Englewood businesses by partnering with them and contributing to marketing costs. Page 208 of 252 Economic & Planning Systems, Inc. 43 Placemaking and Land Use Policy Cities with high quality infrastructure and public facilities, and a safe and attractive public realm, are the most successful at attracting and retaining business and entrepreneurial investment. 1. Improve the aesthetics and safety of the City’s arterial road corridors. South Broadway south of Hampden Avenue is perceived by businesses and residents to be disconnected from rest of Englewood. It has a lower density and automobile centric development pattern, as Hamden Avenue is the approximate boundary between pre- and post-war development in the city. This area has not received a proportional amount of investment and planning to improve the quality of the street and pedestrian environment. The City is implementing a complete streets rebuild of Old Hampden from Broadway through the Wellness District. This project will make the corridor safer, more accessible and multimodal, and will further improve the potential for redevelopment of adjacent land and buildings. A similar project is recommended to be implemented on Broadway south of Hampden/US-285. In both cases, Public Works would be the lead agency for the City. 2. Address gaps in the transportation system so that people with all abilities can access businesses and services. Similar to many cities in Metro Denver, Englewood has good public transit service. However, the transit system is designed largely to move people at the regional level. Additional work is needed to make the “last mile” connection from the transit station or hub to a final destination, including an assessment of future options for the Englewood Trolley service. People with all ability levels use Englewood’s transportation system. Transportation needs to be defined broadly to account for the needs of all users, not just people in automobiles. Specific focus is needed on safety and accessibility improvements in the Wellness District and between CityCenter Station and the Wellness District. 3. Improve public perceptions of safety in Downtown and other commercial areas of Englewood and create better outcomes for vulnerable populations. Businesses and the public are reacting to a perceived decline in safety related to the presence of people experiencing homelessness, drug addiction, and physical and mental health issues. The City is implementing the Tri-City Homeless Action Plan in partnership with Arapahoe County, All Health Network, Allied Universal Security and the EDDA. Programs include Page 209 of 252 Economic Development Strategic Plan 44 co-responding of police with service providers, outreach services to people in need, enhanced maintenance, Crime Prevention through Environmental Design and private security in the CityCenter area. During the public outreach process, businesses noted the positive impacts that growth in housing and the expansion of Swedish and Craig Hospitals have had on business. These observations confirm the economic principles that a growing population increases the local spending available to local businesses. Englewood has limited opportunities to grow on undeveloped land. Therefore, support for redevelopment will allow its economy to grow and evolve with changing markets. 1. Support infill housing and mixed-use redevelopment of outdated low- density retail and commercial space, primarily on the South Broadway and Old Hampden Avenue corridors and surrounding light rail stations. As commercial and industrial property declines in economic and tax productivity relative to other potential uses, redevelopment with higher intensity employment and sale-generating uses, and residential development should be supported. The spending potential and resulting sales tax revenues generated by new residents’ spending can often be higher than tax revenues from economically declining low-density land uses. Vacant commercial space detracts from an area’s energy and creates the perception of weak economic and business conditions. 1. Maintain contact with key property owners and brokers to anticipate major vacancies and to support tenant recruiting or repurposing of the space. The City and EDDA can support property owners and brokers in finding tenants and helping to address any zoning or building code issues for changing uses or re-tenanting spaces. Maintaining relationships with key property owners and managers will enable vacancies to be anticipated and advanced planning for alternative uses. 2. Explore alternatives for filling vacant space along Englewood Parkway and in CityCenter. This area has experienced persistent vacancies in the ground floor mixed use space. This condition will likely worsen prior to the planned CityCenter redevelopment. The City and EDDA can consider an interim strategy to incubate arts, history, and business incubator organizations. A partnership with the property owner will be required. Page 210 of 252 Economic & Planning Systems, Inc. 45 3. Explore a program similar to “Pop Up Denver” for activating vacant commercial space. Denver Economic Development & Opportunity (DEDO) and Downtown Denver Partnership are launching a program that will allow startup retailers to occupy otherwise vacant space at reduced rent. Businesses selected in the competitive process will also receive $20,000 in startup grant funds. The program is funded by the City’s ARPA grants. 4. Support elements of tactical urbanism for activating areas of Englewood. Tactical urbanism is using lower cost temporary changes to the built environment to improve them. Street/alley art, “guerilla gardening,” temporary bike lanes, food trucks, and pop-up retail are all elements of tactical urbanism. When there is more pedestrian and street level activity it creates a positive feedback loop that brings more people (customers) to business districts. Tactical urbanism is a faster and less expensive way to encourage more street activity than traditional “hard infrastructure” improvements. If these strategies are used, communication needs to be clear that they may be temporary. 1. Support the efforts of the City and EDDA to complete the CityCenter Development and Englewood Downtown Plan. The completion of CityCenter redevelopment and implementation of the Downtown Plan will be transformational. Support for these efforts by the City and EDDA should be a high priority. 2. Proactively work with property owners interested in reinvesting in and de/redeveloping their property to address entitlement or infrastructure impediments. The City has identified 11 catalyst sites (not including CityCenter) that have development and redevelopment potential into more economically productive uses. The City should maintain contact with these property owners to support redevelopment planning. Page 211 of 252 Economic Development Strategic Plan 46 Workforce Development Many businesses, especially retail, restaurant, and healthcare businesses face an ongoing labor shortage problem. These jobs can be highly competitive with neighboring communities because most communities have employers that offer these types of jobs. Although this is a complex and multifaceted national issue, expanding affordable and attainable housing in Englewood could help more workers live in Englewood closer to their jobs. 1. Expand the supply of affordable and workforce housing by promoting development sites for affordable housing projects and partnering with and incentivizing market rate developers to include affordable units in their projects. Increasing the supply of affordable and workforce housing will help more employees live closer to their jobs and will help Englewood businesses be more competitive in attracting and retaining workers. Homeownership programs are also needed to help younger and middle-income workers build wealth and stay in the community over time. The City is conducting a housing needs assessment and strategy that will provide more guidance on this issue. 1. Act as a liaison between businesses, local schools, ACC, and A/D Works! to monitor demand and supply of specialized skill workers. ACC and A/D Works! already have processes and advisory boards in place to monitor skill supply and demand. The City can be part of these conversations to stay in tune with emerging needs and trends, and bring a local, Englewood business perspective. 2. Support developing apprenticeship programs through economic partners including A/D Works! and conduct employer outreach and education to facilitate program adoption. A/D Works! offers funding to employers for qualified apprenticeship employees including veterans, college students, people with disabilities, and low-income people. A business workshop on apprenticeships could increase program adoption. Page 212 of 252 Economic & Planning Systems, Inc. 47 Organization The current economic development structure is meeting the needs of the City. The strategies in this document recommend minor changes to existing programs, as well as a series of new initiatives. This section describes the recommended structure and roles for the three local partners: City of Englewood, Greater Englewood Chamber of Commerce, and the Englewood Downtown Development Authority. The recommended roles outlined below generally follow the structure that is established and are intended to clarify and confirm roles. The recommendations are based on the expertise and capacity of each organization. Figure 8. Economic Development Organizational Structure Economic Development Division Five core functions are recommended for the Economic Development Division. 1. The Economic Development Division’s core function is as a convener of and liaison between businesses and other EDOs with the City. This is achieved through participation in local and regional organizations, and by maintaining relationships in the community with key businesses leaders, property owners, and other stakeholders. 2. The Economic Development Division is the first point of contact for businesses seeking resources or persons who are interested in starting a business. 3. The Economic Development Division performs targeted business retention and expansion (BRE). These activities are done on an as-needed basis for specific challenges or opportunities. Englewood is not large enough to justify the dedicated staff time and potential need for an additional position devoted to BRE activities. The Economic Development Division is informed of these opportunities through its participation with other EDOs, contacts in the community, and when directly requested from businesses and/or property owners. Page 213 of 252 Economic Development Strategic Plan 48 4. The Economic Development Division administers the grant and incentive programs with support from other Community Development staff and the Finance Department. 5. With support from other departments, the Economic Development Division provides a regularly updated Business Resource Guide, Real Estate Market Reports, and Economic and Demographic Community Profile Data, and specialized data analysis upon request. Specific Strategies While the City works with several regional partners on business assistance, some communities have staff resources to provide these services in-house. The City could consider adding a staff position in the future to support additional BRE and business counseling roles if additional funding is available and in response to the ongoing expansion of the business community. 1. Consider the need for an additional staff person to support BRE work, business counseling, and assistance with loan and grant programs. Adding a staff person at some point in the future would require a budget increase. This should be weighed against potentially using a budget increase to expand grant programs targeted to minority owned businesses. Stakeholder input indicated that the Economic Development Division is well known among existing businesses. However, new businesses may be less aware of the services and resources that are available. A website optimization would help improve the division’s visibility and bring it up to a standard comparable to the peer City programs reviewed. 1. Optimize the City’s Englewood Invests website so it has a unique website address and is easily found through search engines. Make additional changes to reflect current best practices in website design. In each of the cities profiled, an internet browser search of the City name plus Economic Development brought up the web page of the appropriate lead department, division or nonprofit entity. In Englewood’s case, although this web page exists, it is nested within the Community Development Department and takes several clicks to reach the intended site. The content on the current website is of good quality and relevant. It should be maintained regularly to stay current. Content such as the Resource Guide should be in downloadable PDFs, rather than the embedded format currently used. The website should contain information on starting a business, and links to key partner organizations and other Page 214 of 252 Economic & Planning Systems, Inc. 49 resources. The City could also work with the Chamber on social media posts and other marketing items. Redevelopment Division 1. The priority for the City’s Redevelopment Division is to implement the CityCenter redevelopment in partnership with SKB/Tryba, the master developer, and the EDDA. 2. The Redevelopment Division also supports redevelopment activities on other catalyst sites. 3. Continue to support hospital campus expansion planning. Englewood Downtown Development Authority The EDDA was formed to act as a champion for Downtown Englewood and to implement the Englewood Downtown Plan through economic development, placemaking, marketing, mobility/parking, urban design, and maintenance activities. The EDDA receives tax increment financing within its boundary and therefore has a direct role in placemaking and infrastructure investments, and “clean and safe” operations (security, trash removal). The EDDA will work closely with the City and the Chamber in accomplishing six key roles outlined below. 1. Implement the Englewood Downtown Plan 2. Continue to partner with Redevelopment and SKB/Tryba to complete the CityCenter redevelopment. 3. Invest in public improvements, place enhancements, multimodal connectivity, and other placemaking projects within the EDDA. 4. Manage “clean and safe” programs in Downtown. 5. Promote and experiment with tactical urbanism strategies and other programs within the Downtown district with close collaboration with property owners and the Community Development Department (planning and code compliance). 6. Collaborate with the Chamber and City on Englewood and Downtown- specific marketing and events. Page 215 of 252 Economic Development Strategic Plan 50 Greater Englewood Chamber of Commerce The Chamber brings together and communicates with Englewood businesses. Its strengths are organizing and promoting events, marketing Englewood businesses, and being a voice of businesses to the City and EDDA. The Chamber should work closely and communicate regularly with the Economic Development Division. Six main roles for the Chamber are outlined below. 1. Continue the Chamber’s current independent business programming including the Idea Lab 101 series, Thought Co-Op, networking, and training and information events. 2. Represent the business community on policy issues and initiatives that affect them. 3. Communicate any BRE issues or opportunities to the Economic Development Division and collaborate on developing responses. 4. Refer existing and prospective businesses and entrepreneurs to the Economic Development Division and/or economic partners when assistance is needed. 5. Continue to conduct community events under agreement with the City, and collaborate with the EDDA on Downtown area events. 6. Contract with the City for other specialized services as needed, such as an Englewood marketing campaign. Economic Partner Organizations Englewood is a partner and values the other regional economic development organizations and service providers in the region. 1. Maintain relationships with other EDOs in the South Metro and greater Metro Denver area. It is important for the City to be part of regional conversations to stay relevant and ready for new opportunities. 2. Maintain the list of other economic partners and resources and prioritize involvement based on the City’s needs and the services provided. While each partner organization is important, the City does not have the resources to have the same level of involvement with each organization. The City should consider reframing the list of partners to a list of resources and tailor its engagement or support based on need and priorities. Page 216 of 252 Economic & Planning Systems, Inc. 51 DEI Strategies This section identifies some targeted strategies and actions related to modifying existing programs and addressing diversity, equity, and inclusion goals. Small business ownership is an important path to wealth building that should be accessible to everyone. Englewood’s population is 30 percent non-white, and the community is becoming more diverse. The City should consider expanding programs and representation to underserved people and businesses. 1. Work with partner organizations to identify non-white business leaders and entrepreneurs who are interested in greater involvement in economic development. The City, Chamber, and EDDA can work together to identify people of color interested in hosting chamber events and increasing leadership representation of business and community organizations. 2. Engage with organizations such as the African Chamber of Commerce, Colorado Black Chamber of Commerce, and Denver Hispanic Chamber of Commerce to become more aware of business opportunities and issues in these communities. These are large and active membership organizations that promote business and economic issues and opportunities relevant to their members. Page 217 of 252 Page 218 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 1OUTLINEProcessEconomic development structurePublic and business stakeholder inputStrategy areas–Business Attraction and Growth–Business Support and Funding–Placemaking–Labor Force–Diversity, equity, and inclusionQuestions and discussionPage 219 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 2PROCESSSteering Committee–Key City staff–EDDA–Greater Englewood Chamber of Commerce–Aurora South Metro Small Business Development Center (SBDC)Focus Groups and Workshops–Two business focus groups–Workshop with Chamber of Commerce membersOther Stakeholder Interviews–Major employers–Property owners and realtorsCommunity Survey–Englewood Engaged platform–45 completed surveysPage 220 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 3WHAT IS ECONOMIC DEVELOPMENTPolicies, strategies, and actions to grow and sustain an economyPathways to wealth buildingLocal government tax base – infrastructure and servicesBusiness support and retentionQuality of place – important for small citiesRecruitment and marketing–Be strategic, be realistic–Balance with resources needed for other programsPage 221 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 4ECONOMIC DEVELOPMENT STRUCTUREPage 222 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 5PUBLIC AND BUSINESS STAKEHOLDER INPUTStrengths–City is growing again–South Broadway/Old Hampden business core is thriving–Small city: can feel like you are part of a community and have an impact–Central location, customer access–Lower cost real estate compared to Denver–City is a good partnerChallenges–Other areas of South Broadway need investment–Vacancies along Englewood Parkway–Mobility and safety for all modes of transportation and all abilities–Permitting private events and food trucks–Additional support and awareness on business lending and grantsPage 223 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 6OPPORTUNITIESHousing and population growth good for businessesCityCenter redevelopment – high priorityPlacemaking investments: Old Hampden complete streets project, Downtown Plan, EDDA clean and safe operationsWellness District poised to growLarge stable major employers: Craig and Swedish hospitalsFood and beverage cluster strengtheningUnique local retailersHome-based businesses and professionalsPage 224 of 252 STRATEGIESPage 225 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 8BUSINESS STRATEGIESBusiness Growth, Attraction, and Retention–Support private events–Business-to-business marketing/cross merchandizing–Chamber networking and training events–Co-working and low-cost office space–Leverage hospitals and wellness district: connect with local businesses–Sites for major employers in CityCenter and other large redevelopmentsBusiness Support and Funding–Continue City grant programs, broaden eligible costs–Lender forum and training on SBA loans and microfinance–Increase outreach to market programs–Target historically underserved populations–Support businesses who market EnglewoodPage 226 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 9PLACEMAKING STRATEGIESA safe, inclusive place for businesses, workers, and visitors–Focus of EDDA Downtown PlanSouth Broadway investment, especially south of HampdenTransportation and mobility: “last mile” connections and safety improvementsHousing growth: expand customer base and labor forceTactical urbanism – temporary, low-cost improvementsEnglewood Parkway vacancies–Creative strategies and partnerships–Artist space–Small business incubator and/or co-working space–Examine Pop Up Denver programPage 227 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 10WORKFORCE STRATEGIESHousing diversity and affordability–From rental to for-sale single family–Provide more housing options to attract labor force–Housing Need Assessment will provide further directionWorkforce development–Liaison between businesses and A/D Works!–Convening businesses and educators–Promoting existing programs: apprenticeships, job fairs, training grantsPage 228 of 252 Economic & Planning Systems, Inc.City of Englewood Economic Development Strategic Plan | 11DIVERSITY, EQUITY, AND INCLUSION STRATEGIESIncrease representation by people of color and other traditionally underserved people in business ownership, economic development programs, and EDOsWork with existing partners to broaden representation and leadershipIdentify and engage with new partners–African Chamber of Commerce–Colorado Black Chamber of Commerce–Denver Hispanic Chamber of CommercePage 229 of 252 QUESTIONS?Page 230 of 252 STUDY SESSION TO: Mayor and Council FROM: Tim Dodd DEPARTMENT: City Manager's Office DATE: October 10, 2022 SUBJECT: Strategic Plan Performance Dashboard DESCRIPTION: Presentation of a soon to go live dashboard for the public to view our progress on strategic plan performance metrics. RECOMMENDATION: Staff recommends that Council provide staff with input on the development, layout and use of the City's new performance dashboard. PREVIOUS COUNCIL ACTION: • April, 2022- Approval of the extension of the City of Englewood Strategic Plan through 2025. SUMMARY: In the spring of 2022, Council extended the existing City of Englewood Strategic Plan through 2025 and, in addition to modifying outcomes and goals, added performance metrics to track progress and success related to ongoing activities of the City. To compliment the quarterly updates on strategic plan projects, staff developed a performance dashboard to provide Council and the public with updated data towards performance metrics included in the strategic plan. Data will be updated on a quarterly basis, and the dashboard will be made available to the public the day after the Council meeting. ANALYSIS: Overview Performance metrics can be used to understand: • How much of something the City is doing (inputs); • How well the City is doing something (outputs); and • Whether people are better off because the City, and other stakeholders with other factors considered, did something and did it well (outcomes). The majority of metrics included in the strategic plan and on the dashboard are output metrics, designed to measure the efficiency and effectiveness of ongoing initiatives. Data points included in the National Citizens' Survey (NCS) can be used as qualitative outcome metrics. Over time, the City hopes to track the relationship between outputs and outcomes to better understand how our work towards output metrics and external factors our impacting outcomes for community members. Page 231 of 252 Dashboard Contents The dashboard contains 78 performance metrics that are included in the strategic plan. Approximately 37% of the metrics are labeled as metrics in development for the second quarter, meaning that staff is working on developing strategies to collect and analyze data towards the metric or propose revisions to the metric as written. Outcome Area Goal Metric 2022 Quarter Two Data Community Wellbeing Affordability # of new energy efficiency program participants 2 Community Wellbeing Affordability # of new housing repair program participants 1 Community Wellbeing Community-Wide Identity Overall participation in City-wide events 750 Community Wellbeing Lifelong Learning % of items from Library circulation and collection on a monthly basis 7,107 Community Wellbeing Lifelong Learning # of outreach events conducted by Library staff 1 Community Wellbeing Lifelong Learning # of library patron interactions in person, phone and virtual 636 Community Wellbeing Homelessness Services and Mitigation # of homeless individuals transferred to walk in clinics 4 Community Wellbeing Homelessness Services and Mitigation # of participants in resource connect events at the Library Metric in Development Community Wellbeing Physical and Mental Health Broken Tee tee time utilization rate- rounds played compared to rounds available 85% Community Wellbeing Physical and Mental Health % of open space available time permitted/ programmed 77% Community Wellbeing Physical and Mental Health # of unique visits to Pirate's Cove during the season Metric in Development Page 232 of 252 Community Wellbeing Physical and Mental Health # of people registered at the Englewood Recreation Center and the Malley Recreation Center 1,497 Economy Business Climate # of new businesses 6 Economy Business Climate # of building permits issued 230 Economy Business Climate % of building inspections performed within 36 hours of request 99% Economy Business Climate % of zoning enforcement actions completed within 20 days of filing Metric in Development Economy Business Climate % of development plan reviews completed within 30 days from application 99% Economy Business Climate Average time to respond to a citizen/ applicant request related to licensing Metric in Development Economy Business Climate # of in person customer feedback sessions with economic development program clients 1 Economy Business Climate # of meetings with property owners about why properties are vacant 10 Economy Business Climate # of exit interviews with companies closing or leaving Englewood 2 Economy Business Climate # of larger businesses (over 25 employees) that locate to Englewood 0 Governance Community Engagement # of documented uses of the City's Community Engagement Plan 1 Page 233 of 252 Governance Internal Communications Quarterly meetings for all staff or managers/ supervisors 1 Governance Internal Communications % of employees trained on e-Hub/ SharePoint 45% Governance One Mission # of best practices identified from other cities Metric in Development Governance One Mission % of strategic plan projects with quarterly updates 100% Governance One Mission % of strategic plan projects that include more than one department 60% Governance Staff Training and Development % of new position requests with a business case Metric in Development Governance Staff Training and Development % of supervisors who participate in supervisory training program 95% Governance Staff Training and Development % of positions filled internally Metric in Development Governance Tools and Technology # of trainings offered 2 Governance Tools and Technology # of support requests received 2,046 Governance Tools and Technology # of computers and monitors 1,007 Governance Tools and Technology % of support requests received within four hours 41.7% Governance Tools and Technology % of employees that complete cyber security training 44.25% Infrastructure and Transportation Sewer Infrastructure % of biochemical oxygen demand removal throughout the plant Metric in Development Infrastructure and Transportation Sewer Infrastructure Voluntary incentive program for nutrient reductions Metric in Development Infrastructure and Transportation Sewer Infrastructure Road mile equivalent of cleaned biogas and tons of CO2 Metric in Development Page 234 of 252 diverted from atmosphere Infrastructure and Transportation Transportation Infrastructure Complete pothole repairs within 48 hours of notification and quality of repair inspection will be completed within 30 days Metric in Development Infrastructure and Transportation Sustainable Infrastructure Funding 80% of capital projects completed within the project budget Metric in Development Infrastructure and Transportation Effectively Manage Assets Respond to all citizen complaints with an acknowledgement within two business days Metric in Development Infrastructure and Transportation Effectively Manage Assets Complete 80% of all work requests received from citizens within 15 business days Metric in Development Infrastructure and Transportation Multi-Modal Transportation Increase in ridership on the Englewood Trolley 3% Neighborhoods Neighbor to Neighbor Connections # of completed mediations Metric in Development Neighborhoods Neighbor to Neighbor Connections # of (and dollar amount of) "get to know our neighbor" grants 21; $8,900 Neighborhoods Neighbor to Neighbor Connections # of neighborhood group leaders 25 Neighborhoods Neighbor to Neighbor Connections # of neighbor to neighbor programs 11 Neighborhoods Neighbor to Neighbor Connections # of neighborhood meetings with law enforcement/ code enforcement presentations Metrics in Development Neighborhoods Community Engagement % of documents/ programs/ processes involving community engagement that utilize Englewood Engaged to solicit input from the public 15% Page 235 of 252 Neighborhoods Neighborhood Aesthetics % of total code complaints received through EngleFix Metric in Development Neighborhoods Neighborhood Aesthetics % of violations abated after Notice of Violations 97.2% Neighborhoods Communications # of video views 100,151 Neighborhoods Communications # of social media 12,504 Neighborhoods Communications # of email subscribers 73,784 Neighborhoods Communications # of Polco subscribers 1,453 Neighborhoods Communications Website scores 83.1% Safety Innovative in Policing Average # of participants at community outreach events 200 Safety Public Safety Services X% of victims contacted within X business days by Victims' Assistance 100% within one day Safety Public Safety Services Average case clearance rate (Patrol and Investigations) 61% Safety Policing Policies and Legitimacy % of staff trained on departmental policies and procedures 100% Safety Responding to Emergencies % of staff meeting Federal Emergency Management (FEMA) recommended training requirements 90% Sustainability Built Environment and Infrastructure % of city-owned assets included in asset management system Metric in Development Sustainability Built Environment and Infrastructure Implement improved park design through park renovation and park design Metric in Development Sustainability Community Resilience % of waitlisted residential E3 program participants removed from waitlist 100% Sustainability Community Resilience % of neighborhood grant projects that Metric in Development Page 236 of 252 related to beautification Sustainability Economic Resilience % of small business grant recipients located on South Broadway 50% Sustainability Energy % of renewable generation each year on a regional basis Metric in Development Sustainability Energy % of kWh from renewable energy used by city-owned buildings and operations Metric in Development Sustainability Energy # of homes receiving services and efficiency savings from the E3 projects 2 Sustainability Natural Environment Score of 75 or higher for each Englewood block group on the tree equity analyzer Metric in Development Sustainability Natural Environment Increase green infrastructure strategies where appropriate Metric in Development Sustainability Clean and Connected Transportation New miles of non- motorized trails Metric in Development Sustainability Water Protection Disinfection residual Metric in Development Sustainability Water Protection Water loss/ unaccounted for water Metric in Development Sustainability Water Protection Water pressure Metric in Development Sustainability Water Protection Waterline break rate Metric in Development Sustainability Water Protection Sanitary sewer overflows Metric in Development Dashboard Layout The dashboard is organized by outcome area, with each outcome area containing metrics organized around goals. Each metric includes a description that contains information about the metric and its importance. Metrics included in the strategic plan, but lacking data, are labeled as "metrics in development." Target setting will be in place for most metrics for the first quarter of 2023 and, once targets are set, the dashboard will show the relationship between data and targets, such as whether we are on track or off track. Page 237 of 252 COUNCIL ACTION REQUESTED: Staff requests that Council provide input on the development, layout, and use of the City's new performance dashboard. FINANCIAL IMPLICATIONS: Staff developed the dashboard using and existing information technology platform. CONNECTION TO STRATEGIC PLAN: The dashboard contains data towards performance metrics included in the City's strategic plan. OUTREACH/COMMUNICATIONS: Staff developed the strategic plan with input from the public with close to 100 surveys through the Englewood Engaged platform in January, 2022. ATTACHMENTS: Performance Dashboard Presentation Page 238 of 252 Performance Dashboard Tim Dodd, Assistant City Manager Page 239 of 252 Page 240 of 252 •Performance metrics can be utilized to understand: -How much of something the City is doing something (inputs); -How well the City is doing something (outputs); and -Whether people are better off because the City did something and did it well. •The majority of metrics included in the strategic plan and on the dashboard are output measures, designed to measure the efficiency and effectiveness of ongoing initiatives. Overview Page 241 of 252 •The dashboard contains 78 performance metrics that are included in the strategic plan •Approximately 37%of metrics are labeled as metrics in development for the second quarter of 2022,meaning that staff is working on developing strategies to collect and analyze data towards the metric or proposed revisions to the metric as written. Dashboard Contents Page 242 of 252 •Outcome areas, which contain metrics for each outcome organized around goals •Metrics include a description, containing information about the metric and why it is important •Metrics in the plan but without data are labeled as “metrics in development” •Target setting will be in place for most metrics for the first quarter of 2023. Once set, the dashboard will show the relationship between data and targets, such as on track or off track. Dashboard Layout Page 243 of 252 •Metrics will be updated on a quarterly basis: -October, 2022-Quarter Three of 2022 -January, 2022-Quarter Four of 2022 Reporting Page 244 of 252 Questions?Page 245 of 252 COUNCIL COMMUNICATION TO: Mayor and Council FROM: Shawn Weiske, Tim Dodd DEPARTMENT: City Manager's Office, Human Resources DATE: October 10, 2022 SUBJECT: Approve a resolution authorizing the City Manager to approve a 2023 Insurance Letter Agreement DESCRIPTION: Approval of a letter agreement between the City and healthcare plans, agreeing to incorporate the agreement's provisions into group agreements for health insurance for employees RECOMMENDATION: Staff recommends that Council consider approval of a resolution allowing the City Manager to sign a letter authorizing an agreement with Kaiser Foundation Health Plan of Colorado ("Kaiser") for health insurance coverage provided to employees. PREVIOUS COUNCIL ACTION: • Approval of a letter of agreement with Kaiser on December 2, 2019. SUMMARY: This Letter of Agreement serves as an addendum to the Group Agreement between City of Englewood and Kaiser, effective for the contract years beginning January 1, 2023 and beyond, with an option for renewal each year. ANALYSIS: Health care benefits are a key component of the City's total compensation package and are essential to attract and retain the most talented and dedicated employees. During the previous three years, Kaiser was selected to provide health benefits for City staff. Benefits Survey In anticipation of the current Kaiser contract expiring at the end of 2022, the City conducted a Benefits survey in May 2022 to understand what employees would like to see in a benefits package. An overwhelming majority of the employees who responded to the survey indicated a general approval of the current benefits offerings. When looking at improvements, the most common theme was the subject of choice beyond Kaiser. Page 246 of 252 Request for Proposals The City worked with its Benefits Broker, Gallagher, to issue a Request for Proposal (RFP) to explore medical insurance provider offerings, including a non-Kaiser option. The RFP generated responses from the following health care providers: • Kaiser Permanente; • Aetna; and • United Health. After lengthy discussions, staff determined that continuing with Kaiser offered the best combination of sustainable cost and high-quality health care services. Aetna offered a limited provider network option with doctors available only in the Denver area. If the City offered Aetna along with Kaiser, the premium increase would have been approximately 16.3% higher than 2022 rates. Similarly, United Health offered a limited network of doctors available only along the front range. If the City offered United Health (no Kaiser option as United Health would not allow another carrier option), premiums would increase up to 19.6% above 2022 rates. Kaiser, with the $100,000 Multi-Rate Guarantee Credit, results in only a 3.8% increase above 2022 rates. Proposal Components The proposed package offered to the City of Englewood by Kaiser includes the following: - Multi-Rate guarantee capping increases at no more than 15% annually; - An increase of 6% over 2022 rates for plan year 2023; - A Multi-Rate Guarantee Credit of $100,000, bringing the actual percentage increase over 2022 rates to 3.8%; - A lump sum of $5,000 to create a Workforce Health fund to support ongoing wellness initiatives for 2023; - Maintain all three current medical plans for 2023; however, only employees currently enrolled in the Added Choice Deductible Coinsurance Plan ("ACDC/POS Plan") will be able to elect the ACDC/POS Plan in 2023; and - Beginning in the 2024 plan year eliminate the ACDC/POS Plan. COUNCIL ACTION REQUESTED: Staff requests Council approve the Letter of Agreement between the City and Kaiser. FINANCIAL IMPLICATIONS: Expenses for health care are reflected in each of the 2023 departmental budgets, based on the number of anticipated full-time and part-time benefits-eligible employees. The budgeted total for all funds includes a 1.9% increase over 2022 expenses, equivalent to $107,000. It is important to note that the actual expenses are dependent on the final enrollment of employees in each of the three offered plans, as well as their choice for dental coverage. Since the Multi-Year Rate Guarantee credit of $100,000 offsets the 6% increase, the overall percentage increase for 2023 will be 3.8%, or $215,000, above 2022 rates. The difference between the budgeted 1.9% and the proposed 3.8% increase for the General Fund is $65,000. Staff will continue monitoring the actual premium payments based on employee selections throughout the year. If the circumstances warrant a budget supplemental, staff will bring it forth. Page 247 of 252 CONNECTION TO STRATEGIC PLAN: Health benefits provided to employees are not included in the City's strategic plan. OUTREACH/COMMUNICATIONS: In the fall/winter of 2022, staff in the Human Resources Department will initiate a communication campaign to ensure employees are aware of the option for the upcoming plan year. ATTACHMENTS: Resolution 2023 City of Englewood Kaiser Letter of Agreement Page 248 of 252 1 RESOLUTION NO. __ SERIES OF 2022 A RESOLUTION ACCEPTING A LETTER AGREEMENT WITH KAISER FOUNDATION HEALTH PLAN OF COLORADO. WHEREAS, Health care benefits are a key component of the City's total employee compensation package and are essential to attract and retain the most talented and dedicated employees; and WHEREAS, proposals for provision of health insurance benefits were solicited in 2022, and after lengthy negotiations, staff determined that Kaiser Permanente (“Kaiser”), through the Kaiser Foundation Health Plan of Colorado, offered the best combination of sustainable cost and high-quality health care services through a total premium rate increase of 6% over 2022 rates for 2023, assuming current enrollment; and WHEREAS, Kaiser’s proposal includes three plan offerings, including High Deductible Health Plan, Deductible Health Maintenance Organization Plan, and Point of Service Plan, with the Point of Service plan to be limited in its offering to only those participants enrolled in the 2022 plan year currently; and WHEREAS, Kaiser’s proposal provides for an implementation credit of $100,000 to assist in reducing the City's expense, such that with the implementation credit, the City’s total premium increase is 3.8% over 2022 rates; and WHEREAS, Kaiser’s proposal also provides for a Workforce Health Fund in the amount of $5,000 to support ongoing wellness initiatives for the 2023 plan year; and WHEREAS, The budget submitted to Council for approval on October 3, 2022 includes expenditures for employee benefits in alignment with the proposal offered by Kaiser. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ENGLEWOOD, COLORADO, AS FOLLOWS: Section 1. The Englewood City Council hereby accepts the Letter Agreement with Kaiser Foundation Health Plan of Colorado, attached as Exhibit 1, which is incorporated by referenced as if fully set forth herein. Section 2. The Mayor, Mayor Pro Tem (in the Mayor’s absence), and/or City staff are hereby granted the authority to take all actions necessary to implement the provisions of this Resolution. The execution of any Letter Agreement, contract, documents and certificates by said officials shall be conclusive evidence of the approval by the City of such Letter Agreement, contract, documents and certificates in accordance with the terms thereof and this Resolution. City staff is further authorized to take additional actions as may be necessary to implement the provisions of this Resolution. Page 249 of 252 2 ADOPTED AND APPROVED this 10th day of October, 2022. Othoniel Sierra, Mayor ATTEST: Stephanie Carlile, City Clerk I, Stephanie Carlile, City Clerk for the City of Englewood, Colorado, hereby certify the above is a true copy of Resolution No. ____, Series of 2022. Stephanie Carlile Page 250 of 252 September 28, 2022 Shawn Lewis City Manager City of Englewood 1000 Englewood Pkwy Englewood, CO 80110 Re: Letter of Agreement between City of Englewood (Group #47057) and Kaiser Foundation Health Plan of Colorado Dear Shawn: This Letter of Agreement serves as an addendum to the Group Agreement between City of Englewood (“Group”) and Kaiser Foundation Health Plan of Colorado, effective for the contract years beginning January 1, 2023. The following provisions apply to and shall upon execution of this document be fully incorporated into the Group Agreements for contract years 2023: Proposed Package Enclosed is the proposal package for Group which reflect a 6.0% increase in the total premium rates to be paid by the City. In addition, it includes a modified billing arrangement of $100,000, which would bring the City’s total cost increase in 2023 compared to the current premium rates down to a 3.8% increase, assuming current enrollment. The modified billing arrangement credit will be distributed on the January 2023 invoice. In addition, we are pleased to offer Group a Multi-Year Rate Guarantee (MYRG) no greater than 15%. We have committed to having rates caps in place, have that same commitment going forward and at this time have no plans to remove them in the future. In addition to the rate cap, Kaiser Permanente guarantees that the group specific rating trend for 2024 will not exceed 8% and the increase to Administrative costs will not exceed 3% from the 2023 renewal. In addition, we are pleased to offer a Workforce Health (WFH) Fund in the amount of $5,000 to support ongoing wellness initiatives for the 2023 plan year. Finally, Kaiser Permanente understands the below assumptions regarding the POS: 1. The City intends to offer the POS plan in 2023 to only those currently enrolled in the plan and to eliminate the plan effective January 1, 2024. The City can make final decisions regarding this up until January 1, 2024 renewal decisions are made. 2. The POS plan will see a deductible change for Tier 1 benefits that reduces the deductible to $500 for individual tier and $1,000 for family tier. Page 251 of 252 The rates are reflected below for our sole carri er with the POS plan offering and represent a 6.0% increase to the January 1, 2022 premium rates: 2023 Premium Rate Enrollment Tier HDHP DHMO POS Employee Only $519.27 $623.61 $739.27 Employee + 1 Dependent $1,142.40 $1,371.94 $1,626.40 Employee + 2 or more Dependents $1,713.60 $2,057.91 $2,439.60 MYRG conditions and assumptions: 1. The MYRG applies to all plans. 2. In addition to the 15% rate cap for 2024, KP guarantees that the group specific rating trend for that renewal will not exceed 8% and the increase to administrative costs will not exceed 3% from the prior year. 3. There can be no change in rate structure, eligibility requirements, contribution strategy or anniversary date during the contract period. 4. The employer contributions for employees is based on a percentage. The contribution for the 01/01/2024 contract period must not be less than the current period. 5. There can be no material change in the location(s). (Material is defined as the company moving and it affects 10% or more of the population). 6. All offering conditions and assumptions outlined on the Rate Assumptions and Requirements page attached to the 2023 renewal package apply. 7. The rate cap arrangement is contingent upon Kaiser Permanente being the only health plans offered. 8. KP reserves the right to rerate if actual enrollment results in a +/- 10% change in the rates from what was assumed at the time of this quote. 9. Any changes in State or Federal legislation that require rate adjustments will be above and beyond the rate cap agreement. Kaiser Permanente reserves the right to modify or remove the Multi-Year Rate Guarantee if the stipulations above are not met. We look forward to continuing our relationship with Group in the years to come. If you have any questions, I can be reached directly at 720 -456-5655. To confirm your acceptance of the terms of this letter, please sign a nd date a copy of this letter. Sincerely, Shawn Lewis Benjamin Miller City Manager Vice President, Marketing, Sales, and Business Development Page 252 of 252