HomeMy WebLinkAbout2023-11-27 (Workshop - City Council Orientation) Agenda PacketPlease note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood (303-
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1000 Englewood Parkway
Community Room
Englewood, CO 80110
AGENDA
City Council Orientation
Monday, November 27, 2023 ♦ 6:00 p.m.
Council dinner will be available at 5:30 p.m.
This is a staff presentation, all current and incoming City Council members, staff, and the public are
welcome to attend the meeting.
To view the meeting, please follow this link to our YouTube live stream link: YouTube
1.City Council Orientation
a.City Council Orientation PowerPoint
City Council Orientation Presentation
Department Overviews Presentation
Page 1 of 214
City Council Orientation
DATE OF ORIENTATION
Page 2 of 214
Agenda
Part 1: Roles & Budget
•Overview of Roles in Local Government
•Role of Mayor & Council
•Habits of Successful Councils
•Roles of City Manager/City Attorney/City
Clerk
•Role of Department Directors
•Procedural & Legal Policies
•City of Englewood Basics
•Organizational Structure Overall
•City Facilities & City Assets
•Budget Overview
BREAK
Part 2: How To Guides &
Department Overviews
•How to Guides
•Purchasing cards & travel
•Community meetings
•Council request process
•Media relations & social media
•Technology, agendas, web pages, key
card, mobile app
•Departmental Overviews
Page 3 of 214
Governing Documents
•State Constitution
•City Charter
•Code of Ordinances
•Council Policy Manual
Page 4 of 214
City Organizational Chart
Page 5 of 214
Roles In Local Government
•Role of Mayor & Council
•Habits of Successful Councils
•Roles of City Manager/City Attorney/City Clerk
•Role of Department Directors
•Procedural & Legal Policies
Page 6 of 214
Roles of Mayor & Council
Presented by: Tamara Niles,City Attorney
Page 7 of 214
Charter Defined Roles
Legislative.
•“The legislative affairs of the City shall be vested in a Council
consisting of seven councilmembers, one to be elected from
each of four districts and the remaining three to be elected at
large.”
Powers, Generally.
•“Council shall have all municipal legislative powers as
conferred by general law, except as provided by this Charter
and except those which may be exercised by the people
through direct legislation.”
•“The Council shall have the power and authority, within
constitutional limitations, to delegate by ordinance to Boards
and Commissions such functions, powers or authority herein
conferred upon the City as the Council shall deem proper and
advisable within its discretion.”
Powers expressly withheld from Council.
•“Council shall deal with the administrative service solely and
directly through the City Manager”
•“Neither the Council, its members nor committee shall either
dictate the appointment or direct or interfere with the work of
any officer or employee under the City Manager, either publicly
or privately.”
•“Attempted dictation, direction or interference on the part of
any member of the Council shall be deemed misconduct.”
Annual independent audit.
•“An independent audit shall be made annually of all City
accounts, and more frequent audits may be made if deemed
necessary by Council. Such audits shall be made by Certified
Public Accountants, experienced in municipal accounting,
selected by Council.”Page 8 of 214
•Vision/Goal-Setting
•Council Retreat
•Goal-setting Council meetings/study sessions
•Exploration and Analysis of Issues
•Study Session
•Tours
•Executive Session (personnel matters, legal
issues, negotiations, economic development,
property acquisition)
•Legislation & Budget
•Budget: Set budget priorities, provide staff
direction, adopt
•Regular City Council meetings
•Public hearings
•Community Relations
•Town hall meetings/neighborhood meetings
•Regional agency meetings (DRCOG, SPWRP,
CML, RTD, Arapahoe County, Tri-Cities)
•E-mails, newsletters, website
•Performance Management
•Evaluation of City Manager & City Attorney
(executive session or open session)
•Asking the City Manager to report on the
success/failure of legislation or issues dispositions
of Council
Categories of Councils Actions
Page 9 of 214
1.Think and Act Strategically
•Determine and achieve citizens’ desires for the community’s future
•Starts with vision
•Evolves to defining the strategic issues that must be addressed to achieve the vision
•Develop long-range goals
•Align budget to vision/goals
2.Respect “shared constituency”: what do the people need?
•Consider local government part of a system of government (federal, state, county,
local)
•Govern horizontally (other local governments and community entities)
•Govern vertically (federal and state government)
*Excerpted from Carl Neu &Company;Center for the Future of Local Governance
Habits of Successful Councils
Page 10 of 214
3.Understand and Demonstrate the
Elements of Teams and Teamwork
•Act as a body, speaking, acting, and fulfilling
commitments with one voice, in a mature,
effective and reliable manner
•Recognize that Councils are collections of diverse
individuals who come together to constitute and
act as an entity
•Display fundamentals of teamwork:
•Clear sense of purpose and goals;
•Clearly define roles and relationships that
unite individual talents and capacities into
team performance;
•Integration of members who have basic
technical, interpersonal, and rational
decision-making competence;
•Commitment to team success and quality
performance;
•Climate of trust, openness, and mutual
respect;
•Clear standards of success and performance
excellence;
•Support, resources and recognition to
achieve success; and
•Principled and disciplined leadership.
4.Have Clearly Defined Roles and
Relationships
•Function—specific roles and responsibilities
•Performance—how a Councilmember acts to
fulfill their responsibilities
•Relationships—how Councilmembers treat each
other and communicate effectively
Habits of Successful Councils Con’t
Page 11 of 214
5.Honor the Board-Staff Partnership
•Council makes policy and staff implements, but…
•Policy making and implementation are not entirely separate functions.
•Council and staff are partners ensuring community success
•Staff should help guide policy, and Council should help evaluate administrative practices and performance
•Council-staff partnership is best when it is vision-driven and goals based
•Council focuses energy establishing vision and goals, good policy and empowering staff performance
•Failure to focus on vision and goals leads to micromanaging
6.Allocating Governing Body Time and Energy Appropriately
•Elected officials’ time is a limited commodity; focus on what achieves best outcomes.
•Typical councils operate as a governing body fewer than 200 hours a year:
•Goal-setting (retreats or “advances”)
•Exploration and analysis (study sessions)
•Disposition/legislation (regular public meetings)
•Community relations (interactions with constituencies and other jurisdictions and agencies)
Habits of Successful Councils Con’t
Page 12 of 214
7.Have Clear Rules and Procedures for
Council Meetings & Follow Them
•Council rules create effective and productive
meetings
•Council’s often stray from rules and procedures in
pursuit of informality and collegiality instead of
staying on topic, repeated comments and long
discussions
•Rules and procedures should not preclude citizen
input, courtesy or sensitivity to public concerns
and viewpoints
8.Conduct Systematic and Valid
Assessments of Policy Implementation,
Public Concerns and Evaluation of
Council’s Own Performance.
•Council should expect updates from staff, not just
when problems arise (progress reports, status
memos, policy reviews)
•Seek feedback through focus groups, surveys and
questionnaires
•One time phone calls or e-mails receive by a
Councilmember does not always accurately
reflect community sentiments
9.Practice Continuous Personal Learning
and Development as a Leader
•Councilmembers read, attend workshops, and
seek information, understanding and insight
•Effective governing bodies have members who
know they don’t know it all
•Take advantage of workshops, and forums that
can expand skills to lead and govern well
•Keep a sense of humor
Habits of Successful Councils Con’t
Page 13 of 214
Trivia
Page 14 of 214
Role of the City Manager
Presented by: Shawn Lewis
Page 15 of 214
The City Manager shall be the chief executive officer
and head of the administrative branch of the City
Government.
Duties:
1.Oversee enforcement of laws and ordinances of the
City
2.Appoint, suspend, transfer and remove City
employees
3.Prepare and administer City budget
4.Prepare a year end report and other reports as
requested by Council
5.Keep Council advised of the financial condition and
needs of the City
6.Supervise all executive and administrative
departments (establishing, consolidating or
abolishing departments requires Council approval)
7.Enforce terms and conditions for public utility
franchises and report violations to Council
8.Advise City Council
9.Inform the public about plans and activities of
Council and Departments
10.Establish an accounting system, ensure legal
financial provisions are in compliance
11.Be responsible for engineering, architectural,
maintenance, construction, and work equipment
services required by the city
12.Provide for the development and maintenance of
airports and facilities for air transportation
13.Perform such other duties as may be prescribed by
this Charter or required by Council and not
inconsistent with this Charter
City Manager Charter Requirements
Page 16 of 214
City Manager’s Office Org Chart
Page 17 of 214
Roles of the City Clerk
Presented by Stephanie Carlile
Page 18 of 214
•Clerk of the Council -The City Manager shall appoint a City Clerk who shall be Clerk of the Council. The City Clerk shall
receive petitions and other documents in the name of the Council, keep a journal of Council proceedings, authenticate
by signature and record all ordinances and resolutions in full and shall perform such other duties as required by this Charter
or by the City Manager.
•Designated Election Official for the City of Englewood
•Oath of office filings
•Keeper of the City Seal
•Legal Publications
•Voting member of the Election commission
•Sign, authenticate, number and record adopted Ordinances of the City
•Codification -The City clerk is responsible for codification of all ordinances into the City Code.This book of laws must be
easily accessible to the public so that there is a clear understanding of the laws applicable within the City.
•Filing of formal and historical documents of the City
•Attestation of Mayors signature
•Custodian of public records including the adopted budget
•Impasse Resolution Filings
City Clerk Charter Requirements
Page 19 of 214
City Clerk's Office Org Chart
Page 20 of 214
Presented by Tamara Niles
Role of the City Attorney
Page 21 of 214
The City Attorney shall be the legal representative of the City and advise the Council and City Officials
in matters relating to the official powers and duties.
Duties:
•Shall represent the City in all legal proceedings, supervise the drafting of all ordinances and the
preparation of all other legal documents.
•Attend all Council meetings and perform all services incident to the position
•Council may authorize the City Attorney to settle claims against the City and make appropriations
therefor
•When directed by Council, shall institute or defend any suit, action or proceeding on behalf of the City or
its agencies
•Employ special counsel as approved by Council
•Special counsel engaged in regard to irregularities found by audit or any alleged dereliction in the
executive department may serve independently of the City Attorney
City Attorney Charter Requirements
Page 22 of 214
City Attorney Org Chart
Page 23 of 214
Presented by Assistant City Manager Tim Dodd
Role of Department
Directors
Page 24 of 214
WHAT does a Director do?
•Oversees hiring, training, evaluation and support of all departmental personnel
•Actively supports community engagement and positive communications
•Coordinates with the communications department to proactively share information, gather
community feedback
Roles in City Government
Page 25 of 214
WHY do we need Departmental Directors?
•Serves as a member of the executive team.
Contributes to development of citywide goals,
policies, procedures, and service standards
•Develops detailed program implementation
plans and monitors progress
•Evaluates, adjusts and shares information on
program activities with staff, city manager,
council, and the community
•Develops the departmental budget and
monitors appropriate expenditures
•Makes budget recommendations in
support of objectives in line with the city’s
fiscal parameters
•Approves purchases up to $10,000 in
accordance with the procurement policy
•Monitors revenues and expenses
throughout the fiscal year
•Oversees hiring, training, evaluation and
support of all departmental personnel
•Actively supports community engagement
and positive communications
•Coordinates with the communications
department to proactively share information,
gather community feedback
Roles in City Government
Page 26 of 214
Trivia
Page 27 of 214
Presented by Stephanie Carlile and Tamara Niles
Legal & Procedural Policies
Page 28 of 214
Bob’s Rules of Order—Why Bother?
•Bob’s Rules Serve as a Roadmap
•Helps give meetings structure
•Increases efficiency—shorter meetings and more tasks
achieved
•Improves Record Keeping
•Standardizes meeting minutes for ease of public, staff and
elected official’s access in the future
•Helps Everyone Have a Voice
•Ensures that everyone has an opportunity to speak
•Limit the number of opportunities one person can speak on a
topic
•Members are more on-point and thorough
•Quickens ability to arrive at a decision
•AND…The Council Voted to Follow Bob’s Rules of Order
Page 29 of 214
Want to begin discussion on an agenda item
after a staff presentation or after Council
questions have been answered?
•Make a motion
•“I move that...”
•Must be seconded before discussion can begin
Want to change the wording of a motion
another Councilmember made?
•Move to amend
•“I move that we amend the motion by ____.”
•The motion to amend must be seconded before
discussion can begin
•Once a motion to amend is moved and seconded,
that motion must be decided upon before Council
returns to the original motion.
Want to delay action on an agenda item?
•Move to table
•“I move that we table this item until DATE
OR #OF WEEKS .”
Want to end discussion on a topic and vote?
•Call the question
•“I move the previous question”OR “I call the
question”
•The group then votes on the motion to call the
question
•If a majority votes yes,discussion ends
and vote taken on the underlying motion
•If a majority votes no,discussion resumes
The Basics
Page 30 of 214
Colorado Open Records Act (CORA)
Why is the act important?
•Ensures transparent and open government
•Guarantees the public with access to public records (a.k.a.:
government documents)
•Promotes accountability of City employees and elected officials
•Ensures the cost of producing records is borne by the requestor
and not all other taxpayers
Page 31 of 214
The Basics of CORA
What is a public record subject to the Colorado Open
Records Act?
•Generally, most public records: government documents, e-
mails and text messages
What documents are not considered public records?
•Items protected by State and/or Federal law:
•Attorney-client privileged documents and
correspondence
•The content of personnel files,
•Letters of reference
•Trade secrets, privileged information, or confidential
commercial or financial information furnished
•or obtained from a person that cannot be accessed by the
general public
•Sexual harassment investigations
•Work product and drafts
•Deliberative process materials
•Real estate appraisals
•Investigatory files complied for any law enforcement
purpose
How are records delivered to the public?
•Electronic information is placed on a jump drive or
emailed
•If unavailable electronically, paper copies can be provided
for a fee of $0.25 per copy
•If neither a hard copy nor electronic copy is desired,
documents can be made available for public viewing by
appointment
What are the costs for public records?
•If more than one hour needed to collect information, the
charge is $30 per hour (excluding the first hour) spent by
any employee or third-party to comply with the request
•$0.25 per copy, but charges under $5.00 are waived
Page 32 of 214
Colorado Sunshine Law/Open Meetings
Why is it important?
•Ensures open and transparent government through open
meetings
•Requires elected officials and City board & commission members
to conduct City business in a forum where the public can witness
proceedings
What is covered?
•Any kind of gathering, convened to discuss public business, in
person, by telephone, electronically, or other means of
communication by three or more elected officials
What are some examples of Sunshine Law violations?
•A group text with three or more Council/Board/Commission
members in which decisions are made about City business
•A Council/Board/Commission member (or City staff member) calls
the members to see how they are going to vote on an issue
•A breakfast meeting with three Councilmembers/Commission
members to discuss City business or discuss their golf game
What are examples of meetings that are not in violation?
•Two Councilmembers having lunch socially or to discuss City
business
•Two Planning & Zoning Commissioners exchanging text
messages socially or to discuss City business
•City staff meeting with Councilmembers two-by-two to discuss
(but not poll) an upcoming topic
What is staff’s role in complying with the act?
•Ensure that agendas for public meetings are posted 72 hours in
advance
•Advise Council or Board members when a violation may be
occurring/have occurred
Page 33 of 214
Conflicts of Interest
•City Council established its Conflicts of Interest policy in Resolution 86 Series of 2006
generally prohibiting acceptance of gifts
•City Council adopted Ordinance No. 4, Series of 2021 creating Englewood Municipal Code
(EMC) Title 1, Chapter 11 Code of Ethics defining Conflict of Interest as: A personal right or a
pecuniary right or liability that would materially (i.e. not de minimis) affect a Representative of
the City’s financial interest, those of such representative’s family members or any business
with which the Representative of the City is associated. A Conflict of Interest does not include
a public interest.Page 34 of 214
Examples of Conflicts of Interest
•A Representative of the City is employed by or consults for a firm that will be directly
benefitted by a decision of City Council
•A Representative of the City’s spouse or family member owns a share of business that is
pursuing a new housing development and needs City Council action to move forward on
zoning or licensing
•A Representative of the City owns an interest in property that the City wishes to purchase.Page 35 of 214
Other Ethical Requirements for City Council
•Englewood Municipal Code (EMC) 1-11-4 prohibits a City
Council Member from:
•Disclosing or using confidential information to further
substantially a personal financial interest.
•Disclosing confidential or privileged information
•Engaging in a substantial financial transaction for a private
business purpose with a person who is inspected
•or supervised by Representative of the City
•Performing an official act that may financially benefit the
Council Member of a family member
Page 36 of 214
Appearance of Impropriety
•Under EMC 1-11-7, should disclose an appearance of impropriety (which is not necessarily
an ethical violation)
•In such cases, the Council Member may —but is not required to—voluntarily recuse from the
matter
Page 37 of 214
Procedure for Conflicts of Interest
•Council Members must disclose a conflict of interest either orally at a meeting or in writing
•Recusal is required
•Do not communicate regarding the matter, or attempt to influence other Council Members
•Do not vote or take official action
•Physically leave the podium/meeting area when the matter is being considered
•Not sure?Contact City Attorney
Page 38 of 214
Trivia
Page 39 of 214
City of Englewood Basics
Organizational Charts, City Assets & Facilities
Page 40 of 214
South Pl atte Renew an d
Engl ewood Servi ce Center
Engl ewood Civic Center
DD
Ii!-{
"-..
Malley Recreation Center
Engl e wood Recreati on Center
Al l en Water Pl ant
Engl ewood Poli ce Department
Page 41 of 214
City of Englewood Org Chart
Page 42 of 214
ZUNI
WATER TOWER
MEADOW CREEK RESERVOIR
BRECKENRIDGE
PUMP STATION
ALLEN WATERTREATMENTPLANT
Englewood has100% Ownership
SHERMANWATERTOWER
200,000 gallons
500,000 gallons
Receive water atChatfieldReservoirby agreement withDenverWater
CITY DITCH
MultipleContractUsers
BOREASPASSDITCH
WINTER PARK
UNION AVENUEPUMP STATION
Englewood has100% Ownership
CITYDITCHBURIEDSTORAGETANK
6 milliongallons
BOOSTER
PUMP STATIONS
HARVARD GULCH PARK
TARRYALLCREEK
for added pressure
BEAR CREEK
SOUTH PLATTERIVER
PLUMCREEK
SOUTH PLATTERENEW
MCLELLAN RESERVOIR
CENTENNIAL
WATER & SANITATIONDISTRICT
CHATFIELDRESERVOIR
Page 43 of 214
Presented by Jackie Loh
Budget &
Finance Overview
Page 44 of 214
2024 City Council Budget Calendar
▪The city’s annual budget is
prepared during February
through October
▪Preparation and reviews
include the input of the City
Council, City Manager, all City
departments, South Platte
Renew, and all their
Enterprises
▪The City Manager officially
presents the budget to the
City Council and the public
during the Budget Public
Hearing in September
▪For reference (on the left), is
the 2024 City Council Budget
Calendar
Q1
Jan-Mar
•City Council 2024 Vision/Goal Setting Workshop-Jan 21, 2023
Q2
Apr-Jun
•Preliminary 2024 Revenue and Expenditure Underlying Forecast Assumptions–Apr 10,
2023
•Capital Improvement Plan Prioritization Process Discussion-Apr 17, 2023
•Review Preliminary 2024 Capital Projects List with City Council and Boards, Commissions,
and Committees-Apr 24, 2023
•Review Preliminary 2024 Operating & Staff Prioritized Capital Requests–Jun 26, 2023
Q3
Jul-Sep
•Budget Advisory Committee Annual Report Review–Aug 14, 2023
•Draft Proposed 2024 Operating & Capital Budget–Aug 14, 2023
•Proposed 2024 Budget Submitted and Available–Aug 28, 2023
•Proposed 2024 Budget Public Hearing–Sep 11, 2023
Q4
Oct-Dec
•2024 Budget Ordinances First Reading–Sep 18, 2023
•2024 Budget Ordinances Second Reading–Oct 2, 2023
Page 45 of 214
Budget –2024 All Funds Sources and Uses
Page 46 of 214
Transfer-In
Contribution from Component Units
Other Income
Interest Income
Fines & Forfeitures
Library Fines
Recreation Program Fees
Charges for Services
Intergovernmental Revenue
Licenses & Permits
Hotel
Franchise Fees
Sales & Use Taxes
Specific Ownership Tax
Property Tax
$- $15 $30 $45 $60
Revenue Source
2023
Amended
2024
Adopted $ Diff
Property Tax 5.20$ 6.30$ 1.10$
Specific Ownership Tax 0.50$ 0.70$ 0.20$
Sales & Use Taxes 43.30$ 45.00$ 1.70$
Franchise Fees 3.90$ 4.10$ 0.20$
Hotel -$ 0.10$ 0.10$
Licenses & Permits 1.10$ 1.50$ 0.40$
Intergovernmental Revenue 1.40$ 1.40$ -$
Charges for Services 4.20$ 4.10$ (0.10)$
Recreation Program Fees 3.10$ 3.00$ (0.10)$
Library Fines -$ -$ -$
Fines & Forfeitures 0.50$ 0.30$ (0.20)$
Interest Income 0.10$ 0.40$ 0.30$
Other Income 0.80$ 0.80$ -$
Contribution from Component Units 1.80$ 1.90$ 0.10$
Transfer-In 0.10$ 0.10$ -$
Total Sources of Funds 66.20$ 69.70$ 3.50$
Budget –General Fund -Sources of Funds 2022 Budget
(in millions)Page 47 of 214
Expenditure Use
2023
Amended
2024
Adopted $ Diff
Legislation 0.3$ 0.3$ -$
City Manager's Office 1.8$ 1.1$ (0.70)$
City Clerks's Office -$ 0.8$ 0.80$
City Attorney's Office 1.2$ 1.1$ (0.10)$
Municipal Court 1.6$ 1.6$ -$
Human Resources 1.0$ 1.0$ -$
Finance 2.2$ 2.3$ 0.10$
Information Technology 4.7$ 5.3$ 0.60$
Community Development 3.1$ 3.4$ 0.30$
Public Works 11.1$ 11.7$ 0.60$
Police 26.3$ 27.6$ 1.30$
Parks, Recreation, Library and Golf 9.2$ 10.1$ 0.90$
Communications 0.9$ 1.0$ 0.10$
Contingency**1.5$ 2.7$ 1.20$
Debt Service 0.1$ 0.1$ -$
Transfer Out to PIF and EDDA 3.4$ 4.9$ 1.50$
Total Uses of Funds 68.4$ 75.0$ 6.60$
Transfer Out to PIF and EDDA
Debt Service
Contingency**
Communications
Parks, Recreation, Library and Golf
Police
Public Works
Community Development
Information Technology
Finance
Human Resources
Municipal Court
City Attorney's Office
City Clerk's Office
City Manager's Office
Legislation
$- $8 $15 $23 $30
** The $1M of the 2023 Classification and Compensation Study results will be
allocated from Contingency to the Departments in November 2023; the $1M slated for
2024 will be apportioned in January 2024
Budget –General Fund -Uses of Funds 2022 Budget
(in millions)Page 48 of 214
Budget –Governmental Fund Types
Page 49 of 214
Budget –Proprietary Fund Types
Page 50 of 214
Budget / Finance –On The Web
•Proposed 2024 Budget & Line Item Detail :
OpenEnglewood* (also known as OpenGov)
•Historical Financial and Budget Reports: City of
Englewood Website*
*URL included in City Council Orientation Guide
Page 51 of 214
Trivia
Page 52 of 214
Page 53 of 214
How to Guides
for Council
Page 54 of 214
How To Guide: City Council Pcards
•Council will be issued a City Purchasing Card (Pcard) in 2-3 weeks
•Finance and City Manager’s Office will facilitate issuance
•Card can be used at any merchant that accepts MasterCard
•Used for In-store purchases, phone, fax, mail or internet orders
•Pcard Policy included in Council Policies, including acceptable uses
•Pcard Administrator prepares monthly Pcard reconciliations
•Monthly reconciliation timing varies
•Pcard Administrator -Christa Graeve, Executive Assistant in the City Manager’s Office)Page 55 of 214
How To Guide: City Council Travel
•Travel facilitator -Christa Graeve, Executive Assistant in the City Manager’s Office
•Travel Policy provided on page 16 of the City Council Policy and Procedure Manual
•All travel on behalf of the City must be approved by City Council 30 days prior to the event
•Send all travel requests to the City Manager’s Office in a timely manner
•City Manager’s Office will create the travel request communication for the following
Council Meeting
•After approval, the City Manager’s Office will process all travel expenses and submit to
Finance
Page 56 of 214
Hosting a Neighborhood Meeting
•Enables a Councilmember to discuss shared subjects of interest
•Important tool for informing citizens about emerging issues and gauging where a community
stands
•Serves as a great way to communicate with the public
•Specific steps detailed in Council Resource Guide
Page 57 of 214
What is a Council Request?
•A written request/question from a City Councilmember regarding moderately to very complex issues; responses
also in writing
What are the benefits of Council Requests?
•Assurance that Council questions are being answered in a timely manner
•Staff clarity on what information is being requested
Hosting a Neighborhood Meeting
Page 58 of 214
Council Requests
•Staff Preferred Avenues to Submit:
•iCompass Portal
•Council Meeting
•Email
•1:1s or phone calls to City Manager
•Strong CR: What are the City’s criteria for requiring detention ponds in new developments?
•Weak/Inappropriate CR: Who failed to lock the Civic Center doors on Veteran’s Day?
•Weak/Inappropriate CR: Example: Provide a 20-year history of vendors the City has used for
office furniture.Page 59 of 214
Technology,Agendas,Council Web Pages
Computers
•IT team member will provide a laptop computer
iCompass
•Login and Password will be provided by the City Clerk’s Office
•Overview of Agendas, Shared Documents and Council Requests
IT Security Policies
•IT team member will provide an overview of connecting to the network, accessing email,
accessing Cyber Security Training, accessing agendas
Key Cards
•Key card will be provided by the Human Resources Department
Page 60 of 214
EngleFix Mobile App
•Direct citizens to mobile app
•Provides a centralized location for service and
information requests.
•Service Requests are routed automatically to
the appropriate department for action and
resolution
Page 61 of 214
Presented by Chris Harguth
Media Tips & Policies
Page 62 of 214
Media Relations Policy Goal
The city has two policies:
1.Communications Department
2.Englewood Police Department
Goal
•The City of Englewood (COE) seeks to
work cooperatively with the media to
disseminate information in an accurate,
complete and timely manner.Page 63 of 214
Media Relations Policy
•All media inquiries will be
immediately referred to the
Communications Department.
•If needed, employees should
provide timely, accurate and
complete information available
for the response.
•When possible, we try to give the
media the subject matter expert.Page 64 of 214
Media Relations Policy Con’t
•Personal points of view may conflict
with COE’s official position. Therefore,
employees, council members and board
and commission members who write
letters or emails to the editor may not
use official COE stationary.
•You must state that the views set forth
in the letter or email do not represent
the views of COE, but are the
employee’s or member’s personal
opinions.Page 65 of 214
Media Tips
•Create talking points and review frequently
•Anticipate the questions and practice the
answers
•Never go “off the record.” There is no such thing.
•Practice being brief. The media likes sound bites.
•Prepare a fact sheet and send to the reporter
•Never say “no comment.” It’s better to say “I
don’t have that information” or “I’m not
authorized to speak on this subject.”Page 66 of 214
Social Media Tips and Policies
Page 67 of 214
Why are we on social media?
•Share emergency information quickly;
•Connect with and engage residents and
business-owners;
•Promote City -sponsored events,
programs, and services;
•Notify community members of changes in
event or meeting schedules;
•Promote community outreach and
monitor public opinion about the City of
Englewood.Page 68 of 214
Why are we on social media?
Platforms:
•Facebook
•Instagram
•X (formerly Twitter)
•Nextdoor
•Reddit –Topic-based, community discussion website
•LinkedIn
•YouTube
Page 69 of 214
Why are we on social media?
Inaccuracies:
•If you see something on social media
that you know is inaccurate or
misinformation, don’t hesitate to correct
it or forward your concern to the
communications department.Page 70 of 214
Pitfalls
Unfortunately, it is not uncommon for council members and
employees to land in hot water over social media activity.Page 71 of 214
Pro Tips
Tips
•Post updates and comments. If you’re
in a public forum keep it light and
positive.
•Control your privacy setting. Keep up
with changes Facebook makes.
•Disconnect from negativity. Unfriend or
block those who continually troll you.
•Show what you’re proud of! Post your
accomplishments.
•And finally... take care when posting
pictures, jokes, memes etc. Just ask
Justine Sacco.Page 72 of 214
Lessons Learned
•The Tweet heard ‘round the world
•She was a communications director!
•Tweeted before her flight to Capetown
•Despite having only 200 followers, the Tweet was
shared and quickly spread to news outlets before she
even landed.
•She deleted her account and apologized but the
damage had been done. She was fired.
•Context Is everything. Without facial expressions and
inflection, quickly written words can be taken the
opposite of how they were intended.Page 73 of 214
Page 74 of 214
Departmental Overviews
Presented By
Page 75 of 214
Department Overview:
City Manager's Office
Presented By
Page 76 of 214
Organizational Chart
Page 77 of 214
2023 Accomplishments
•Established a process, structure and improved the website to
provide more transparency and efficiency to the room reservation
process
•Executed a new community leadership program, Elevate
Englewood, to engage members of the community in the civic
process
•Created a project plan for the City Clerk’s Office to develop a
passport acceptance facility at the Englewood Civic Center which
provides a service to members of the community while
generating over $10,000 (on average) of revenue for the city’s
general fund
•Coordinated two emergency management training exercises to
ensure staff members were trained and prepared for emergencies
and worked with Arapahoe County to ensure emergency
management training classes were completed for key staff
members
Page 78 of 214
2023 Accomplishments
•Established a Green Team program to engage employees from across the organization in
sustainability efforts
•Completed a top-down review of performance metrics for all city departments to ensure
performance measures connect to strategic plan goals and measure the effectiveness and
efficiency of programs in achieving city goals
•Fully integrated the Data and Analytics Division into the City Manager’s Office
•Partnered with the City's of Littleton and Sheridan to further the work of the Tri -Cities
Homelessness Policy Committee, including the groundbreaking for the Bridge House Ready
to Work site and a successful procurement
•Launched the city’s first Youth Advisory Board with eight members appointed by council
•Developed a scope of work and launched the recruitment for an Affordable Housing Task
Force to engage members of the community in developing strategies to address affordable
housing challenges
•Coordinated the implementation, with input from employees, of new mission, vision, and
values statements for the city
Page 79 of 214
2023 Accomplishments
•Developed an approach, approved by council, to create a new department like the City Clerk’s Office
•Partnered with the Human Resources Department and all other departments to develop a comprehensive
classification and compensation review to ensure salaries better reflect market data
•Assisted the Public Works Department with developing a snow plan and streets plan to provide
measurable goals and vision for these work groups
•Scoped and assisted the Human Resources Department with the launch of a new Supervisory Training
Program
•Facilitated council approval of an updated Strategic Plan
•Fully executed the EngleCares program to engage members of the community
•Completed executive recruitments in house, at a significant savings to the city, including for the Director
of Information Technology
•Developed and implemented the city’s first Management Fellow Program
•Established the city's first Electric Vehicle (EV) Plan Page 80 of 214
2023 Accomplishments
•Implemented a successful internship program with 15 interns in all but one city Department which
included 7 programs for interns and recognition at a council meeting
•Created and implemented a Council Meeting Recognition Program to recognize groups and individuals at
council meetings
•Partnered with a consultant to develop a comprehensive review of the city’s current development impact
fees and brought recommendations forward to council
•Developed a new approach to quarterly reporting on the city’s strategic plan that focused on sharing
success stories from each of the 7 outcome areas in the plan
•Executed contracts with 2 nonprofit organizations, Englewood Arts and Historic Englewood, for use of
vacant space on the second floor of the Civic Center to develop programs and initiatives to benefit
members of the community
•Successfully worked towards the dissolution of the Englewood Environmental Foundation (EEF)
•Partnered with several departments to conduct a successful RFP to obtain the services of a vendor to
assist the city with removing materials related to encampments
Page 81 of 214
•Partner with the Information Technology Department to develop, execute and monitor a new technology
strategic plan for the city
•Partner with the City Attorney’s Office and the Human Resources Department to develop a comprehensive Risk
Management Program
•Launch an Ambassador Program to further engage city staff with members of the community
•Launch the revised CIP prioritization process to provide more transparency to the processes while creating
efficiencies and better long-term planning
•Develop a grant program to assist local businesses with meeting state mandates relative to styrofoam and
plastic bag bans
•Implement a program of solar trash containers across the city
•Develop and implement the Englewood Volunteer Corps
•Partner with communications to implement remaining phases of Wayfinding and Placemaking masterplan
•Coordinate the implementation of the Affordable Housing Task Force
2024 Major Initiatives
Page 82 of 214
•Launch an innovation grant program
•Continue to partner with other departments to implement the Diversity, Equity and Inclusion plan
•Partner with the City Clerk’s Office to study, and hopefully implement a center to process TSA pre -check
applications and receive additional revenue for the city
•Partner with the Human Resources Department to develop comprehensive policies and protocols to
improve and streamline the city’s recruitment processes
•Partner with the Information Technology Department to develop policies relative to city email accounts
and access
•Develop an approach to monitoring and tracking strategic plan metrics and update the city’s performance
dashboard accordingly
•If approved by council, assist in the implementation of new development impact fees
2024 Major Initiatives
Page 83 of 214
Department Overview:
Communications
Presented By
Page 84 of 214
•Providing a centralized communications sharing
strategy for our employees and the community.
Creating and maintaining community engagement
tools that foster two -way communication, build
relationships and connect neighbors. Maintaining a
cohesive identity for the city.
•We like to think it’s our job to tell Englewood’s
story. It’s past, present and future.
Our Mission
Page 85 of 214
Organizational Chart
Page 86 of 214
•Englewood Magazine & Recreation Guide
•Marketing
•Branding
•Social Media
•Graphic Design
•Video Production
•Web Services
•Public Relations
•Media Relations
•Community Outreach & Engagement
•Printing
•Neighborhood Resources Division
•Events
What we do:Page 87 of 214
•Englewood Magazine
•Englewoodco.gov
•Microsites
•Social Media
•Videos
•Englewood Engaged
•Direct Mail
•Door hangers
Primary Communication Channels
Page 88 of 214
Video is King
•45% of people watch more than an
hour of Facebook or YouTube videos a
week. (Wordstream)
•Over 500 million (half a BILLION)
people are watching video on
Facebook every day. (Forbes)
•More video content is uploaded in 30
days than the major U.S. television
networks have created in 30 years.
(Wordstream)Page 89 of 214
Trivia
How many people have watched one of our videos on social media
this year?
More than 300,000!Page 90 of 214
Englewood Engaged
•Englewood Engaged, our online engagement
platform!
•15,097 Site Visits so far in 2023
•39 Active Projects
•2023 Utilities Survey: 939 responses
Page 91 of 214
2023 Accomplishments
•Englewood Magazine
•Redesigned Englewood Magazine
•Published 4 issues
•Englewood Website
•Maintained strong website scores and engagement, meeting the goal of
increasing page views by 500,000
•2023 page views (to date): 2,391,101
•Implemented COE Accessibility Plan
•Managed Accessibility Champions for each department
•Hosted workshops for each department to ensure training and compliance of digital
documents
Page 92 of 214
2023 Accomplishments
•Expanded the Eat, Enjoy, Explore campaign
to highlight our business community
•Managed neighborhood signage program
preparing to install 2 entrance signs and 14
street toppers signs in 4 neighborhoods
•Managed Wayfinding and Placemaking
program with these signs installed or
planned to be installed in 2023
•Gateways
•Neighborhood signs
•Community Message Boards
Page 93 of 214
2023 Accomplishments
•Executed strategic communications plan
•Executed community engagement campaign and manage campaigns
•Conceptualized and launched the city’s branding umbrella campaign “Uniquely Englewood”
•Created Good News Englewood campaign to promote accomplishments in the city weekly
•In coordination with Economic Development, implemented Made in Englewood Campaign to
promote local businesses
•Executed election campaigns information for recall and general elections
•Successfully marketed city events
•Created Social Media Guidelines and Strategies Plan
•Managed media relations
•Managed city’s video production needs
Page 94 of 214
•Execute strategic communications plan for the Neighborhood
Resources Program
•Publish 4 issues of the Englewood Magazine (in-house)
•Manage all graphic design projects in-house
•Improve the website's SiteImprove scores.SiteImprove assesses the
health of the website by addressing quality assurance issues
(broken links/misspellings), accessibility issues & SEO issues.
•Execute community engagement campaigns as necessary
•Manage Wayfinding and Placemaking program
2024 Major Initiatives
Page 95 of 214
•Continue to increase participation in neighbor -to-
neighbor programs
•Engage disengaged neighborhoods by creating
opportunities for neighbors to come together.
•Facilitate a community engagement campaign
that encourages residents to identify what
neighborhood they live in and showcases the
diverse and unique aspects of Englewood
neighborhoods
•Install neighborhood signage in additional
neighborhoods
NRP 2024 Major Initiatives
Page 96 of 214
•Hosted 9 Neighborhood Nights events
•Neighborhood Improvement Grant: 3
projects funded
•Get to Know Your Neighbor: 35+ grants
approved
•Block Party Trailer: 90% of available
weekends reserved
•Backyard Movie Kit: 91% of available
weekends reserved
•Snow Buddies: 38+ pairs
•Registered Neighborhoods: 10
•Expanded the Neighborhood Group Leader
Network
Neighborhood Resources Program
Page 97 of 214
Department Overview:
Community Development
Presented by Brad Power, Director
Page 98 of 214
The Department of Community Development shall
be responsible for the formulation, administration
and implementation of all planning, environmental,
housing, health, sanitation and redevelopment
programs within the City and shall enforce codes
relating to said programs; shall assist the City
Planning and Zoning Commission in preparation of
the Comprehensive Plan for the physical, social and
economic development of the City; shall inspect
subdivision plats for compliance with the
Subdivision Code; and shall assist the Board of
Adjustment and Appeals by providing information
and recommendations on matters considered by
said Board. (Englewood Municipal Code, 1 -6B-1)
Key Responsibilities -Charter and Ordinance
Page 99 of 214
•The Community Development Department
facilitates and regulates the physical
development of Englewood according to
established plans, codes and policies.
Our Mission
Page 100 of 214
Organizational Chart
Page 101 of 214
Planning
•Responsible for the review and approval of all
land use and physical development applications
within the community according to the
requirements of Title 16, the Unified
Development Code
•Ensures that the goals of the comprehensive
plan and area plans are measured and reported
•Maintains regional partnerships with
organizations such as RTD and the Denver
Regional Council of Governments (DRCOG)
•Provides staff support to the Planning & Zoning
Commission, Board of Adjustment and Appeals
and the Historic Preservation Commission
Division Overviews
Page 102 of 214
Economic Development
•Provides resources and training to
Englewood businesses to ensure their long-
term sustainability and success
•Offers financial grants and other incentives to
enable businesses to locate and expand
within the City
•Maintains partnerships with 12 regional
economic development organizations to
leverage opportunities
•Hosts business events throughout the year
Division Overviews
Page 103 of 214
Redevelopment
•Coordinates redevelopment and repurposing
of existing properties to provide for new and
future investment to sustain the community’s
vitality
•Provides primary focus on redevelopment and
a public/private partnership at CityCenter
•Coordinates with the Englewood Downtown
Development Authority (EDDA)
•Serves as Executive Director of the Englewood
Urban Renewal Authority (Brad Power)
Division Overviews
Page 104 of 214
Building
•Ensures new construction and building
renovations are built in a safe manner, according
to adopted building codes that are derived from
the requirements of the International Building
Code (IBC)
•Completes technical plan reviews, building
inspections and licenses contractors who work
within the City of Englewood
Division Overviews
Page 105 of 214
Home Improvement Assistance
•Coordinates Energy Efficient Englewood
(E3) using federal Community
Development Block Grant (CDBG) funds
•Coordinates the Home Repair and
Improvement program for qualifying
homeowners to improve safety and
Englewood’s overall housing stock
Division Overviews
Page 106 of 214
2023 Major Achievements -Community Development
Policies, Programs and Initiatives
•Planning
•Council adoption of the revised Unified Development Code (Title 16), a project
known as CodeNext
•Amendments to the Short Term Rental Ordinance
•Secured $900,000 Partnership Program grant from RTD to support Englewood
Trolley operations; $300,000 each year in 2024, 2025, and 2026 (partnered with
redevelopment division)
•Submitted a three-year commitment for affordable housing development/acquisition
to the State of Colorado to qualify for Proposition 123 funding
•Completed the housing assessment project
Page 107 of 214
2023 Major Achievements -Community Development
Policies, Programs and Initiatives
•Economic Development
•Implemented goals from the Economic Development Strategic Plan, including business
events, job fairs, tours and training programs
•Received the award for "Best Plan" from Downtown Colorado, Inc. for the Economic
Development Strategic Plan
•Englewood was selected as a launch site for a new state initiative to support employee
retention through business transition planning
•Englewood's economic development and revitalization efforts were showcased by
Downtown Colorado, Inc. and the Colorado Municipal League via a tour of Englewood by
regional economic development officials
•Renewed three-year Economic Partnership Agreement with the Greater Englewood
Chamber of Commerce to offer small business workshops, networking events, and a
commitment to work together to further business opportunities and growth in the city
Page 108 of 214
2023 Major Achievements -Community Development
Policies, Programs and Initiatives
•Redevelopment
•Conducted a coordinated master planning exercise related to the redevelopment of
CityCenter with the city council, the Englewood Downtown Development Authority
(EDDA)Board and senior executives from LNR Partners
•Provided extensive review and information related to LNR Partners' marketing effort
associated with the disposition of LNR's lease interest in CityCenter
•Facilitated key discussions with the city council regarding the redevelopment of
CityCenter and adjacent properties
•Provided coordination with the EDDA, Swedish Medical Center, and Craig Hospital
on downtown revitalization initiatives
Page 109 of 214
2023 Major Achievements -Community Development
Policies, Programs and Initiatives
•Building
•Secured city council adoption of the 2021 International Building Code, with the
addition of Energy Code provisions
•Secured city council adoption of the 2023 National Electric Code
•Home Improvement Assistance
•Provided energy efficiency improvements to 12 homeowners
•Provided storm assistance grants to 5 homeowners
•The Home Repair and Improvement Program offers repair assistance to qualified
Englewood homeowners
Page 110 of 214
2024 Goals -Community Development
Aiming for the future
•Implementation of the revised Unified Development Code (Title 16)
•Staff investigate the process to complete an update of the Englewood Forward
Comprehensive Plan in 2025
•Participation in the Arapahoe County Micro -Transit Study
•Facilitation of Englewood Trolley service improvements with funding from the RTD
Partnership Program Grant
•Continue to implement short range (0 -2 years) goals associated with the Economic
Development Strategic Plan
•Work with commercial property owners to assess redevelopment potential of
catalytic sites along South Broadway
•Support the facilitation and coordination of the Affordable Housing Task Force
Page 111 of 214
2024 Goals -Community Development
Aiming for the future
•Investigate options for hosting mobile workshops in Englewood for the 2025 American
Planning Association National Conference and the Urban Land Institute spring meeting
•Resume the annual Citizens Planning School (paused in 2023 for CodeNext project)
•Amend International Building Codes to reflect changes in the Unified Development Code
•Support the city's adopted Sustainability Plan
•Finalize an updated CityCenter Redevelopment Strategy
•Explore an Englewood location for a major regional arts organization
Page 112 of 214
Department Overview:
Municipal Court
Page 113 of 214
Our mission is to ensure efficient,
fair and effective justice with
dignity for all.
Mission –Municipal Court
Page 114 of 214
Municipal Court Organizational Chart
Page 115 of 214
•Beginning at the general municipal election in
November 1959, there shall be elected for a
term of four years, a Municipal Judge, who shall
preside over the Englewood Municipal Court.
Such Judge shall serve until his successor is duly
qualified. He shall hear and determine all causes
arising under this Charter and the ordinances of
the City and shall have such other jurisdiction as
may be conferred upon him by the Council and
the Statutes and Constitution of this State.
•The Municipal Judge shall establish rules of
court and the Council shall, upon
recommendation of the Judge, provide
the Judge with the necessary courtroom
facilities, supplies, and clerical assistance.
Key Responsibilities -Charter and Ordinance
Page 116 of 214
•The Municipal Court shall have original jurisdiction of all cases arising under the Code of
Ordinances of the City with full power to carry the same into effect and to punish
violations thereof by the imposition of such fines and penalties as in such Code provided;
it shall have all powers incident to a court of record in relation to the attendance of
witnesses, the punishment of contempt, issuance of warrants and enforcing of orders of
the court.
•The Municipal Judge shall designate the ordinances and sections of this Code and any
code adopted by this Code for violation of which payment of fines, penalties, fees, costs,
and surcharges, may be accepted by the Violations Bureau, and shall specify, by suitable
schedules, the amount of such fines, penalties, fees, costs, and surcharges for first,
second or subsequent offenses, provided such fines, penalties, fees, costs, and
surcharges are within the limits provided by law, and shall further specify whether
repetition of such offenses shall require an appearance before the Municipal Court.
Key Responsibilities -Charter and Ordinance
Page 117 of 214
•The Municipal Court shall keep a verbatim record of the proceedings and evidence at
trials by either electric devices or stenographic means.
•Upon conviction of a defendant in any offense in which the conduct of the defendant
resulted in loss or damage to the property of another or cause bodily injury to another,
the court, shall, as a condition of probation or as a mitigating factor in imposing any
punishment, provide that the defendant make restitution to the victim of his conduct for
the actual damages which were sustained.
Key Responsibilities -Charter and Ordinance
Page 118 of 214
2023 Major Achievements -Municipal Court
•Restorative justice accepted its 100th case
•Relaunched online payment portal
•Appropriately and effectively implement any new legislative mandates with
minimal negative impact to the City
•Removed OJW mandates and fees from our electronic system
Page 119 of 214
2024 Goals -Municipal Court
•Successfully implement the new case management system for all stakeholder's use
including portal payments and case searches.
•Successfully interface the new case management system with the financial system of
Tyler New World to increase efficiency and decrease duplicate work in different
departments.
•Successfully implement legislation to stream court proceedings
•Successfully implement text reminder program with City accessible resources
•Give a State of the Court Presentation
Page 120 of 214
Department Overview:
Finance
Page 121 of 214
Vision and Mission -Department of Finance
Vision
•Empowering City Staff, City Council, taxpayers, and citizens to make informed decisions
by providing accurate information and support.
Mission
•Providing business partners and stakeholders with the financial tools and technical support
needed to be well-informed leaders and effective decision -makers.
•We add value with accurate and insightful financial information, analysis, and solutions
that promote optimal decision-making while maintaining fiscal integrity.Page 122 of 214
Key Responsibilities -Charter and Ordinance
•Assist the City Manager to submit the annual operating and capital budget no later than September
15th
•Provide the budget for public inspection in the Office of the City Clerk
•Hold a Public Hearing on the annual budget within three weeks after submission
•Certify the tax levy not later than October 16th of each year (to Arapahoe County by December 15th)
•Ask Council, not less than thirty (30) day prior to the first day of the next fiscal year, to adopt a bill for
the Budget and a bill for the Appropriation Ordinance
•Manage fiscal year appropriations with diligence and take action to address any potential annual deficit
•Oversee treasury, bonded indebtedness, and City purchases and sales
•Engage Certified Public Accountants experienced in municipal government to conduct an independent
audit annually of all City accounts and more frequently if deemed necessary by City Council
Page 123 of 214
Finance Department Organizational Chart
Page 124 of 214
Division Overviews -Department of Finance
Budget and Administration
The Budget & Administration Division oversees the day-to-
day operations of the Finance Department and is responsible
for the following:
•Serving as a financial advisor by responding to
financial inquiries from City Council and citizens,
reviewing city-wide finance related agenda items for
City Council, presenting financial matters to City
Council, and participating in other boards,
committees, and commissions meetings
•Collaborating with the City Manager’s Office and the
Leadership Team of the city departments to develop
sustainable and transparent operational and capital
budgets,reflecting the goals and priorities of
City Council
•Conducting long-term financial planning and analysis
for the City’s operational and capital needs
Finance and Accounting
•Establishes and assures adherence to City’s
accounting and financial policies and procedures
according to Generally Accepted Accounting
Principles (GAAP)
•Produces the Annual Comprehensive Financial
Report (ACFR)
•Oversees the City’s Merchant Card Processing,
Central Cashiering, Accounts Payable and Payroll
functions
•Treasury and Debt Management
•Maintains City’s primary ERP system – Tyler New
World
•Currently oversees the property and casualty
program of the Risk Management function
Page 125 of 214
Division Overviews -Department of Finance
Revenue, Tax Audit, and Licensing
•Manages City’s Tax & Licensing function
•Maintains MUNIRevs – the City’s tax and licensing
system implemented in 2013; over 98% of taxpayer
filings and forms are completed online
•Facilitates MUNIRevs enhancements to provide ease of
use and better communication with taxpayers
•Conducts business audits ensuring compliance with
City ordinances
•Works successfully with local taxpayers through
relationships with the Colorado Municipal League
(CML), and the Chamber of Commerce
Procurement
•Enforces the City’s Procurement and Purchasing Card Policies
•Ensures purchases for supplies, materials, equipment and
contractual services required by the City are procured via City
Policies with required documentation and approvals.
•Procurement Functions:
•Solicitation Management including, but not limited to,
Request for Information (RFI), Request for Proposal (RFP),
Statement of Qualifications (SOQ), and Invitation to Bid
(ITB)
•Contract Administration and Management
•Purchase Orders Issuance
•Management of:
•Purchasing Cards
•Amazon Business Account (annual fee)
•Training for:
•Employees relating to Procurement as well as Purchasing
Card
•Suppliers relating to How to Do Business with the City of
Englewood
Page 126 of 214
2023 Major Achievements -Department of Finance
•Awards and/or Recognitions
•Received the GFOA Certificate of Achievement for
Excellence in Financial Reporting Award for 2021
•Applied for the GFOA Certificate of Achievement for
Excellence in Financial Reporting Award for 2022
•Received the GFOA Distinguished Budget Presentation
Award for 2023
•Assisted City Manager, Department Directors
and City Council Members to develop and
adopted the 2024 Budget (City Council 7-0
approval)
•Assisted Utilities Department with System
Implementation
•Utility Billing System (ongoing, anticipated mock go-live
is fourth quarter of 2023)
•Year to date savings of $5,722 by utilizing the
City Amazon Business Account implemented in
2022.
•In February 2023, Procurement took
responsibility for all contracting activities and
streamlined the contract process.As of August
2023:
•142 contracts have been drafted and executed
•97 Supplier Contract Terms and Conditions have been
reviewed and executed
•68 contract renewals have been drafted and executed
•Total of 307 contract related documents executed
•A new Purchasing Card reconciliation and
approval system was implemented by Wells
Fargo in late June.Procurement trained 149
cardholders over five (5) day period on the new
system and how to review, reconcile, and
approve transactions.Page 127 of 214
Stategic Outcome: Ensure citywide financial fiduciary responsibility (Governance)
Objectives
•Maintain strong internal and external controls
to protect public funds from threats
•Monitor the overall financial strength of the
city
•Refurbish and execute an updated
Construction Use Tax (CUT) reconciliation
program for contractors
•Partner with State Sales and Use Tax System
(SUTS) and other home rule cities, and with
outside consultants to identify and execute
strategies for increased sales and use taxes
from local, outside, and internet sales
(ongoing)
Goals
•Pilot project to utilize temporary/seasonal services to assist
staff with Title 4 biennial sales and use tax licensing
compliance; this project will be assessed by December 2024
to determine its effectiveness
•Greater consistency in collections and enforcement actions
through monthly processes and pro-active collection actions,
including for licensing deficiencies.
•Documentation and implementation of CUT processes
related to city projects to ensure consistent adherence to
CUT requirement.
•Implementation of a CUT reconciliation program, a process
that can be initiated by contractors or by the city.
•Implementation of sales and use tax website overhaul,
including web-based processes for VDAs, CUT
Reconciliations, Claims for Refund, and requests for tax
guidance.
2024 Goals -Department of Finance
Page 128 of 214
2023 Major Achievements -Department of Finance
•The city’s rate and fee analysis with
surrounding jurisdictions was completed in
March and the information was shared with the
leadership team in May and the Budget Review
Committee in July. Adopted by Resolution of
City Council in October 2023.
•After several years of staff turnover and longer
than usual time to fill vacant positions during
the past few years, the department is happy to
report a staffing level of 95%
•Partner with State using the Sales and Use Tax
System (SUTS), other home rule cities, and with
outside consultants to identify and execute
strategies for increased sales and use taxes
from local, outside, and internet sales (ongoing)
•Comprehensive, revenue neutral update of
Sales and Use Tax Code
•Trained 40+ city staff who work on capital
projects on CUT requirements for contractors.
Implemented process improvements and
guidance requested by departments, to ensure
commitment and buy -in to requirements.
•Comprehensive update of Tax and Licensing
web content
•More detailed taxation guidance
•Online Voluntary Disclosure Agreement (VDA) Program
•Online Refund Claim Process
•Updating accessibility of Tax and Licensing forms and
processes
Page 129 of 214
Strategic Outcome: Foster financial stewardship by creating transparent and
sustainable operating budgets (Governance)
Objectives
•Prepare and maintain five-year forecasting for all
funds, start with General Fund
•Conduct quarterly financial analysis to identify long-
term trends for budgeting and resource planning
•Ensure departments have sustainable funding
sources for new projects/programs
•Optimize and diversify revenue sources through fees
and taxes
•Ensure licensing compliance through taxpayer
service and education
•Increase timely revenue by audit and enforcement
•Research and recommend new taxes or fees for
Council's considerations and adoption (increased
taxes requires the vote of the people)
Goals
•Complete the 2023 Annual Comprehensive Financial
Audit with minimal to no findings by May 2024
•Prepare and present the 2023 Annual Comprehensive
Financial Report to City Council by June 2024
•Prepare and present to City Council the draft proposed
2025 operating and capital budgets by August 2024
2024 Goals -Department of Finance
Page 130 of 214
Strategic Outcome: Optimize and diversify revenue sources through fees and
taxes (Governance)
Objectives
•Ensure licensing compliance through taxpayer
service and education
•Increase timely revenue by audit and enforcement
•Research and recommend new taxes or fees for
Council's considerations and adoption (might require
the vote of the people)
Goals
•Review fees and rates with departments annually by
August 2024
•Present fees and rates updates resolution with City
Council by November 2024
2024 Goals -Department of Finance
Page 131 of 214
Strategic Outcome: Implement strategic procurement with departments by
seeking economies of scale and contract negotiation (Governance)
Objectives
•Update and revise City's procurement policy and
procedures (as needed)
•Standardize procurement and contract management
processes across the organization
•Continues process improvement to eliminate waste
and gain new source of value and efficiencies
Goals
•Implement Strategic Sourcing Platform by June 2024
•Work with the City Clerk’s Office to provide a central
repository for executed contracts by December 2024
2024 Goals -Department of Finance
Page 132 of 214
Strategic Outcome: Define, review, and prioritize long-term citywide capital
improvement plan (CIP) including financing alternatives (Infrastructure &
Transportation)
Objectives
•Monitor and maintain the five-year Capital Improvement
Plan (CIP)
•Develop, implement and annually review the
comprehensive Capital Improvement Plan (CIP) policy
•Evaluate financial model supporting sustainability and
infrastructure and communicate necessary alternatives, if
applicable
•Collaborate with departments to separate ongoing
program costs and one-time capital projects to identify
funding sources to sustain project needs
•Conduct quarterly CIP review, to determine project status
and whether funds may be returned to fund balance for
future appropriation (helps identify long-term trends for
budgeting and resource planning)
Goals
•Work with the City Manager’s Office and
departments to implement the revised CIP
process schedule and use of the prioritization tool
by first quarter 2024
•Provide the Leadership Team a draft CIP Policy
document for their review and comment by
October 2024
2024 Goals -Department of Finance
Page 133 of 214
Page 134 of 214
Department Overview:
Human Resources
Page 135 of 214
To exhibit dynamic leadership and strategic
partnership with departmental leaders to plan
and implement human capital solutions to the
City’s business goals by providing and
facilitating employee related services including
policy development, recruitment, benefits,
compensation, training & development, and
employee & labor relations.
Our Mission
Page 136 of 214
Key Responsibilities
1.The Human Resources Department partners with all
City departments to strategically manage
employment functions, including:
2.Contribute to the development and implementation
of city goals, objectives, policies, procedures, and
service standards.
3.Review all federal, state and local laws applicable
to human resources functions to ensure
organizational compliance.
4.Oversee recruitment, selection and retention
processes. Develop strategies to promote diversity
in hiring and retention of employees.
5.Plan, manage and evaluate all employee benefits to
ensure that plans meet both employee’s needs and
the city’s fiscal constraints. Maintain contracts and
relationships associated with benefit consultants
and providers and ensure timely and accurate
communication with all employees.
6.Develop and maintain a compensation system that
provides a market-based, equitable, transparent and
sustainable salary structure for all departments.
7.Provide executive oversight to the implementation
of the City’s leadership and supervisory training &
development and succession planning programs.
8.Manage employee relations issues, provide
guidance and advice to supervisors, and conduct
investigations as needed. Promptly investigate and
respond to charges of policy violations. Participate
in coaching, disciplinary and termination meetings
as needed.
9.Act as lead negotiator in the collective bargaining
process with the city’s employee associations.
Administer contracts and provide training and
support for supervisors to ensure contract
compliance.Page 137 of 214
Human Resources Organizational Chart
Page 138 of 214
•Implemented major portions of UKG human resources information system; integrated the UKG
system with benefits vendors;Built out self-service for workflow and approval configuration,
data conversion, and business intelligence orientation
•Revised several policies within the Administrative Policy Manual; led committee to review and
publish updated policies and communicated updates to employees regularly
•And facilitated a new Supervisory Academy Training cohort
•Developed a new Classification and Compensation system, to be implemented in Nov.
•Recruited and hired over 250 employees in 2023, including full -time, part-time and seasonal
workers
•Fully staffed in 2023 for first time in many years
Major Achievements -Human Resources
Page 139 of 214
2024 Goals -Human Resources
•Hire new HR Manager to complete HR team;
expand on HR Business Partner service model
•Develop and provide a robust and
comprehensive Pre-Supervisor Training
program; provide topics that train for both soft
skills and hard skills; conduct training on a
monthly basis
•Increase the City’s diversity and inclusion
awareness; participate in trainings that enhance
employee cultural competency; in addition to
existing recruitment channels, expand
recruitment through associations, industry
groups and other avenues to increase
recruitment reach to people of color, persons
with disabilities, LGBTQ+ person, unhoused
individuals, and people working to escape cycles
of poverty
•Implement performance metrics to include
measure quality of hire, turnover rates,
effectiveness of training outcomes, and EEO
related complaints
•Establish a pay for performance system of merit
pay; integrate this system into our existing EDT
and class and comp strutures.
•Negotiate successful agreements with collective
bargaining units (both expire in 2024)Page 140 of 214
Department Overview:
Information Technology
Page 141 of 214
Empower users through collaboration and the use of innovative solutions.
Mission –Information Technology Department
Page 142 of 214
Key Responsibilities –Information Technology Department
4100
Support Requests
12 months
480
Mobile
Devices
Monitor and
respond to
1000’s of internet
security threats
100+
Spatial
Datasets
50+
Business
Applications
250
Physical &Virtual
Servers
700
End User
Computing
Devices
150
Terabytes of
Data Storage
460,000
e-mails Per
Month
60+ Online Interactive
maps, dashboards and
data driven tools
Page 143 of 214
Information Technology Organizational Chart
Page 144 of 214
Accomplishments -Information Technology Department
Operations Division Accomplishments
•Upgraded Storage Area Network to improve
overall system performance
•Completed SCADA virtualization project at South
Platte Renew
•Upgraded camera storage and system for better
analytics. Added additional cameras to ERC
•Implemented a new Infrastructure Management
tool to improve maintenance and security
measures
•Implemented new vulnerability scanner to
improve security efforts by proactively detecting
vulnerabilities in our network
•Supported the implementation of numerous
business applications
Data & Analytics Accomplishments
•Redesigned GIS Hub Site to provide a single
source for data and analytics resources
•Rebuilt Capital Projects Dashboard
•Irrigated Turf Replacement Areas
Application
•Created Official Products and Services
Catalog for the Data & Analytics Division
•Created Climate Vulnerability Index
Application
Page 145 of 214
Accomplishments and Goals -Information Technology Department
•Completed UKG 3P project to improve system performance and efficiencies
•Implemented eRecording with Arapahoe County to eliminate the need for staff to drive to Arapahoe County to file plats, deeds and non -conforming use registrations
•Implemented configuration changes to Police RMS to allow for more specific tracking of park violation calls.
•Configured and installed new credit card devices for PRLG
•Implemented salary.com to assist Human Resources with accessing class and compensation data to ensure the City remains competitive in the job market
•Implemented new iPad application for faster ticket check-in process at Pirates Cove to reduce lines for patrons entering the park
•Installed new UKG time clocks at Broken Tee and the Library to improve time keeping efficiencies for employees and staff
•Implemented Legal Files application to improve matter management process for the City Attorney’s Office
•Completed configuration of the eCourt Portal to provide the ability for people to manage court cases and pay fees online
•Implemented EvidencePad to enable Police to manage crime scene phones more efficiently
•Implemented bar code readers to improve efficiencies for Police in gathering contact information
•Implemented a text messaging platform for Communications and Parks and Rec to improve citizen engagement
Business Services Division Accomplishments
Page 146 of 214
•Complete domain migration in conformance with best practices to improve system performance and to ensure the domain will be stable and scalable for years to come
•Implement a new physical access control system across all City facilities to improve security and provide for efficient security management
•Implement a new "soft" phone system to improve efficiency and portability for users in the organization
•Implement new UKG time and attendance module to improve our ability to manage schedules,keep time, and develop reports to effectively support the City's Mission, Vision, and Values
•Implement Benefits Prime module in UKG to manage benefits transactions within the system, thus eliminating the need for a third -party vendor for those services
•Develop and implement a strategic Technology Plan to ensure that technology resources and efforts are aligned to support the City's Strategic Plan and departmental plans to provide exceptional services to citizens
•Develop standard operating procedures for Information Technology HelpDesk to ensure consistent, exceptional service to users
•Develop standard operating procedures for project management to maximize the value realized from technology investments
Goals - Information Technology Department
Page 147 of 214
Department Overview:
Parks, Recreation, Library & Golf
Page 148 of 214
Mission
Bringing People Together to Play, Learn and Live Well
Page 149 of 214
The Department of Parks, Recreation and Library
Services shall provide recreation programs and
services utilizing the various recreation facilities in the
community and shall operate and maintain the golf
course, ball fields, shelter houses, playgrounds,or any
other open area owned and used by the City devoted
to or designated for active or passive recreation; and
shall operate the City’s libraries and administer the
same in the interest of the entire community.
Key Responsibilities -Chapter and Ordinance
Page 150 of 214
PRLG Organizational Chart
Page 151 of 214
Division Overviews
Parks
•250 Acres of Parks and Open Space
•Athletic Fields
•Belleview Park Farm & Train
•River Run Trailhead
•Outdoor special events
Recreation
•Englewood Recreation Center
•Malley Recreation Center
•Pirates Cove Water Park
•Classes, programs, social events
•Special Events
Page 152 of 214
Division Overviews -Parks, Recreation, Library and Golf
Library
•Wide Selection of Print and Digital Media –
Over 4 Million Items
•Children’s Library
•Storytime & Summer Reading
•Technology Lab
•Special Events and Programs For All Ages
Broken Tee Golf Course
•18-hole Championship Course
•9-hole Course
•Driving Range and Practice areas
•Restaurant and training facility
•Over 200,000 guests each year
•Community events and tournaments
Page 153 of 214
•Completed park renovations at Jason, Baker, Cushing and Centennial
•Successfully secured a $600k grant for Bates Logan Phase II
•Actively addressed Emerald Ash Borer
•Renovated front desk and aquatics area at ERC
•Expanded childcare programs with out of school time offerings
•Improved security and safety in the Englewood Public Library including
converting 4 part time staff to 2 full time.
•1,772 Learn to Swim classes were completed
•Library hosted their first book sale in many years raising funds for the
2024 summer reading program.
•Offered Junior passes and programs for youth and teens at Broken Tee,
with a focus on disadvantaged youth
•Hosted over 20 special events while bringing in over $80k in sponsorships
•Prepared and planned for parks/recreation facilities bond with an updated
Parks and Recreation Master Plan.
2023 Major Achievements
Page 154 of 214
Parks/ Recreation/ Aquatics:
•Prepare for a potential parks/recreation facilities bond election in 2024
Parks
•Address Emerald Ash Borer through residential grants and treatment of city owned trees
•Phase II Bates Logan Project -Install accessible playground
•Apply for Arapahoe County Open Space Grant for Phase III at Bates Logan
•Install the new ADA accessible electric train at Belleview Park!
Recreation / Events
•Leverage SCFD funds for cultural programming for all ages and combine activations within
larger city events.
•Offer a robust slate of events that highlights the city and provides opportunities for people
of all ages and interests to build community and pride in Englewood.
•Implementation of new programs for youth and recreation program offerings to continue
to retain and attract new memberships and participation.
2024 Goals
Page 155 of 214
2024 Goals
Aquatics
•No drownings or catastrophic incidents by providing vigilant lifeguarding, maintaining 10/20 protection, lifeguards
attending monthly in-services while exceeding on all audits.
•Develop and provide a school outreach program designed to educate Englewood elementary students on water
safety.
•With the help of funding, provide free swim lessons to 3rd and 4th grade students within the city of Englewood.
Golf
•Develop a master plan for projects to improve the conditions of the golf facility, and make course improvements to
better the experience for our patrons.
•Increase gross revenues by developing a dynamic pricing plan for green fees to take advantage of prime times and
be competitive in the local market.
Library
•Increase the number of resident library card holders. Currently, less than 25% of residents have an Englewood
Library card.
•Develop a campaign to promote use of online resources and provide instruction on use.
•Acquire additional grant funds to support the relaunch of Career Online High School.
•Increase outreach opportunities to promote library services and programs.Page 156 of 214
Department Overview:
Englewood Police Department
Presented by: Chief Sam Watson and members of Command Staff
Page 157 of 214
Mission
•To promote and ensure a high quality of life, economic
vitality, and a uniquely desirable community identity.
Vision
•To promote and ensure a high quality of life and a uniquely
desirable community identity by providing professional law
enforcement services, developing strong collaborative
problem-solving strategies with the community and by
treating everyone with fairness, dignity and respect.
Mission and Vision
Page 158 of 214
“Council shall provide, by ordinance, Fire, Police and
Health services for the preservation of public property,
health, peace and safety, including the prevention of
crime, the apprehension of criminals, the protection of
property and the rights of persons, the enforcement of
the laws of the State and the ordinances of the City,
and such other functions as Council and the City
Manager may prescribe.”
Key Responsibilities
Page 159 of 214
Police Organizational Chart
Page 160 of 214
•Patrol
•Special Operations and Codes
•Support Services
Division Overviews
Page 161 of 214
The Patrol Division provides 24 hour a day police service
responding to emergency and non -emergency calls.
•In 2022 the Patrol Division responded to 51,750 calls
for service. That equates to 142 calls for service each
day.
•The Patrol Division is the largest division in the Police
Department.
Traffic Enforcement Team
•2 sworn Traffic Officers, a civilian abandoned vehicle
officer, and a civilian parking management officer
provide traffic, parking and abandoned vehicle
enforcement.
Patrol
Page 162 of 214
Zone Policing Program
Officers assigned to the Zone Policing Program work
specifically identified areas in the city that are
experiencing high calls for service and/or continuous
chronic problems in an effort to reduce and ultimately
eliminate ongoing problems.
School Resource Officer
The School Resource Officer investigates events on
and off campus, gathers information about school
security and works with Englewood schools and other
law enforcement agencies to keep current with school
trends.
Patrol
Page 163 of 214
The Special Operations Division is comprised of
the Detective Bureau, Property and Evidence,
Impact Team, Code Enforcement and Fire
Marshal’s Office.
Detective Bureau
•Ten detectives and two detective sergeants
provide investigative follow -up on criminal
cases.
•Task Force Investigator R.A.V.E.N.
Impact Team
•Four officers and one sergeant focus on issues
that directly impact the quality -of-life in the City.
Special Operations & Codes
Page 164 of 214
Special Operations & Codes
Fire Marshal’s Office
•Fire Marshal and 3 Fire Inspectors responsible for foR ensuring all commercial
businesses are in compliance with the National Fire Code. Reviewing new building
permits and plans.Community Outreach efforts in fire prevention.
Code Enforcement
•Four code officers, one park ranger and one supervisor assist residents with
maintaining the appearance of their properties. They also handle animal welfare
calls.
Property & Evidence
•Responsible for processing and storing all property and evidence that is booked
into the police department.Page 165 of 214
Support Services
The Support Services Division provides support to the sworn officers of the department
and to the citizenry.
911 Communications
•The 911 Communications Center is critical to the operations of the Englewood Police
Department. The Communications Center provides 24 -hour emergency services to
the residents of Englewood. The dispatchers are trained to handle numerous
emergencies and non-emergencies that are called in to the Police Department every
day. Dispatchers process approximately 7,500 phone calls per month. They also
coordinate communications with multiple agencies.
Records
•The Records Division is responsible for processing and maintaining all departmental
records, including public requests for information, CORA requests, and requests from
numerous other governmental agencies.Page 166 of 214
Professional Standards Bureau
•One sergeant and one investigator provide a variety
of services, including recruiting, testing, and hiring of
police officers, background investigations, Internal
Affairs investigations, public information and
coordination of all training in the police department.
Community Relations/Crime Prevention
•Supports communication between residents,
businesses, and the Police Department. P.I.O.
function, identify and address problems in the
community.Citizen and teen police academy.
Support Services
Page 167 of 214
2023 Significant Accomplishments
•C.A.C.P.Re-accreditation 2023-2027
•I.A.C.P. One Mind Campaign
•The Nuisance Abatement Team consists of members from various City departments,
who meet regularly to discuss and troubleshoot locations that have significant nuisance
related issues that “cross -over”to several City departments.
•Fire Marshal’s Office is fully staffed with the Fire Marshal and 3 Fire Inspectors. This unit
is fully integrated into the Special Operations and Codes Division.
•Full implementation of the Restorative Justice program has been implemented in
partnership with the Englewood Municipal Court.Page 168 of 214
2023 Significant Accomplishments
•Integration and expansion of the C.I.T.Co-Responder program.
-Co-Responders are now working 80 hours per week with patrol officers.We also
added a Case Manager that works 40 hours per week,providing additional community-
based resources and follow up to individuals contacted throughout the week.
•The Impact Team has led several large-scale proactive
enforcement operations,focusing efforts on human
trafficking,pattern crime locations ,nuisance
properties,and camps with unhoused populations.Page 169 of 214
Crime Trend 2021-2022
•Calls for service down 6.5%
•Crimes against persons down 1.75%
•Crimes against property down 5.1%
•Crimes against society up 29% (207 up to 268)
•Total crimes reported are down 3%
2023 Significant Accomplishments
Page 170 of 214
•Increased options to file police reports, on -line,
P.D.O.This leads to higher numbers of crimes
reported due to the ease of reporting the crime.
•Equipment and Professional Development –Officer
safety equipment and training is state of the art.
•Technology –Flock Safety, new speed trailers,
additional cameras in high CFS locations.
•Policing and Staffing --increase in sworn officers,
civilian report writers.
•Employee Engagement
•Best Practices in Law Enforcement –Community
Relations/Education,911 call diversion,crime
reduction strategies.
2024 Key Priorities
Page 171 of 214
•AllHealth Network Co-responders
•AllHealth Network Mobile Response Unit
•911 Call Diversion
•Zone Policing
•Impact Team
•Restorative Justice
•Crime Prevention/Community Relations
2023/2024 Alternative Policing Programs
Page 172 of 214
•Reduction in Crime and Calls for Service
Using Enforcement, Education, Engineering,
Data, Technology and High Visibility at:
•High Crime Areas
•High Call For Service Areas
•High Accident Locations
•Hot Spots
•Pattern Crimes/Criminals
•School Zones
•Downtown
•Parks
•Special Needs Areas
2023/2024 Initiatives
Page 173 of 214
Thank You!Page 174 of 214
Department Overview:
Public Works
Page 175 of 214
To promote and ensure a high quality of life, economic vitality, and a uniquely desirable
community identity through delivery of quality projects, programs and services.
Who We Are:The Department of Public Works constructs, repairs, and maintains the
infrastructure of the City, including streets, alleys, surface drainage, traffic systems,
traffic markings and signs, central garage facilities and vehicles, and building facilities.
Public Works also provides engineering expertise for public improvement projects and
engineering assistance to other departments.
Mission –Public Works Department
Page 176 of 214
Public Works Organizational Chart
Page 177 of 214
Overview of Divisions –Public Works Department
Engineering & Capital Projects
•Planning, Design & Construction Oversight of
Capital Projects
•Project Management & delivery
•Project Cost Estimating
•Development Review, Permitting & Inspection
•Concrete Utility Program
•Asset Management
•Assists with Vehicle Procurement
Traffic Engineering & Operations
•Traffic signage modifications, repair &
replacement
•Traffic signal maintenance & management
•Safety mitigation
•Citizen requests related to parking, signage &
striping
•City -owned street light maintenance
Stormwater
•System Maintenance
•Cleaning & televising
•Repairs
•MS4 Program & Permit
•Stormwater Quality
•Floodplain management
Page 178 of 214
Overview of Divisions –Public Works Department
Streets Division
•Street & Alley Maintenance
•Street Sweeping
•Crack Sealing
•Snow & Ice Control
•Utility Patch Repair
Facilities Division
•Building Maintenance & Repair
•HVAC System Operations
•Custodial & Day Porter Services
•Meeting Room Set Up & Tear Down
•Building keys & key card systems
Fleet Division
•Vehicle & Equipment Maintenance
•Assist with Vehicle Procurement
•Fuel Management
Page 179 of 214
City Center Property Management, formerly Englewood
Environmental Foundation (EEF)Page 180 of 214
2023 Accomplishments
Engineering & Capital Projects
•Initiated reconstruction and widening of the
Dartmouth Bridge over S. Platte River
•Completed construction of pedestrian
improvements at Malley Senior Rec Center
•Completed concrete restoration in Zones 1 & 5,
including 167 ADA Handicap Ramps
•Completed annual slurry seal project in Zone 1
•Completed annual mill & overlay project in Zone 5,
& Broadway, Dartmouth Ave west of S. Platte
River, & Floyd Ave west of Broadway
•Completed Floyd Ave & Elati St intersection
improvements for bike & ped safety
•Completed placement of asphalt millings in over
50 alley segments for all weather durability
Stormwater
•Completed North Englewood area system cleaning
& mapping
•Initiated Construction of South Englewood
Stormwater Improvement projects (Sites A & B)
•Cleaned over 397 stormwater catch basins / inlets
•Completed maintenance and debris removal of the
Southwest Greenbelt upstream of Rotolo
Park,removed 130 cubic yards of debris.Page 181 of 214
2023 Accomplishments
Operations & Maintenance
•Completed crack sealing in Zone 2
•Completed spring & fall sweeping efforts
•Performed alley maintenance in various areas
•Updated the Snow & Ice Control Policy
•Completed annual Rec Center shut down repairs
•Repaired lighting in the main stairs at Civic Center
•Coordinated installation of Halo Devices in public
bathrooms at Civic Center / Library
•Replaced water shut offs to all sinks in Civic Center
City Center Property Management (Formerly EEF)
•Refreshed landscaping in planters around Civic Center
•Completed light pole & major electrical repairs
•Initiated multiple exterior improvements
Traffic Engineering & Operations
•Installed new overheard street name signs on all existing
traffic signals
•Installed 2,900 city logos on existing street name signs
•Conducted various traffic studies & evaluations
Page 182 of 214
2024 Goals
Projects
•Complete the Construct
Dartmouth Bridge Widening
project
•Complete construction on South
Englewood Stormwater
Improvements, Sites A&B
•Construct Oxford Pedestrian
bridge
•Complete Construction of
the Recreation Center
Improvements
•Begin reconstruction of the
Union Ave Bridge and roadway
•Replace the roof on the Fox
Building
Programs
•Perform annual pavement
maintenance (Zone 1, 2, & 3)
•Complete annual sidewalk repair
(Zone 1)
•Perform alley maintenance
•Complete storm drain system cleaning
and mapping, south half of the city
•Install signal equipment upgrades
Studies
•Complete US 285 Congestion
Mitigation Study
•Update facilities inventory &
establish asset management
plan
•Complete the updated drainage
master plan in coordination with
Mile High Flood District (MHFD)Page 183 of 214
Department Overview:
Utilities
Presented by:
Englewood Utilities and South Platte Renew Director, Pieter Van Ry
Page 184 of 214
To promote and ensure a high-quality of life, economic vitality, and a uniquely
desirable community identity through the production and delivery of quality
water and sanitary sewer collection.
Utilities’ Mission
Page 185 of 214
Utilities Overview
•34,000 residents and 2,100 businesses
•Provides drinking water and wastewater
collection services
•Water Infrastructure:
•Charles Allen Water Treatment Plant
•166 miles of pipe
•2 high pressure pump stations
•2 booster stations
•3 storage tanks
•Wastewater Infrastructure:
•82 miles of collection pipe
•1,605 manholes
•Majority of collection sent to South Platte Renew
•Joint ownership of South Platte Renew with City of Littleton
•Service population of 300,000
Page 186 of 214
Utilities Organizational Chart
Page 187 of 214
Key Responsibilities
•Provide safe reliable drinking water and sanitary
sewer collection
•Planning, design, and construction of capital
projects
•Maintain infrastructure:
•Charles Allen Water Treatment Plant (Allen WTP)
•Water distribution system
•Raw water storage and delivery systems
•Sanitary sewer collection system
•Manage water supply portfolio
•Meet regulatory requirements
•Enviornmental Protection Agency (EPA)
•Colorado Department of Health and Environment
(CDPHE)Page 188 of 214
Key Responsibilities –Utilities Cont’d
•Manage the Water and Sewer Enterprise Funds
•Rates and Fees
•Long-term financial planning
•South Platte Renew capital and operations funding
•Utility billing and customer service
•Englewood water utility customers (inside/outside city)
•Sewer Connector District customers
•Water and Sewer Board
•Englewood McLellan Reservoir Foundation
Page 189 of 214
Utilities Division Overview
Business Solutions Division :
•Utility billing and customer service
•Manage Connector District contracts
•Manage the Water and Sewer Enterprise
Funds
•Contract and procurement support
•Financing strategies for capital investment
•WIFIA and SRF management
Engineering Division:
•Capital project planning and execution
•Manage the City’s water rights
•Engineering studies and master planning
•Process optimization
•Development review, permitting and
inspection
Operations & Maintenance (O&M) Division :
•Process and deliver high-quality, safe drinking water
•O&M of water system
•Maintain reservoirs, conveyance system and pump
stations
•City Ditch and McBroom Ditch maintenance
•Water leak repairs, service line and meter
replacements
•O&M of the sewer collection system
•Condition assessment and utility locating services
•Customer water meter reading, installation and
replacement
•Regulatory compliance
Page 190 of 214
2022-2023 Accomplishments –Long Term Financial Planning
•$60.5M in low-interest financing through the Water
Infrastructure Financing and Innovation Act (WIFIA)
•Pursuing $40 million grants and loans from the
Infrastructure Investment and Jobs Act of 2021 for
lead service line replacement
•Awarded over $400,000 in grant funds to expand
PFAS sampling and pilot testing
•Received $20,000 in grant funding for City’s Water
Efficiency Plan
•Implemented new development review fees
•Implemented new Connector District rates and fees
“I applaud the City of Englewood for investing in clean water infrastructure to protect residents and save the city
money,”said Senator Michael Bennet.“This will help Englewood cover the cost of efforts to safeguard water
infrastructure and reduce the community’s exposure to lead in drinking water.”Page 191 of 214
2022-2023 Accomplishments –System Operations
•Taste, Odor, and Hardness Study
•Cross-Connection and Backflow Prevention Program
•Developed an Environmental Compliance Framework
•Storage tank inspection and dam safety program
development
•Pilot -tested ozone treatment process at the Allen WTP
•Installed 35 drinking water sampling stations
•Converted 25 flat rate customers to metered service
•Valve Replacement, Maintenance and Exercising Program
•Annual Customer Surveys
Page 192 of 214
2022-2023 Accomplishments –Capital Investment
•Allen WTP EI&C improvements
•Chemical system improvements
•Space improvements at Allen WTP (Design)
•Allen WTP Process Optimization Study
•Solids Handling Improvement Project at Allen WTP
•City Ditch Piping Project Design
•Initiated Lead Reduction Program
•Program manager
•Inventory complete
•Replaced 60 water distribution valves
•Annual Water line replacement
•1,900 linear feet of pipe in the distribution system
•eliminated dead-ends and
•Installed new fire hydrants for flushing
Page 193 of 214
•Continue to address taste, order, and hardness
•Regulatory compliance
•City Ditch Piping Project Construction
•Complete Solids Handling Project
•Convert to Advanced Metering Infrastructure
•Denver Water Emergency Interconnect
•Phase I & II Space Improvements
•PFAS Sampling and Pilot Study
•Initiate lead service line replacements
construction phase
2024 Goals
Page 194 of 214
Department Overview:
South Platte Renew
Presented by: Pieter Van Ry, Director of South Platte Renew and Englewood Utilities
Page 195 of 214
Mission, Vision, and Values
Vision
Renewing water for Colorado’s future
Mission
Dedicated professionals leading the industry by…
•Providing high-quality treatment for high -quality water.
•Rethinking wastewater through innovative solutions.
•Engaging our community to build stronger partnerships.
Values
Safety, Passion, Leadership, Accountability, Trust, Teamwork, Excellence
Page 196 of 214
SPR Facility
Third Largest Facility
in Colorado
•53 acres
•5,400+ assets
•26 buildings & 50+ tanks
Treatment Capacity
•Approx. 20 mgd
•Capacity – 50 mgd
•7,300,000,000 gallons/year
Treatment Process
•Water – 18 hours
•Solids – 28 days
•Gas – minutes
Page 197 of 214
SPR Service Area
•300,000+ Customers
•Englewood, Littleton, &
19 Connector Districts
•Regional Service Provider
•108 Square mile area
•Littleton and Englewood
•50/50 Ownership
Page 198 of 214
Resource Renewal
Water Biosolids Biogas
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Governance
Joint-Use Agreement
•Signed December 6, 1982
•Annual Joint Council Study Session
•Supervisory Committee
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Governance
Englewood Connector Districts
•Bow Mar*
•Cherry Hills Heights
•Cherry Hills Village
•Cherryvale
•City of Cherry Hills
•City of Sheridan
•Columbine*
*Both cities
•Country Homes
Metropolitan
•Sheridan Sanitation #1
•South Arapahoe
•South Englewood
•Southgate
•Valley
Littleton Connector Districts
•Bow Mar*
•Columbine*
•Grant
•Ken Caryl Ranch
•Meadowbrook Fairview
•Platte Canyon
•Roxborough Park
•Southwest
Metropolitan
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SPR Structure and Function
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2023 Accomplishments
Regulatory Compliance
Chemical Phosphorus and Ultraviolet
Disinfection Project Voluntary Incentive Program
Biological Phosphorus Pilot
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2023 Accomplishments
Pilot and Research Center (PARC) / Partnerships
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2023 Accomplishments
SPR Safe
•New Safety Program
•5-Year Implementation Plan
•Safety Culture Committee
•Training Program
Employee Experience
•Stay Interviews – over 70 employeesPage 205 of 214
2023 Accomplishments
Industry Leadership
Awards & Recognition
•Peak Performance Award –National Association of Clean Water Agencies (NACWA)
•Water Resources Utility of the Future Award –NACWA
•Sustainability Award –Rocky Mountain Water Environment Association (RMWEA)
•Friends of RMWEA Award –RMWEA Page 206 of 214
2024 Goals
Employee Experience
Innovation / Partnerships
Fiscal Responsibility
Proactive Long-Range
Planning
SPR Safe
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Department Overview:
City Clerks Office
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To serve the Citizens, Council, staff and visitors in an
efficient, courteous and professional manner, while
performing the functions and duties of the office in
accordance with State and municipal laws. To be ever
mindful of our neutrality and impartiality by rendering
equitable services to all with emphasis on ethics,
integrity and professionalism while committed to
quality customer service, innovation and
accessibility to public records.
Mission –City Clerk's Office
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The City Clerk’s staff are unbiased public servants
who promote open government and transparency of
information by providing a link between the public,
staff and Council. Our goal is to maintain the highest
ethical standards and perform our duties with integrity
and efficiency.
Vision Statement
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City Clerks Organizational Chart
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Key Responsibilities
The City Clerk’s office is created by the City’s Charter. The duties of
City Clerk are defined both by statute and the unique needs of the
City of which the Clerk serves. The responsibilities of the Clerk’s
office require daily interaction with every department in the City.
•Serves as Clerk to Council
•The City Clerk’s office must be present at all meetings of
the City Council, prepare executives session language in
advance of the meeting that conforms to COML, and
monitors the formal actions taken by the members of that
body including a written record of the meeting.
•CORA/ COML
•By State Statute the municipal clerk is responsible for
serving as the contact point for all inquiries of the public for
documents under the Colorado Open Records Act. The City
Clerk must also be able to ensure that boards and
commission are in alignment with the provisions of the
Colorado Open Meeting Law, as well as provide notice of
meetings of the City Council.
•Municipal Elections
•The City Clerk is responsible for all elements of an election
held within the municipality for the purposes of electing
local members of the governing body and deciding their
ballot issues.
•Agenda Management
•Agenda setting and coordination for City Council on a
weekly basis.
•Liquor and Marijuana Licensing
•Both State Statute and City Code impose responsibilities
upon the Clerk’s Office in association with the regulation of
Beer, Alcohol, and Marijuana licensing.
•Records Management
•Official custodian of all City documents. Works with every
department regarding records management, retention and
destruction of documents.
•Board and Commission Coordination
•Facilitates the recruitment and appointment of Board and
Commission members. Provides support to staff liaisons.
•Budget
•The City Clerk creates a departmental budget and monitors
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•2023 Redistricting
•U.S. Passport Acceptance Facility
•HUB and Mail Services
•Referendum on Sam's Automotive Property
•District 1, 2, and 3 Recall Election Process
•Robust training for Board and Commission Members/Staff
•Records management software implementation –digitized and
uploaded 11,755 legislative records, election records from 1919 –
1987,and municipal code records into Laserfiche.
•Online accessibility for permanent records
•iCompass portal re-design and re-engagement project
•Facilitated At Large City Council vacancy appointment process
•Coordinated Municipal Election with 11 candidates and 5 charter
amendments
2023 Major Achievements
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•Review and revise Election Procedures Manual and forms
•Municipal Code updates
•Digital liquor and marijuana licensing with payment portal
•Continue records management software implementation
citywide
•Implement CORA software
•Explore TSA PreCheck as added service and revenue
•Implement iCompass digital voting system
•Create and track Passport Services performance metrics
•Create/update SOP's for Clerk and HUB divisions
•Cross train Clerk/HUB staff in all areas of the department
•CMC designations for staff (Casey and Sara)
2024 Goals
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