City of Thornton – 2016 Advance Packet Appendix
Logistics Information……………………………………………………………………………………………………………………….2
The Stanley Hotel Map…………………………………………………………………………………………………………………….3
Adopted Vision, Mission, Values, and Community Outcomes…………………………………………………………4
Citizen Survey Results ……………………………………………………………………………………………………………………..9
Economic Outlook Presentation …………………………………………………………………………………………………….70
Local Demographics Presentation ………………………………………………………………………………….…………….127
Growth Projections Presentation …………………………………………………………………………………………………174
Financial Overview Presentation ………………………………………………………………………………………………….200
2015-2016 Work Plan …………………………………………………………………………………………………………………..232
2015-2016 Work Plan Q4 Report ……………………………………………………………………………………………….…260
Accomplishments Report ……………………………………………………………………………………………………….…….338
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2 City of Thornton 2016 Advance - Logistics February 19th to February 21st The Stanley Hotel – Estes Park, CO
Contact Information Kelsey McElroy will be available to address any issue or answer questions you may have related to the facility and amenities. Her cellphone number is (319) 939-3786 should you need assistance throughout the weekend.
Wi-Fi Wi-Fi is available throughout the hotel. You will be asked to accept the terms of use when connecting.
Meals All meals will be served buffet style in the Music Room.
Transportation Thornton to Stanley Hotel: Please arrive at City Hall by 8:30 am. The bus will depart City Hall at 9:00 am for Estes Park.
Stanley Hotel to Thornton: The bus will arrive at The Stanley Hotel at 1:00 pm and depart for Thornton at 1:30 pm. The estimated time of arrival is 3:30 pm.
Check-in and -out The Stanley Hotel is working to secure early check-in and late check-out so everyone can keep their luggage in the rooms.
Clifton Strengths Finder Jonathan Bartsch, the facilitator, plans to use the Clifton Strengths Finder tool to assist in the Sunday discussion. This tool requires you to complete a brief assessment prior to the Sunday discussion. Before the Advance for Friday evening, please take 30 to 45 minutes to complete the assessment.
1. Visit https://www.gallupstrengthscenter.com/Register/en-US/Index 2. Copy and paste the access code ZT65BD44RE68BE62 into the available field, and then click Continue. 3. Follow the onscreen instructions to create a Gallup Strengths Center account. 4. Once registered, you will be able to take the Clifton StrengthsFinder assessment. Please give yourself 45 minutes of uninterrupted time to complete it.
By applying your access code, you’re entitled to a free copy of the StrengthsFinder 2.0 e-book, which will help you understand the StrengthsFinder assessment and the 34 themes. To download the e-book, sign in to your account and click Download My E-Book on your dashboard.
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Our Vision for Thornton in 2040
Is a well-planned, self-sustaining community that:
• Has diverse, identifiable neighborhoods in which our citizens feel safe and secure and which engender pride and a sense of belonging;
• Provides access to a broad range of services to meet the needs of the community;
• Has a transportation system that provides multi-modal opportunities for people to move safely through and within the City toward their destinations;
• Provides for a healthy, high quality of life through its recreational, cultural, parks and open space, and community gathering places;
• Actively engages its citizens, businesses, and educational communities to achieve the community’s goals;
• Provides a stable, but diverse, economic base that attracts and retains a broad range of businesses, primary jobs, and an environment that is conducive to business growth; and
• Values the environment and protects the resources it is entrusted with to oversee.
1 Approved July 22, 2014 Res. #2014-106
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Mission of the City of Thornton Organization
To serve as a catalyst to achieve our Vision by:
• Being responsive to the physical and human requirements of its citizens through innovative leadership and planning, in partnership with the private sector;
• Ensuring the availability of a broad range of services through public and private means; and
• Efficiently and effectively utilizing available public and private resources.
Mission Statement of the Thornton City Council
The mission of the Thornton City Council is to serve as a catalyst to create a self-sustaining community. To achieve this end, City Council will:
• Continue to maintain and enhance its leadership role in the local, regional, state, and federal levels;
• Encourage healthy relationships and open communication lines with, and between, the community and City staff;
• Commit to quality leadership for the benefit of our citizens; and
• Function as an assertive, cooperative Council and staff team while recognizing the value of dissent and maintaining mutual respect to efficiently accomplish Council’s goals.
2 Approved July 22, 2014 Res. #2014-106
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The Values that Guide the actions of the City of Thornton Organization
We are committed to quality leadership for the benefit of our citizens. We will:
• Be accountable and effective stewards of the public trust and resources;
• Recognize that all individuals living and working in the community are essential resources for achieving the City’s vision, mission, and goals;
• Seek out, encourage and develop future community leaders;
• Encourage a spirit of cooperation, including intergovernmental interaction to deal with the mutual problems and challenges facing the community;
• Be professional in our attitude and proficient in our tasks;
• Expect and demonstrate courtesy and respect in all interactions;
• Promote and participate in the exchange of ideas through open communications;
• Display innovation and initiative in responding to current and future community needs; and
• Commit to excellence in providing effective, efficient services to the community.
3 Approved July 22, 2014 Res. #2014-106
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Community Outcomes provided by the City of Thornton Organization
1. Create places for neighbors to gather that build a sense of community and enrich the quality of life.
2. Foster human development for citizens of all ages through recreational, social, educational, artistic, and cultural programming.
3. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations.
4. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings.
5. Design and build public infrastructure necessary to support new growth and maintain existing services.
6. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
7. Attract and retain primary employers to support a healthy Thornton economy and provide access to jobs for Thornton residents.
8. Attract new retailers, retain existing retailers, and support small businesses to ensure access to goods and services, sustain a healthy tax base, and encourage a strong business environment.
9. Conduct targeted redevelopment activities to revitalize existing development, eliminate blight, and encourage public and private reinvestment.
10. Prevent and deter crime by developing partnerships, pursuing collaborative problem solving, and implementing a youth strategy focused on prevention, intervention, and mentoring.
11. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services.
12. Investigate crime and provide support to victims of crime in pursuit of justice for the community.
13. Provide municipal court services as a local forum for fair adjudication and problem solving of law enforcement and code enforcement issues.
14. Serve and protect the community by responding to medical, fire, and other emergencies.
15. Limit the incidents and impact of fires on homes and businesses through prevention and public education services.
4 Approved July 22, 2014 Res. #2014-106
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16. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow.
17. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
18. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets.
19. Safely and efficiently provide curbside trash and recycling collection services to customers.
20. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers.
21. Collect and deliver wastewater for treatment at Metro Wastewater Reclamation District facilities to protect health, safety, and the environment.
22. Utilize evolving mediums to actively communicate information regarding City services, events, issues, and emergencies to residents, businesses, and the news media.
23. Ensure access to safe, clean, and well maintained public facilities.
24. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees.
5 Approved July 22, 2014 Res. #2014-106
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Thornton Annual Citizen survey
January 11-14, 2016 10 Background l Methodology l Sample of 898 active voters in the City of Thornton, including 405 conducted by telephone and 493 online l Interviews conducted January 11-14, 2016 l Margin of error of ±3.3% for the entire sample l Typical phone interview was about 17 minutes l Contributors l Dr. David B. Hill, Director, HRC l Dr. Stephen N. White, Assistant Director l Randy Ellison, Senior Research Consultant l Jason Nemeck, Project Manager l David Benzion, Senior Research Analyst
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Core questions and times series
3 12 Direction of things in Thornton
Note: Latest polling No opinion average for the U.S. 19% is 64% “wrong track” and 27% “right direction.”
Wrong track 12% Right direction 69% 13 Direction of things in Thornton (time series)
Right direction
80% 81% 77% 77% 78% 79% 79% 76% 76% 74% 71% 69%
Wrong track
15% 13% 11% 11% 13% 11% 12% 11% 12% 10% 8% 10%
Jul '04 Mar '05 Apr '06 Mar '07 Jun '07 Jul '08 Dec '08 Dec '10 Dec '12 Dec '13 Dec '14 Jan '16 Direction of things in Thornton 14 profile of categories with the highest percentages of “right direction”
Hispanic 77% Interviewed by phone 77% 60 or more years 76% Work in East & SE 76% More than 20 yrs in Thornton 75% Unaffiliated 50+ yrs 75% Unaffiliated male 75% Most likely voter 74% Retired 74% Democrat 73% Male 50+ yrs 73% 10-20 yrs in Thornton 72% TOTAL 69% Direction of things in Thornton 15 profile of categories with the highest percentages of “wrong track”
Ward 1 Southwest 17% Work in North & NW 15% More than 20 yrs in Thornton 15% $55K or less 15% Male 50+ yrs 15% Unaffiliated male 15% Interviewed by phone 15% Male 15% 40-59 years 15% GOP male 15% Democrat male 14% Democratic 50+ yrs 14% TOTAL 12% Compared to other communities in the Denver 16area, economic conditions in Thornton are…
Better 36%
Much better 9%
Little better 27%
About the same 39%
Worse 16%
Little worse 14%
Much worse 1%
No opinion 8% Compared to other communities in the Denver area, 17 economic conditions in Thornton are… (time series)
52% 50% 51% About the same 49% 48% 46% 44% 44% 45% 45% 39% 42% 39% 37% 36% 35% 34% 35% 35% 33% 32% 32% Better
20% Worse 16% 15% 14% 11% 11% 12% 10% 10% 10% 9%
Jul '04 Mar '05 Apr '06 Mar '07 Jul '08 Dec '08 Dec '10 Dec '12 Dec '13 Dec '14 Jan '16 18 Financial expectations for this time next year
Worse off No opinion 8% 4%
Better off 47%
About the same 41% 19 Financial expectations for this time next year (time series)
63% 65% 57% Better off 54% 54% 50% 51% 46% 47% 47% 42% 40% 41%
30% About the 27% 27% same 24% 26% 23% 23% 23% 22%
23% 25% Worse off 19% 20% 17% 16% 11% 8% 9% 10% 8%
Jul '04 Mar '05 Apr '06 Mar '07 Jul '08 Dec '08 Dec '10 Dec '12 Dec '13 Dec '14 Jan '14 20 Quality of life in Thornton
Poor 2% Fair Excellent 17% 16%
Good 65% 21 Quality of life in Thornton (time series)
Good 73% 69% 69% 68% 66% 66% 65% 63% 63% 65% 60%
23% 23% Excellent 18% 19% 19% 20% 18% 17% 15% 17% 16% 19% 16% 17% 17% 16% 13% 14% 13% 15% 13% 14% Fair + Poor
Jul '04 Mar '05 Apr '06 Mar '07 Jun '07 Jul '08 Dec '10 Dec '12 Dec '13 Dec '14 Jan '16 Quality of life in Thornton 22 profile of categories with the highest percentages of “excellent + good”
GOP 50+ yrs 25% Work in Thornton 23% 60 or more years 22% Retired 22% Unaffiliated 50+ yrs 21% More than 20 yrs in Thornton 20% GOP female 20% Interviewed by phone 20% Male 50+ yrs 20% Condo, apt, etc. 20% Ward 4 Northwest 20% Female 50+ yrs 19% TOTAL 16% Quality of life in Thornton 23 profile of categories with the highest percentages of “fair + poor”
$55K or less 30% Ward 1 Southwest 29% High school or less 26% Low SES 25% Democrat male 25% GOP 18-49 yrs 25% Condo, apt, etc. 24% Democratic 50+ yrs 24% Male 18-49 yrs 22% Unaffiliated; other party 21% 40-59 years 21% Interviewed online 21% TOTAL 19% 24 Likely to still be living in Thornton in five years
No opinion 12%
No 12%
Yes 76% 25 Likely to still be living in Thornton in five years (time series)
84% 86% 77% Yes 76%
No 17% 13% 10% 12%
Dec '12 Dec '13 Dec '14 Jan '16 26
Topical issues
18 Opinion of selected projects are being considered 27& could be undertaken by the City of Thornton
Needed a lot Needed some Only a little + not at all
46% Construction of pieces of missing road 31% connections 18% 37% Construction of a police station in north 33% 24% 35% Acquisition & redevelopment of shopping center 32% 25% 33% New fire station in NE 33% 18% 22% Relocation & reconstruction of original fire 33% station 27% 28 Especially appealing & unappealing projects
Appealing Unappealing
26% Major pieces of road construction 7% 24% Redevelopment of Thornton shopping center 17% 17% New police station in north 10% 10% New fire station in northeast 4% 2% Relocation of main fire station 12% 21% No opinion 51% 29 Especially appealing projects profile of categories with the highest percentages of “major pieces of road construction”
Work in North & NW 43% Work in South & SW 42% Over 60 minute commute 37% Ward 3 Northeast 36% 31-60 minute commute 36% High SES 34% Male 18-49 yrs 34% Democrat male 33% College graduate 33% Interviewed online 32% Democratic 18-49 yrs 32% Ward 4 Northwest 32% TOTAL 26% 30 Especially appealing projects profile of categories with the highest percentages of “redevelopment of Thornton shopping center”
Ward 1 Southwest 43% Unaffiliated 18-49 yrs 40% Ward 2 South 32% Unaffiliated male 32% Male 18-49 yrs 31% 30 minute or less commute 30% Democrat 29% Work in Thornton 29% Less than 40 years 29% $55K or less 29% Over 60 minute commute 28% Unaffiliated female 28% TOTAL 24% 31 Especially appealing projects profile of categories with the highest percentages of “new police station in the north”
Ward 4 Northwest 29% GOP female 28% GOP 18-49 yrs 26% GOP 24% GOP 50+ yrs 23% Female 18-49 yrs 23% Interviewed online 23% Native of Thornton 22% College graduate 21% High SES 21% Most likely voter 21% GOP male 21% TOTAL 17% Project not mentioned that should be included 32in package of projects
Roads; infrastructure 12% Rec center; skating; youth, family activities 9% Light rail 7% Parks; open space 5% Shopping, commercial development 4% Schools 3% Restaurants 2% Ban on fracking; drilling 2% Housing 2% Jobs 1% Xcel substation 1% Trash pickup services 1% Specific other project mentioned 4% General project/improvement(s) mentioned 1% Nothing; none 50% Don't know; no answer 4% Could be done to make Thornton seem more like a special community with a unique quality of life rather than just 33 another part of the Denver suburbs
Commercial development, stores, restaurants 16% Rec center; youth, family activities; entertainment 14% Parks & open space 13% Roads; infrastructure; traffic 5% A central downtown area 4% Reduce crime; increase police presence 4% Light rail; public transportation 2% Schools 2% Fracking; drilling 1% Jobs 1% Xcel station mentioned 1% Specific other project mentioned 7% General other project(s)/improvement(s) mentioned 12% Nothing; none 9% Don't know; no answer 29% Could be done to make Thornton seem more like a special community with a unique quality of life rather than just another part of the Denver34 suburbs profile of categories with the highest percentages of “commercial development, stores, restaurants”
GOP 18-49 yrs 29% High SES 26% Ward 3 Northeast 26% Work in Thornton 25% Female 18-49 yrs 24% 31-60 minute commute 24% College graduate 24% Interviewed online 22% Democratic 18-49 yrs 22% Less than 10 yrs in Thornton 21% Democrat female 21% Less than 40 years 20% TOTAL 16% Could be done to make Thornton seem more like a special community with a unique quality of life rather than just another part of the Denver35 suburbs profile of categories with the highest percentages of “rec center, youth, family activities, entertainment”
Work in Thornton 25% Less than 40 years 23% Female 18-49 yrs 22% Work in South & SW 21% Ward 3 Northeast 21% Interviewed online 21% High SES 20% Democratic 18-49 yrs 19% Less than 10 yrs in Thornton 19% GOP 18-49 yrs 19% Unaffiliated female 19% Minority 19% TOTAL 14% Could be done to make Thornton seem more like a special community with a unique quality of life rather than just another part of the Denver36 suburbs profile of categories with the highest percentages of “parks & open space”
Work in South & SW 25% Democratic 18-49 yrs 23% Democrat male 23% Work in North & NW 23% Over 60 minute commute 22% Male 18-49 yrs 20% High SES 20% Ward 4 Northwest 20% Less than 40 years 18% College graduate 18% Child in home 18% Unaffiliated; other party 17% TOTAL 13% Single most important local issue that needs to be addressed to make Thornton a better place to live, work,37 and do business in the next five years
Safety; crime; police 13% Roads; infrastructure 10% Economic development; jobs 8% Traffic 7% Light rail; transportation 7% Commercial development, restaurants, shopping 6% Growth 5% Schools 5% Housing issues 4% Taxes 3% Redevelopment 3% Fracking; drilling 3% Rec center; activities for youth, seniors, families 3% Parks & open space 3% Xcel station 2% Fire department 2% Water issues 1% Other specific issue 9% Other 2% Nothing; none 1% Don't know; no answer 29% Single most important local issue that needs to be addressed to make Thornton a better place to live, work, and do business in the next five38 years profile of categories with the highest percentages of “safety; crime; police”
Native of Thornton 26% GOP female 24% GOP 18-49 yrs 22% $55K or less 21% High school or less 21% Female 18-49 yrs 20% Minority 19% Work in Thornton 19% Work in South & SW 18% GOP 17% Work in North & NW 17% Ward 2 South 17% TOTAL 13% 39 Opinion of your own safety in three situations
Very safe Somewhat safe Neither + unsafe
35% Environmental hazards, 31% including toxic waste 29% 34% Violent crime, such as 42% rape, assault or robbery 23% 15% Property crimes, such 39% as burglary or theft 47% 40 Property crimes, such as burglary or theft profile of categories with the highest percentages of “unsafe”
Work in East & SE 47% GOP 18-49 yrs 46% Interviewed online 45% Female 18-49 yrs 45% Unaffiliated 18-49 yrs 42% Less than 40 years 42% GOP female 42% 30 minute or less commute 40% Democratic 18-49 yrs 40% Over $75K 40% Male 18-49 yrs 40% Less than 10 yrs in Thornton 40% TOTAL 35% 41 Environmental hazards, including toxic waste profile of categories with the highest percentages of “unsafe”
Unaffiliated 50+ yrs 22% Unaffiliated female 22% Democrat 20% Work in East & SE 20% Hispanic 20% Democratic 18-49 yrs 20% Minority 19% Democrat female 19% Less than 10 yrs in Thornton 19% 2+ adults, child in home 18% Child in home 18% Less than 40 years 18% TOTAL 15% 42 Violent crime, such as rape, assault or robbery profile of categories with the highest percentages of “unsafe”
Unaffiliated 50+ yrs 23% Ward 1 Southwest 23% Hispanic 21% High school or less 21% Minority 21% Unaffiliated female 20% Condo, apt, etc. 20% Ward 2 South 19% Work in South & SW 18% Democrat 17% More than 20 yrs in Thornton 16% Med SES 16% TOTAL 13% During the past 12 months, have you or anyone43 in household been the victim of any crime?
Victim, Victim reported 15% 10% Victim, unreported 5%
No, not a victim 85% During the past 12 months, have you or anyone in 44 household been the victim of any crime? profile of categories with the highest percentages of “victim”
Female 18-49 yrs 23% $55K or less 20% Work in East & SE 19% Low SES 19% Unaffiliated 18-49 yrs 19% Minority 19% Unaffiliated female 18% Democratic 18-49 yrs 18% Child in home 18% 2+ adults, child in home 18% Interviewed online 18% GOP 18-49 yrs 18% TOTAL 15% In-person or phone contact with any employee of the City45 within the last 12 months for a non-police related matter & overall impression of most recent contact
Excellent 17%
Good 15% Yes, contact No contact Only fair 40% 60% 4% Poor 4% In-person or phone contact with any employee of the City within the last 12 months for a non-police related matter & overall impression of 46most recent contact profile of categories with the highest percentages of “had contact”
Interviewed online 51% GOP 18-49 yrs 50% Over $75K 47% Most likely voter 47% High SES 46% Med SES 46% Over 60 minute commute 46% Native of Thornton 46% College graduate 46% GOP female 45% Ward 4 Northwest 44% Female 18-49 yrs 44% TOTAL 40% Most recent city employee contact ratings47 for selected traits
Excellent Good Fair + poor
58% Courtesy 29% 13% 51% Responsiveness 30% 18% 47% Employee knowledge 37% 14% Anyone in household currently participate in any programs at the senior citizens' facility on Dorothy Boulevard & 48 frequency of participation?
No opinion 1% Every day 0% No Several times participation Yes, 92% a week 1% participate Several times 7% a month 2% Less often 3% Likelihood that someone in household would use a new relocated facility at 112th & Colorado Boulevard next to49 the Margaret Carpenter Recreation Center
Likely No opinion Very likely 33% 14% 18%
Somewhat likely 15%
Not at all likely Not very 41% likely
Note: percentages do not add Not likely 13% up to 100% due to rounding. 54% Why no one in household would use a new50 relocated facility?
No one is a senior in 55% household
Too far 12%
Not interested 11%
Too busy 3%
Other 4%
Don't know; no 17% answer 51
Water conservation
43 Experience with water conservation programs 52 offered by some water providers
Propensity to opt-out 26%
Offered, but did not participate 16%
Never offered, but would not have 10% participated anyway
Propensity to participate 51%
Never offered, but would have participated 28%
Have participated in program offered by 23% water provider
No opinion 23% Experience with water conservation programs offered by53 some water providers profile of categories with the highest percentages of “never offered, but would have participated”
Democratic 18-49 yrs 41% Democrat female 40% Unaffiliated; other party 35% $56K-$75K 35% Female 18-49 yrs 34% Less than 10 yrs in Thornton 33% Minority 33% Less than 40 years 32% Ward 3 Northeast 32% Work in East & SE 31% Low SES 31% 2+ adults, child in home 31% TOTAL 28% Experience with water conservation programs offered by54 some water providers profile of categories with the highest percentages of “have participated in program offered by water provider”
Native of Thornton 32% Most likely voter 29% High SES 29% Unaffiliated 50+ yrs 29% GOP female 29% Female 50+ yrs 28% Unaffiliated female 28% Ward 4 Northwest 28% College graduate 27% 10-20 yrs in Thornton 27% Work in Thornton 27% 40-59 years 26% TOTAL 23% Experience with water conservation programs offered by55 some water providers profile of categories with the highest percentages of “offered, but did not participate”
GOP male 25% Hispanic 24% Minority 23% Male 50+ yrs 23% Over 60 minute commute 22% Interviewed by phone 22% More than 20 yrs in Thornton 22% Democratic 50+ yrs 22% GOP 50+ yrs 21% High school or less 21% Ward 2 South 21% Work in South & SW 20% TOTAL 16% Selected types of water conservation programs56 & whether participated or not
Already Would like to Would not like participated participate to participate High-efficiency clothes washer rebates 12% 28% 58% Toilet replacement program 9% 28% 59% WaterSense toilet rebates 8% 28% 60% Free irrigation inspections 5% 25% 66% Free indoor residential water audits 4% 25% 66% Smart irrigation controller rebates 4% 27% 64% Free water-wise landscaping classes 3% 25% 68% Rain sensor rebates 3% 29% 63% Water-wise demonstration garden tours 2% 22% 70% 57 Best reason for conserving water
No opinion Ensuring 1% water supplies 24% All of them 40% Not being wasteful 18% Protecting Saving local water money sources Note: percentages do not add up to 100% due to rounding. 6% 10% 58 Ways you conserve water
Yes No Making sure that faucets don't leak or drip & are 98% 2% completely off when not in use Use water less often & only when needed 92% 6% Lawn irrigation sprinkler system is on a timer 78% 19% Install water-efficient dishwasher, clothes washer, faucets, toilets or other water efficient appliances in 77% 19% the house Take shorter, quicker showers 64% 32% Have landscaping & lawn that require less water 51% 41% Use drip irrigation system landscaping 38% 55% Have landscaping & lawn that require less water59 profile of categories with the highest percentages of “yes”
Unaffiliated 50+ yrs 61% Male 50+ yrs 61% Ward 2 South 59% Work in Denver 58% Interviewed by phone 57% Med SES 57% Democrat male 56% 2+ adults, no child in home 56% Some college 55% 10-20 yrs in Thornton 55% Male 55% Unaffiliated male 55% TOTAL 51% Have landscaping & lawn that require less water60 profile of categories with the highest percentages of “no”
Work in South & SW 53% Unaffiliated 18-49 yrs 49% Female 18-49 yrs 49% Hispanic 48% Democrat female 48% 31-60 minute commute 46% Ward 1 Southwest 46% Democratic 18-49 yrs 46% Condo, apt, etc. 46% Minority 46% 2+ adults, child in home 46% Child in home 45% TOTAL 41% Use drip irrigation system landscaping 61 profile of categories with the highest percentages of “yes”
Ward 4 Northwest 52% GOP 18-49 yrs 47% Work in North & NW 46% Over $75K 45% Ward 3 Northeast 45% Democrat male 45% High SES 45% 40-59 years 45% 10-20 yrs in Thornton 45% Male 18-49 yrs 44% Work in Denver 44% GOP male 44% TOTAL 38% Use drip irrigation system landscaping 62 profile of categories with the highest percentages of “no”
Ward 2 South 70% Ward 1 Southwest 70% $55K or less 68% High school or less 66% Low SES 66% Condo, apt, etc. 66% Hispanic 65% More than 20 yrs in Thornton 64% Work in South & SW 63% Native of Thornton 63% Minority 62% Retired 61% TOTAL 55% 63
Neighborhoods
55 Something very specific that you like or value a64 lot about the neighborhood or part of Thornton where you live
Good neighbors, neighborhood 26% Parks; open space; trails 20% Good location; access to everything 18% Quiet; peaceful 12% Safe; police presence 9% City kept clean; well maintained 9% Yard, home, neighborhood maintenance 6% Other city services 5% Other community activities, functions 4% Schools 4% Rec center 2% Lack of crime 2% Roads; infrastructure 2% Diversity 1% Snow removal 1% Other specific 3% General positive comments 2% Other 3% Nothing; none 1% Don't know; no answer 17% Something very specific about the things you don’t like or 65 that concerns you about the neighborhood or part of Thornton where you live
Police presence increased; safety 13% Crime rate 12% Yard, property maintenance; HOA issues 11% Roads; streets 9% Traffic 9% Snow removal 6% Growth; crowded 4% Commercial development, shopping 4% Other city services 4% More restaurants needed 4% Schools 3% Neighbors 3% Fracking; drilling 2% Xcel station 2% Light rail; public transportation 2% Parks; open space; trails 2% Water 1% Rec center; things to do 1% Redevelopment, revitalization 1% Jobs; employment; economic 1% Taxes 1% Trash, garbage, recycling service 1% Budget; spending 1% Other specific 1% Other 1% Nothing; none 6% Don't know; no answer 21% 66
Communications
58 Most effective means of communication for the city to 67 communicate about city affairs (time series)
Dec Dec Dec Jan ’10 ’13 ’14 ’16 An email newsletter 29% 27% 33% 27% Flyer that arrives in your utility bills 39% 34% 25% 27% Bi-monthly City Voices newspaper sent by mail 28% 32% 17% 22% Posts on social media like Facebook or Twitter ** 10% 12% Local newspapers like The Sentinel ** 6% 5% News on the city's own website ** 4% 3% Video news program on Channel 8 4% 6% 3% 2% Other ** 1% 0% None ** 1% 0% No opinion 1% 0% 0% 3%
* Not offered on this survey 68 Visit the official City of Thornton website
Yes 63%
Daily 1%
Weekly 1%
Monthly 15%
Less often 46%
No 36%
No opinion 1% 69 Visit the official City of Thornton website (time series)
74% Yes 70% 68%
51% 53%
48% 46%
30% 32% 26% No
Jul '04 Mar '05 Dec '13 Dec '14 Jan '16 70
www.colorado.edu/leeds/brd 2016 Outlook: Headwinds or Tailwinds? 71 City of Thornton Richard Wobbekind Executive Director Business Research Division Leeds School of Business
Business Research Division | Leeds School of Business | UniversityFebruary of Colorado 16, Boulder 2016 Real GDP Growth 72 Quarterly Real GDP
Percent Change, SAAR 10.0
8.0
6.0
4.0
2.0
0.0
-2.0
-4.0
-6.0
-8.0
-10.0 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016
Sources: Bureau of Economic Analysis and Consensus Forecasts.
Business Research Division | Leeds School of Business | University of Colorado Boulder National Employment 73
Thousands, Month-over- Month
500
300
100
-100
-300
-500 18 Months
-700 Recession 8 Months Recession -900 2000 2002 2004 2006 2008 2010 2012 2014 2016
Sources: Bureau of Labor Statistics (Seasonally Adjusted), National Bureau of Economic Research, and the Business Research Division.
Business Research Division | Leeds School of Business | University of Colorado Boulder State Employment Growth 74 Pre-Recession Peak to December 2015
Source: Bureau of Labor Statistics (Seasonally Adjusted).
Business Research Division | Leeds School of Business | University of Colorado Boulder Labor Underutilization 75
Percentage of Labor Force 18.0
16.0
14.0
12.0
10.0
8.0 U-6
6.0 U-5 U-4 U-3 4.0 U-2 2.0 U-1 0.0 1994 1997 2000 2003 2006 2009 2012 2015
Source: Bureau of Labor Statistics (Seasonally Adjusted).
Business Research Division | Leeds School of Business | University of Colorado Boulder U.S. Income and Consumption 76
Percent Real Disposable Income Percent Real Personal Consumption Change Change 5.0 4.0
4.0 3.0 2.8% 2.6% 3.0% 3.0 2.6% 2.0 2.0 1.0 1.0 0.0 0.0
-1.0 -1.0
-2.0 -2.0
-3.0 -3.0 2005 2007 2009 2011 2013 2015 2017 2005 2007 2009 2011 2013 2015 2017
Sources: Consensus Forecasts. Business Research Division | Leeds School of Business | University of Colorado Boulder Household Wealth 77 Q2 2000-Q3 2015
$ Trillions 120
100 Other 80 Assets
60 Mutual Funds 40 Corporate Equities 20 Real Estate
0 Total Liabilities -20 Q1 2000 Q1 2003 Q1 2006 Q1 2009 Q1 2012 Q1 2015
Source: Federal Reserve Board, Balance Sheet of Households and Nonprofit Organizations (B100) (Not Seasonally Adjusted). Business Research Division | Leeds School of Business | University of Colorado Boulder Household Debt Burden 78 Percent of Disposable Income
DSR FOR 15.0 20.0
14.0 19.0 Debt Service Ratio Financial Obligations Ratio 13.0 18.0
12.0 17.0
11.0 16.0
10.0 15.0
9.0 14.0
8.0 13.0 1980Q1 1983Q3 1987Q1 1990Q3 1994Q1 1997Q3 2001Q1 2004Q3 2008Q1 2011Q3 2015Q1
Source: Federal Reserve, Household Debt Service and Obligations Ratios.
Business Research Division | Leeds School of Business | University of Colorado Boulder Index of Consumer Confidence 79
Recession Recession 1985=100 8 months 18 months 160 Mountain Region 140
120
100
80 United States 60
40
20
0 1990 1992 1995 1997 2000 2002 2005 2007 2010 2012 2015
Sources: The Conference Board and National Bureau of Economic Research.
Business Research Division | Leeds School of Business | University of Colorado Boulder Vehicle Sales and Retail Sales 80
Vehicle Sales Retail and Food Services Sales Thousands, SAAR YOY, Percentage Change 25,000 15.0
10.0 20,000
5.0 15,000
0.0 10,000 -5.0
5,000 -10.0
0 -15.0 2005 2007 2009 2011 2013 2015 2017 2005 2007 2009 2011 2013 2015 2017
Sources: Seasonally Adjusted Annual Rate, Bureau of Economic Analysis, Moody’s Analytics, U.S. Census Bureau.
Business Research Division | Leeds School of Business | University of Colorado Boulder Nominal Corporate Profits and U.S. Business81 Fixed Investment
Percent Nominal Pre-Tax Percent Business Fixed Change Change Corporate Profits Investment 30.0 10.0
25.0 4.4% 5.0 3.9% 20.0
15.0 0.0 10.0 3.0% 5.0 2.2 -5.0 0.0 -10.0 -5.0
-10.0 -15.0 -15.0
-20.0 -20.0 2003 2005 2007 2009 2011 2013 2015 2017 2003 2005 2007 2009 2011 2013 2015 2017
Source: Bureau of Economic Analysis, Consensus Forecasts.
Business Research Division | Leeds School of Business | University of Colorado Boulder National FHFA Home Price Growth 82 Year over Year Q3 2015
Source: Federal Housing Finance Agency Home Price Index, All Transactions Index. Business Research Division | Leeds School of Business | University of Colorado Boulder National Housing Starts 83
Millions 2.5
2.0
1.5 1.4 1.3
1.0
0.5
0.0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Sources: U.S. Census Bureau and Consensus Forecasts.
Business Research Division | Leeds School of Business | University of Colorado Boulder Money, Interest Rates, and Prices 84
Business Research Division | Leeds School of Business | University of Colorado Boulder Interest Rates 85
Percent Interest Rates, 2000-2017 (Forecast) 7.0 10-Year Treasury
6.0
5.0
4.0
3.0
2.0
1.0 3-Month Treasury 0.0 2000 2002 2004 2006 2008 2010 2012 2014 2016
Source: Moody’s Analytics.
Business Research Division | Leeds School of Business | University of Colorado Boulder National Inflation 86
Percent 0.06
0.05
0.04
0.03
0.02
0.01
0
-0.01 All Items All Items Less Food and Energy -0.02 Shelter -0.03 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Source: Moody’s
Business Research Division | Leeds School of Business | University of Colorado Boulder International and National Summary 87
Employment growth continues
GDP growth nearing potential
Balance sheets getting stronger
Global output and trade growth varies
Strong value of the dollar
Rising (but low) interest rates
Subdued inflation
Business Research Division | Leeds School of Business | University of Colorado Boulder Colorado Economy 88
Business Research Division | Leeds School of Business | University of Colorado Boulder Change in Population 89
Change in Colorado Population Thousands 2004-2040 120 4th-fastest state for percentage growth
100 8th-fastest state for absolute growth Migration Net
80 22nd-most populated state in nation
Continued net migration into the state 60
Increase Natural 83% of population along Front Range 40
20
0 2004 2009 2014 2019 2024 2029 2034 2039
Source: Colorado Demography Office.
Business Research Division | Leeds School of Business | University of Colorado Boulder Colorado Employment Growth 90 Jobs Added, 1991-2016
Thousands 100 65,100
50
0
Best years -50 since 2000
-100
-150 1991 1996 2001 2006 2011 2016
Source: Bureau of Economic Analysis, NIPA Table 3.18B, Consensus Forecasts.
Business Research Division | Leeds School of Business | University of Colorado Boulder Employment Change 91 2015-2016
Professional and Business Services Education and Health Services Trade, Transportation, and Utilities Construction
Leisure and Hospitality
Government
Financial Activities
Manufacturing
Other Services
Information Natural Resources and Mining -4.0 0.0 4.0 8.0 12.0 16.0 Thousands of Jobs Source: Boulder Economic Outlook Forum (BEOF). Business Research Division | Leeds School of Business | University of Colorado Boulder Employment Recovery 92 National, State, and Local
Percent 30.0% Greeley 25.0%
20.0% Ft. Collins- 15.0% Loveland Denver 10.0% Colorado Boulder 5.0% National Pueblo 0.0% Colorado -5.0% Springs
-10.0% Grand Junction -15.0% 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 Number of Months Since Peak
Source: Bureau of Labor Statistics (Seasonally Adjusted).
Business Research Division | Leeds School of Business | University of Colorado Boulder Regional Employment Growth and 93 Unemployment
Employment Growth Rate, Unemployment Rate December YoY December 2015 Colorado 3.3% NSA, Colorado 1.9% 3.5% SA Greeley Greeley
Fort Collins Fort Collins- Loveland Denver-Aurora- Denver-Aurora- Lakewood Broomfield Colorado Springs Colorado Springs
Boulder Boulder
Pueblo Pueblo
Grand Junction Grand Junction
-1 0 1 2 3 4 0 2 4 6 Percentage Percentage
Sources: CES (Seasonally Adjusted) and LAUS (Not Seasonally Adjusted).
Business Research Division | Leeds School of Business | University of Colorado Boulder Agriculture 94
Photo courtesy of Jill Lambert.Photocourtesy of Jill
Business Research Division | Leeds School of Business | University of Colorado Boulder Gross Farm Revenue and Net Income 95 2006-2016
$ Millions 10,000
9,000 $7.7B 8,000 Net Income 7,000
6,000
5,000
4,000
3,000 Farm Production 2,000
1,000 Photo courtesy of Sandy Wilt.
0 2006 2008 2010 2012 2014 2016
Source: Colorado Business Economic Outlook Committee. Business Research Division | Leeds School of Business | University of Colorado Boulder Natural Resources and Mining 96
Business Research Division | Leeds School of Business | University of Colorado Boulder WTI Oil Price 97 2004 -2016
Dollars per Barrel 160.0 June 3, 2008: $145.31 140.0
120.0
100.0 Average 2004-2016 80.0
60.0 January 20, 2015: $46.79 40.0 January 19, 2016: 20.0 $28.47
0.0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Source: EIA, Cushing, OK WTI Spot Price FOB (Dollars per Barrel).
Business Research Division | Leeds School of Business | University of Colorado Boulder Crude Oil Production 98 2006-2016
Largest Producers Millions of 1. Texas Barrels 2. North Dakota 120 3. California 107.5 4. New Mexico 100 5. Alaska 6. Colorado 7. Oklahoma 80 8. Wyoming 9. Louisiana 60 10. Kansas 40 Production boosted by
20 Horizontal drilling Hydraulic fracturing 0 2006 2008 2010 2012 2014 2016 Sources: Rankings from the Energy Information Administration. Production data from Colorado Geological Survey Mineral and Mineral Fuel Activity Reports, Colorado Oil and Gas Conservation Commission, Department of Minerals and Geology, and Colorado Business Economic Outlook Committee. Business Research Division | Leeds School of Business | University of Colorado Boulder Construction 99
Value of Construction
Nonbuilding 14%
Residential Nonresidential 55% 30%
Photo Courtesy www.rtd-fastracks.com
Business Research Division | Leeds School of Business | University of Colorado Boulder Federal Housing Finance Agency (FHFA) 100 House Price Index by MSA
Q3 2014 – Q3 2015 CAGR Q3 2005 – Q3 2015
Colorado 12.7% Colorado 2.5%
Denver-Aurora-Lakewood Denver-Aurora-Lakewood
Boulder Boulder
Fort Collins Fort Collins
Greeley Greeley
Pueblo Pueblo
Colorado Springs Colorado Springs
Grand Junction Grand Junction
0.0 3.0 6.0 9.0 12.0 15.0 0.0 1.0 2.0 3.0 4.0 Percent Percent
Source: Federal Housing Finance Agency, All Transactions Indexes.
Business Research Division | Leeds School of Business | University of Colorado Boulder Residential Building Permits 101 2006-2016
45,000
40,000 Residential Housing: 36,750 35,000 • Home appreciation among the fastest nationally 30,000 Multifamily • Mostly single family permits in 25,000 2016
20,000 • Lowest foreclosure rate in two decades 15,000
10,000
5,000 Single Family 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Sources: U.S. Census Bureau and Colorado Business Economic Outlook Committee. Business Research Division | Leeds School of Business | University of Colorado Boulder Value of Construction 102 2006-2016
$ Millions $16.8 B 18,000
16,000 Nonbuilding 14,000
12,000 Nonresidential 10,000
8,000
6,000
4,000 Residential 2,000
0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Sources: McGraw-Hill Construction Dodge Research and Analytics and Colorado Business Economic Outlook Committee. Business Research Division | Leeds School of Business | University of Colorado Boulder Retail Trade Sales 103
Colorado Taxable Retail Sales Colorado Retail Trade Sales 12-Month Rolling Sum Percent 2006-2016 12-Month Rolling Sum, Change $ Millions 95 10.0 Nominal Growth 90 5.6 5.0 85
80 0.0 75 70 Months 70 -5.0 65 Real Growth 60 -10.0 55
50 -15.0 2001 2003 2005 2007 2009 2011 2013 2015 2006 2008 2010 2012 2014 2016
Sources: Colorado Department of Revenue and Colorado Business Economic Outlook Committee.
Business Research Division | Leeds School of Business | University of Colorado Boulder Colorado General Fund 104 Gross Revenue (excluding reserves, diversions, and transfers)
$ Millions 12,000 11,400 10,800 10,200 9,600 9,000 8,400 7,800 7,200 6,600 6,000 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Source: Colorado Office of State Planning and Budgeting, excluding reserves, diversions, and transfers, December 2014.
Business Research Division | Leeds School of Business | University of Colorado Boulder Employment and New Entity Filings 105
Employment, thousands 12-month total new entity filings 2,550 110,000
2,500 105,000
2,450 100,000 Employment 95,000 2,400 90,000 2,350 85,000 2,300 80,000 2,250 75,000
2,200 New Entity Filings 70,000
2,150 65,000
2,100 60,000 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Note: Solid line displays actual seasonally adjusted employment numbers; dotted line reflects calculated forecasts. Source: Seasonally adjusted. Colorado total nonfarm employees from the Bureau of Labor Statistics, Current Employment Statistics (CES), calculations by BRD research team.
Business Research Division | Leeds School of Business | University of Colorado Boulder Colorado Economic Indicators 106
Colorado Economic Indicators Consumer Percent Percent Percent Change Unemployment Year Price Change Change Personal Income Rate Inflation Retail Sales Employment 2013a 2.77 4.76 2.88 6.53 2.99 2014a 2.78 6.62 6.04 4.94 3.32 2015 0.22 5.38 5.07 4.08 2.94 2016 1.20 5.44 5.81 3.35 2.17 2017 2.29 7.00 6.92 3.71 2.55 2018 2.48 6.38 6.68 3.88 2.48 2019 2.55 4.50 5.08 3.95 1.85 2020 2.42 3.46 3.98 4.15 1.12 2021 2.38 3.42 3.86 4.37 1.16 aHistorical data. Note: Represents annual averages of the month-to-month growth rate.
Business Research Division | Leeds School of Business | University of Colorado Boulder U.S. and Colorado Economies 107 Q1 2004 – Q1 2016
Index (50=Neutral) National and State Expectations 75 70 65 60 Colorado 55 50 45 40 35 United States 30 25 Q2 Q2 Q2 Q2 Q2 Q2 Q2 Q2 Q2 Q2 Q2 Q2 Q2 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Business Research Division | Leeds School of Business | University of Colorado Boulder State Summary 108
Colorado outperforms nation in employment growth
Energy Impact
Falling unemployment
Labor force pressures
Full employment
Growing population
Strong in-migration
Business Research Division | Leeds School of Business | University of Colorado Boulder Concerns 109
Fed funds target rate
Cost of housing
Availability of labor Short term Long Term
Price of oil
El Niño Median family income
Business Research Division | Leeds School of Business | University of Colorado Boulder Adams County 110 Employment and Wages, 2014
Employment by Industry Wages by Industry
Other Other 14% Professional 14% and Professional technical and technical Administratiservices 4% services ve and Government 4% Government waste 23% Administrati 23% services ve and 4% waste services Retail trade 4% 6% Construction Retail trade 12% 6% Constructio n 12% Transportati Transportati on and Wholesale on and warehousin trade warehousin Wholesale g 11% g trade 8% 8% 11% Manufacturi ng Health care Manufacturi Health care 9% and social ng and social assistance 9% assistance 9% 9%
Source: Bureau of Labor Statistics (BLS), Quarterly Census of Employment and Wages (QCEW). Business Research Division | Leeds School of Business | University of Colorado Boulder Adams County Employment 111 Concentration (LQ) compared to Colorado
Mining, quarrying, and oil and gas extraction Arts, entertainment, and recreation Professional and technical services Finance and insurance Information Management of companies and enterprises Educational services Accommodation and food service Real estate and rental and leasing Health care and social assistance Administrative and waste services Other services, except public administration Retail trade Agriculture, forestry, fishing and hunting Utilities Government Manufacturing Construction Wholesale trade Transportation and warehousing 0.0 0.5 1.0 1.5 2.0 2.5 3.0
Source: Bureau of Labor Statistics (BLS), Quarterly Census of Employment and Wages (QCEW). Business Research Division | Leeds School of Business | University of Colorado Boulder Real GDP 112 Denver MSA
6%
5% Denver MSA 4% Colorado 3%
2%
1% United States 0% 2002 2004 2006 2008 2010 2012 2014 -1%
-2%
-3%
-4%
Source: Bureau of Economic Analysis (BEA). Business Research Division | Leeds School of Business | University of Colorado Boulder Denver MSA, Total Employment 113 12-Month Rolling Average
Thousands 1,400
1,350 +9.3% 1,300 +115,000 jobs
54 Months 1,250
1,200
1,150
1,100
1,050
1,000 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Source: Bureau of Labor Statistics (BLS), Current Employment Statistics (CES). Business Research Division | Leeds School of Business | University of Colorado Boulder Adams County, Total Employment 114 12-Month Rolling Average
200,000
190,000 +20.3% 180,000 +32,000 jobs 170,000
160,000 44 Months
150,000
140,000
130,000
120,000
110,000
100,000 2002 2004 2006 2008 2010 2012 2014
Source: Bureau of Labor Statistics (BLS), Quarterly Census of Employment and Wages (QCEW). Business Research Division | Leeds School of Business | University of Colorado Boulder Employment Growth 115 Year-over-Year
12%
10% Adams County 8%
6%
4% Colorado
2% United States 0% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 -2%
-4%
-6%
-8%
Source: Bureau of Labor Statistics (BLS), Quarterly Census of Employment and Wages (QCEW). Business Research Division | Leeds School of Business | University of Colorado Boulder Adams County Wages 116 Annual Rate (4Q Rolling)
Millions $10,000 $9,000 $8,000 +42% $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 Q1 2002 Q1 2004 Q1 2006 Q1 2008 Q1 2010 Q1 2012 Q1 2014
Source: Bureau of Labor Statistics (BLS), Quarterly Census of Employment and Wages (QCEW). Business Research Division | Leeds School of Business | University of Colorado Boulder Adams County Average Wages 117 Annual Rate (4Q)
$50,000 $48,000 $46,000 +17.5% $44,000 $42,000 $40,000 $38,000 $36,000 $34,000 $32,000 $30,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Source: Bureau of Labor Statistics, QCEW.
Business Research Division | Leeds School of Business | University of Colorado Boulder 2014 Average Annual Wages 118 Front Range
Dollars
$70,000
$60,000 $48,667 Colorado: $52,724 $50,000
$40,000
$30,000
$20,000
$10,000
Source: Bureau of Labor Statistics, QCEW.
Business Research Division | Leeds School of Business | University of Colorado Boulder Single Family v. Multifamily Permits 119 Denver-Aurora-Lakewood MSA
Permits 25,000 Average SF Value Per Permit: $274,200 20,000 Multifamily Single Family 15,000
10,000
5,000
0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Source: U.S. Census Bureau.
Business Research Division | Leeds School of Business | University of Colorado Boulder Single Family v. Multifamily Permits 120 Adams County
Permits 6,000
5,000 Average SF Value 4,000 Per Permit: Multifamily $247,600 Single Family 3,000
2,000
1,000
0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Source: U.S. Census Bureau.
Business Research Division | Leeds School of Business | University of Colorado Boulder Adams County Building Permits 121 Adams County Share of Denver MSA Building Permits
Permits 25%
Single Family 20%
15%
Total 10%
Multifamily 5%
0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Source: U.S. Census Bureau.
Business Research Division | Leeds School of Business | University of Colorado Boulder Adams County Employment Change 122 1-Year Change, June 2015
Employment Change
Trade, Transportation, and Utilities Professional and Business Services Leisure and Hospitality Education and Health Services Manufacturing
Construction
Financial Activities
Other
Information Natural Resources and Mining -500 0 500 1,000 1,500 2,000 2,500 3,000
Source: Bureau of Labor Statistics.
Business Research Division | Leeds School of Business | University of Colorado Boulder Adams County Employment Change 123 10-Year Change, June 2015
Education and Health Services Trade, Transportation, and Utilities Professional and Business Services Leisure and Hospitality
Construction
Other
Information
Financial Activities Natural Resources and Mining Manufacturing
-1,000 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 11,000
Source: Bureau of Labor Statistics.
Business Research Division | Leeds School of Business | University of Colorado Boulder Taxable Retail Sales – State Collections 124 Adams County v. Colorado
Adams Taxable Retail Sales, Index (2005=100) Taxable Retail Sales $ Billions 12-Month Rolling Sum 9.0 170
8.0 160 +28.6% 7.0 52 Months 150 Adams County 6.0 Denver MSA 140 5.0 Colorado
4.0 130
3.0 120 2.0 110 1.0
0.0 100 2005 2007 2009 2011 2013 2015 2005 2007 2009 2011 2013 2015
Source: Colorado Department of Revenue.
Business Research Division | Leeds School of Business | University of Colorado Boulder Takeaways 125
US economic fundamentals are strong
There are headwinds (global markets, interest rates, strength of dollar, stock market)
Nationally things to watch: • Employment growth • Stock Market/Consumer • Energy Impacts • Fed Policy
Colorado: • Migration levels • Job Growth
Adams County • New construction and housing costs • Little direct energy impact, but indirect exposure • Metro labor shed
Business Research Division | Leeds School of Business | University of Colorado Boulder Thank You! 126
Business Research Division | Leeds School of Business | University of Colorado Boulder 127
Demographic Trends in Thornton
Elizabeth Garner State Demography Office Colorado Department of Local Affairs 2016 www.colorado.gov/demography State Demography Office 128
• State agency • Responsible for population data needed by state agencies • Department of Local Affairs • Prepare data and information in ways that account for local perspectives, needs • Public information • Make data and information readily available to the public, including citizens, businesses and non-profit agencies • Outreach • Work with local governments and others to understand what the numbers are saying
Main Points Growing Forward 129 • Income Challenges • Migration – how much, where, and can we compete for the best and the brightest? • Aging – we are getting old fast, labor force, income, industrial mix • Growth – disparate across the state • Ethnic/race diversity – increasing and aging into labor force. Big Picture - 2014-2015 Pop Change130
• US – 321.4 million, + 2.5 million or .8% • Colorado - 5,456,500 • Ranked 2nd fastest 1.9% - ND, • 7th absolute growth 101,000 – TX, FL, CA, GA,WA, NC • Range in Colorado • +15,000 to -400 • +5% to -3.5%
131 132 133 Population in Adams County134
Annual Average Area 2010 2011 2012 2013 2014 Ch 2010-14 Pct Change ADAMS COUNTY 443,711 451,926 460,254 469,936 480,317 36,606 2.0% Arvada (Part) 2,862 2,904 2,946 2,985 3,031 169 1.4% Aurora (Part) 40,045 40,699 41,796 42,371 43,431 3,386 2.0% Bennett (Part) 1,963 1,991 2,020 2,047 2,079 116 1.4% Brighton (Part) 33,161 33,757 34,363 35,935 36,711 3,550 2.6% Commerce City 46,191 47,554 48,566 49,753 51,686 5,495 2.8% Federal Heights 11,515 11,682 11,850 12,045 12,230 715 1.5% Northglenn (Part) 35,921 36,441 36,961 37,460 38,635 2,714 1.8% Thornton (Part) 119,409 121,819 124,249 127,450 129,403 9,994 2.0% Westminster (Part) 63,969 64,958 65,966 66,884 67,992 4,023 1.5% Unincorp. Area 88,673 90,119 91,535 93,004 95,117 6,444 1.8% County Estimates 135
Base Year
Year 2
Repeat for Each Estimate Year from Base to Present.
Present Year
Estimates are revised to the Base year for each Vintage. Municipal Estimates 136
• Municipal populations are controlled to sum to the County populations that they are within. • Estimates are revised back to the base year for each vintage 137 138
Age 139 140 Adams Cnty Total Estimated Jobs, 2001 - 2014 Source: 141 State Demography Office • 3rd in total job 230,000 growth 2013- 14 st 220,000 • 1 in job growth rate in Denver Metro 210,000 Area 2013-14 • 2nd in jobs
200,000 Jobs relative to pre- recession
190,000 peak. 116%
180,000
170,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 142
The Forecast 143 144 Adams County Forecast 145 Pop Ann Ave. Population Growth Pct Growth 2000 351,736 2005 395,384 43,648 2.4% 2010 443,711 48,327 2.3% 2015 490,069 46,358 2.0% 2020 545,252 55,183 2.2% 2025 603,749 58,497 2.1% 2030 670,384 60,257 2.1% 2035 744,146 73,762 2.1% 2040 816,199 72,053 1.9% Median Home Value 146 147 Commuting in 148 Adams
Source; Census, LED Thornton Commuting Patterns149
Source: Census On the Map 150
Age 151 152 153 154 155
Millennial Why Are We Getting Old Fast?156 • Currently very few people over the age 65. ◦ 4th lowest share of all states in US (10%) • Baby Boomers ◦ Born 1946 – 1964 ◦ 1,340,000 Boomers in Colorado (26% of pop. in 2010) • By 2030, Colorado’s population 65+ will be 125% larger than it was in 2010 growing from 555,000 to 1,243,000. (just from aging) • Transition age distribution from “young” to more US average between 2010 and 2030.
Source: Census 2010 and State Demography Office 157
Growth in young adults due to migration Demographic Dividend
AGE Aging Issues 158 • Numbers • Economic Driver • Labor Force • Housing • Income • Health/Disabilities • Transportation • Public Finance 159 Median Age 160
Source: ACS 2010-14 Aging and Public Finance 161 • Ratio of 65+ per 20-64 year olds in CO • Becoming more “normal” • End of the “demographic dividend” • Public Finance – change in revenue and expenditures. • Income tax – downward pressure • Sales tax – downward pressure • Property tax – downward pressure • Health services – increasing • Medicaid – increasing • Other services - increasing Transition
162
1990-2010 2010-2030 2030+
Source: State Demography Office 163
Ethnicity/Race Diversity of Adams compared to164 Colorado 165
Census Bureau 166 167
Source ACS 2012 1 yr PUMS Household Income….its future is 168 demographically challenged. • Age distributions – “End of “Demographic Dividend” • Occupational Mix – high and low service • More race/ethnicity diverse especially at young end but achievement gap is growing as well. • Household type and size – single and smaller. • Youth un and under employment - Long term permanent impacts on earnings.
State Demography Office Household Income 169
Median $66,160 Thornton
Median $57,421 Adams
Source: Census ACS 2010-14 Owner Home 170 Price Thornton Median $210,600
Adams Median $189,400
Source: Census ACS 2010-14 To Ponder in My Community 171 • Can we compete for best and brightest? ◦ Maintaining Economic and Amenity Advantages • Are we set to cope with opportunities and challenges of an aging population? • Can we manage growth in high and low skill/wage service jobs – bifurcation • More racially/ethnically diverse. • How could downward pressure on household income impact our community 172 Thank you
State Demography Office Department of Local Affairs Elizabeth Garner [email protected] 303-864-7750 www.colorado.gov/demography 2015 POVERTY GUIDELINES FOR THE 48 CONTIGUOUS STATES173 AND THE DISTRICT OF COLUMBIA
Persons in family/household Poverty guideline
1 $11,770
2 $15,930
3 $20,090
4 $24,250
5 $28,410
6 $32,570
7 $36,730
8 $40,890 174
City of Thornton Growth Projections
Present - 2035 Historic Population 175 Population 1960-2015 140000
120000
100000
80000
60000
40000
20000
0 1960 1970 1980 1990 2000 2010 2015 Source: City Development, 2016 Historic Population with Annexed Area176 Population 1960-2015 140000
120000
100000
80000
60000
40000
20000 1960
0 1960 1970 1980 1990 2000 2010 2015 Source: City Development, 2016 Historic Population with Annexed Area177 Population 1960-2015 140000
120000
100000
80000
60000
40000
20000 1970
0 1960 1970 1980 1990 2000 2010 2015 Source: City Development, 2016 Historic Population with Annexed Area178 Population 1960-2015 140000
120000
100000
80000
60000
40000
20000 1980
0 1960 1970 1980 1990 2000 2010 2015 Source: City Development, 2016 Historic Population with Annexed Area179 Population 1960-2015 140000
120000
100000
80000
60000
40000
20000 1990
0 1960 1970 1980 1990 2000 2010 2015 Source: City Development, 2016 Historic Population with Annexed Area180 Population 1960-2015 140000
120000
100000
80000
60000
40000
20000 2000
0 1960 1970 1980 1990 2000 2010 2015 Source: City Development, 2016 Historic Population with Annexed Area181 Population 1960-2015 140000
120000
100000
80000
60000
40000
20000 2010
0 1960 1970 1980 1990 2000 2010 2015 Source: City Development, 2016 Historic Population with Annexed Area182 Population 1960-2015 140000
120000
100000
80000
60000
40000
20000 2015
0 1960 1970 1980 1990 2000 2010 2015 Source: City Development, 2016 Comparison Overlay - All Permits183
1800
1600
1400
1200
1000 New Comm Addition/Remodels Single Family 800 Multi Family
600
400
200
0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Source: City Development, 2016 184 Recent Development Interest
80
70
60
50
40
30
20
10
0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Number of Pre-Applications, 2005 – 2015 Source: City Development, 2016 185 Estimated EOY 2015 Population
• Using current population estimation model:
3rd Quarter 2015 published data Housing Units: 45,294 Population Estimate: 124,495
4th Quarter 2015 (unadjusted data) Housing Units: 45,465 (+171 new COs) Population Estimate: 124,969 (+474)
Source: City Development, 2016 Need to Update Population Estimation186 Model • Periodic adjustments are necessary to better reflect changing real world conditions.
• Changing Sociodemographic and economic variables: – Household size – Vacancy rates – Tenure rates
• Enhanced unit count verification and tracking
• Alignment with recognized population estimating agencies: – U.S. Census Bureau – Colorado State Demographer’s Office
• Simplified population estimation formula/model: - housing units x tenure rate x vacancy x avg hh size = pop estimate
Updated Estimated EOY 2015 Population187 Results
4th Quarter 2015 (unadjusted data) Housing Units: 45,465 (+171 new COs) Population Estimate: 124,969 (+474)
4th Quarter 2015 (updated/final) Housing Units: 45,823 (+529 (+1.2%)) Population Estimate: 131,761 (+7,266 (+5.8%))
Source: City Development, 2016 188 Current Trends
TRENDS 2030 • Population: – Diversification continues, ethnic populations grow on a percentage basis – Population Age components • Current population continues to age • New residential growth primarily younger
• Development: – FasTracks and TOD reshape suburban environment – Housing mix shifts from predominantly single family dwellings to a more balanced housing stock (multifamily dwellings increase) Future Housing Unit Change, 189 2015 to 2035
2035 2015 MH = 7% 2025 MH = 6% MH = 5%
MF = 17% MF = 19% MF = 26%
SFA = 14% SFA = 15% SFD = 62% SFD = 60% SFD = 55% SFA = 14%
2015 2025 2035
Source: City Development, 2016 Future Service Provision – 190 A Framework for the Next 10 Years
The Challenge • New residential units: up to 10,200
• Additional Thornton residents: up to 30,100
• Non-residential growth expected primarily along the I-25 and Washington street corridors
• Ward Reapportionment will be required over time.
Future Service Provision – 191 A Framework for the Next 20 Years
The Challenge over the next two decades • New residential units: up to 20,250
• Additional Thornton residents: up to 59,100
• Non-residential growth expected primarily along the I-25 and Washington street corridors
• Ward Reapportionment will be required over time.
192 Future Population
year Low Med Hi 2010 118,772 118,772 118,772 2015 126,936 132,536 134,336 2020 135,100 146,300 149,900 2025 147,250 159,450 163,350 2030 159,400 172,600 176,800 2035 171,500 185,700 190,250
= 131,761 as of 12/31/2015; Source: City Development
Source: 2012 Thornton Comprehensive Plan 193 194 195 Commercial Growth Projections 196 Current – 2025
Source: City Development, 2016 197 198 Commercial Growth Projections 199 Current – 2035
Source: City Development, 2016 200
City of Thornton
Financial Overview February 16, 2016 201 Financial Overview Corporate Structure • The City operates as a corporation with multiple distinct businesses – General Government • Operating services and capital improvements – Utilities • Water, Sewer, and Environmental Services (trash and recycling) – Thornton Development Authority (TDA) • Public improvements to promote development and stem blight • Three Urban Renewal Areas (URA) 202 Financial Structure Total Revenues and Expenditures 2016 Revenues 2016 Expenditures $252M $235M $20.1M $19.9M $16.9M $11.7M
$69.1M $79.1M $136.2M $134.5M
General Government General Government Utilities Utilities TDA TDA Other City Funds* Other City Funds*
*Includes the Internal Service Funds, Debt Service Fund, TASHCO, 136th GID, and E911 Authority
203 General Government Major Operating Services 204 General Government Capital Improvement Projects • Governmental Capital* – Road and drainage improvements – Police, fire, and general city facilities • Special Revenues (restricted) – Road improvements • Adams County Road and Bridge Tax – Parks and open space improvements • Parks and Open Space Tax* • Adams County Open Space Tax • State Lottery Revenues (Conservation Trust) *Includes debt and contractual obligations
205 General Government Revenues 2016 Revenues: $136.2M Special Revenues 8%
Other Revenue Fines and 16% Forfeitures 2% Sales and Use Licenses and Tax Permits 55% 3% Charges for Services 8% Property Tax 8% 206 General Government Operating Expenditures 2016 Operating Expenditures: $110.5M
Administrative Support Other 10% 6% Police Development 29% Services 8%
Streets, Traffic, and Drainage Fire and 12% Emergency Parks, Medical Recreation, and 14% Seniors 21% 207 General Government Capital Expenditures Road Improvements 2016 Budget: $24.0M (Special Governmental Revenue) 10% Capital
Debt and Contractual Obligations Road Governmental Parks and Open 29% Improvements Capital 17% Space (Special 51% Revenue) 40%
Public Safety Improvements 4% 208 General Government General Fund Operating Subsidy 100% 90% 80% 70% 60% 50% 40%
30% 20% $5.8M $3.5M $4.7M 10% $4.7M $1.9M $2.6M Millions 0%
Dedicated Revenue Operating Subsidy 209 General Government Financial Outlook* $200.0 $184.8M $180.0 $176.4M $166.1M $160.6M $152.2M $160.0 $152.9M $169.8M $139.1M $164.7M $133.8M $154.5M $128.2M $152.7M $140.0 $148.8M $145.7M $136.9M $120.0 $127.4M $132.5M $100.0 $80.0 $60.0
$40.0 $20.0
Millions $0.0 2017 2018 2019 2020 2021 2022 2023 2024 2025 Revenues Expenditures
*General Fund and Governmental Capital Fund (excludes Special Revenue Funds) 210 Utilities Business/Enterprise Funds • Water Utility – Water Supply, Treatment and Quality, Distribution, and Capital Improvements • Sewer Utility – Wastewater collection, payment to Metro Wastewater Reclamation District (MWRD), and Capital Improvements • Environmental Services Utility – Residential trash and recycling
211 Water Utility Operations and Capital Improvements
212 Water Utility Revenues 2016 Revenues: $58.7M
Other Revenues 13%
Tap Fees 23% Water Sales 64% 213 Water Utility Operating Expenditures 2016 Budget: $23.3M
Administrative and Other Water Quality 22% and Treatment Utility 31% Billing 7%
Maintenance 16% Water Supply 24% 214 Water Utility Capital Expenditures 2016 Budget: $25.8M Facility Projects 4%
Debt Service 11%
Water Supply Thornton Water Projects Project 42% 16%
Water Treatment and Distribution Projects 27% 215 Water Utility Financial Outlook • Revenue – Rates and Fees Cover Costs – Debt Issuances • Expenditures – Thornton Water Treatment Plant replacement – Thornton Water Project – Water Storage Reservoirs – Ongoing Operations and Maintenance
216 Sewer Utility Operations and Capital Improvements
217 Sewer Utility Revenues 2016 Revenues: $15.2M Tap Fees and Other Revenues 7%
Sewer Service Charges 93% 218 Sewer Utility Operating and Capital Expenditures 2016 Budget: $14.5M Capital Improvements 9%
Operations 25% Metro Wastewater Reclamation District Charges 66% 219 Sewer Utility Financial Outlook • Revenue – Rates and Fees Cover Costs – MWRD Rate Increases • Expenditures – Todd Creek Interceptor Project – Big Dry Creek Lift Station and Parallel Line – Ongoing Operations and Maintenance
220 Environmental Services Utility
221 Environmental Services Utility Revenues 2016 Revenues: $5.2M
Other Revenues 2%
Charges for Service 98% 222 Environmental Services Utility Operating and Capital Expenditures 2016 Budget: $5.6M Capital (Facility Projects) 6%
Capital (Trucks) 13%
Operations 81% 223 Environmental Services Utility Financial Outlook • Revenue – Rates and Fees Cover Costs – Need to remain competitive (not a monopoly) • Expenditures – Capital Replacement (trucks) – Ongoing Operations
224 Thornton Development Authority • TDA Plan Areas – TDA South (created 2012) • South Thornton Urban Renewal Area – TDA North (created 2003) • Larkridge and Future Employment Center – TDA 144th Avenue (created 2012) • The Grove
TDA South 225 TDA North 226 TDA 144th Avenue 227 228 Thornton Development Authority Revenues 2016 Revenues: $16.9M* TDA South 2%
TDA 144th 21%
TDA North 77%
*TDA North and TDA South include Sales Tax and Property Tax, TDA South includes Property Tax only 229 Thornton Development Authority Expenditures 2016 Budget: $11.7M TDA South 2%
TDA 144th 17%
TDA North 81% 230 Thornton Development Authority Financial Outlook
Revenues Expenditures • TDA South • TDA South – Property Tax – South Thornton Area • TDA North Revitalization Program – Health Care District – Sales Tax – Property Tax • TDA North • TDA 144th – Debt and incentives for public improvements – Sales Tax – Infrastructure – Property Tax improvements • TDA 144th – Debt for public improvements
231
Financial Overview
Questions? 232
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 1.0 I. Urban Revitalization A. Encourage commercial redevelopment to 01. Pursue development of a health care district in conjunction a. Develop a memorandum of understanding (MOU) between the Thornton Economic Q3 Staff Time 80 stimulate revitalization and job growth in South with the North Suburban Medical Center, on the property Development Authority (TDA) and Health One, to be adopted by Council, Development Thornton. between Grant Street and I-25 from Thornton Parkway to 88th regarding development of a health care district in the South TDA. Avenue.* 2.0 b. Make refinements to Phase 1 and conduct Phase 2 of the South Thornton Economic Q4 Consultant Contract 150 Redevelopment Plan to finalize a request for proposal (RFP) to sell TDA owned Development $150,000 land to create a health care district in the South Thornton TDA.
3.0 c. Distribute an RFP for sale of TDA owned land to create a health care district Economic 2016 Staff Time 80 in the South Thornton TDA. Complete in Q1 of 2016. Development 4.0 d. Select and enter into negotiations with developer(s) for the sale and Economic 2016 Staff Time 160 development of TDA-owned property. Development 5.0 02. Develop a local business support program focused on the a. Dedicate additional staff resources to working closely with the existing Economic Q4 Staff Time 800 South Thornton business community to encourage small business community to build capacity for a stronger local business Development business start up and success. environment. 6.0 b. Create a grant program to assist new businesses in the South Thornton area Economic Q3 Grant Program Cost 80 with costs associated with city requirements, façade improvements or other Development $100,000 eligible start up costs. 7.0 03. Actively market commercial development opportunities to a. Continue to respond to inquiries about development opportunities in the Economic Ongoing Staff Time 200 the private sector. South Thornton area. Development 8.0 b. Provide current property information on all available TDA sites on web- Economic Ongoing Staff Time 80 based multiple listing sites. Development 8.1 c. Evaluate the impact of House Bill 15-1348 on the TDA South urban renewal Economic Q3 Staff Time 60 area and determine if plan amendments are needed. Development, Finance, and Legal 9.0 B. Take steps to stabilize and improve 01. Provide opportunities for residents to take an active role in a. Create a pattern and design book for Original Thornton to provide options City Development 2016 Consultant Contract 480 residential property and neighborhoods to stabilizing and improving neighborhoods. for residents to improve their homes in a way that fits in with the historic $20,000 ensure long-term health and viability of the context of the neighborhood. (unbudgeted) community. 10.0 02. Develop and implement programs or codes that maintain a a. Develop and distribute a commercial sign brochure to educate businesses City Development Q2 Staff Time 36 standard level of property maintenance and safety in the on sign regulations. and Legal community. 11.0 b. Amend the City Code to incorporate placement and storage of non-City City Development Q3 Staff Time 26 trash and recycling containers. Create a flyer to notify residents of changes.
12.0 c. Develop and distribute a letter requesting candidates and property owners City Development Q4 Staff Time 15 remove 2015 election signs promptly in November. 12.1 d. Develop an inspection and abatement program to address potholes in City Development, Q4 Staff Time 80 privately owned, required access drives based upon access by emergency Legal, Fire, and Police vehicles. 233
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 13.0 03. Assist partner organizations in the stabilization and a. Expand the number of assisted living units in Thornton for low-income City Development 2016 CDBG 125 rehabilitation of existing housing stock or development of new residents through the conversion of 5 existing units at Villas at Sunny Acres. $192,027 housing for disabled individuals, seniors, or low income people. 14.0 b. Increase the amount of new housing available to low-income families City Development Ongoing CDBG 260 through work with nonprofit housing developers to ensure a mix of housing $220,000 for various income levels throughout the City. 15.0 c. Work with Adams County Housing Authority to support programs that assist City Development Ongoing HOME Funds 100 low- and moderate-income residents with down payment and rental $250,500 assistance. 16.0 d. Promote and support reasonable options to increase energy efficiency in City Development Q4 CDBG 120 apartments or homes that house low- and moderate-income families. $52,500
17.0 04. Leverage resources and funding for neighborhood a. Present options to Council to continue receiving CDBG funds and dedicating City Development Q2 Staff Time 64 stabilization and community improvement efforts. a portion of HOME funds for Thornton projects. 18.0 b. Utilize CDBG funds to develop revitalization projects aimed at improving City Development Ongoing CDBG 264 the health and safety of blighted neighborhoods. $241,000 18.1 II. Economic A. Develop long-term strategies to capitalize on 01. Facilitate the development of competitive business parks in a. Verify the optimal amount and location of employment center land for the Economic 2016 Consultant Contract 80 Development and Job job growth and business investment Thornton. development of future Thornton employment opportunities. Development $100,000 Creation opportunities. (unbudgeted)
19.0 b. Ensure access to developable land for primary employers by expanding land Economic Q2 Staff Time and 75 uses within business park zoning districts. Development and Minor Mailing Costs City Development 20.0 c. Meet with end-users, brokers, and developers to promote development of Economic Ongoing Event Expenses 160 new primary business facilities. Development $1,000 21.0 d. Participate in and advocate for the delivery of adequate infrastructure for Economic Q4 Staff Time 20 primary job development, including transportation and drainage Development improvements. 22.0 02. Encourage private/public partnerships in expanding the a. Continue to develop opportunities for private providers to use existing City Infrastructure Ongoing Staff Time 120 fiber network. fiber conduit when building new networks, providing further reach for City use. 23.0 b. Explore conduit and fiber options along the RTD rail line, which would Infrastructure and Q3 Staff Time 160 connect multiple jurisdictions. Management Services 24.0 c. Budget and design for oversized conduit on City projects to allow possible Infrastructure Ongoing Staff Time 40 future fiber by other entities. 25.0 d. Design and construct conduit and fiber on Thornton Parkway between Infrastructure Ongoing Design and 250 Hoffman Way and Welby Road. Construction Contract $453,781 (83% grant funded)
26.0 e. Present to City Council a plan to deploy broadband network solutions in our Management Q2 Staff Time 20 community as City Council deems necessary. Proceed as directed by City Services and Council. Economic Development 234
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 26.1 f. Complete language for the broadband ballot measure and develop pro and Management Q4 Staff Time 5 con statements. Ensure that the broadband ballot measure is included on the Services and November ballot. Economic Development 27.0 03. Encourage transit oriented development around proposed a. Review the Northglenn sewer plant intergovernmental agreement (IGA) City Manager's Office, Ongoing Staff Time 450 FasTracks stations. with respect to removing limitations on land use; develop Infrastructure, and strategies/amendments to the IGA to remove land use restrictions; evaluate City Development the potential for a three-party solution with Northglenn, Thornton, Westminster that would eliminate the Northglenn plant and remove land use restrictions. 28.0 B. Encourage the attraction of primary 01. Market Thornton to decision makers, their representatives a. Meet with 30 site selectors to present Thornton economic development Economic Q4 Meeting Expenses 80 employment to bring quality jobs, business and to lead generation sources to ensure a sufficient prospect opportunities. Development $10,000 investment, and new spending power to pipeline. Thornton. 29.0 b. Conduct outreach to the broker and developer community including tours Economic Q4 Meeting Expenses 30 of Thornton and presentations of Thornton assets with a goal of 10 different Development $2,000 meetings or presentations. 30.0 c. Hold meetings with regional economic development partners to ensure Economic Ongoing Staff Time 10 proper understanding of development advantages in Thornton. Development 31.0 d. Utilize the Thornton Economic Development website, social media, real Economic Ongoing Marketing Expenses 150 estate events, and other channels to send a consistent message of the Development $10,000 business-friendly and opportunity-rich environment in Thornton. 32.0 e. Host a 2015 Golf Tournament at Thorncreek for brokers and developers to Economic Q3 Event Expenses 100 provide them with an overview of development opportunities in Thornton. Development $7,500
33.0 02. Execute a target industry strategy based on industries a. Create awareness of Thornton targeted industries to key audiences using Economic Ongoing Staff Time 40 identified in the Five-Year Economic Development Strategic site visits, collateral materials, and electronic marketing. Development Plan. 34.0 C. Encourage the retention and expansion of 01. Create broad awareness of business retention and a. Reach out to new primary employers locating in Thornton within 30 days of Economic Ongoing Staff Time 60 existing primary employers to preserve and expansion value-added services and increase primary a company occupying the space to provide welcome packet information and Development grow local jobs, business investment, and new employer interaction and business-to-business opportunities. communicate continued efforts to support businesses. spending power to Thornton. 35.0 b. Reach out to all primary employers in Thornton with a goal of meeting with Economic Q4 Staff Time 60 85 percent each year. Development 36.0 c. Host a City of Thornton primary employer roundtable event to foster Economic Q1 Event Expenses 60 discussion directly between primary employers and City Council. Development $500 37.0 D. Encourage attraction, retention, and 01. Continue implementing comprehensive retail development a. Continue the marketing strategy to target development of specific retail Economic Ongoing Staff Time 300 expansion of retail development to preserve strategies for key retail centers based on opportunities nodes, including The Grove and Larkridge developments. Development and grow jobs, business investment, and identified in previous plans. funding for City services. 38.0 b. Market active retail development areas to at least 10 potential retailers and Economic Q2 Marketing 70 developers at the International Council of Shopping Centers (ICSC) Development $3,000 conference. 39.0 c. Refine the marketing tools and resources needed to attract retail prospects Economic Q2 Staff Time 100 and make them available on the website and in hard copy. Development 235
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 39.1 d. Evaluate the impact of House Bill 15-1348 on the TDA North and TDA 144th Economic Q3 Staff Time 120 urban renewal areas. Determine if plan amendments are needed. Development, Finance, and Legal 40.0 02. Market Thornton to the broker and developer community a. Participate in presentations and panels to market Thornton assets with a Economic Q4 Staff Time 40 to ensure that Thornton stays competitive for shopping dollars goal of 3 different meetings and/or presentations. Development in the north metro area. 41.0 03. Implement a new retail retention program for retail a. Schedule meetings with eight existing shopping center owners and Economic Q4 Staff Time 30 developments in Thornton. managers to collect data on the health of the market and plans for the future. Development
42.0 b. Meet with ten local tenant groups to share information on business Economic Q4 Staff Time 30 resources available through the City of Thornton. Development 43.0 04. Work closely with the developer to ensure completion of a a. Work with the developer through the due diligence stage to achieve a Economic Ongoing Consultant Contract 1,200 major retail development on the I-25 corridor. groundbreaking in 2017. Development, City $23,000 Development, Finance, and Legal 44.0 b. Work with the developer through the construction stage to open in 2018. City Development, Ongoing Plan Review and 9,550 Economic Inspection Contract Development, and TBD Fire 45.0 c. Procure and implement new sales tax software to add Public Improvement Finance and 2016 Software and 2,250 Fee (PIF) capabilities. Complete implementation in the 3rd quarter of 2016.* Management Vendor Services Implementation $620,000 46.0 E. Provide support to existing local businesses to 01. Implement a local business visitation program. a. Visit and foster relationships with 50 Thornton businesses by the end of the Economic Q4 Staff Time 120 help them achieve success, add jobs and year. Development contribute to the Thornton tax base.
47.0 02. Promote Thornton Business Assistance Programs including a. Award $278,000 in Business Improvement Grants by the end of the year. Economic Q4 Business 150 the Small Business Development Center (SBDC), educational Development Improvement webinars, Shop Thornton First, and Business Improvement Grants Grants. $278,000 48.0 b. Increase SBDC Counseling hours to over 515 hours. Economic Q4 SBDC Contract 70 Development $15,000 49.0 c. Consistently market the Thornton Business Assistance Programs. Economic Ongoing Staff Time 200 Development 50.0 d. Create a business toolkit highlighting resources available from the City of Economic Ongoing Staff Time 80 Thornton and distribute to at least 200 local businesses. Development 51.0 e. Host at least 2 business resource workshops. Economic Ongoing Staff Time 30 Development 52.0 03. Celebrate the success of Thornton businesses. a. Host the 2015 Business Appreciation Event aimed at achieving greater Economic Q2 Event Cost 100 attendance and engagement by the Thornton business community. Development $21,200 236
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 53.0 04. Promote the Shop Thornton First (STF) Campaign. a. Incorporate supplemental information and items regarding STF program Economic Ongoing Program Cost 60 and its benefits into a business toolkit given out as part of the local business Development $4,000 visitation program in order to raise business awareness of the program and increase the number of active page claims on STF website.
54.0 b. Increase community awareness of the STF program and its benefits through Economic Ongoing Marketing Expenses 60 use of traditional and social media advertising methods, enhanced local event Development $29,500 presence with new backdrop and digital display, informational handouts, and distribution of 17,000 STF water bottles and bags.
55.0 c. Continue to improve the online presence through web hosting of the STF Economic Ongoing Marketing 60 web page, Google Adwords social media ads and promotions. Development $6,500 56.0 F. Invest in infrastructure improvements to 01. Widen Washington Street to six lanes with a landscaped a. Complete construction in the 4th quarter. Infrastructure Ongoing Construction 600 stimulate and leverage development along median from 144th Avenue to approximately 148th Avenue.* Contract north Washington Street. $9,899,094 57.0 02. Realign the 152nd Avenue and Washington Street a. Complete right-of-way (ROW) acquisition in the 4th quarter. Construction Infrastructure Ongoing ROW Acquisition 200 intersection to a "T" intersection and widen Washington Street to begin in 2021. $500,000 to six lanes with a median from 147th Avenue to 153rd Avenue. Relocate Bull Cannel to the west side of Washington Street between 150th Avenue and 152nd Avenue.
58.0 03. Widen Washington Street to six lanes with a median from a. Complete design in the 3rd quarter and ROW acquisition in Q1 2016. Begin Infrastructure Ongoing Design, ROW 400 158th Avenue to 160th Avenue.* construction in 2016. Acquisition, and Construction Contract $4,009,000 237
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 59.0 04. Complete Sack Creek flood mitigation improvements.* a. Begin construction of Phase 1B in 2016 with the Washington Street Infrastructure Ongoing Construction 600 widening project from 158th to 160th Avenue. The project includes drainage Contract improvements from 160th Avenue to the E-470 detention pond that will open $9,851,107 up the property west of Washington Street and north of E-470. Construction complete in 2016. 60.0 b. Complete construction of Phase 2 in the 3rd quarter, which will expand the Infrastructure Ongoing Included in Above 200 E-470 detention pond and make drainage improvements to the Big Dry Creek Costs and will open up the property east of Washington Street and north of E-470.
61.0 05. Relocate Bull Canal to the west side of Washington Street a. Complete ROW acquisition in the 4th quarter. Construction to begin in Infrastructure Ongoing ROW Acquisition 100 between 150th Avenue and 152nd Avenue. 2021. $200,000 62.0 06. Identify funding options for TDA North infrastructure a. Explore financing options for TDA North infrastructure projects through Finance Q2 Consultant Contract 140 projects. 2028. and Bond Issuance Costs $150,000 (unbudgeted; financed out of bond proceeds) 63.0 b. Complete bond refunding for the 2004 TDA bonds. Finance Q3 Included in Above Included in Costs Above Hours 238
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 64.0 III. Green Thornton A. Enhance the Water Conservation Program to 01. Update the Water Conservation Plan. a. Update the Water Conservation Plan to identify conservation goals, Infrastructure 2016 Consultant Contract 600 reduce water consumption. strategies/programs to achieve the goals, and an implementation schedule. $50,000
65.0 02. Promote water efficiency at City facilities. a. Perform irrigation system analyses of 6 to 8 City parks and report on Infrastructure Q4 Staff Time 925 improvements. 66.0 b. Implement the Irrigation System Management Plan. This involves the use of Infrastructure Q3 Staff Time 925 real-time, site-specific weather data to schedule irrigation at select City facilities. 66.1 c. Enhance City’s xeriscape demonstration gardens by increasing maintenance Infrastructure and Q3 Marketing 1,500 to showcase gardens, installing consistent and complete plant signage, Community Services Materials, providing on-site educational materials, hosting educational events and Consultant marketing the gardens as a resource for Thornton customers. Contract, and Contractor $50,000 66.2 d. Continue enhancing the City's water wise landscaping initiative by Infrastructure, City 2016 Staff Time 180 assembling a task force to develop recommendations on ways the City and its Development, and water customers can more effectively use Xeriscape and other water saving Community Services principles in outdoor landscapes. 67.0 03. Evaluate the demand for existing water conservation a. Track the use of existing water conservation programs and determine if Infrastructure Ongoing Staff Time 80 programs in response to the water rate changes. additional funding is necessary to respond to the demand. 68.0 b. Track the use of the irrigation inspection program and reallocate Irrigation Infrastructure Ongoing Staff Time 640 Analyst time to homeowners associations and commercial inspections if necessary to respond to the demand. 69.0 B. Reduce energy consumption through energy 01. Develop, evaluate, and implement opportunities for a. Complete lighting efficiency projects, including parking lot, wall packs, Management Ongoing Project Cost 200 efficiency projects at City facilities and fuel lighting efficiency projects. motion and lighting sensors. Services $667,000 efficiency in the City fleet to shift from non- renewable sources to renewable sources and reduce energy cost. 70.0 b. Complete multiple energy efficiency projects at City facilities, including Management Ongoing Included in the 200 upgrades of HVAC controls at multiple facilities as well as installation of an Services Above Cost ultraviolet water cleaning system and ventilation fans at the Recreation Center Pool. 71.0 c. Report out on energy savings upon project completion. Management Q4 Staff Time 20 Services 72.0 02. Develop, evaluate, and implement opportunities to a. Compare fuel use of existing vehicles with new vehicles. Management Q2 Staff Time 30 improve fuel efficiency for City vehicles. Services 73.0 b. Evaluate opportunities for vehicle replacement as part of the 2016 Budget. Management Q2 Staff Time 60 Services 74.0 C. Establish programs that decrease carbon 01. Continue installation of light emitting diode (LED) a. Require LED streetlights on capital improvement projects and development Infrastructure Ongoing Staff Time 80 emissions and increase environmental streetlights. projects in both Xcel Energy and United Power territories. sustainability in the community. 239
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 75.0 02. Monitor Xcel Energy LED street light filing of new street a. If needed, testify before the Colorado Public Utilities Commission on Infrastructure Q2 Legal and 420 light rates. proposed rates. Consultant Fees $20,000 (unbudgeted) 76.0 03. Analyze Xcel's proposal to convert certain streetlights to a. Determine if the program makes financial sense from a City standpoint, if Infrastructure Ongoing Staff Time 250 LED. there is anticipated lower costs for LED tariff in the future.
77.0 04. Implement the traffic signal retiming program. a. Retime Holly Street/McKay Road between 104th Avenue and 136th Avenue. Infrastructure Q3 Staff Time 180
78.0 05. Utilize Denver Regional Council of Governments (DRCOG) a. Retime Washington Street between 83rd Avenue and 104th Avenue. Infrastructure Q2 Staff Time 40 traffic signal retiming program. 79.0 b. Retime Thornton Parkway between Pecos Street and Colorado Boulevard. Infrastructure Q2 Staff Time 40
80.0 c. Retime Colorado Boulevard between 88th Avenue and 144th Avenue. Infrastructure 2016 Staff Time 40
81.0 d. Retime 136th Avenue between I-25 and Holly Street. Infrastructure 2016 Staff Time 40 82.0 06. Implement DRCOG grant funding for the replacement of a. Continue construction and implementation of controller replacement. Infrastructure Ongoing Staff Time 1,200 the central traffic signal system and traffic signal controllers Replace 31 controllers in 2015 and 20 controllers in 2016. Completion is (110 signals and controllers will be replaced). scheduled for 2018. 83.0 07. Use recycled products in the street maintenance programs. a. Continue to use up to 20% recycled asphalt pavement in all asphalt used in Infrastructure Q4 Staff Time 10 conjunction with street maintenance. 84.0 b. Collect and reuse asphalt millings from the street maintenance programs Infrastructure Q4 Equipment Cost 160 for use on other programs. $8,500 240
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 85.0 IV. Transit and A. Support construction of the North Metro 01. Coordinate construction of the FasTracks commuter rail a. Review and coordinate any utility relocations required for the FasTracks Infrastructure and Ongoing Utility Relocations 460 Transportation Corridor to Eastlake. line to Eastlake at 124th with the Regional Transportation commuter rail line and ensure impacts on the City are minimal. City Manager's Office $300,000 District (RTD). 86.0 b. Review FasTracks commuter rail line designs. Infrastructure and Ongoing Staff Time 2,280 City Manager's Office
87.0 c. Coordinate construction of the FasTracks commuter rail line along the RTD Infrastructure and Ongoing Staff Time 1,525 ROW through Thornton. City Manager's Office
88.0 02. Realign Welby Road to accommodate the Original a. Complete design in the 3rd quarter, ROW acquisition in the 4th quarter, and Infrastructure Ongoing Design Contract, 200 Thornton at 88th FasTracks station.* construction in 2016. ROW Acquisition, and Construction Contract $1,895,000 89.0 03. Realign Claude Court to accommodate the Eastlake at a. Complete design in the 4th quarter and construction in 2016. Infrastructure Ongoing Design and 300 124th FasTracks station.* Construction Contract $1,167,000 (83% grant funded)
90.0 04. Build the trail segments necessary to support the FasTracks a. Complete design in the 4th quarter, ROW acquisition in 2016, and Infrastructure Ongoing Design Contract, 250 Stations (funded by DRCOG).* construction in 2017. ROW Acquisition, and Construction Contract $1,354,000 (80% grant funded)
91.0 05. Widen 128th Avenue between Lafayette and York Streets a. Start design in 2016, ROW acquisition in 2016/2017, and complete Infrastructure 2016 Design Contract, 500 (railroad crossing).* construction in 2018. ROW Acquisition, and Construction Contract $1,810,000 92.0 06. Widen Claude Court from 126th Avenue to 128th Avenue.* a. Complete design in 2016 and construction in 2018. The project will be Infrastructure 2016 Design and 300 designed and constructed with the 128th Avenue widening between Lafayette Construction and York Streets. Contract $750,000 93.0 07. Add a right turn lane at 88th Avenue and the realigned a. Complete design in 2016, ROW acquisition in 2016, and construction in Infrastructure 2016 Design Contract, 200 Welby Road.* 2017. ROW Acquisition, and Construction Contract $656,000 94.0 08. Coordinate construction of the Original Thornton at 88th a. Complete construction in 2016. RTD is managing this project. Infrastructure 2016 Construction 100 Station pedestrian underpass with RTD.* Contract $480,000 241
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 95.0 09. Once funding for the FasTracks commuter rail line is a. Coordinate with RTD to submit application for Quiet Zone Designation along Infrastructure and Ongoing Staff Time 120 secured and final design completed, submit application for with any subsequent reports required by the PUC, FRA, and RTD. City Manager's Office Quiet Zone Designation to the Public Utilities Commission (PUC), Federal Railroad Administration (FRA), and RTD.
96.0 10. Implement the land use and design strategies identified in a. Create an overlay zoning district that permits residential uses with density City Development 2016 Staff Time 250 the Thornton Crossroads at 104th Station Transit Oriented and height ranges for Opportunity Site A (area adjacent to station). Development (TOD) Master Plan (STAMP).
97.0 b. Work with property owners of Opportunity Site B (property south of 104th City Development 2016 Staff Time 200 Avenue and west of Steele Street) to rezone property. 98.0 c. Rezone Opportunity Site C (southeast corner of 104th Avenue and Colorado City Development 2016 Staff Time 150 Boulevard). 99.0 d. Assess the existing zoning of Opportunity Site D (smaller parcel located City Development 2016 Staff Time 75 behind existing commercial on northwest of corner of 104th Avenue and Colorado Boulevard) to see if this allows sufficient flexibility of uses as outlined in the STAMP. Amend zoning if necessary.
100.0 e. Develop a TOD Overlay District with specific design standards, streetscape City Development 2016 Staff Time 350 design standards, parking standards and a parking management plan for each Opportunity Site. 101.0 11. Implement the land use and design strategies identified in a. Rezone the station area to a new Planned Development Zone category and City Development 2016 Staff Time 350 the Original Thornton at 88th STAMP. develop design standards, streetscape design standards plus parking standards and a parking management plan that would reflect the recommendations of the STAMP. 102.0 12. Participate in the Northglenn at 112th STAMP, which is a. Initiate the project by signing an IGA with Northglenn and assist in selecting City Development Q3 Staff Time 30 managed by Northglenn. a consultant. 103.0 b. Participate as needed in the development of a STAMP for the Northglenn at City Development 2016 Consultant Contract 100 112th Station. $10,000
104.0 13. Update the Eastlake at 124th STAMP. a. Prepare draft plan amendments. City Development Q3 Consultant Contract 460 $110,000
105.0 b. Initiate a conceptual design process for a station plaza that integrates the City Development, Q3 Consultant Contract 260 transit station with the Eastlake neighborhood, 1st Street, and the RTD Infrastructure, and $100,000 parking lot east of the station. Community Services (unbudgeted) 242
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 106.0 c. Present final plan and recommendation documents to City Council. City Development Q3 Staff Time 60 and Infrastructure 107.0 d. Develop a TOD implementation plan for the study area. City Development 2016 Staff Time 120 107.1 14. Update the Eastlake Subarea Plan that guides development a. Develop the project scope and hire a consultant. City Development Q3 Consultant Contract 80 and future investments in the original Eastlake neighborhood. $150,000 (unbudgeted)
107.2 b. Prepare a draft update to the Eastlake Subarea Plan. City Development 2016 Staff Time 400 107.3 c. Present final plan and recommendation documents to City Council. City Development 2016 Staff Time 60 107.4 d. Develop an implementation plan for the subarea. City Development 2016 Staff Time 120 107.5 15. Work with Regional Rail Partners (RRP) to explore if soil a. Determine if the identified soil meets RRP's needs. City Manager's Office Q3 Staff Time 5 near the Original Thornton at 88th Station west of the tracks and Infrastructure would be suitable for their needs. If it is, next step would be to negotiate an agreement for the removal and creation of a detention pond. The partnership has the potential to save the City money related to building the detention pond.
108.0 B. Identify and leverage funding for needed 01. Participate with the Colorado Department of a. Review the final I-25 PEL and present it to City Council for approval and City Development Q2 Staff Time 40 transportation improvements on I-25 and State Transportation (CDOT) in the I-25 Planning and Environmental inclusion in the 2040 DRCOG Regional Transportation Plan. and City Manager's Highway 7 (160th Avenue). Linkage (PEL) Study to further Thornton interests for improving Office traffic flow, development opportunities, and infrastructure improvements through inclusion in the 2040 DRCOG Regional Transportation Plan.
109.0 02. Work with CDOT, High Performance Transportation a. Advocate to implement the recommendations in the North I-25 PEL. City Development Ongoing Staff Time 40 Enterprise (HPTE), and other communities to secure a portion and City Manager's of toll revenues for North I-25 improvements. Office 110.0 C. Increase the use of alternative modes of 01. Work with Smart Commute Metro North Transportation a. Work with Smart Commute Metro North TMO to promote carpool and City Development Ongoing Staff Time 120 transportation and reduce congestion in the Management Organization (TMO) to provide service to transit opportunities north of 120th Avenue. and City Manager's north metro area through the North Area Thornton businesses, citizens, and others in the community. Office Transit Alliance (NATA) and Smart Commute Metro North. 111.0 b. Work with CDOT to encourage completion of I‐ City Development Ongoing Staff Time 240 25 North managed lanes to Highway 7 and the and City Manager's reconstruction of the Highway 7 and I‐25 Office interchange. 112.0 c. Advocate for the expansion of RTD bus service to Highway 7 and for the City Development Ongoing Staff Time 80 addition of a stop at Highway 7 along CDOT's Bustang service. and City Manager's Office 113.0 02. Work with RTD to extend the North Metro Rail beyond the a. Advocate for completion of the North Metro Rail Line from 124th to 162nd City Development Q3 Staff Time 40 Eastlake Station. Avenue, end-of-line station. and City Manager's Office 243
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 114.0 b. Participate with North Metro Partners in investigating the possibility of City Development Q4 Staff Time 80 extending the North Metro Rail Line past the 162nd Avenue station. and City Manager's Office 115.0 c. Annex the ROW from 136th Avenue to the Weld County border for RTD to City Development Q4 Staff Time 250 extend the North Metro Rail to 162nd Avenue. 116.0 d. Identify project direction and scope of work with plan schedule for the City Development 2016 Staff Time 50 North End Station Planning Study. 116.1 03. Advocate for the continuation of the Federal Heights Call-n- a. Work with RTD to determine if ridership warrants the continuation of City Development Q3 Staff Time 40 Ride service through RTD. If ridership doesn't warrant the Federal Heights Call-n-Ride service. and City Manager's continuation of service from RTD, determine if the City of Office Thornton and partner jurisdictions (Adams County, Federal Heights, and Northglenn) will financially support the service at the annual cost of approximately $175,000. 244
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 117.0 V. Ongoing Services A. Create places for neighbors to gather that 01. Provide quality events and festivals for the community. a. Dedicate the public art sculpture at the Senior Center on May 15, 2015. Community Services Q2 Event Costs 20 build a sense of community and enrich the $500 quality of life. 118.0 b. Host community festivals including Thorntonfest, 4th of July, Harvest Fest, Community Services Q2, Q3, and Q4 Event Costs 15,000 and WinterFest. $425,000 118.1 c. Develop and present a recommendation for the City of Thornton's 60th Community Services 2016 Staff Time 100 anniversary celebration to City Council. 119.0 B. Foster human development for citizens of all 01. Preserve and recognize historic assets within the a. Initiate the Local Historical Landmark Nomination process for the Community Services Q2 Staff Time 10 ages through recreational, social, educational, community. Reitzenstein Barn on Big Dry Creek. artistic, and cultural programming.
120.0 C. Establish, maintain, and preserve a connected 01. Develop additional park, recreation, and open space a. Design and construct North Creek Farms Park improvements to complete Community Services Q2 and Q4 Design and 324 system of parks, trails, and open space for amenities while maintaining existing assets for a growing the remaining 4 acres of the 5 acre park. Construction current and future generations. community. Contract $793,570 (40% grant funded)
121.0 b. Provide a site analysis and conceptual master plan for the 98th and Community Services Q3 Pre-Design Contract 197 Riverdale Ball field Analysis. Annex and zone the Wright property east of $66,203 Riverdale Road and south of 100th Avenue. 122.0 c. Design the Signal Ditch Park and Open Space ball field complex if it proves Community Services 2016 Design Contract 316 to be less expensive than 98th and Riverdale. $579,458 123.0 d. Construction of the Northaven Park Rehabilitation including a new Community Services Q3 Construction 228 irrigation system, playground and pavilion. contract $847,808 124.0 e. Design and construct irrigation replacement and park rehabilitation at Community Services Q3 and 2016 Design and 313 Thornton Arts and Culture Center. Construction Contract $785,296 (28% grant funded)
124.1 f. Renegotiate the contract with Mapleton Public Schools that granted the City Community Services Q4 Staff Time 100 access to the former Mapleton High School at 64th Avenue and Washington (formerly Street in exchange for maintenance and reduced utility fees. 25)
125.0 02. Manage Thorncreek Golf Course and redesign the course a. Design improvements for the Thorncreek Golf Course. Community Services Q4 Design Contract 120 to meet municipal golf standards. $200,000 245
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 133.0 D. Engage residents, developers, and others to 01. Conduct a visioning process for the Comprehensive Plan a. Initiate the planning process, develop a scope of work and identify the City Development Q4 Staff Time 100 create plans for a prosperous community and involving all segments of the community. resources needed to start the planning process. ensure quality built residential and commercial buildings. 134.0 b. Issue the RFP, hire consultants, and conduct visioning process. City Development 2016 Consultant Contract 300 $100,000
135.0 c. Present the results of the process to City Council and incorporate results City Development 2016 Staff Time 60 into Phase II: Plan Development. 136.0 02. Rewrite the Comprehensive Plan, including the North a. Initiate the planning process, develop a scope of work and identify the City Development Q4 Staff Time 100 Washington and other subarea plan. resources needed. 137.0 b. Issue the RFP, hire consultants and prepare draft documents. City Development 2016 Consultant Contract 1,000 $600,000
138.0 c. Present the final plan and implementation strategies to City Council. City Development 2016 Staff Time 60 139.0 d. Develop an implementation plan. City Development 2016 Staff Time 120 140.0 03. Adopt a Local Hazard Mitigation Plan to document a. Initiate the planning process by completing an IGA with partner cities City Development Q2 Staff Time 30 mitigation steps for natural hazard threats and vulnerabilities (Northglenn and Federal Heights) and execute the grant document with the and increase eligibility for State and Federal Emergency State. Management Agency (FEMA) funding.
141.0 b. Issue an RFP; work with consultant to conduct the study and develop an City Development Q3 Consultant contract 400 action plan. $100,000 (90% grant funded)
142.0 c. Present final study and recommendations to City Council. City Development 2016 Staff Time 60 143.0 d. Implement the action plan. City Development 2016 TBD 120 144.0 04. Address issues that impact land use in Thornton. a. Review and update, as needed, the Three Mile Plan in Place, IGAs, and City Development Ongoing Staff Time N/A other documents to ensure boundaries, annexations, and other information are correctly reflected. 144.1 b. Solicit feedback with the Home Builders Association to develop formal City Development Q4 Staff Time 100 standards for small lot development. 144.2 c. Actively engage with oil and gas developments in Thornton and Adams Legal, City Manager's Ongoing Staff Time 400 County to protect infrastructure, the environment, and quality of life for Office, Infrastructure, Thornton residents. and City Development 144.3 d. Work with consulting attorneys to develop updated oil and gas Legal, City Manager's Q4 Consultant Contract 120 development regulations. Office, Infrastructure, TBD and City Development 145.0 05. Evaluate the development review process, metrics, goals, a. Review the development process for commercial businesses with City City Development Q3 Staff Time 15 and staffing implications. Council. and Fire 145.1 b. Move Fire Prevention to be co-located with City Development to encourage Fire and City Q4 Construction 120 cross departmental collaboration and allow for expansion space in Fire Development Contract Administration. $100,000 246
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 146.0 06. Continue to work with Xcel Energy to find an appropriate a. Consider alternative substation sites that meet the City’s energy needs City Development, Ongoing Staff Time 500 location for a new substation. while being sensitive to community impacts. Legal, and City Manager’s Office
147.0 b. Process the required development applications once submitted. City Development Ongoing Staff Time 250 247
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 148.0 E. Design and build the public infrastructure 01. Coordinate, design, and construct road improvements. a. Contribute to the reconstruction of the 104th Avenue Bridge over the South Infrastructure Q3 Thornton 20 necessary to support new growth and maintain Platte from a two lane to a four lane bridge and 10 foot sidewalks. The project Contribution existing services. is managed by CDOT. The City of Thornton will contribute $500,000 total. $250,000 remaining
150.0 b. Extend the left turn lane on eastbound 120th Avenue at the Mission Trace Infrastructure Q3 Construction 50 Shopping Center to provide enhanced traffic movement. Contract $95,000 151.0 c. Widen Holly Street from the Brantner Gulch to Holly Circle South. Infrastructure Ongoing Construction 150 Construction complete in the 4th quarter. Contract $915,000 152.0 d. Improve the 88th Avenue and Colorado Boulevard intersection by creating Infrastructure Ongoing Construction 150 double left turn lanes along eastbound 88th Avenue. Construction complete Contract in the 4th quarter. $1,746,418 (90% grant funded)
153.0 e. Design and construct a storm sewer along 144th Avenue from York Street Infrastructure Ongoing Design Contract, 350 to Big Dry Creek. Complete design in 2016, ROW acquisition in 2016, and ROW Acquisition, construction in 2017. and Construction Contract $1,330,000 154.0 f. Design and construct a concrete trail at Brantner Elementary School. Infrastructure Ongoing Design and 125 Complete design in the 4th quarter, easement in the 4th quarter, and Construction construction in 2016. Contract $237,475 (100% grant funded)
157.0 02. Research funding options to offset the infrastructure cost a. Complete an impact fee study based on a plan-based fee structure and City Manager's Office 2016 Consultant Contract 30 required due to new development. present the findings to City Council. $2,200
158.0 03. Coordinate construction of the Suncor Pipeline along the a. Monitor construction of Phase 2 work north of 128th Avenue within Infrastructure Ongoing Staff Time 300 RTD ROW through Thornton. Thornton City limits. 159.0 04. Construct a 170-space carpool lot at State Highway 7 and I- a. Determine if the City will construct a carpool lot or return the grant back to City Development Q4 Staff Time 40 25. CDOT. and City Manager's Office 248
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 160.0 05. Annex and/or (re)zone ROWs and City-owned properties a. Annex and zone the adjacent Riverdale road ROW for utility and City Development Q3 Staff Time 100 for their intended use. maintenance purposes. and Infrastructure 161.0 b. Rezone the Thornton Arts and Culture Center property for current and City Development Q4 Staff Time 150 intended City purposes. and Community Services 162.0 c. Annex and/or (re)zone prioritized City acquired properties for intended City Development, Ongoing Staff Time 200 purposes. Infrastructure, and Community Services 163.0 F. Preserve and stabilize existing neighborhoods 01. Provide code compliance services. a. Present the code compliance levels of service to City Council to address City Development Q2 Staff Time 124 to support community health and vibrancy. questions about the current deployment of resources.
164.0 b. Draft and present for Council consideration sign code amendments to City Development Q3 Staff Time 100 comply with the recent federal court ruling regarding the regulation of and Legal temporary signs. 164.1 c. Draft and present for Council consideration sign code amendments to City Development Q4 Staff Time 150 comply with the recent federal court ruling regarding off premise and other and Legal permanent signs. 165.0 02. Provide opportunities for residents to take an active role in a. Host the Thornton Paint-A-Thon to assist three low-income Thornton City Development Q3 Program Supplies 315 stabilizing and improving neighborhoods. residents who are disabled or elderly. $750 166.0 b. Replace the foreclosure prevention workshops with free energy efficiency City Development Q4 Staff time 44 workshops. 167.0 c. Assist Keep Thornton Beautiful and other community or neighborhood City Development Ongoing Staff time 124 groups with community beautification projects. 168.0 03. Work with community partners to create a quality a. Continue to advocate for the City’s interests as it pertains to the noise and City Manager's Office Ongoing Staff Time 1,000 environment for Thornton residents. land use issues at Denver International Airport as provided in the various IGAs and Legal among Denver, Adams County and other cities. 169.0 04. Implement programs, policies, and projects that promote a. Create a Housing Action Plan based on findings from Housing Needs City Development Q4 Staff time 128 quality and balanced housing. Assessment. 170.0 b. Amend the City Code to prevent housing discrimination by aligning the City Development Q3 Staff time 160 City's and the United States Department of Housing and Urban Development's definition of group homes and assisted living facilities. 249
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 171.0 G. Serve and protect the community by 01. Provide police patrol services. a. Evaluate staffing levels and investigate strategies to attract and retain Police 2016 Staff Time 340 providing responsive and proactive policing qualified staff yearly through an administrative manpower analysis study that (formerly Q1) through a layered strategy of public safety assesses proactive police response in providing for a safe community. services. 171.1 b. Identify facility options and select a preferred alternative to accommodate Police Q3 Staff Time 40 the short-term training needs of the Police Department. 172.0 c. Assess and identify facility options for police training to accommodate the Police Q3 Staff Time 35 long-term priority needs of the department such as class room instruction, driving track, shooting range, self-defense, storage considerations, etc.
172.1 d. Research the cost and identify locations for a police substation in the Police and City Q4 Staff Time 640 northern portion of the City to accommodate the growth of the City and Manager's Office Police staffing. 173.0 02. Partner with community organizations, neighboring a. Review and evaluate the IGA related to funding construction of a new Police and City Q3 Staff Time 80 municipalities, and Adams County to ensure access to quality Ralston House in Northglenn; Work with partners to develop an IGA that is Manager's Office public safety facilities. acceptable to the City; Complete an evaluation of the rationale for a new facility, funding for ongoing operations of Ralston House, and the impact on the 17th Judicial District funding for VALE programs such as City’s Victim Assistance Program. 174.0 b. Continue to represent the interests of Thornton and other Adams County Management Ongoing Staff Time 360 municipalities on the Criminal Justice Coordinating Committee and in other Services, Police, and forums, and collaborate with other stakeholders to enhance the efficiency Legal and effectiveness of Adams County’s criminal justice system while working to ensure the municipalities are provided necessary jail and other related services. 175.0 c. Evaluate the proposed IGA with Adams County government for animal Police and Q3 Staff Time 120 shelter services. Determine if the proposed fee is in line with the operating Management cost. Services 176.0 H. Serve and protect the community by 01. Establish a training facility that will meet the Fire a. Work with the North Metro Fire Rescue District to establish an agreement Fire Q3 Staff Time 200 responding to medical, fire, and other Department's operational needs. to use their training facility under a lease or purchase option. emergencies. 180.0 02. Improve community health through the national Healthy a. Identify areas of improvement for citizens of all ages in areas of health and Fire Q2 Staff Time 200 Cities Initiative. fitness using existing information from calls and hospital intake data.
181.0 03. Explore Fire Department Accreditation through the Center a. Perform a self-evaluation to determine the feasibility and cost of Fire 2016 Staff Time 1,000 for Public Safety Excellence. accreditation. 250
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 182.0 I. Provide safe and well maintained streets for 01. Provide street maintenance programs to preserve the a. Implement the 2015 Street Rehabilitation Program to treat approximately Infrastructure Q4 Program Cost 23,000 the traveling public, including the mitigation of condition of streets in the community. 300 lane miles and 2,694 square yards of parking lots. $4,600,000 safety hazards and removal of snow.
183.0 b. Provide year-round street maintenance through pothole patching, street Infrastructure Q4 Program Cost 12,000 repairs, and crack sealing in response to hazards. $2,900,000 184.0 c. Implement the Concrete Replacement Program to address hazards in the Infrastructure Q4 Program Cost 1,000 ROW associated with damaged concrete. $111,000 184.1 d. Enhance the Street Rehabilitation Program to repair damaged pavement Infrastructure Q3 Program Cost 60 seams caused by the unusually wet spring weather. $100,000 185.0 02. Provide effective snow and ice removal on City streets. a. Maintain 489 lane miles of primary and secondary streets during Class I and Infrastructure Q4 Program Cost 12,000 II storm events, and 307 lane miles of primary streets and emergency routes $1,000,000 during Class III storm events. 186.0 J. Safely and efficiently convey storm water 01. Provide drainage maintenance programs to safely convey a. Evaluate the potential for a Thornton storm water utility as a result of the Infrastructure and Q3 Staff Time 200 through drainage ways to reduce the risk of storm water and reduce localized flooding of streets. Programs outstanding drainage maintenance capital and potential operational Finance flooding, minimize damage from storm events, include storm sewer maintenance, detention pond requirements due to changing federal policy. and meet changing water quality regulations. maintenance, drainage way maintenance, and ditch cleaning.
187.0 b. Complete drainage improvements to the Rolling Hills Subdivision along Infrastructure Ongoing Design and 150 134th Avenue at Pennsylvania Street. Complete design in the 3rd quarter and Construction construction in the 4th quarter. Contract $165,000 188.0 c. Complete drainage improvements at 119th Place and Madison Street. Infrastructure Ongoing Design and 100 Complete design in the 3rd quarter and construction in the 4th quarter. Construction Contract $65,000 189.0 d. Implement programs including storm sewer maintenance, detention pond Infrastructure Q4 Program Cost 8,600 maintenance, drainage way maintenance, and ditch cleaning. $750,000 190.0 02. Develop a program for the new Municipal Separate Storm a. Submit a new MS4 Program to the Colorado Water Quality Control Division Infrastructure Ongoing Staff Time 100 Sewer System (MS4) Permit. in order to comply with the new permit requirements in 2016. 191.0 03. Participate with Urban Drainage and Flood Control District a. Complete the hydrology update and identify flood prone areas. Infrastructure Q3 Contract Cost 300 (UDFCD) on updating the Niver Creek Master Plan and $60,000 associated Flood Hazard Area Delineation. 192.0 b. Complete an alternatives analysis to identify capital projects to safely Infrastructure Q4 Included in Above 100 convey flood waters and/or mitigate flood hazards. Costs 193.0 04. Participate with UDFCD on updating the Grange Hall Creek a. Complete the hydrology update and identify flood prone areas. Infrastructure Q4 Contract Cost 160 Master Plan and associated Flood Hazard Area Delineation. $50,000
194.0 b. Complete an alternatives analysis to identify capital projects to safely Infrastructure 2016 Included in Above 160 convey flood waters and/or mitigate flood hazards. Costs 195.0 05. Complete the School Tributary hydrology update study. a. Work with RTD to determine possible alternative designs that would Infrastructure Q3 Contract Cost 100 mitigate downstream improvements. $75,000 196.0 b. Coordinate internally on the design, location and impact of proposed Infrastructure Q4 Staff Time Included in improvements within the 88th Avenue STAMP. Above Hours 251
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 196.1 06. Research and implement interim solutions to address a. Investigate interim solutions to mitigate flooding issues until the long-term Infrastructure Q3 Staff Time 100 flooding issues near 88th Avenue and Monroe Street. The City solution (School Tributary Project) is constructed. will partner with UDFCD to complete long-term School Tributary Drainage Improvements including the installation of a concrete box culvert along 88th Avenue from Monroe Street east to the Catalina southwest parking lot.
196.2 b. Implement interim solutions to mitigate flooding issues until the long-term Infrastructure 2016 TBD 300 solution (School Tributary Project) is constructed. 197.0 K. Develop and provide a transportation 01. Provide traffic control, including the iwatch™ Speed a. Design and construct a new traffic signal at 134th Avenue and Holly Street. Infrastructure Q2 Design and 250 network that allows for safe and efficient Awareness program, and street lighting to ensure safe and Construction multimodal use of arterial, collector, and efficient mobility through the community. Contract residential streets. $323,000 198.0 b. Install a new pedestrian activated signal at High Street and 131st Place. Infrastructure Q3 Materials and 80 Supplies $8,100 199.0 c. Expand traffic signal communications to Grant Street at 97th Avenue, 98th Infrastructure Q4 Materials and 120 Avenue, 100th Place, and 102nd Avenue. Supplies $5,375 200.0 d. Conduct an evaluation, maintenance, and repair of traffic signal poles. Infrastructure Ongoing Consultant Contract 120 $128,560
201.0 e. Monitor the Xcel Energy pole replacement program, including the 14 poles Infrastructure Ongoing Staff Time 40 scheduled for replacement in 2015. 202.0 f. Continue the iwatch™ Neighborhood Speed Awareness Program. Install Infrastructure Ongoing Materials and 1,300 speed reduction devices in the Sherwood Hills and Parkwood South Supplies neighborhoods. $67,900 203.0 g. Construct a median at 120th Avenue east of Washington Street to eliminate Infrastructure Q3 Construction 25 accidents from left turns into Thorncreek Crossing. Contract $95,000 204.0 h. Design and construct a new traffic signal at 100th Avenue and McKay Road. Infrastructure 2016 Design and 250 Construction Contract $296,400 205.0 i. Review traffic signal plans for development. Infrastructure Ongoing Staff Time 80 206.0 j. Improve pedestrian safety and access at 90th Avenue and Pecos Street. Infrastructure Q4 Staff Time 80 Review and discuss options with Federal Heights, Woodland Hills Manufactured Home Community, and Water World. 252
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 207.0 L. Safely and efficiently provide curbside trash 01. Provide ongoing special trash and recycling programs for a. Provide residents an opportunity to recycle tree branches and limbs during Infrastructure Ongoing Recycling Program 370 and recycling collection services to customers. the community. the growing season. $28,000
208.0 b. Provide residents an opportunity to drop off traditional recyclables at Infrastructure Ongoing Recycling Program 546 community locations throughout the year. $45,000 209.0 c. Make regular contact with the Adopt-a-Street group leaders of each Infrastructure Ongoing Program Cost 40 volunteer group to ensure active and verifiable participation in the program. $2,000 Attract and attain additional volunteer groups. 210.0 d. Assess the spring Bulk Item Collection Service. Present alternatives to City Infrastructure Ongoing Staff Time 275 Council and implement the service change in 2016. 210.1 e. Implement the Council approved Click-n-Haul bulk item collection program Infrastructure 2016 Grappler Truck 3,500 along with other special collection events. Click-n-Haul is a new fee-based, $185,000 year-round, curbside appointment service that will replace the spring bulk item collection program in 2016 211.0 02. Expand trash and recycle services by marketing to a. Conduct periodic contacts and presentations targeting HOA communities to Infrastructure Ongoing Marketing Program 30 homeowner associations (HOA) that currently use private solicit interest in City service. $5,000 services. 212.0 M. Provide water to the community by securing 01. Design and construct water supply improvements. a. Complete construction of the Hammer Reservoir Pump Station in the 4th Infrastructure Ongoing Construction 2,000 adequate water supply, treating water that quarter. Contract meets quality standards, and distributing water $10,500,000 to customers. 213.0 b. Complete design and construction of flood damaged reservoirs, including Infrastructure Ongoing Design and 500 evaluation of mitigation improvements. Complete design in the 2nd quarter Construction and construction to begin Q3 of 2015 and complete in 2016. Contract $1,200,000 213.1 c. Work with the Federal Emergency Management Agency to secure funding Management 2016 Staff Time 200 for repairs to West Cooley reservoir as a result of flooding in 2015. Services, Infrastructure, and Finance 214.0 d. Continue to maintain and repair the Standley Lake Pipeline. Infrastructure Ongoing Maintenance Cost 250 $159,000 215.0 e. Replace the pressure reducing valve station west of 92nd Avenue and Infrastructure Ongoing Design and 150 Colorado Boulevard. Complete design in the 4th quarter and construction in Construction 2016. Contract $60,000 216.0 f. Rehabilitate the existing West Cooley South Cell alluvial wells. Complete Infrastructure Ongoing Design and 500 design in the 2nd quarter and construction in Q4. Construction Contract $555,000 217.0 g. Complete Supervisory Control and Data Acquisition (SCADA) for Infrastructure Ongoing Equipment Cost 450 approximately 30 water and wastewater facilities such as pressure reducing $500,000 stations, diversion structures and lake levels. Complete in 2016.
218.0 h. Repair the groundwater drain adjacent to the South Tani Reservoir dam. Infrastructure Q3 Construction 250 Contract $132,000 253
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 220.0 I. Complete construction of the bank stabilization necessary for the North Infrastructure Q2 Construction 50 Dahlia Reservoir. Contract $500,000 221.0 02. Implement the Thornton Water Project (TWP). a. Complete Task Order 4: high-level investigation of potential alignments; Infrastructure Q4 Consultant Contract 2,500 selection of preferred alignment; achieve a 10% conceptual level design $1,600,000 addressing identified permitting constraints and operational evaluations.
222.0 b. Complete an initial round of regulatory outreach to each town/city/county Infrastructure Q3 Included in Above 1,200 and major regulatory agencies along the anticipated front range project Costs corridor. 223.0 c. Prepare a draft cost sharing agreement between the Water Supply and Infrastructure Q4 Consultant Contract 500 Storage Company and various municipal shareholders (including Thornton). $50,000
224.0 d. Develop and refine staffing plans, overall program management, project Infrastructure Ongoing Included in 500 estimates and schedule, and future task orders. benchmark "a" 225.0 e. Development of TWP project website. Infrastructure 2016 Website 400 Development TBD 226.0 f. Increased water quality monitoring of the TWP. Infrastructure 2016 Laboratory Work 1,000 $20,000 227.0 g. Complete a $110,000,000 water revenue bond issuance to fund the Finance and 2016 Bond Issuance Costs 300 replacement of the Thornton Water Treatment Plant and costs related to the Infrastructure $500,000 TWP (first of three bonds). (unbudgeted; financed out of bond proceeds)
227.1 h. Complete a TDA 144th debt issuance to repay a previous loan from the Finance and Legal Q4 Bond Issuance Costs 70 Water Fund. This loan repayment is necessary to assist the Water Utility in $225,000 funding the Thornton Water Project and other capital improvements. (unbudgeted; financed out of bond proceeds)
227.2 i. Work with Weld Re-9 School District to construct shared office space and Infrastructure and 2016 Design and 200 vehicle storage in Ault for the School District and Thornton Farm Management City Manager's Office Construction Office staff. $350,000 228.0 03. Manage existing assets related to the TWP. a. Administer existing mineral right leases and continue to pursue leasing the Infrastructure Ongoing Staff Time 400 remaining mineral holdings. 229.0 b. Sell approximately six farmhouses each year. Obtain necessary Recorded Infrastructure Ongoing Real Estate Fee 800 Exemptions (Plats) from Weld County. $82,000 230.0 04. Monitor water supply conditions through 2015 and into a. Monitor and report on water supply and snow pack quarterly and provide Infrastructure Ongoing Staff Time 28 2016. an annual Water Supply Update to City Council. 231.0 05. Initiate improvements to the water treatment system. a. Continue participating in the Water Quality Forum Work Group to explore Infrastructure and Ongoing Staff Time 80 integration of Clean Water Act and Safe Drinking Water Act regulatory City Manager's Office processes. 254
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 233.0 b. Continue Wes Brown Treatment Plant Operations Study 2. Continue Infrastructure Ongoing Consultant Contract 200 membrane permeate pump testing and analysis. Prescribe a fix to pump $77,000 cavitation issue. Perform cost analysis for switching to a new coagulant and further testing of sludge pond return water. Investigate methods to improve operations data storage and manipulation. 235.0 06. Implement the water rate changes. a. Inform and assist residents and businesses of the opportunity to save Finance and Ongoing Staff Time 1,000 money and conserve resources by decreasing water usage. Infrastructure 238.0 N. Actively communicate information regarding 01. Communicate with the public. a. Upgrade and redesign the City web site. Management Q1 Software Licenses 1,528 City services, events, issues, and emergencies to Services $12,600 residents, businesses, and the news media.
242.0 O. Efficiently and effectively manage public 01. Ensure the retention of institutional knowledge and a. Develop and present a succession plan to City Council. City Manager's Office Q3 Staff Time 200 resources, including the responsible use of continuation of organizational momentum as senior staff taxpayer money and fair treatment of City transitions out of leadership roles. employees. 243.0 02. Support and maintain existing hardware and software a. Implement a new software system (CIS Infinity and VueWorks) to replace Management Q2 Software License 6,900 systems. the current Hansen Utility Billing and Asset Management system that will no Services, Finance, and $1,785,000 longer be supported in 2015. Infrastructure 244.0 b. Implement a new software system (CityView) to replace the current Hansen Management 2016 Software License 2,100 City Management system that is no longer supported. Services and City $616,000 Development 245.0 c. Implement a new software system to replace the current I/Leads Police Management 2016 Software License 6,000 Records Management system that will no longer be supported in 2015. Services and Police $861,000
246.0 03. Provide legal and legislative support to City Council. a. Complete Comcast Franchise Agreement negotiations. Legal, Management Q3 Staff Time 94 Services, and Finance
247.0 b. Begin Xcel Franchise Agreement negotiations (complete in 2017). City Manager's Office 2016 Staff Time and 400 and Legal Consultant 255
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 248.0 VI. Community A. Develop and Implement the Community 01. Finalize and implement the Governmental Capital and a. Present the Community Facilities Plans for the Governmental Capital and City Manager's Office Q2 Staff Time 80 Facilities Plan Facilities Plan to meet current and future Utilities Fund portions of the Community Facilities Plans. Utilities Funds to City Council (formerly line 239). community demands through 2025. 249.0 b. Address outstanding questions and present the Governmental Capital and City Manager's Office Q2 Staff Time 100 Utilities Fund plans for formal adoption by City Council (formerly line 240).
250.0 c. Develop an implementation plan including an assessment of staff and City Manager's Office Q3 Staff Time 40 resource needs (formerly line 241). 251.0 d. Incorporate the adopted plan into the 2016 Budget. City Manager's Office Q4 Staff Time 20
252.0 e. Update the Community Facilities Plan in conjunction with the 2016 Budget. City Manager's Office Q4 Staff Time 80
253.0 f. Meet with community partners to identify partnership opportunities and to City Manager's Office Q4 Staff Time 20 ensure cohesive long-range plans. 254.0 g. Present amendments to the Community Facilities Plan to City Council for City Manager's Office 2016 Staff Time 40 formal adoption. 254.1 h. Research additional revenue options to fund General Fund and possibly City Manager's Office Q4 Staff Time 120 Community Services projects not included in the adopted Community Facilities Plan. 255.0 02. Finalize and implement the Community Services Portion of a. Update City Council on the scope of the recreation center analysis on July, Community Services Q2 Design Report 180 the Community Facilities Plan. 21 2015 (formerly line 126). $111,000 256.0 b. Complete the programming work shop with the consultants and staff for Community Services Q2 Included in Above Included in the recreation center analysis on April 28, 2015 (formerly line 127). Costs Above Hours 257.0 c. Program alternatives at each recreation center facility on June 3, 2015 Community Services Q2 Included in Above Included in (formerly line 128). Costs Above Hours 258.0 d. Present a milestone report on the recreation center analysis to City Council. Community Services Q3 Included in Above Included in Discuss the future use of the Senior Center and Community Center buildings Costs Above on July 21, 2015 (formerly line 129). Hours 259.0 e. Present the final recreation center analysis report and discuss alternatives Community Services Q3 Included in Above Included in with City Council on September 29, 2015 (formerly line 131). Costs Above Hours 260.0 f. Based on the before mentioned design concept report, identify the Community Services Q3 Staff Time Included in preferred recreation center plan. Above Hours 261.0 g. Analyze cost alternatives including a phased approach and one-time bond, Finance Q3 Staff Time 80 with consideration of the impact of annual debt service payments and overall debt capacity. Funding options for Community Services and General Fund projects will be considered in this analysis. 262.0 h. Discuss alternatives for repurposing, selling or decommissioning the current Community Services Q3 Included in Above Included in Community Center (formerly line 132). Costs "a" 263.0 i. Identify the preferred location for a new ballfield complex in the Community Services Q3 Staff Time 40 community. 264.0 j. Prioritize the identified golf course improvements. Community Services Q3 Staff Time 40 265.0 k. Present the Community Facilities Plan for Community Services to City City Manager's Office Q4 Staff Time 80 Council. 256
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 266.0 l. Address outstanding questions and present the Community Services Plan for City Manager's Office Q4 Staff Time 50 formal adoption by City Council. 267.0 m. Develop an implementation plan including an assessment of staff and City Manager's Office Q3 Staff Time 20 resource needs. 268.0 n. Incorporate the adopted plan into the 2016 Budget. City Manager's Office Q4 Staff Time 20
269.0 B. Implement the General Government: 01. Realign Welby Road to accommodate the Original See line 88 in the Transit and Transportation goal for additional details. FasTracks expansion projects identified for 2015 Thornton at 88th FasTracks station. and 2016 in the Community Facilities Plan.
270.0 02. Build the trail segments necessary to support the FasTracks See line 90 in the Transit and Transportation goal for additional details. Stations (funded by DRCOG). 271.0 03. Realign Claude Court to accommodate the Eastlake at See line 89 in the Transit and Transportation goal for additional details. 124th FasTracks station. 272.0 04. Widen 128th Avenue between Lafayette and York Streets See line 91 in the Transit and Transportation goal for additional details. (railroad crossing). 273.0 05. Widen Claude Court from 126th Avenue to 128th Avenue. See line 92 in the Transit and Transportation goal for additional details.
274.0 06. Add a right turn lane at 88th Avenue and the realigned See line 93 in the Transit and Transportation goal for additional details. Welby Road. 275.0 07. Coordinate construction of the Original Thornton at 88th See line 94 in the Transit and Transportation goal for additional details. Station pedestrian underpass with RTD. 276.0 C. Implement the General Government: 01. Design and construct the 84th Avenue and Grant Street a. Complete design in the 4th quarter and ROW acquisition in 2016 (formerly Infrastructure Ongoing Design Contract, 350 transportation expansion projects identified for intersection improvements creating double left turn lanes and line 149). ROW Acquisition, 2015 and 2016 in the Community Facilities Plan. right turn lanes in all directions. and Construction Contract $1,494,851 (90% grant funded)
277.0 02. Design and construct Grant Street south of 142nd Avenue, a. Work with the developer to complete design in the 4th quarter and Infrastructure 2016 Design and 240 from the existing roundabout to the McKay Bridge. This project construct in 2016. Construction is funded by the City and a developer. Contract $1,200,000 278.0 03. Construct an asphalt sidewalk/trail along the north side of a. Complete design in the 2nd quarter of 2016 and finish construction in Infrastructure 2016 Construction 75 144th Avenue between Washington Street and Franklin Street. 2017. Contract $750,000 279.0 04. Purchase ROW along the Thornton Parkway/96th Avenue a. Complete property acquisition in 2016 (formerly line 156). Infrastructure 2016 ROW Acquisition 200 alignment between Riverdale Road and McKay Road for a $300,000 future four lane arterial roadway over the South Platte River. 257
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 280.0 D. Implement the TDA expansion projects 01. Widen Washington Street to six lanes with a landscaped See line 56 in the Economic Development and Job Creation goal for additional identified for 2015 and 2016 in the Community median from 144th Avenue to approximately 148th Avenue. details. Facilities Plan. 281.0 02. Complete Sack Creek flood mitigation improvements See lines 59-60 in the Economic Development and Job Creation goal for (Phase 1 and 2). additional details. 282.0 03. Widen Washington Street to six lanes with a median from See line 58 in the Economic Development and Job Creation goal for additional 158th Avenue to 160th Avenue. details. 283.0 04. Pursue development of a health care district in conjunction See lines 1-4 in the Urban Revitalization goal for additional details. with the North Suburban Medical Center, on the property between Grant Street and I-25 from Thornton Parkway to 88th Avenue. 284.0 E. Implement the General Government: 01. Partner with UDFCD to complete School Tributary a. UDFCD will complete design in 2016 and construction in 2018. Infrastructure Ongoing Construction 20 drainage expansion projects identified for 2015 Drainage Improvements including the installation of a concrete Contract and 2016 in the Community Facilities Plan. box culvert along 88th Avenue from Monroe Street east to the $300,000 Catalina southwest parking lot. UDFCD will lead this project.
285.0 F. Implement the General Government: public 01. Complete mitigation work related to ongoing soil issues at a. Commence design of phase 1 and phase 2. Management Q3 Design Contract 60 safety projects identified for 2015 and 2016 in the Justice Center. Services (included in project the Community Facilities Plan. cost) 286.0 b. Complete construction of phase 1 in the 2nd quarter of 2017. Management Ongoing Construction 200 Services Contract $1,600,000 286.1 c. Complete construction of phase 2 in the 4th quarter of 2017. Management Ongoing Construction 200 Services Contract $1,600,000 287.0 02. Construct warm vehicle storage at Station 4. a. Design a structure that meets operational needs and integrates with the Fire, Management Q4 Staff Time 210 adjacent uses (formerly line 177). Services, City Development 288.0 b. Complete the construction of a 4,000 sq. ft. warm storage facility (formerly Fire and 2016 Construction 470 line 178). Management Contract Services $600,000 289.0 03. Construct improvements inside the Justice Center to make a. Construct the needed improvements in the 2nd quarter of 2016. Management 2016 Construction 75 room for additional Police Department staffing. Services Contract $150,000 290.0 04. Improve response times by building Fire Station 6. a. Acquire land for the new Fire Station 6 near 140th Avenue and Quebec Fire, Legal, and 2016 Land Acquisition 250 Street. The total project cost is estimated at $4,500,000 (formerly line 179). Management $500,000 Services 258
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 291.0 G. Implement the General Government: facility 01. Procure and implement new sales tax software to add PIF See line 45 in the Economic Development and Job Creation goal for additional projects identified for 2015 and 2016 in the capabilities. details. Community Facilities Plan. 292.0 02. Modify office space at City facilities to accommodate a. Construct the office space improvements in the 3rd quarter of 2016. Management 2016 Construction 75 future growth. Services Contract $180,000 293.0 03. Acquire land to accommodate future maintenance facility a. Acquire the needed land. Management TBD Land Acquisition 50 needs. Services $1,200,000 294.0 04. Complete Phase 1 improvements at the MSC as identified a. Complete design in 2nd quarter of 2016. Management 2016 Design and 100 in the IMC/MSC Master Plan. Projects include the construction Services Construction of a new entry onto the MSC site, a new fueling and wash area, Contract and a new salt/sand dome, among other items. $2,536,608
295.0 b. Construct the identified improvements by the 2nd quarter of 2017. Management Ongoing Included in Above 100 Services Costs 296.0 05. Complete Phase 2 improvements at the MSC as identified a. Complete the demolition in the 2nd quarter of 2018. Management Ongoing Construction 100 in the IMC/MSC Master Plan. Projects include demolition of Services Contract building A, which will open the site for further expansion. $840,640
297.0 06. Complete Phase 1 improvements at the IMC as identified in a. Complete design in the 3rd quarter of 2016. Management 2016 Design and 75 the IMC/MSC Master Plan. Projects include the construction of Services Construction a new salt/sand dome and expanding the rack wash at the Contract Consolidated Service Center. $2,819,255 298.0 b. Construct the identified improvements in the 4th quarter of 2017. Management Ongoing Included in Above 100 Services Costs 299.0 H. Implement the Water Fund: major expansion 01. Improve the West Sprat Platte slope and interconnects. a. Complete design in the 4th quarter and construction in 2016 (formerly line Infrastructure Ongoing Design and 200 and improvement projects identified for 2015 219). Construction and 2016 in the Community Facilities Plan. Contract $2,700,000 300.0 02. Continue the Membrane Refurbishing Project at Wes a. Refurbish 40 membrane cassettes in 2015 (formerly line 232). Infrastructure Q4 Construction 580 Brown Water Treatment Plant. Contract $2,500,000 301.0 03. Replace the Thornton Water Treatment Plant. a. Successfully hire an Owner's Advisor in the 3rd quarter and acquire the Infrastructure, Legal, Ongoing Owner's Advisor 500 needed property in the 4th quarter (formerly line 234). Management Contract and Land Services Acquisition $1,900,000 302.0 b. Determine the treatment technology in 2016 and hire the design/build Infrastructure and 2016 Design/Build Team Included in team in 2016 (formerly line 234). Management Contract Above Services $4,290,000 Hours 259
2015-2016 Work Plan STAFF NUM GOAL COMMUNITY OUTCOME ACTION BENCHMARK DEPARTMENT QUARTER PRIMARY COST TIME 303.0 04. Acquire the needed property for the future zone 1 tank to a. Acquire the needed property. Infrastructure 2016 Land Acquisition 100 be located at approximately 140th Avenue and Colorado $500,000 Boulevard. 304.0 05. Purchase the Cooley East Property and 3,000 acre feet of a. Purchase the Cooley East Property and raw water storage in the 1st quarter Infrastructure 2016 Land and Resource 80 raw water storage. Design and construction of the pump of 2016. Acquisition station and spillway will occur at a later date. $9,015,000
305.0 I. Implement the Sewer Fund expansion projects 01. Construct the Todd Creek Interceptor. a. Complete easement acquisitions and permits in the 3rd quarter and Infrastructure Ongoing ROW Acquisition 400 identified for 2015 and 2016 in the Community complete construction in 2016 (formerly line 237). and Construction Facilities Plan. Contract $9,850,000 306.0 02. Complete design of the replacement of the Big Dry Creek a. Complete design in the 2nd quarter. Construction anticipated in 2019 Infrastructure Q2 Design Contract 250 Sanitary Lift Station. (formerly line 236). $270,000 260
2015-2016 Work Plan Q4 Report
February 16, 2016
The 2015-2016 Work Plan implements City Council’s vision for Thornton in 2040, which is a well-planned, self- sustaining community that: • Has diverse, identifiable neighborhoods in which our citizens feel safe and secure and which engender pride and a sense of belonging; • Provides access to a broad range of services to meet the needs of the community; • Has a transportation system that provides multi-modal opportunities for people to move safely through and within the City toward their destinations; • Provides for a healthy, high quality of life through its recreational, cultural, parks and open space, and community gathering places; • Actively engages its citizens, businesses, and educational communities to achieve the community’s goals; • Provides a stable, but diverse, economic base that attracts and retains a broad range of businesses, primary jobs, and an environment that is conducive to business growth; and • Values the environment and protects the resources it is entrusted with to oversee.
Table of Contents
Executive Summary…………………………………………………..…...Page 1
Urban Revitalization……………………………………………………....Page 8
Economic Development and Job Creation……………….…...Page 13
Green Thornton…………………………………………………………….Page 28
Transit and Transportation………………………………...…………Page 34
Ongoing Services…………………………………………………………..Page 41
Community Facilities Plan……………………………………………..Page 69
*Signifies inclusion in the Community Facilities Plan
261 Executive Summary
On May 26, 2015, City Council approved the 2015-2016 Work Plan as a guide to achieving the high priority goals for the next two years (Urban Revitalization, Economic Development and Job Creation, Green Thornton, Transit and Transportation, and Ongoing Services). The addition of a sixth high priority goal was approved on August 18, 2015 following the adoption of the Community Facilities Plan on June 9, 2015. The 2015-2016 Work Plan includes the specific objectives, actions, and benchmarks that serve as a road map to accomplishing the high priority goals. The Work Plan is a continuation of the 2009-2010 Work Plan adopted in early 2009, the 2010- 2011 Work Plan adopted in early 2010, the 2011-2012 Work Plan adopted in early 2011, the 2012-2013 Work Plan adopted in early 2012, the 2013-2014 Work Plan adopted in early 2013, and the 2014-2015 Work Plan adopted in early 2014. The Work Plan is a dynamic document that changes with the needs and priorities in the community.
This quarterly report provides updates on progress made toward achieving the high priority goals through the fourth quarter of 2015. Each goal has a number of objectives that further define the goal. Each objective includes specific actions and benchmarks by which to measure progress toward meeting the goal. The primary cost associated with achieving these benchmarks and dedicated staff time is also identified in the report.
URBAN REVITALIZATION
A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. 1. The City finalized the memorandum of understanding with HealthOne, which was formally adopted by Council on December 1, 2015 (1.0). 2. The South Thornton Attraction and Revitalization (STAR) Grant was adopted by Council in October and implementation began January 2016. The program is designed to encourage business attraction and expansion to areas south of 104th Avenue (6.0). B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. 1. Council approved $100,000 in HOME funds in October 2015 for a new tenant-based rental assistance project to help homeless or near homeless families with children in Thornton schools find stable housing (15.0). 2. Using some Community Development Block Grant funds, the Colorado Coalition for the Homeless began making accessibility improvements to the east entrance at Renaissance 88 Apartments at 88th Avenue and Grant Street. These changes will improve accessibility for disabled residents and emergency vehicles. The project is expected to be complete in spring of 2016 (18.0).
ECONOMIC DEVELOPMENT AND JOB CREATION
A. Develop long-term strategies to capitalize on job growth and business investment opportunities. 1. The City worked with the State of Colorado and Adams County on amending the Enterprise Zone boundaries in Thornton, thus expanding the area eligible for state incentives for Enterprise Zones. As a result, an additional 2,600 commercial acres were added to the Enterprise Zone beginning in 2016 (19.0).
1 262 2. The City Council amended the zoning code to allow industrial high-risk uses, more outside storage, and tilt-up concrete construction for primary employment projects on October 27, 2015 (19.0). B. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton. 1. The City held 36 individual meetings with brokers, developers, contractors, and engineers in 2015 and gave numerous presentations to promote opportunities in Thornton (29.0). C. Encourage the retention and expansion of existing primary employers to preserve and grow local jobs, business investment, and new spending power to Thornton. 1. The City visited 100 percent of Thornton primary employers in 2015. The City also assisted 22 existing primary employers to resolve issues or get information (35.0). D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. 1. The City met with nine shopping center owners in 2015 to discuss their centers and collect data (41.0). 2. City Council approved an incentive agreement with the Simon Property Group for 300,000 square feet of initial premium outlet development plus outparcel development. Simon Property Group submitted their fourth conceptual site plan. They are on track for a Q3 2016 groundbreaking (43.0). E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. 1. A total of 116 businesses in Thornton received over 600 hours of counseling from the Small Business Development Center in 2015 (48.0). 2. The City met with over 100 businesses through one-on-one meetings and small business group meetings to market the Thornton Business Assistant Programs. Communication and marketing of programs occurs on an ongoing basis through email, social media, and City hosted events (49.0). 3. A business toolkit highlighting resources available from the City of Thornton was developed and distributed throughout the year to over 200 new and existing small businesses during tenant resource and one-on-one meetings (50.0). F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. 1. The widening of Washington Street to six lanes from 144th Avenue to approximately 148th Avenue is over 50 percent complete and is on schedule to be finished by Q2 2016 (56.0). 2. Drainage improvements including the expansion of the E-470 detention pond and improvements to the Big Dry Creek were completed. This project opened up property east of Washington Street and north of E-470 for development (60.0).
GREEN THORNTON
A. Enhance the Water Conservation Program to reduce water consumption. 1. The City continued to promote water conservation through xeriscape demonstration gardens. Enhancements to these gardens included new signage and on-site education materials. The City hosted four garden tours, which were attended by approximately 40 customers (66.1). 2. The City completed 144 residential irrigation inspections and seven large property inspections in 2015 (68.0). B. Reduce energy consumption through energy efficiency projects at City facilities and fuel efficiency in the City fleet to shift from non-renewable sources to renewable sources and reduce energy cost.
2 263 a. The total estimated energy savings from multiple energy efficiency projects since 2009 is $981,000. The total City investment in the energy efficiency projects since 2009 is $1,635,575 (71.0).
C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. 1. The settlement with Xcel regarding LED street lights is anticipated to save 4 to 20 percent per month on existing cobra head lighting costs and 16 to 30 percent per month on new installs (75.0). 2. The traffic signal retiming projects on Washington Street between 83rd Avenue and 104th Avenue and Thornton Parkway between Pecos Street and Colorado Boulevard resulted in a projected per day savings of $9,600 in terms of time and fuel costs and a projected reduction of 405 hours per day of vehicle delay (78.0 and 79.0).
TRANSIT AND TRANSPORTATION
A. Support construction of the North Metro Corridor to Eastlake. 1. The 120th Avenue Bridge construction is underway and beams have been set. Construction of the 104th Avenue Bridge started mid-November 2015. Track grading from 112th Avenue north to 120th Avenue, and grading for the installation of the platform walls at the 124th Avenue at Eastlake Station began in Q3 and is ongoing (87.0). 2. Design of the Welby Road realignment was completed in Q3 and right-of-way acquisition in Q4. Construction is set to begin in Q1 2016. This project is necessary to accommodate the Original Thornton at 88th FasTracks station (88.0). 3. Design of the Claude Court realignment to accommodate the Eastlake at 124th FasTracks station is completed. Construction is anticipated to begin in Q1 2016 (89.0). B. Identify and leverage funding for needed transportation improvements on I-25 and State Highway 7 (160th Avenue). 1. The City of Thornton participated in the I-25 Planning and Environmental Linkage (PEL) Study to further Thornton interests for improving traffic flow, development opportunities, and infrastructure improvements. The final plan was presented to City Council on February 17, 2015. Council agreed to sign a letter of support. The 2040 Denver Regional Council of Governments Regional Transportation Plan includes the PEL recommendations, but has not been adopted (108.0). C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through the North Area Transit Alliance and Smart Commute Metro North. 1. Smart Commute and Adams County were successful in extending the Regional Transportation District bus route 8 to 144th Avenue and Huron Street starting January 2016 (110.0). 2. Regional Transportation District has indicated that the Federal Heights Call-n-Ride will continue service due to improved ridership (116.1).
3 264 ONGOING SERVICES
A. Create places for neighbors to gather that build a sense of community and enrich the quality of life. 1. In 2015, the City hosted community festivals including Thorntonfest, 4th of July, Harvest Fest, and WinterFest. Approximately 131,500 people attended these events (118.0). B. Foster human development for citizens of all ages through recreational, social, educational, artistic, and cultural programming. 1. The Reitzenstein Barn was nominated as a local historic landmark on May 12, 2015 (119.0). C. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. 1. Improvements to the remaining four acres of North Creek Farms Park have been completed and are open to the public. The new amenities include a basketball court, pavilion, green space, and trail (120.0) 2. Rehabilitation of the Northaven Park including a new irrigation system, playground and pavilion is complete and open to the public (123.0). D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 1. The City is pursuing updated oil and gas regulations and specific transportation regulations to address traffic concerns, road degradation, and potential hazardous materials associated with proposed oil and gas sites. The City is also working on an advocacy strategy to key stakeholders and outreach to interested parties in the community (144.2). E. Design and build the public infrastructure necessary to support new growth and maintain existing services. 1. Reconstruction of the 104th Avenue Bridge over the South Platte from a two lane to a four lane bridge and 10 foot sidewalks is complete. The project was managed by the Colorado Department of Transportation and the City of Thornton contributed $500,000 (148.0). 2. The widening of Holly Street from the Brantner Gulch to Holly Circle South was completed in Q4 (151.0). F. Preserve and stabilize existing neighborhoods to support community health and vibrancy. 1. As part of Thornton Paint-A-Thon, 62 volunteers painted the homes of two elderly residents and one disabled resident on July 25, 2015. This event allows homeowners with financial and physical limitations to have their homes painted free of cost so they can use their income to cover other important costs, such as medication, groceries and utility bills (165.0). 2. The City hosted two free energy efficiency workshops in 2015. There were 14 workshop attendees (166.0). 3. An intergovernmental agreement among Denver, Adams County, and other cities pertaining to noise and land use issues at Denver International Airport was accepted and the necessary ballot language was approved by the voters in the November 2015 election (168.0). G. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. 1. A short-term solution to the Police training needs was identified and implemented. Police training in 2016 will be moved to the Wes Brown Water Treatment Plant. Improvements, including the addition of a restroom and parking lot, will be completed in early 2016 (171.1). H. Serve and protect the community by responding to medical, fire, and other emergencies. 1. The Healthy Cities Program was unveiled at Thorntonfest. The program educates the public on making healthier lifestyle choices (180.0). I. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow.
4 265 1. A total of 45 damaged locations of concrete were removed and replaced. The locations are identified through an internal rating system as well as citizen requests. All areas identified as high priority through the rating system were replaced (184.0). 2. There were nine snow and ice storm events in Q4 for a total of 25.7 inches of snow. Streets were maintained according to the identified level of service (185.0). J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations. 1. Drainage improvements at 119th Place and Madison Street are complete. The improvements will reduce localized flooding (188.0). 2. Preventative maintenance was performed on the storm sewer system, including: 21 miles of pipe inspected, 4,056 feet of storm sewer flushed, 29 cubic yards of debris was removed. All 105 detention ponds were inspected and maintenance was performed on 43 of them. For drainage ways, all 25 miles were inspected and maintenance was performed on three miles of them. All high priority areas were addressed in 2015 (189.0). K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. 1. Construction of a new traffic signal at 134th Avenue and Holly Street is complete and the signal is operational (197.0). 2. As part of the iwatch™ Neighborhood Speed Awareness Program, Speed cushions were installed in the Sherwood Hills and Parkwood South neighborhoods in Q1. A portion of Springvale was designated as an iwatch neighborhood in Q4 (202.0). L. Safely and efficiently provide curbside trash and recycling collection services to customers. 1. Residents delivered 1,496 loads of tree branches and limbs in 2015 (207.0). 2. Residents delivered approximately 325 tons of traditional recyclables to the community drop-off centers in 2015 (208.0). M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 1. As part of Task Order 4 for the Thornton Water Project, a second round of regulatory outreach was completed with all the counties, cities and towns that could be impacted by potential alignments. The information gained in this round of outreach will be used to help define a preferred alignment (221.0). 2. In 2015, a staffing plan for the Thornton Water Project was updated and presented to Council. The initial three members of the Thornton Water Project team were appointed (224.0). N. Actively communicate information regarding City services, events, issues, and emergencies to residents, businesses, and the news media. 1. The redesigned City of Thornton website went live in Q2 (238.0). O. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees. 1. The initial phase of the succession plan was presented to City Council in Q3, reflecting transition plans for Infrastructure, Management Services, and the City Manager's Office. Additional succession planning for other areas is ongoing (242.0). P. Collect and deliver wastewater for treatment at Metro Wastewater Reclamation District facilities to protect health, safety, and the environment. Q. Ensure access to safe, clean, and well maintained public facilities.
5 266 Community Facilities Plan
A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. 1. The Community Facilities Plan for the Governmental Capital and Utility Funds was adopted by City Council in Q2. An accompanying budget amendment was also approved to provide funding for the projects planned in 2015 and 2016 (249.0). 2. Outstanding questions regarding the three major Community Service Projects (golf course, recreation centers, and ball fields) were addressed with City Council on September 29, 2015. Council directed staff to proceed with the Trail Winds Recreation Center, a ball field complex at 98th Avenue and Riverdale Road, and golf course improvements. It is anticipated that the final plan will be presented to City Council in Q1 2016 (258.0, 263.0, 264.0, and 266.0). B. Implement the General Government: FasTracks expansion projects identified for 2015 and 2016 in the Community Facilities Plan. 1. Design of the Welby Road and Claude Court realignments is complete. Construction for both projects will begin Q1 2016 (88.0 and 89.0). C. Implement the General Government: transportation expansion projects identified for 2015 and 2016 in the Community Facilities Plan. 1. Design of the 84th Avenue and Grant Street intersection improvements creating double left turn lanes and right turn lanes in all directions is to be completed in Q1 2016 (276.0). D. Implement the TDA expansion projects identified for 2015 and 2016 in the Community Facilities Plan. 1. The widening of Washington Street to six lanes from 144th Avenue to approximately 148th Avenue is over 50 percent complete and is on schedule to be finished by Q2 2016 (56.0). E. Implement the General Government: drainage expansion projects identified for 2015 and 2016 in the Community Facilities Plan. 1. Design of School Tributary Drainage Improvements including the installation of a concrete box culvert along 88th Avenue from Monroe Street east to the Catalina southwest parking lot is expected to be complete by Q3 2016 (284.0). F. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan. 1. Design of Phase 1 and Phase 2 to mitigate soil issues at the Justice Center is ongoing. Construction will start in 2016 (285.0). 2. The City has selected a design-build team to construct warm vehicle storage at Station 4. The estimated completion date for construction is October 2016 (287.0). G. Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan. 1. The City is in the process of selecting a design-build team to make improvements at the Municipal Services Center and Infrastructure Maintenance Center. This project is on schedule (295.0, 296.0, and 298.0).
6 267 H. Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan. 1. Property acquisition for the Thornton Water Treatment Plant is ongoing and is anticipated to meet the benchmark of Q1 2016. Carollo has been hired as the Owner's Advisor for this project (301.0). I. Implement the Sewer Fund expansion projects identified for 2015 and 2016 in the Community Facilities Plan. 1. Private property acquisition for the Todd Creek Interceptor project is 98 percent complete. Municipal permitting is ongoing but nearly complete. The City is still on target to complete construction by Q4 2016. Construction is set to begin in late Q1 2016 (305.0). 2. Design of the Big Dry Creek Sanitary Lift Station was finished in Q2. Property acquisition is ongoing and is anticipated to meet the benchmark (306.0).
7 268
Urban Revitalization
Goal: I. Urban Revitalization Objective: A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. Action: 01. Pursue development of a health care district in conjunction with the North Suburban Medical Center, on the property between Grant Street and I-25 from Thornton Parkway to 88th Avenue.*
Benchmark: a. Develop a memorandum of understanding (MOU) between the Thornton Development Authority (TDA) and Health One, to be adopted by Council, regarding development of a health care district in the South TDA. Quarter: Q3 Department: Economic Development Number: 1.0 Primary Cost: Staff Time Staff Hours: 80 Status: Completed Report: The City continued working with North Suburban Medical Center to finalize the MOU with HealthOne, which was formally adopted by Council on December 1, 2015.
Goal: I. Urban Revitalization Objective: A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. Action: 01. Pursue development of a health care district in conjunction with the North Suburban Medical Center, on the property between Grant Street and I-25 from Thornton Parkway to 88th Avenue.*
Benchmark: b. Make refinements to Phase 1 and conduct Phase 2 of the South Thornton Redevelopment Plan to finalize a request for proposal (RFP) to sell TDA owned land to create a health care district in the South Thornton TDA. Quarter: Q4 Department: Economic Development Number: 2.0
Primary Cost: Consultant Contract Staff Hours: 150 Status: Extended $150,000 Report: Due to delays with the MOU process with North Suburban Medical Center and HealthOne, this project has been postponed to 2016.
Goal: I. Urban Revitalization Objective: A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. Action: 02. Develop a local business support program focused on the South Thornton business community to encourage small business start up and success. Benchmark: a. Dedicate additional staff resources to working closely with the existing business community to build capacity for a stronger local business environment. Quarter: Q4 Department: Economic Development Number: 5.0
Primary Cost: Staff Time Staff Hours: 800 Status: Completed
Report: The Local Business Administrator was hired in July and has begun meeting with the business community. The sole focus of this position is working with small businesses in the community with a specific focus on businesses in the southern portion of the City.
8 269
Goal: I. Urban Revitalization Objective: A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. Action: 02. Develop a local business support program focused on the South Thornton business community to encourage small business start up and success. Benchmark: b. Create a grant program to assist new businesses in the South Thornton area with costs associated with city requirements, façade improvements or other eligible start up costs. Quarter: Q3 Department: Economic Development Number: 6.0 Primary Cost: Grant Program Cost Staff Hours: 80 Status: Completed $100,000 Report: The South Thornton Attraction and Revitalization (STAR) Grant is designed to encourage business attraction and expansion to areas South of 104th Avenue. The program was adopted in October and implementation began January 2016. A marketing plan to help promote the program is also being implemented.
Goal: I. Urban Revitalization Objective: A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. Action: 03. Actively market commercial development opportunities to the private sector. Benchmark: a. Continue to respond to inquiries about development opportunities in the South Thornton area.
Quarter: Ongoing Department: Economic Development Number: 7.0 Primary Cost: Staff Time Staff Hours: 200 Status: Ongoing Report: The City continued to field questions about TDA property in relation to the Health Care District. The City compiled a list of parties interested in the Health Care District to send for the property disposition RFP. The City also met with numerous brokers and developers to discuss opportunities in the Health Care District. The City is researching opportunities to promote the health Care District to larger audiences at targeted events in 2016.
Goal: I. Urban Revitalization Objective: A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. Action: 03. Actively market commercial development opportunities to the private sector. Benchmark: b. Provide current property information on all available TDA sites on web-based multiple listing sites. Quarter: Ongoing Department: Economic Development Number: 8.0 Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: The City has been actively promoting available sites in the TDA area. Available sites are listed on the economic development website as well as other electronic sources. The City continued to field questions on TDA owned sites related to development and work with developers on disposition of TDA owned land.
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Goal: I. Urban Revitalization Objective: A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. Action: 03. Actively market commercial development opportunities to the private sector. Benchmark: c. Evaluate the impact of House Bill 15-1348 on the TDA South urban renewal area and determine if plan amendments are needed. Quarter: Q3 Department: Economic Development, Number: 8.1 Management Services, and Legal Primary Cost: Staff Time Staff Hours: 60 Status: Completed Report: The City verified that the current TDA areas in Thornton are in compliance with new legislation. No plan amendments are needed at this time.
Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. Action: 02. Develop and implement programs or codes that maintain a standard level of property maintenance and safety in the community. Benchmark: a. Develop and distribute a commercial sign brochure to educate businesses on sign regulations.
Quarter: Q2 Department: City Development and Legal Number: 10.0 Primary Cost: Staff Time Staff Hours: 36 Status: Completed Report: The sign code brochure was initially developed and will be updated after the sign code has been amended in order to resolve conflicts with the June 2015 Supreme Court case.
Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- Action: 02. Develop and implement programs or codes that maintain a standard level of property Benchmark: b. Amend the City Code to incorporate placement and storage of non-City trash and recycling containers. Create a flyer to notify residents of changes. Quarter: Q3 Department: City Development Number: 11.0 Primary Cost: Staff Time Staff Hours: 26 Status: Completed Report: City Council approved amending the City Code to incorporate placement and storage requirements for residential garbage and recycling containers that are not owned by the City of Thornton. The City updated the website with information on the new change rather than creating a flyer.
Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. Action: 02. Develop and implement programs or codes that maintain a standard level of property maintenance and safety in the community. Benchmark: c. Develop and distribute a letter requesting candidates and property owners remove 2015 election signs promptly in November. Quarter: Q4 Department: City Development Number: 12.0 Primary Cost: Staff Time Staff Hours: 15 Status: Extended Report: After the sign code is amended new materials will be developed to address this issue.
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Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. Action: 02. Develop and implement programs or codes that maintain a standard level of property maintenance and safety in the community. Benchmark: d. Develop an inspection and abatement program to address potholes in privately owned, required access drives based upon access by emergency vehicles. Quarter: Q4 Department: City Development, Legal, Fire, Number: 12.1 and Police Primary Cost: Staff Time Staff Hours: 80 Status: Extended Report: The City met with a consultant and provided background information and resources. The consultant will present options to address the abatement of potholes on private property to City Council in the first half of 2016.
Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. Action: 03. Assist partner organizations in the stabilization and rehabilitation of existing housing stock or development of new housing for disabled individuals, seniors, or low income people.
Benchmark: b. Increase the amount of new housing available to low-income families through work with nonprofit housing developers to ensure a mix of housing for various income levels throughout the City. Quarter: Ongoing Department: City Development Number: 14.0 Primary Cost: CDBG Staff Hours: 260 Status: Ongoing $220,000 Report: The City continues to work with Adams County Housing Authority (ACHA) on the affordable housing project at 104th Avenue and Colorado Boulevard. Private activity bonds have been approved as well as $50,000 in Community Development Block Grant (CDBG) funds for utilities for this project. The City is working with Habitat for Humanity on their townhouse project. The location of this project has not been determined. Community Resources and Housing Development Corporation canceled their duplex project at Welby Station due to soil and cost issues.
Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. Action: 03. Assist partner organizations in the stabilization and rehabilitation of existing housing stock or development of new housing for disabled individuals, seniors, or low income people.
Benchmark: c. Work with ACHA to support programs that assist low- and moderate-income residents with down payment and rental assistance. Quarter: Ongoing Department: City Development Number: 15.0 Primary Cost: HOME Funds Staff Hours: 100 Status: Ongoing $250,500 Report: ACHA has expended $156,292 of the 2013 HOME funds to provide 20 families assistance purchasing homes in Thornton. Council also approved $100,000 in HOME funds in October 2015 for a new tenant-based rental assistance project to help homeless or near homeless families with children in Thornton schools find stable housing. ACHA is working directly with School Resource Officers to identify eligible families. The families are provided a rent voucher.
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Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. Action: 03. Assist partner organizations in the stabilization and rehabilitation of existing housing stock or development of new housing for disabled individuals, seniors, or low income people.
Benchmark: d. Promote and support reasonable options to increase energy efficiency in apartments or homes that house low- and moderate-income families. Quarter: Q4 Department: City Development Number: 16.0 Primary Cost: CDBG Staff Hours: 120 Status: Completed $52,500 Report: Two energy efficiency workshops were held in the fall. Work continues with GRID Alternatives on a solar panel program for low-income homeowners. CDBG funds for this project have not been released due to a brief delay in funding from HUD.
Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. Action: 04. Leverage resources and funding for neighborhood stabilization and community improvement efforts. Benchmark: a. Present options to Council to continue receiving CDBG funds and dedicating a portion of HOME funds for Thornton projects. Quarter: Q2 Department: City Development Number: 17.0 Primary Cost: Staff Time Staff Hours: 64 Status: Completed Report: City Council approved the 2015-2019 Consolidated Plan and 2015 Annual Action Plan on February 24, 2015. On May 26, 2015, City Council approved participation in the Adams County HOME Consortium for the next three years. This action will ensure that a portion of HOME funds are dedicated to Thornton projects for the next three years.
Goal: I. Urban Revitalization Objective: B. Take steps to stabilize and improve residential property and neighborhoods to ensure long- term health and viability of the community. Action: 04. Leverage resources and funding for neighborhood stabilization and community improvement efforts. Benchmark: b. Utilize CDBG funds to develop revitalization projects aimed at improving the health and safety of blighted neighborhoods. Quarter: Ongoing Department: City Development Number: 18.0 Primary Cost: CDBG Staff Hours: 264 Status: Ongoing $241,000 Report: In Q3, a consultant has completed a drainage and detention study and alternatives analysis of the School Tributary to document and identify storm water issues in Original Thornton. The recommendation was sent to Urban Drainage and Flood Control District (UDFCD) for review. The School Tributary improvements will address flooding issues in Original Thornton and around the Original Thornton at 88th Avenue FasTracks station. In Q4, The Colorado Coalition for the Homeless began making accessibility improvements to the east entrance at Renaissance 88 Apartments at 88th Avenue and Grant Street. These improvements will improve accessibility for disabled residents and emergency vehicles. The project is expected to be complete in spring of 2016.
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Economic Development and Job Creation
Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment opportunities. Action: 01. Facilitate the development of competitive business parks in Thornton. Benchmark: b. Ensure access to developable land for primary employers by expanding land uses within business park zoning districts. Quarter: Q2 Department: Economic Development and Number: 19.0 City Development Primary Cost: Staff Time and Minor Staff Hours: 75 Status: Completed Mailing Costs Report: The City worked with the State of Colorado and Adams County on amending the Enterprise Zone boundaries in Thornton, thus expanding the area eligible for state incentives for Enterprise Zones. As a result, an additional 2,600 commercial acres were added to the Enterprise Zone beginning in 2016. The City Council also amended the zoning code to allow industrial high risk uses, more outside storage, and tilt-up concrete construction for primary employment projects on October 27, 2015.
Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment opportunities. Action: 01. Facilitate the development of competitive business parks in Thornton. Benchmark: c. Meet with end-users, brokers, and developers to promote development of new primary business facilities. Quarter: Ongoing Department: Economic Development Number: 20.0 Primary Cost: Event Expenses Staff Hours: 160 Status: Ongoing $1,000 Report: The City held eight meetings in the 4th quarter, and over 35 meetings in 2015, with brokers and developers interested in developing employment projects on Thornton sites. The City also presented to a real estate group of around 50 attendees on activity and opportunities in Thornton on November 19, 2015. The City also sponsored and presented at the Colorado Real Estate Journal (CREJ) Development and Land Conference on September 1, 2015. On April 9, 2015, staff presented to the International Council of Shopping Centers (ICSC) group of around 50 attendees on activity in Thornton.
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Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment Action: 01. Facilitate the development of competitive business parks in Thornton. Benchmark: d. Participate in and advocate for the delivery of adequate infrastructure for primary job development, including transportation and drainage improvements. Quarter: Q4 Department: Economic Development Number: 21.0 Primary Cost: Staff Time Staff Hours: 20 Status: Completed Report: Several capital improvement projects that will impact primary job development in the City were considered during the creation of the Community Facilities Plan and with the development of the 2016 Budget. For example, extending Grant Street from 142nd Avenue south to the McKay Bridge was included in the Community Facilities Plan and funded with a budget amendment in 2015. Additionally, several transportation and drainage improvement projects in the TDA North Washington Subarea were included in the Community Facilities Plan.
Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment opportunities. Action: 02. Encourage private/public partnerships in expanding the fiber network. Benchmark: a. Continue to develop opportunities for private providers to use existing City fiber conduit when building new networks, providing further reach for City use. Quarter: Ongoing Department: Infrastructure Number: 22.0 Primary Cost: Staff Time Staff Hours: 120 Status: Ongoing Report: The City attempted to partner with Zayo Bandwidth to share conduit along 120th Avenue, 128th Avenue, Washington Street, and 104th Avenue, but Zayo is not interested in partnering at this time. The City has provided information to Adams 12 School District regarding city-owned fiber routes. Adams 12 is reviewing this information and will provide input on possible resource sharing locations.
Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment opportunities. Action: 02. Encourage private/public partnerships in expanding the fiber network. Benchmark: b. Explore conduit and fiber options along the Regional Transportation District (RTD) rail line, which would connect multiple jurisdictions. Quarter: Q3 Department: Infrastructure and Number: 23.0 Management Services Primary Cost: Staff Time Staff Hours: 160 Status: Completed
Report: The Jefferson County Emergency Communication Authority is spearheading a project to install fiber optic cable along the North Metro Rail Line through Thornton. A capital improvement plan (CIP) project is budgeted in 2016 for Thornton to access and use a portion of this fiber.
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Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment opportunities. Action: 02. Encourage private/public partnerships in expanding the fiber network. Benchmark: c. Budget and design for oversized conduit on City projects to allow possible future fiber by other entities. Quarter: Ongoing Department: Infrastructure Number: 24.0 Primary Cost: Staff Time Staff Hours: 40 Status: Ongoing Report: Oversized conduit is to be installed as part of the Washington Street widening project from 144th Avenue to 148th Avenue, with construction currently underway. The project is expected to be complete in Q2 2016.
Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment opportunities. Action: 02. Encourage private/public partnerships in expanding the fiber network. Benchmark: d. Design and construct conduit and fiber on Thornton Parkway between Hoffman Way and Welby Road. Quarter: Ongoing Department: Infrastructure Number: 25.0 Primary Cost: Design and Staff Hours: 250 Status: Ongoing Report: An intergovernmental agreement (IGA) with the Colorado Department of Transportation (CDOT) addressing this project was approved. The City is currently reviewing consultant proposals for design. The design process is scheduled to start in January 2016.
Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment opportunities. Action: 02. Encourage private/public partnerships in expanding the fiber network. Benchmark: e. Present to City Council a plan to deploy broadband network solutions in our community as City Council deems necessary. Proceed as directed by City Council. Quarter: Q2 Department: Management Services and Number: 26.0 Economic Development Primary Cost: Staff Time Staff Hours: 20 Status: Completed Report: City Council approved including a ballot measure addressing the deployment of broadband network solutions for the November 2015 election.
Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment Action: 02. Encourage private/public partnerships in expanding the fiber network. Benchmark: f. Complete language for the broadband ballot measure and develop pro and con statements. Ensure that the broadband ballot measure is included on the November ballot.
Quarter: Q4 Department: Management Services and Number: 26.1 Economic Development Primary Cost: Staff Time Staff Hours: 5 Status: Completed Report: The ballot measure was approved by voters in November 2015.
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Goal: II. Economic Development and Job Creation Objective: A. Develop long-term strategies to capitalize on job growth and business investment opportunities. Action: 03. Encourage transit oriented development around proposed FasTracks stations. Benchmark: a. Review the Northglenn sewer plant IGA with respect to removing limitations on land use; develop strategies/amendments to the IGA to remove land use restrictions; evaluate the potential for a three-party solution with Northglenn, Thornton, Westminster that would eliminate the Northglenn plant and remove land use restrictions. Quarter: Ongoing Department: City Manager's Office, Number: 27.0 Infrastructure, and City Development Primary Cost: Staff Time Staff Hours: 450 Status: Ongoing Report: The City met with Northglenn and Westminster to discuss moving ahead with a sewer service feasibility study for Northglenn, but Northglenn decided to move forward with a $15M project to construct new headworks and clarifier at the Sewer Plant. The City is appealing the Northglenn application to the Colorado Department of Public Health and Environment for these improvements and the appeal is scheduled for March 2016.
Goal: II. Economic Development and Job Creation Objective: B. Encourage the attraction of primary employment to bring quality jobs, business investment, Action: 01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline. Benchmark: a. Meet with 30 site selectors to present Thornton economic development opportunities. Quarter: Q4 Department: Economic Development Number: 28.0 Primary Cost: Meeting Expenses Staff Hours: 80 Status: Completed $10,000 Report: Development opportunities in the City were promoted to over 40 site selectors though meetings, visits and events.
Goal: II. Economic Development and Job Creation Objective: B. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton. Action: 01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline. Benchmark: b. Conduct outreach to the broker and developer community including tours of Thornton and presentations of Thornton assets with a goal of 10 different meetings or presentations.
Quarter: Q4 Department: Economic Development Number: 29.0 Primary Cost: Meeting Expenses Staff Hours: 30 Status: Completed $2,000 Report: The City held 36 individual meetings with brokers, developers, contractors, and engineers in 2015 and gave numerous presentations to promote opportunities in Thornton. A presentation to 400 attendees at CREJ was also given as well as two bus tours.
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Goal: II. Economic Development and Job Creation Objective: B. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton. Action: 01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline. Benchmark: c. Hold meetings with regional economic development partners to ensure proper understanding of development advantages in Thornton. Quarter: Ongoing Department: Economic Development Number: 30.0 Primary Cost: Staff Time Staff Hours: 10 Status: Completed Report: The City presented projects and opportunities in Thornton during a bus tour with state elected officials and Adams County Commissioners on December 11, 2015. The City attended the Adams County Economic Development (ACED) board meetings and Metro Denver Economic Development Corporation professionals meetings to provide insight on Thornton opportunities. Development activity and opportunities along the North I-25 corridor were highlighted during presentations with regional partners at multiple events.
Goal: II. Economic Development and Job Creation Objective: B. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton. Action: 01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline. Benchmark: d. Utilize the Thornton Economic Development website, social media, real estate events, and other channels to send a consistent message of the business-friendly and opportunity-rich environment in Thornton. Quarter: Ongoing Department: Economic Development Number: 31.0 Primary Cost: Marketing Expenses Staff Hours: 150 Status: Ongoing $10,000 Report: Sent quarterly reports to the real estate community and developers highlighting development activity and prospect updates. Began planning a casino night for brokers and developers at Brittany Hill on February 4, 2016. The City also notified all primary employers on the new Enterprise Zone boundaries in Thornton and educated employers about State incentives in Enterprise Zones.
Goal: II. Economic Development and Job Creation Objective: B. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton. Action: 01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline. Benchmark: e. Host a 2015 Golf Tournament at Thorncreek for brokers and developers to provide them with an overview of development opportunities in Thornton. Quarter: Q3 Department: Economic Development Number: 32.0 Primary Cost: Event Expenses Staff Hours: 100 Status: Completed $7,500 Report: The City hosted a golf tournament for the real estate community in August to promote development opportunities in Thornton. The feedback from more than 50 participants was positive.
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Goal: II. Economic Development and Job Creation Objective: B. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton. Action: 02. Execute a target industry strategy based on industries identified in the Five-Year Economic Development Strategic Plan. Benchmark: a. Create awareness of Thornton targeted industries to key audiences using site visits, collateral materials, and electronic marketing. Quarter: Ongoing Department: Economic Development Number: 33.0 Primary Cost: Staff Time Staff Hours: 40 Status: Ongoing Report: The City held meetings with both prospective and existing companies in the targeted industry sectors and used electronic marketing (social media, website, advertising) to broadcast to larger audiences. The City also addressed an issue raised by a targeted industry group by modifying the business park zoning to allow for more outside storage and additional industrial uses. This benefits existing employers and new employers in targeted industries looking at the City.
Goal: II. Economic Development and Job Creation Objective: C. Encourage the retention and expansion of existing primary employers to preserve and grow local jobs, business investment, and new spending power to Thornton. Action: 01. Create broad awareness of business retention and expansion value-added services and increase primary employer interaction and business-to-business opportunities. Benchmark: a. Reach out to new primary employers locating in Thornton within 30 days of a company occupying the space to provide welcome packet information and communicate continued efforts to support businesses. Quarter: Ongoing Department: Economic Development Number: 34.0 Primary Cost: Staff Time Staff Hours: 60 Status: Ongoing Report: The City met with all new companies in 2015 to welcome them to Thornton. In Q4, meetings were held with two new primary employers in Thornton (Northern Electric and Logistik Services). Assisted Northern Electric with a ribbon cutting and provided Logistik Services with information on the Enterprise Zone program.
Goal: II. Economic Development and Job Creation Objective: C. Encourage the retention and expansion of existing primary employers to preserve and grow Action: 01. Create broad awareness of business retention and expansion value-added services and increase primary employer interaction and business-to-business opportunities. Benchmark: b. Reach out to all primary employers in Thornton with a goal of meeting with 85 percent each year. Quarter: Q4 Department: Economic Development Number: 35.0 Primary Cost: Staff Time Staff Hours: 60 Status: Completed Report: Visited 100 percent of Thornton primary employers in 2015. Sent information via email on the Enterprise Zone program and personally called all primary employers in the City. Additionally, assisted 22 existing primary employers to help resolve issues or get information.
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Goal: II. Economic Development and Job Creation Objective: C. Encourage the retention and expansion of existing primary employers to preserve and grow local jobs, business investment, and new spending power to Thornton. Action: 01. Create broad awareness of business retention and expansion value-added services and increase primary employer interaction and business-to-business opportunities. Benchmark: c. Host a City of Thornton primary employer roundtable event to foster discussion directly between primary employers and City Council. Quarter: Q1 Department: Economic Development Number: 36.0 Primary Cost: Event Expenses Staff Hours: 60 Status: Completed $500 Report: Held a primary employer roundtable in March of 2015 with members of City Council at the former Qwest Building. The meeting gave primary employers in Thornton the chance to discuss the opportunities and challenges of doing business in Thornton with elected officials. The 12 primary employers in attendance also toured Avaya.
Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans. Benchmark: a. Continue the marketing strategy to target development of specific retail nodes, including The Grove and Larkridge developments. Quarter: Ongoing Department: Economic Development Number: 37.0 Primary Cost: Staff Time Staff Hours: 300 Status: Ongoing Report: Continued working with brokers and property owners on several nodes in the City including: Larkridge, The Grove, 136th and Washington Street, 152nd and Washington Street, and 136th and Quebec Street. Assisted potential tenants, including offering support through the City's development review process.
Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans. Benchmark: b. Market active retail development areas to at least 10 potential retailers and developers at the ICSC conference. Quarter: Q2 Department: Economic Development Number: 38.0 Primary Cost: Marketing Staff Hours: 70 Status: Completed $3,000 Report: Attended the ICSC Real Estate Convention and held 12 meetings with potential retailers and current developers to market active retail development areas in Thornton. The City continued to follow up on leads and projects that were developed or updated at ICSC Real Estate Convention.
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Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans. Benchmark: c. Refine the marketing tools and resources needed to attract retail prospects and make them available on the website and in hard copy. Quarter: Q2 Department: Economic Development Number: 39.0 Primary Cost: Staff Time Staff Hours: 100 Status: Completed
Report: Created a new informational brochure to begin changing the story and image of the City of Thornton in the retail community.
Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans. Benchmark: d. Evaluate the impact of House Bill 15-1348 on the TDA North and TDA 144th urban renewal areas. Determine if plan amendments are needed. Quarter: Q3 Department: Economic Development, Number: 39.1 Management Services, and Legal Primary Cost: Staff Time Staff Hours: 120 Status: Completed Report: Evaluated the legal and procedural impact of House Bill 15-1348 on the TDA North and TDA 144th urban renewal areas. It was determined that plan amendments are not needed at this time.
Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 02. Market Thornton to the broker and developer community to ensure that Thornton stays competitive for shopping dollars in the north metro area. Benchmark: a. Participate in presentations and panels to market Thornton assets with a goal of 3 different meetings and/or presentations. Quarter: Q4 Department: Economic Development Number: 40.0 Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: In 2015, the City highlighted the North Metro Area on the ICSC Alliance panel, presented at the Colorado Municipal League (CML) conference, and presented at the ICSC Idea Exchange in Breckenridge. The City also secured a spot on the Metro North Chamber of Commerce urban renewal panel in January 2016.
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Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 03. Implement a new retail retention program for retail developments in Thornton. Benchmark: a. Schedule meetings with eight existing shopping center owners and managers to collect data on the health of the market and plans for the future. Quarter: Q4 Department: Economic Development Number: 41.0 Primary Cost: Staff Time Staff Hours: 30 Status: Completed Report: The City met with nine shopping center owners in 2015 to discuss their centers and collect data.
Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 03. Implement a new retail retention program for retail developments in Thornton. Benchmark: b. Meet with ten local tenant groups to share information on business resources available through the City of Thornton. Quarter: Q4 Department: Economic Development Number: 42.0 Primary Cost: Staff Time Staff Hours: 30 Status: Ongoing Report: Held seven shopping center tenant meetings in 2015.
Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 04. Work closely with the developer to ensure completion of a major retail development on the I- 25 corridor. Benchmark: a. Work with the developer through the due diligence stage to achieve a groundbreaking in 2017.
Quarter: Ongoing Department: Economic Development, City Number: 43.0 (formerly Q4) Development, Management Services, and Legal
Primary Cost: Consultant Contract Staff Hours: 1,200 Status: Ongoing $23,000 Report: City Council approved an incentive agreement with the Simon Property Group in Q3 for 300,000 square feet of initial premium outlet development plus outparcel development. Simon Property Group made their fourth conceptual site plan submittal. They are on track for a Q3 2016 groundbreaking.
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Goal: II. Economic Development and Job Creation Objective: D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. Action: 04. Work closely with the developer to ensure completion of a major retail development on the I- 25 corridor. Benchmark: b. Work with the developer through the construction stage to open in 2018. Quarter: Ongoing Department: City Development, Economic Number: 44.0 Development, and Fire Primary Cost: Plan Review and Staff Hours: 9,550 Status: Ongoing Inspection Contract TBD Report: The groundbreaking is on schedule for Q3 2016.
Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 01. Implement a local business visitation program. Benchmark: a. Visit and foster relationships with 50 Thornton businesses by the end of the year. Quarter: Q4 Department: Economic Development Number: 46.0 Primary Cost: Staff Time Staff Hours: 120 Status: Completed Report: Met with over 100 businesses and completed 46 one-on-one business health check up surveys to market the Thornton Business Assistance Programs and help businesses achieve success. Provided over 590 referrals to community business support programs and City services.
Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, Benchmark: a. Award $278,000 in Business Improvement Grants by the end of the year. Quarter: Q4 Department: Economic Development Number: 47.0 Primary Cost: Business Improvement Staff Hours: 150 Status: Completed Grants $278,000 Report: Allocated 99 percent of the Business Improvement Grant (BIG) money in 2015 to 14 different businesses, leveraging $342,448 worth of private-sector capital investment.
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Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, STF, and Business Improvement Grants.
Benchmark: b. Increase SBDC Counseling hours to over 515 hours. Quarter: Q4 Department: Economic Development Number: 48.0 Primary Cost: SBDC Contract Staff Hours: 70 Status: Completed $15,000 Report: A total of 116 businesses in Thornton received over 600 hours of counseling from the SBDC in 2015. To promote the resources available through the SBDC, the City shared SBDC's quarterly newsletter and provided 62 referrals.
Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, STF, and Business Improvement Grants.
Benchmark: c. Consistently market the Thornton Business Assistance Programs. Quarter: Ongoing Department: Economic Development Number: 49.0 Primary Cost: Staff Time Staff Hours: 200 Status: Ongoing Report: The City met with over 100 businesses through one-on-one meetings and small business group meetings to market the Thornton Business Assistant Programs. Communication and marketing of programs occurs on an ongoing basis through email, social media, and City hosted events.
Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, STF, and Business Improvement Grants. Benchmark: d. Create a business toolkit highlighting resources available from the City of Thornton and distribute to at least 200 local businesses. Quarter: Ongoing Department: Economic Development Number: 50.0 Primary Cost: Staff Time Staff Hours: 80 Status: Completed Report: The business toolkit was developed in Q2 and distributed throughout the year to over 200 new and existing small businesses during tenant resource and one-on-one meetings.
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Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, STF, and Business Improvement Grants.
Benchmark: e. Host at least 2 business resource workshops. Quarter: Ongoing Department: Economic Development Number: 51.0 Primary Cost: Staff Time Staff Hours: 30 Status: Completed Report: Six companies attended a resource workshop hosted by the City in September and 12 businesses participated in an SBDC workshop in October. Both workshops were free to Thornton businesses.
Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 03. Celebrate the success of Thornton businesses. Benchmark: a. Host the 2015 Business Appreciation Event aimed at achieving greater attendance and engagement by the Thornton business community. Quarter: Q2 Department: Economic Development Number: 52.0 Primary Cost: Event Cost Staff Hours: 100 Status: Completed $21,200 Report: The Business Appreciation Event welcomed over 200 attendees and featured the Business Recognition Awards, which highlight five businesses for their outstanding contributions to the Thornton community. The estimated attendance in 2014 was 250, which was exceptionally high due to the popularity of the speaker.
Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 04. Promote the STF Campaign. Benchmark: a. Incorporate supplemental information and items regarding STF program and its benefits into a business toolkit given out as part of the local business visitation program in order to raise business awareness of the program and increase the number of active page claims on STF website.
Quarter: Ongoing Department: Economic Development Number: 53.0 Primary Cost: Program Cost Staff Hours: 60 Status: Completed $4,000 Report: STF bags, pens, information cards, and posters were included in the new business toolkits, which was distributed to over 200 businesses in 2015 through one-on-one meetings and small business group meetings.
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Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 04. Promote the STF Campaign. Benchmark: b. Increase community awareness of the STF program and its benefits through use of traditional and social media advertising methods, enhanced local event presence with new backdrop and digital display, informational handouts, and distribution of 17,000 STF water bottles and bags.
Quarter: Ongoing Department: Economic Development Number: 54.0 Primary Cost: Marketing Expenses Staff Hours: 60 Status: Ongoing $29,500 Report: STF continues to gain traction with over 1,700 business listings on the shop-local website. The program was marketed through social media and at the following City of Thornton events in 2015: Thorntonfest, Harvestfest, Trunk or Treat, and Winterfest. The City gave away over 7,100 bags and water bottles, 9,000 pens and 5,000 information cards to promote STF.
Goal: II. Economic Development and Job Creation Objective: E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base. Action: 04. Promote the STF Campaign. Benchmark: c. Continue to improve the online presence through web hosting of the STF web page, Google Adwords social media ads and promotions. Quarter: Ongoing Department: Economic Development Number: 55.0 Primary Cost: Marketing Staff Hours: 60 Status: Ongoing $6,500 Report: The STF Facebook audience has grown to over 700 in 2015. Twitter now has over 200 followers.
Goal: II. Economic Development and Job Creation Objective: F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. Action: 01. Widen Washington Street to six lanes with a landscaped median from 144th Avenue to approximately 148th Avenue.* Benchmark: a. Complete construction in the 4th quarter. Quarter: Ongoing Department: Infrastructure Number: 56.0 Primary Cost: Construction Contract Staff Hours: 600 Status: Ongoing $9,899,094
Report: Construction is over 50 percent complete and is on schedule to be finished by Q2 2016. The scope has been expanded to include a new signal, right turn lane, and utility connections for Stargate Charter School. Construction was delayed due to soil issues associated with the pedestrian underpass.
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Goal: II. Economic Development and Job Creation Objective: F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. Action: 02. Realign the 152nd Avenue and Washington Street intersection to a "T" intersection and widen Washington Street to six lanes with a median from 147th Avenue to 153rd Avenue. Relocate Bull Cannel to the west side of Washington Street between 150th Avenue and 152nd Avenue.
Benchmark: a. Complete right-of-way (ROW) acquisition in the 4th quarter. Construction to begin in 2021.
Quarter: Ongoing Department: Infrastructure Number: 57.0 Primary Cost: ROW Acquisition Staff Hours: 200 Status: Ongoing $500,000 Report: This project, including ROW acquisition, is on hold until 2021 when funding is scheduled through the Community Facilities Plan. Design is complete.
Goal: II. Economic Development and Job Creation Objective: F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. Action: 03. Widen Washington Street to six lanes with a median from 158th Avenue to 160th Avenue.*
Benchmark: a. Complete design in the 3rd quarter and ROW acquisition in Q1 2016. Begin construction in 2016. Quarter: Ongoing Department: Infrastructure Number: 58.0 Primary Cost: Design, ROW Staff Hours: 400 Status: Ongoing Acquisition, and Construction Contract $4,009,000
Report: Due to the Farmers Reservoir and Irrigation Company's request for a median crossing, the design has been extended to Q1 2016; ROW acquisition is on schedule for completion in Q1 2016, with construction to follow in 2016.
Goal: II. Economic Development and Job Creation Objective: F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. Action: 04. Complete Sack Creek flood mitigation improvements.* Benchmark: a. Begin construction of Phase 1B in 2016 with the Washington Street widening project from 158th to 160th Avenue. The project includes drainage improvements from 160th Avenue to the E- 470 detention pond that will open up the property west of Washington Street and north of E-470. Construction complete in 2016. Quarter: Ongoing Department: Infrastructure Number: 59.0 Primary Cost: Construction Contract Staff Hours: 600 Status: Ongoing $9,851,107
Report: Construction of this project has been combined with Work Plan item 58, Washington Street widening. Due to issues with the median crossing, the design has been extended to Q1 2016. Construction is still scheduled for completion in 2016.
Goal: II. Economic Development and Job Creation Objective: F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. Action: 04. Complete Sack Creek flood mitigation improvements.* Benchmark: b. Complete construction of Phase 2 in the 3rd quarter, which will expand the E-470 detention pond and make drainage improvements to the Big Dry Creek and will open up the property east of Washington Street and north of E-470. Quarter: Ongoing Department: Infrastructure Number: 60.0 Primary Cost: Included in Above Staff Hours: 200 Status: Completed Costs Report: Construction of the drainage improvements is complete.
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Goal: II. Economic Development and Job Creation Objective: F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. Action: 05. Relocate Bull Canal to the west side of Washington Street between 150th Avenue and 152nd Avenue. Benchmark: a. Complete ROW acquisition in the 4th quarter. Construction to begin in 2021. Quarter: Ongoing Department: Infrastructure Number: 61.0 Primary Cost: ROW Acquisition Staff Hours: 100 Status: Ongoing $200,000 Report: This project, including ROW acquisition, has been put on hold until 2021 when funding is scheduled through the Community Facilities Plan. Design is complete.
Goal: II. Economic Development and Job Creation Objective: F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. Action: 06. Identify funding options for TDA North infrastructure projects. Benchmark: a. Explore financing options for TDA North infrastructure projects through 2028. Quarter: Q2 Department: Management Services Number: 62.0 Primary Cost: Consultant Contract Staff Hours: 140 Status: Completed and Bond Issuance Costs $150,000 (unbudgeted; financed out of bond proceeds)
Report: Staff evaluated financing options for TDA North infrastructure projects and determined that forecasted development activity does not warrant making the infrastructure investments at this time. Staff is planning to revisit this in three to five years.
Goal: II. Economic Development and Job Creation Objective: F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street. Action: 06. Identify funding options for TDA North infrastructure projects. Benchmark: b. Complete bond refunding for the 2004 TDA bonds. Quarter: Q3 Department: Management Services Number: 63.0 Primary Cost: Included in Above Staff Hours: Included in Above Hours Status: Completed Costs Report: Refunding of the 2004 TDA bonds was completed in Q3. Refunding the bonds at lower interest rates could generate annual savings of $140,000 for the TDA. This would represent a cumulative present value savings of approximately $1.5 million over the remaining 14 years of the outstanding 2004 TDA Tax Increment Revenue Bonds, totaling $15,805,000.
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Green Thornton
Goal: III. Green Thornton Objective: A. Enhance the Water Conservation Program to reduce water consumption. Action: 02. Promote water efficiency at City facilities. Benchmark: a. Perform irrigation system analyses of 6 to 8 City parks and report on improvements. Quarter: Q4 Department: Infrastructure Number: 65.0 Primary Cost: Staff Time Staff Hours: 925 Status: Extended Report: No progress was made on this benchmark due to a vacancy in the Irrigation Analyst position. The position will be filled in Q1 2016 with a full-time regular employee to reduce turnover.
Goal: III. Green Thornton Objective: A. Enhance the Water Conservation Program to reduce water consumption. Action: 02. Promote water efficiency at City facilities. Benchmark: b. Implement the Irrigation System Management Plan. This involves the use of real-time, site- specific weather data to schedule irrigation at select City facilities. Quarter: Q3 Department: Infrastructure Number: 66.0 Primary Cost: Staff Time Staff Hours: 925 Status: Extended Report: No progress was made on this benchmark due to a vacancy in the Irrigation Analyst position. The position will be filled in Q1 2016 with a full-time regular employee to reduce turnover.
Goal: III. Green Thornton Objective: A. Enhance the Water Conservation Program to reduce water consumption. Action: 02. Promote water efficiency at City facilities. Benchmark: c. Enhance City’s Xeriscape Demonstration Gardens by increasing maintenance to showcase gardens, installing consistent and complete plant signage, providing on-site educational materials, hosting educational events and marketing the gardens as a resource for Thornton customers.
Quarter: Q3 Department: Infrastructure and Community Number: 66.1 Services Primary Cost: Marketing Materials, Staff Hours: 1,500 Status: Completed Consultant Contract, and Contractor $50,000
Report: The Xeriscape Demonstration Gardens have been enhanced through new signage and on-site education materials. The City hosted four garden tours, which were attended by a total of approximately 40 customers.
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Goal: III. Green Thornton Objective: A. Enhance the Water Conservation Program to reduce water consumption. Action: 03. Evaluate the demand for existing water conservation programs in response to the water rate changes. Benchmark: a. Track the use of existing water conservation programs and determine if additional funding is necessary to respond to the demand. Quarter: Ongoing Department: Infrastructure Number: 67.0 Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: The overall water conservation program is within budget. Residential toilet rebates ended 2015 76 percent over budget, commercial toilet rebates were 38 percent over budget, irrigation controller rebates were 87 percent over budget, rain sensor rebates were 8 percent over budget, clothes washer and multifamily toilet rebates were under budget.
Goal: III. Green Thornton Objective: A. Enhance the Water Conservation Program to reduce water consumption. Action: 03. Evaluate the demand for existing water conservation programs in response to the water rate changes. Benchmark: b. Track the use of the irrigation inspection program and reallocate Irrigation Analyst time to homeowners associations and commercial inspections, if necessary, to respond to the demand.
Quarter: Ongoing Department: Infrastructure Number: 68.0 Primary Cost: Staff Time Staff Hours: 640 Status: Ongoing Report: The City was able to adequately respond to the demand for this program in 2015. 144 residential inspections and seven large property inspections were completed. Irrigation inspections were 5 percent over budget, with funds being reallocated to cover the overage.
Goal: III. Green Thornton Objective: B. Reduce energy consumption through energy efficiency projects at City facilities and fuel efficiency in the City fleet to shift from non-renewable sources to renewable sources and reduce energy cost. Action: 01. Develop, evaluate, and implement opportunities for lighting efficiency projects. Benchmark: a. Complete lighting efficiency projects, including parking lot, wall packs, motion and lighting sensors. Quarter: Ongoing Department: Management Services Number: 69.0 Primary Cost: Project Cost Staff Hours: 200 Status: Ongoing $667,000 Report: Continued deployment of LED lighting including converting all exterior wall lights at the City's primary facilities and upgrading the parking lot lights at City Hall. The LED lighting upgrade at Margaret W. Carpenter Recreation Center is almost completed. The City began installing LED lights in the hallways at City Hall. Installation is scheduled for the City Development hallways and Justice Center for Q1 2016.
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Goal: III. Green Thornton Objective: B. Reduce energy consumption through energy efficiency projects at City facilities and fuel efficiency in the City fleet to shift from non-renewable sources to renewable sources and reduce energy cost. Action: 01. Develop, evaluate, and implement opportunities for lighting efficiency projects. Benchmark: b. Complete multiple energy efficiency projects at City facilities, including upgrades of HVAC controls at multiple facilities as well as installation of an ultraviolet water cleaning system and ventilation fans at the Recreation Center Pool. Quarter: Ongoing Department: Management Services Number: 70.0 Primary Cost: Included in the Above Staff Hours: 200 Status: Ongoing Cost Report: The ultraviolet water cleaning system and ventilation fans have been installed. The City also placed timers on overhead doors throughout the City to ensure they remain closed during the winter months when they aren't in use.
Goal: III. Green Thornton Objective: B. Reduce energy consumption through energy efficiency projects at City facilities and fuel efficiency in the City fleet to shift from non-renewable sources to renewable sources and reduce energy cost. Action: 01. Develop, evaluate, and implement opportunities for lighting efficiency projects. Benchmark: c. Report out on energy savings upon project completion. Quarter: Q4 Department: Management Services Number: 71.0 Primary Cost: Staff Time Staff Hours: 20 Status: Completed
Report: The total estimated energy savings from multiple energy efficiency projects since 2009 is $981,000. The total City investment in the energy efficiency projects since 2009 is $1,635,575. The savings are consistent with projections calculated when each project was proposed and approved.
Goal: III. Green Thornton Objective: B. Reduce energy consumption through energy efficiency projects at City facilities and fuel efficiency in the City fleet to shift from non-renewable sources to renewable sources and reduce energy cost. Action: 02. Develop, evaluate, and implement opportunities to improve fuel efficiency for City vehicles.
Benchmark: a. Compare fuel use of existing vehicles with new vehicles. Quarter: Q2 Department: Management Services Number: 72.0 Primary Cost: Staff Time Staff Hours: 30 Status: Completed Report: Fuel efficiency has increased up to 4 miles per gallon over past five years. The sample set of fleet used for this calculation includes departments with multiple vehicles replaced during this period of time.
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Goal: III. Green Thornton Objective: B. Reduce energy consumption through energy efficiency projects at City facilities and fuel Action: 02. Develop, evaluate, and implement opportunities to improve fuel efficiency for City vehicles. Benchmark: b. Evaluate opportunities for vehicle replacement as part of the 2016 Budget. Quarter: Q2 Department: Management Services Number: 73.0 Primary Cost: Staff Time Staff Hours: 60 Status: Completed
Report: Nearly $4.7 million was dedicated to fleet replacement and new vehicles across all funds in the 2016 budget. A fleet model has also been developed to guide future investments.
Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 01. Continue installation of light emitting diode (LED) streetlights. Benchmark: a. Require LED streetlights on capital improvement projects and development projects in both Xcel Energy and United Power territories. Quarter: Ongoing Department: Infrastructure Number: 74.0 Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: LED streetlights will be installed in the Cundall Farms, Morrison, Lewis Pointe, Cherry Lane, and Amber Creek neighborhoods, which are under construction. Phase 1 streetlights in Lewis Pointe have been accepted by the City. LED lights will also be included in the Washington Street widening project from 146th Avenue to 148th Avenue.
Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 02. Monitor Xcel Energy LED street light filing of new street light rates. Benchmark: a. If needed, testify before the Colorado Public Utilities Commission (PUC) on proposed rates. Quarter: Q2 Department: Infrastructure Number: 75.0 Primary Cost: Legal and Consultant Staff Hours: 420 Status: Ongoing Fees $20,000 (unbudgeted)
Report: A settlement has been reached between local agencies and Xcel Energy, eliminating the need for a PUC hearing. Depending on the retrofit option chosen, Xcel's proposal is anticipated to save 4 to 20 percent per month on cobra head lighting costs. For new cobra head LED installs, the City is expected to save 16 to 30 percent per month.
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Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 03. Analyze Xcel's proposal to convert certain streetlights to LED. Benchmark: a. Determine if the program makes financial sense from a City standpoint, if there is anticipated lower costs for LED tariff in the future. Quarter: Ongoing Department: Infrastructure Number: 76.0 Primary Cost: Staff Time Staff Hours: 250 Status: Ongoing Report: The City will apply the new Xcel rate to a sample set of lights to determine the approximate savings per year and identify which retrofit option makes sense.
Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 04. Implement the traffic signal retiming program. Benchmark: a. Retime Holly Street/McKay Road between 104th Avenue and 136th Avenue. Quarter: 2016 Department: Infrastructure Number: 77.0 Primary Cost: Staff Time Staff Hours: 180 Status: Extended Report: This retiming project was postponed to 2016 due to staff changes. In the interim, timing changes have been made at the 104th Avenue and McKay Road traffic signal in response to southbound morning congestion.
Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 05. Utilize Denver Regional Council of Governments (DRCOG) traffic signal retiming program.
Benchmark: a. Retime Washington Street between 83rd Avenue and 104th Avenue. Quarter: Q2 Department: Infrastructure Number: 78.0 Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: The retiming project resulted in a projected $5,850 per day savings in terms of time and fuel costs and a projected reduction of 248 hours per day of vehicle delay.
Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 05. Utilize DRCOG traffic signal retiming program.
Benchmark: b. Retime Thornton Parkway between Pecos Street and Colorado Boulevard. Quarter: Q2 Department: Infrastructure Number: 79.0 Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: The retiming project resulted in a projected $3,750 per day savings in terms of time and fuel costs and a projected reduction of 157 hours per day of vehicle delay.
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Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 06. Implement DRCOG grant funding for the replacement of the central traffic signal system and traffic signal controllers (110 signals and controllers will be replaced). Benchmark: a. Continue construction and implementation of controller replacement. Replace 31 controllers in 2015 and 20 controllers in 2016. Completion is scheduled for 2018. Quarter: Ongoing Department: Infrastructure Number: 82.0 Primary Cost: Staff Time Staff Hours: 1,200 Status: Ongoing Report: The contractor for Phase 1 and 2 of field construction has been selected and is anticipated to start work February 2016. The RFP for Phase 3 field construction is anticipated to be released February 2016. An RFP to purchase the controllers is anticipated to be released Q1 2016.
Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 07. Use recycled products in the street maintenance programs. Benchmark: a. Continue to use up to 20 percent recycled asphalt pavement in all asphalt used in conjunction with street maintenance. Quarter: Q4 Department: Infrastructure Number: 83.0 Primary Cost: Staff Time Staff Hours: 10 Status: Completed Report: The City continued the use of 20 percent recycled asphalt pavement in 2015.
Goal: III. Green Thornton Objective: C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community. Action: 07. Use recycled products in the street maintenance programs. Benchmark: b. Collect and reuse asphalt millings from the street maintenance programs for use on other programs. Quarter: Q4 Department: Infrastructure Number: 84.0 Primary Cost: Equipment Cost Staff Hours: 160 Status: Completed $8,500 Report: The City continued collecting asphalt millings from street maintenance projects in 2015. The millings were reused in maintaining the gravel lakes roads, IMC lot maintenance, two temporary parking lots at the Wes Brown Water Treatment Plant, and a portion was sold.
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Transit and Transportation
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 01. Coordinate construction of the FasTracks commuter rail line to Eastlake at 124th with RTD.
Benchmark: a. Review and coordinate any utility relocations required for the FasTracks commuter rail line and ensure impacts on the City are minimal. Quarter: Ongoing Department: Infrastructure and City Number: 85.0 Manager's Office Primary Cost: Utility Relocations Staff Hours: 460 Status: Completed $300,000 Report: All waterline relocations are complete including: 120th Avenue, 112th Avenue, 104th Avenue, and 100th Avenue.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 01. Coordinate construction of the FasTracks commuter rail line to Eastlake at 124th with RTD.
Benchmark: b. Review FasTracks commuter rail line designs. Quarter: Ongoing Department: Infrastructure and City Number: 86.0 Manager's Office Primary Cost: Staff Time Staff Hours: 2,280 Status: Ongoing Report: In 2015, the City reviewed draft PUC applications for 88th, 104th, and 120th Avenue bridges; 112th to 124th Avenue 100 percent civil (track) plans; traffic studies for 104th and 124th stations; 100 percent plans for 124th Avenue Station; 90 percent plans for 88th Avenue Station; and Area F Civil Plans (88th Avenue to 104th Avenue), which included drainage plans, structure plans, and Colorado Boulevard roadway plans. Staff continued to participate in drainage and station Technical Working Groups.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 01. Coordinate construction of the FasTracks commuter rail line to Eastlake at 124th with RTD. Benchmark: c. Coordinate construction of the FasTracks commuter rail line along the RTD ROW through Thornton. Quarter: Ongoing Department: Infrastructure and City Number: 87.0 Manager's Office Primary Cost: Staff Time Staff Hours: 1,525 Status: Ongoing
Report: Private utility relocations are mostly finished and all existing rail and ties have been removed except at road crossings. The 120th Avenue Bridge construction is underway and beams have been set. Construction of the 104th Avenue Bridge started mid-November 2015. Track grading from 112th Avenue north to 120th Avenue, and grading for the installation of the platform walls at the 124th Avenue at Eastlake Station began in Q3 and is ongoing.
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Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 02. Realign Welby Road to accommodate the Original Thornton at 88th FasTracks station.*
Benchmark: a. Complete design in the 3rd quarter, ROW acquisition in the 4th quarter, and construction in 2016. Quarter: Ongoing Department: Infrastructure Number: 88.0 Primary Cost: Design Contract, ROW Staff Hours: 200 Status: Ongoing Acquisition, and Construction Contract $1,895,000
Report: Design was completed in Q3 and ROW acquisition in Q4. Construction to begin in Q1 2016.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 03. Realign Claude Court to accommodate the Eastlake at 124th FasTracks station.* Benchmark: a. Complete design in the 4th quarter and construction in 2016. Quarter: Ongoing Department: Infrastructure Number: 89.0 Primary Cost: Design and Staff Hours: 300 Status: Ongoing Construction Contract $1,167,000 (83% grant funded)
Report: Design is completed. Construction is anticipated to begin in Q1 2016.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 04. Build the trail segments necessary to support the FasTracks Stations (funded by DRCOG).* Benchmark: a. Complete design in the 4th quarter, ROW acquisition in 2016, and construction in 2017. Quarter: Ongoing Department: Infrastructure Number: 90.0 Primary Cost: Design Contract, ROW Staff Hours: 250 Status: Ongoing Acquisition, and Construction Contract $1,354,000 (80% grant funded)
Report: Design is underway and the estimated completion is Q2 2016. ROW acquisition should finish in January 2016. Construction is set to begin in Q4 2016 and be completed in Q2 2017. This project design is delayed due to RTD redesign of the stations.
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Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 09. Once funding for the FasTracks commuter rail line is secured and final design completed, submit application for Quiet Zone Designation to the PUC, Federal Railroad Administration (FRA), and RTD. Benchmark: a. Coordinate with RTD to submit application for Quiet Zone Designation along with any subsequent reports required by the PUC, FRA, and RTD. Quarter: Ongoing Department: Infrastructure and City Number: 95.0 Manager's Office Primary Cost: Staff Time Staff Hours: 120 Status: Ongoing Report: Quiet Zone application packages are to be prepared by RTD for the City to submit. These are expected once all design has been completed. The City continued to coordinate PUC applications for individual crossings which, once all are approved, will become part of the Quiet Zone application to the FRA. Based on observing other corridors it is likely the applications will not occur until 2017.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 12. Participate in the Northglenn at 112th STAMP, which is managed by Northglenn. Benchmark: a. Initiate the project by signing an IGA with Northglenn and assist in selecting a consultant.
Quarter: Q3 Department: City Development Number: 102.0 Primary Cost: Staff Time Staff Hours: 30 Status: Completed Report: The IGA was approved, a consultant was hired, and the project has commenced.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 13. Update the Eastlake at 124th STAMP. Benchmark: a. Prepare draft plan amendments. Quarter: Q3 Department: City Development Number: 104.0 Primary Cost: Consultant Contract Staff Hours: 460 Status: Completed $110,000 Report: The draft plan document was completed and presented to City Council in September. The STAMP was adopted on October 27, 2015.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 13. Update the Eastlake at 124th STAMP. Benchmark: b. Initiate a conceptual design process for a station plaza that integrates the transit station with the Eastlake neighborhood, First Street, and the RTD parking lot east of the station.
Quarter: Q3 Department: City Development, Number: 105.0 Infrastructure, and Community Services Primary Cost: Consultant Contract Staff Hours: 260 Status: Ongoing $100,000 (unbudgeted) Report: The Eastlake Plaza and First Street conceptual layout was presented to Council December 8, 2015. The City is currently coordinating with RTD to ensure the plaza and First Street design are compatible with the Eastlake at 126th station design.
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Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 13. Update the Eastlake at 124th STAMP. Benchmark: c. Present final plan and recommendation documents to City Council. Quarter: Q4 Department: City Development and Number: 106.0 Infrastructure Primary Cost: Staff Time Staff Hours: 60 Status: Completed Report: The Eastlake STAMP was adopted by Council on October 27, 2015.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 14. Update the Eastlake Subarea Plan that guides development and future investments in the Benchmark: a. Develop the project scope and hire a consultant. Quarter: Q4 Department: City Development Number: 107.1 Primary Cost: Consultant Contract Staff Hours: 80 Status: Extended $150,000 Report: Consultants will be hired in Q1 2016 to assist with the Eastlake Subarea Plan and Market Study and the Eastlake Visual Urban Design Linkage Plan. A separate consultant for the Parking Management Plan will also be hired Q1 2016. This project is delayed due to challenges with the procurement process, including a shortage of consultants able to perform the work identified in the original RFP.
Goal: IV. Transit and Transportation Objective: A. Support construction of the North Metro Corridor to Eastlake. Action: 15. Work with Regional Rail Partners (RRP) to explore if soil near the Original Thornton at 88th Station west of the tracks would be suitable for their needs. If it is, next step would be to negotiate an agreement for the removal and creation of a detention pond. The partnership has the potential to save the City money related to building the detention pond.
Benchmark: a. Determine if the identified soil meets RRP's needs. Quarter: Q3 Department: City Manager's Office and Number: 107.5 Infrastructure Primary Cost: Staff Time Staff Hours: 5 Status: Completed Report: RRP was given permission to enter the property and take soil samples, but determined that the soil would not be suitable for their needs.
Goal: IV. Transit and Transportation Objective: B. Identify and leverage funding for needed transportation improvements on I-25 and State Highway 7 (160th Avenue). Action: 01. Participate with CDOT in the I-25 Planning and Environmental Linkage (PEL) Study to further Thornton interests for improving traffic flow, development opportunities, and infrastructure improvements through inclusion in the 2040 DRCOG Regional Transportation Plan.
Benchmark: a. Review the final I-25 PEL and present it to City Council for approval and inclusion in the 2040 DRCOG Regional Transportation Plan. Quarter: Q2 Department: City Development and City Number: 108.0 Manager's Office Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: The final I-25 PEL study was presented to City Council on February 17, 2015. Council agreed to sign a letter of support. The 2040 DRCOG Regional Transportation Plan includes the PEL recommendations, but has not been adopted.
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Goal: IV. Transit and Transportation Objective: B. Identify and leverage funding for needed transportation improvements on I-25 and State Highway 7 (160th Avenue). Action: 02. Work with CDOT, High Performance Transportation Enterprise (HPTE), and other communities to secure a portion of toll revenues for North I-25 improvements. Benchmark: a. Advocate to implement the recommendations in the North I-25 PEL. Quarter: Ongoing Department: City Development and City Number: 109.0 Manager's Office Primary Cost: Staff Time Staff Hours: 40 Status: Ongoing Report: North Area Transit Alliance (NATA) has listed this as one of its top three projects. The City is working with NATA, I-25 Coalition, Fix North I-25, and Fix Colorado Roads to have I-25 PEL projects listed in state transportation legislation in 2016.
Goal: IV. Transit and Transportation Objective: C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.
Action: 01. Work with Smart Commute Metro North Transportation Management Organization (TMO) to provide service to Thornton businesses, citizens, and others in the community. Benchmark: a. Work with Smart Commute Metro North TMO to promote carpool and transit opportunities north of 120th Avenue. Quarter: Ongoing Department: City Development and City Number: 110.0 Manager's Office Primary Cost: Staff Time Staff Hours: 120 Status: Ongoing Report: Smart Commute and Adams County were successful in extending RTD bus route 8 to 144th Avenue and Huron Street. Smart Commute is working with CDOT to promote carpooling on I-25, north of 120th Avenue. The bus route 8 extension begins in January 2016.
Goal: IV. Transit and Transportation Objective: C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.
Action: 01. Work with Smart Commute Metro North TMO to provide service to Thornton businesses, citizens, and others in the community. Benchmark: b. Work with CDOT to encourage completion of I‐25 North managed lanes to Highway 7 and the reconstruction of the State Highway 7 and I‐25 interchange. Quarter: Ongoing Department: City Development and City Number: 111.0 Manager's Office Primary Cost: Staff Time Staff Hours: 240 Status: Ongoing Report: CDOT and HPTE will incur a construction loan of $35 million to be repaid with tolls to extend the I- 25 North managed lanes to E-470. The City is discussing with CDOT the potential to combine two unfunded projects -- the State Highway 7 and I-25 interchange project and the managed lanes project from E-470 to State Highway 7 -- to reduce costs. CDOT is completing an environmental re-evaluation to meet Federal Highway Administration requirements for the interchange configuration at State Highway 7 and I-25.
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Goal: IV. Transit and Transportation Objective: C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.
Action: 01. Work with Smart Commute Metro North TMO to provide service to Thornton businesses, citizens, and others in the community. Benchmark: c. Advocate for the expansion of RTD bus service to Highway 7 and for the addition of a stop at State Highway 7 along CDOT's Bustang service. Quarter: Ongoing Department: City Development and City Number: 112.0 Manager's Office Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: Discussions with RTD to extend the 120X and 122X bus service to Highway 7 have focused on line extensions in 2018 at the earliest.
Goal: IV. Transit and Transportation Objective: C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.
Action: 02. Work with RTD to extend the North Metro Rail beyond the Eastlake Station. Benchmark: a. Advocate for completion of the North Metro Rail Line from 124th to 162nd Avenue, end-of-line station. Quarter: Q3 Department: City Development and City Number: 113.0 Manager's Office Primary Cost: Staff Time Staff Hours: 40 Status: Ongoing Report: Despite a significant increase in costs, RTD will sign a one year contract extension with the contractor. RTD will re-evaluate funding in Q2 2016 to determine the financial feasibility of completing the line to 162nd Avenue.
Goal: IV. Transit and Transportation Objective: C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.
Action: 02. Work with RTD to extend the North Metro Rail beyond the Eastlake Station. Benchmark: b. Participate with North Metro Partners in investigating the possibility of extending the North Metro Rail Line past the 162nd Avenue station. Quarter: Q4 Department: City Development and City Number: 114.0 Manager's Office Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: The City has held some preliminary meetings to discuss this topic. CDOT Transit and Rail Division completed a commuter rail plan showing the extension of this line from the 162nd Avenue station to Longmont, but no funding has been identified.
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Goal: IV. Transit and Transportation Objective: C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.
Action: 02. Work with RTD to extend the North Metro Rail beyond the Eastlake Station. Benchmark: c. Annex the ROW from 136th Avenue to the Weld County border for RTD to extend the North Metro Rail to 162nd Avenue. Quarter: Q4 Department: City Development Number: 115.0 Primary Cost: Staff Time Staff Hours: 250 Status: Ongoing Report: The legal descriptions of the annexed ROW have been reviewed and approved. The City is waiting for RTD to submit a formal request for annexation in Q2 2016.
Goal: IV. Transit and Transportation Objective: C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North. Action: 03. Advocate for the continuation of the Federal Heights Call-n-Ride service through RTD. If ridership doesn't warrant the continuation of service from RTD, determine if the City of Thornton and partner jurisdictions (Adams County, Federal Heights, and Northglenn) will financially support the service at the annual cost of approximately $175,000. Benchmark: a. Work with RTD to determine if ridership warrants the continuation of Federal Heights Call-n- Ride service. Quarter: Q3 Department: City Development and City Number: 116.1 Manager's Office Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: RTD indicated that ridership has improved at the Federal Heights Call-n-Ride and therefore will continue service.
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Ongoing Services
Goal: V. Ongoing Services Objective: A. Create places for neighbors to gather that build a sense of community and enrich the quality of life. Action: 01. Provide quality events and festivals for the community. Benchmark: a. Dedicate the public art sculpture at the Senior Center on May 15, 2015. Quarter: Q2 Department: Community Services Number: 117.0 Primary Cost: Event Costs Staff Hours: 20 Status: Completed $500 Report: The public art sculpture was dedicated on May 15, 2015.
Goal: V. Ongoing Services Objective: A. Create places for neighbors to gather that build a sense of community and enrich the quality of life. Action: 01. Provide quality events and festivals for the community. Benchmark: b. Host community festivals including Thorntonfest, 4th of July, Harvest Fest, and WinterFest.
Quarter: Q2, Q3, and Q4 Department: Community Services Number: 118.0 Primary Cost: Event Costs Staff Hours: 15,000 Status: Completed $425,000 Report: A successful 20th Annual Thorntonfest was held on May 17, 2015. Attendance was estimated at 35,000-40,000 and the event generated $84,439 in revenue from sponsors, vendor fees, and concessions. The City hosted a 2015 Fourth of July celebration. Three performances highlighted the annual celebration: Balancing Opposites, followed by the Thornton Community Band, and then the headlining performance by The Kory Brunson Band. Attendance was estimated at 50,000 and the event generated $26,590 in revenue from sponsors, vendor fees and concessions. The 17th Annual Harvest Fest was successfully conducted on September 12, 2015. Attendance was estimated at 6,000-7,000 and the event generated $27,887 in revenue from sponsors, vendor fees and concessions. The 14th Annual WinterFest was held over the December 11-13 weekend with an estimated attendance of 35,000-40,000 over those three days. The event secured $35,000 in sponsorships, vendor fees, and participation fees.
Goal: V. Ongoing Services Objective: B. Foster human development for citizens of all ages through recreational, social, educational, artistic, and cultural programming. Action: 01. Preserve and recognize historic assets within the community. Benchmark: a. Initiate the Local Historical Landmark Nomination process for the Reitzenstein Barn on Big Dry Creek. Quarter: Q2 Department: Community Services Number: 119.0 Primary Cost: Staff Time Staff Hours: 10 Status: Completed Report: Nomination of the Reitzenstein Barn as a local historic landmark was approved by City Council on May 12, 2015.
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Goal: V. Ongoing Services Objective: C. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. Action: 01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community. Benchmark: a. Design and construct North Creek Farms Park improvements to complete the remaining 4 acres of the 5 acre park. Quarter: Q2 and Q4 Department: Community Services Number: 120.0 Primary Cost: Design and Staff Hours: 324 Status: Completed Construction Contract $793,570 (40% grant funded)
Report: This project is complete and open to the public. New amenities include a basketball court, pavilion, green space, and trail.
Goal: V. Ongoing Services Objective: C. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. Action: 01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community. Benchmark: b. Provide a site analysis and conceptual master plan for the 98th and Riverdale Ball field Analysis. Annex and zone the Wright property east of Riverdale Road and south of 100th Avenue.
Quarter: Q3 Department: Community Services Number: 121.0 Primary Cost: Pre-Design Contract Staff Hours: 197 Status: Completed $66,203 Report: 98th Avenue and Riverdale Road has been identified as the preferred site for the new ball field complex. The consultant has been hired and design completion and construction bidding is expected in Q4 2016. Construction will begin in 2017. The annexation and zoning of the Wright property is moving forward. The initial survey work has been completed, quasi-judicial notices have been sent out, and the public hearing is scheduled for February 23, 2016. The property will be zoned for Parks and Open Space purposes.
Goal: V. Ongoing Services Objective: C. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. Action: 01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community. Benchmark: d. Construction of the Northaven Park Rehabilitation including a new irrigation system, playground and pavilion. Quarter: Q3 Department: Community Services Number: 123.0 Primary Cost: Construction contract Staff Hours: 228 Status: Completed $847,808
Report: This project is complete and open to the public.
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Goal: V. Ongoing Services Objective: C. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. Action: 01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community. Benchmark: e. Design and construct irrigation replacement and park rehabilitation at Thornton Arts and Culture Center. Quarter: Q3 and 2016 Department: Community Services Number: 124.0 Primary Cost: Design and Staff Hours: 313 Status: Ongoing Construction Contract $785,296 (28% grant funded)
Report: An Adams County grant award in the amount of $290,643, has been approved. The grant funds will be used to add improvements to the front of the building. The bidding process for construction will begin in Q1 with construction completion in Q3 2016.
Goal: V. Ongoing Services Objective: C. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. Action: 01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community. Benchmark: f. Renegotiate the contract with Mapleton Public Schools that granted the City access to the former Mapleton High School at 64th Avenue and Washington Street in exchange for maintenance and reduced utility fees. Quarter: Q4 Department: Community Services Number: 124.1 Primary Cost: Staff Time Staff Hours: 100 (formerly 25) Status: Extended Report: Draft agreements have been prepared and will be discussed with the Mapleton Public Schools in January 2016.
Goal: V. Ongoing Services Objective: C. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. Action: 02. Manage Thorncreek Golf Course and redesign the course to meet municipal golf standards.
Benchmark: a. Design improvements for the Thorncreek Golf Course. Quarter: Q4 Department: Community Services Number: 125.0 Primary Cost: Design Contract Staff Hours: 120 Status: Extended $200,000 Report: The design agreement is being negotiated with completion of the agreement expected in January 2016.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 01. Conduct a visioning process for the Comprehensive Plan involving all segments of the community. Benchmark: a. Initiate the planning process, develop a scope of work and identify the resources needed to start the planning process. Quarter: Q4 Department: City Development Number: 133.0 Primary Cost: Staff Time Staff Hours: 100 Status: Completed
Report: The City has begun developing the scope of work. Funding was allocated in the 2016 Budget.
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Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 02. Rewrite the Comprehensive Plan, including the North Washington and other subarea plan.
Benchmark: a. Initiate the planning process, develop a scope of work and identify the resources needed.
Quarter: Q4 Department: City Development Number: 136.0 Primary Cost: Staff Time Staff Hours: 100 Status: Extended Report: The scope of work and planning process are being developed and will be presented to Council Q1 2016. Funding was allocated in the 2016 Budget.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 03. Adopt a Local Hazard Mitigation Plan to document mitigation steps for natural hazard threats and vulnerabilities and increase eligibility for State and Federal Emergency Management Agency (FEMA) funding. Benchmark: a. Initiate the planning process by completing an IGA with partner cities (Northglenn and Federal Heights) and execute the grant document with the State. Quarter: Q2 Department: City Development Number: 140.0 Primary Cost: Staff Time Staff Hours: 30 Status: Completed Report: The grant approval and IGA with Northglenn and Federal Heights were fully executed in April 2015.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 03. Adopt a Local Hazard Mitigation Plan to document mitigation steps for natural hazard threats and vulnerabilities and increase eligibility for State and FEMA funding.
Benchmark: b. Issue an RFP; work with consultant to conduct the study and develop an action plan. Quarter: Q3 Department: City Development Number: 141.0 Primary Cost: Consultant contract Staff Hours: 400 Status: Completed $100,000 (90% grant funded) Report: A consultant was hired in August 2015 and the first phase of the project, including initial outreach, data gathering, and assessment, started in September 2015.
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Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 04. Address issues that impact land use in Thornton. Benchmark: a. Review and update, as needed, the Three Mile Plan in Place, IGAs, and other documents to ensure boundaries, annexations, and other information are correctly reflected. Quarter: Ongoing Department: City Development Number: 144.0 Primary Cost: Staff Time Staff Hours: N/A Status: Ongoing Report: The annual update of the Three Mile Plan was approved by Council on October 13, 2015. A Three Mile Plan is a long-range plan that outlines where municipalities intend to annex property and describes how they will ensure the adequate provision of services within the newly annexed territory and the remainder of the existing municipality. A Three Mile Plan is required by state law prior to annexing property.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and Action: 04. Address issues that impact land use in Thornton. Benchmark: b. Solicit feedback with the Home Builders Association to develop formal standards for small lot development. Quarter: Q4 Department: City Development Number: 144.1 Primary Cost: Staff Time Staff Hours: 100 Status: Extended Report: The City has contacted the Home Builders Association and is waiting for a response, which is needed to move forward with the project.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 04. Address issues that impact land use in Thornton. Benchmark: c. Actively engage with oil and gas developments in Thornton and Adams County to protect infrastructure, the environment, and quality of life for Thornton residents. Quarter: Ongoing Department: Legal, City Manager's Office, Number: 144.2 Infrastructure, and City Development Primary Cost: Staff Time Staff Hours: 400 Status: Ongoing Report: The City is pursuing updated oil and gas regulations and specific transportation regulations to address traffic concerns, road degradation, and potential hazardous materials. The City is also working on an advocacy strategy to key stakeholders and outreach to interested parties in the community.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 04. Address issues that impact land use in Thornton. Benchmark: d. Work with consulting attorneys to develop updated oil and gas development regulations.
Quarter: Q4 Department: Legal, City Manager's Office, Number: 144.3 Infrastructure, and City Development Primary Cost: Consultant Contract Staff Hours: 120 Status: Ongoing TBD Report: The City began working with consulting attorneys to develop an outline of updated oil and gas development regulations. Once the draft regulations are completed, the consulting attorneys will assist in refining the final regulations based on City Council direction.
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Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 05. Evaluate the development review process, metrics, goals, and staffing implications. Benchmark: a. Review the development process for commercial businesses with City Council. Quarter: Q3 Department: City Development and Fire Number: 145.0 Primary Cost: Staff Time Staff Hours: 15 Status: Extended Report: Competing priorities has forced this benchmark to be delayed until Q2 2016.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 05. Evaluate the development review process, metrics, goals, and staffing implications. Benchmark: b. Move Fire Prevention to be co-located with City Development to encourage cross departmental collaboration and allow for expansion space in Fire Administration. Quarter: Q4 Department: Fire and City Development Number: 145.1 Primary Cost: Construction Contract Staff Hours: 120 Status: Extended $100,000
Report: The office relocation is in progress. Office furniture has been ordered and minor remodeling will occur early Q1 2016. The Fire Prevention team is expected to move to the new space in late Q1 2016.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 06. Continue to work with Xcel Energy to find an appropriate location for a new substation.
Benchmark: a. Consider alternative substation sites that meet the City’s energy needs while being sensitive to community impacts. Quarter: Ongoing Department: City Development, Legal, and Number: 146.0 City Manager’s Office Primary Cost: Staff Time Staff Hours: 500 Status: Ongoing Report: Staff continues to explore options and alternatives and will provide information to Council as appropriate.
Goal: V. Ongoing Services Objective: D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. Action: 06. Continue to work with Xcel Energy to find an appropriate location for a new substation.
Benchmark: b. Process the required development applications once submitted. Quarter: Ongoing Department: City Development Number: 147.0 Primary Cost: Staff Time Staff Hours: 250 Status: Ongoing Report: No development application has been submitted at this time.
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Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 01. Coordinate, design, and construct road improvements. Benchmark: a. Contribute to the reconstruction of the 104th Avenue Bridge over the South Platte from a two lane to a four lane bridge and 10 foot sidewalks. The project is managed by CDOT. The City of Thornton will contribute $500,000 total. Quarter: Q3 Department: Infrastructure Number: 148.0 Primary Cost: Thornton Contribution Staff Hours: 20 Status: Completed $250,000 remaining
Report: This project was completed in Q3 2015.
Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 01. Coordinate, design, and construct road improvements. Benchmark: b. Extend the left turn lane on eastbound 120th Avenue at the Mission Trace Shopping Center to provide enhanced traffic movement. Quarter: Q3 Department: Infrastructure Number: 150.0 Primary Cost: Construction Contract Staff Hours: 50 Status: Completed $95,000
Report: This project is complete. It was constructed sequentially with the 120th Avenue east of Washington Street median project.
Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 01. Coordinate, design, and construct road improvements. Benchmark: c. Widen Holly Street from the Brantner Gulch to Holly Circle South. Construction complete in the 4th quarter. Quarter: Ongoing Department: Infrastructure Number: 151.0 Primary Cost: Construction Contract Staff Hours: 150 Status: Completed $915,000
Report: The widening of Holly Street from the Brantner Gulch to Holly Circle South was completed in Q4.
Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 01. Coordinate, design, and construct road improvements. Benchmark: d. Improve the 88th Avenue and Colorado Boulevard intersection by creating double left turn lanes along eastbound 88th Avenue. Construction complete in the 4th quarter. Quarter: Ongoing Department: Infrastructure Number: 152.0 Primary Cost: Construction Contract Staff Hours: 150 Status: Ongoing $1,746,418 (90% grant funded)
Report: The project bids were under budget. Construction is anticipated to be complete Q2 2016. This project is delayed due to property acquisition and the need to move overhead transmission lines.
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Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 01. Coordinate, design, and construct road improvements. Benchmark: e. Design and construct a storm sewer along 144th Avenue from York Street to Big Dry Creek. Complete design in 2016, ROW acquisition in 2016, and construction in 2017. Quarter: Ongoing Department: Infrastructure Number: 153.0 Primary Cost: Design Contract, ROW Staff Hours: 350 Status: Ongoing Acquisition, and Construction Contract $1,330,000
Report: Design began in Q3 and will resume Q1 2016. ROW acquisition is scheduled for 2016 and 2017 and construction in 2017.
Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 01. Coordinate, design, and construct road improvements. Benchmark: f. Design and construct a concrete trail at Brantner Elementary School. Complete design in the 4th quarter, easement in the 4th quarter, and construction in 2016. Quarter: Ongoing Department: Infrastructure Number: 154.0 Primary Cost: Design and Staff Hours: 125 Status: Ongoing Construction Contract $237,475 (100% grant funded)
Report: Easement acquisition was completed in Q3 and design work in Q4. Construction is on schedule to be awarded in Q1 2016.
Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 03. Coordinate construction of the Suncor Pipeline along the RTD ROW through Thornton. Benchmark: a. Monitor construction of Phase 2 work north of 128th Avenue within Thornton City limits.
Quarter: Ongoing Department: Infrastructure Number: 158.0 Primary Cost: Staff Time Staff Hours: 300 Status: Ongoing Report: Two bores remain at State Highway 7 and under the Big Dry Creek south of 168th Avenue. Seeding and restoration expected Q2 of 2016.
Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 04. Construct a 170-space carpool lot at State Highway 7 and I-25. Benchmark: a. Determine if the City will construct a carpool lot or return the grant back to CDOT. Quarter: Q4 Department: City Development and City Number: 159.0 Manager's Office Primary Cost: Staff Time Staff Hours: 40 Status: Extended Report: Awaiting CDOT and Federal Highway Administration determination on State Highway 7 and I-25 interchange configuration as this affects the location and cost of the carpool lot. Determination should be received in early 2016.
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Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 05. Annex and/or (re)zone ROWs and City-owned properties for their intended use. Benchmark: a. Annex and zone the adjacent Riverdale road ROW for utility and maintenance purposes. Quarter: Q3 Department: City Development and Number: 160.0 Infrastructure Primary Cost: Staff Time Staff Hours: 100 Status: Extended Report: The public hearing to review this annexation and rezoning is scheduled for February 23, 2016. The project is delayed due to competing priorities and scheduling conflicts.
Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 05. Annex and/or (re)zone ROWs and City-owned properties for their intended use. Benchmark: b. Rezone the Thornton Arts and Culture Center property for current and intended City purposes.
Quarter: Q4 Department: City Development and Number: 161.0 Community Services Primary Cost: Staff Time Staff Hours: 150 Status: Extended Report: This project is delayed until late 2016 due to workload and higher priority projects.
Goal: V. Ongoing Services Objective: E. Design and build the public infrastructure necessary to support new growth and maintain existing services. Action: 05. Annex and/or (re)zone ROWs and City-owned properties for their intended use. Benchmark: c. Annex and/or (re)zone prioritized City acquired properties for intended purposes. Quarter: Ongoing Department: City Development, Number: 162.0 Infrastructure, and Community Services Primary Cost: Staff Time Staff Hours: 200 Status: Ongoing Report: Priority has been given to the Wright property east of Riverdale Road and south of 100th Avenue as the next annexation of City-owned property that needs to be processed. The initial survey work has been completed, quasi-judicial notices have been sent out, and the public hearing is scheduled for February 23, 2016 to annex and zone this property for Parks and Open Space purposes.
Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 01. Provide code compliance services. Benchmark: a. Present the code compliance levels of service to City Council to address questions about the current deployment of resources. Quarter: Q2 Department: City Development Number: 163.0 Primary Cost: Staff Time Staff Hours: 124 Status: Completed Report: Information was presented on existing code compliance services during the June 6, 2015 City Council Planning Session.
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Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 01. Provide code compliance services. Benchmark: b. Draft and present for Council consideration sign code amendments to comply with the recent federal court ruling regarding the regulation of temporary signs. Quarter: Q3 Department: City Development and Legal Number: 164.0 Primary Cost: Staff Time Staff Hours: 100 Status: Extended Report: The City hired an outside consultant to review the Supreme Court ruling and recommend ways to realign the City Code with this ruling. The result of this work will be presented to Council in Q3 2016. This project is delayed due to challenges with finding a well-qualified consultant to assist with the project.
Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 01. Provide code compliance services. Benchmark: c. Draft and present for Council consideration sign code amendments to comply with the recent federal court ruling regarding off premise and other permanent signs. Quarter: Q4 Department: City Development and Legal Number: 164.1 Primary Cost: Staff Time Staff Hours: 150 Status: Extended Report: The City hired an outside consultant to review the Supreme Court ruling and suggest ways to realign the City Code with this ruling. This is not expected to come to Council until Q3 2016. This project is delayed due to challenges with finding a well-qualified consultant to assist with the project.
Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 02. Provide opportunities for residents to take an active role in stabilizing and improving neighborhoods. Benchmark: a. Host the Thornton Paint-A-Thon to assist three low-income Thornton residents who are disabled or elderly. Quarter: Q3 Department: City Development Number: 165.0 Primary Cost: Program Supplies Staff Hours: 315 Status: Completed $750 Report: 62 volunteers painted the homes of two elderly residents and one disabled resident on July 25, 2015. This event allows homeowners with financial and physical limitations to have their homes painted free of cost so they can use their income to cover other important costs, such as medication, groceries and utility bills. Painting supplies, lunch and snacks were donated by local businesses. This event is held in partnership with Brothers Redevelopment, a local nonprofit.
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Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 02. Provide opportunities for residents to take an active role in stabilizing and improving neighborhoods. Benchmark: b. Replace the foreclosure prevention workshops with free energy efficiency workshops. Quarter: Q4 Department: City Development Number: 166.0 Primary Cost: Staff time Staff Hours: 44 Status: Completed Report: The City hosted two free energy efficiency workshops in 2015. There were 14 workshop attendees.
Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 02. Provide opportunities for residents to take an active role in stabilizing and improving neighborhoods. Benchmark: c. Assist Keep Thornton Beautiful and other community or neighborhood groups with community beautification projects. Quarter: Ongoing Department: City Development Number: 167.0 Primary Cost: Staff time Staff Hours: 124 Status: Ongoing Report: The City assisted Keep Thornton Beautiful with the annual litter index, in which Thornton received high marks on cleanliness. The City also connected Keep Thornton Beautiful with a physically disabled resident who needed to remove artificial turf from a front yard.
Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 03. Work with community partners to create a quality environment for Thornton residents. Benchmark: a. Continue to advocate for the City’s interests as it pertains to the noise and land use issues at Denver International Airport as provided in the various IGAs among Denver, Adams County and other cities. Quarter: Ongoing Department: City Manager's Office and Number: 168.0 Legal Primary Cost: Staff Time Staff Hours: 1,000 Status: Completed Report: The IGA among Denver, Adams County, and other cities was approved and the necessary ballot language was approved by the voters in the November 2015 election.
Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 04. Implement programs, policies, and projects that promote quality and balanced housing.
Benchmark: a. Create a Housing Action Plan based on findings from Housing Needs Assessment. Quarter: Q4 Department: City Development Number: 169.0 Primary Cost: Staff time Staff Hours: 128 Status: Ongoing Report: The City continues to develop the Housing Action Plan. Elements of the plan will be incorporated into future Work Plans.
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Goal: V. Ongoing Services Objective: F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.
Action: 04. Implement programs, policies, and projects that promote quality and balanced housing.
Benchmark: b. Amend the City Code to prevent housing discrimination by aligning the City's and the United States Department of Housing and Urban Development's definition of group homes and assisted living facilities. Quarter: Q3 Department: City Development Number: 170.0 Primary Cost: Staff time Staff Hours: 160 Status: Extended Report: A planning session and public hearing to amend the City Code on Group Homes is scheduled for February 2016.
Goal: V. Ongoing Services Objective: G. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. Action: 01. Provide police patrol services. Benchmark: b. Identify facility options and select a preferred alternative to accommodate the short-term training needs of the Police Department. Quarter: Q3 Department: Police Number: 171.1 Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: Police training in 2016 will be moved to the Wes Brown Water Treatment Plant. Improvements, including the addition of a restroom and parking lot, will be completed in early 2016.
Goal: V. Ongoing Services Objective: G. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. Action: 01. Provide police patrol services. Benchmark: c. Assess and identify facility options for police training to accommodate the long-term priority needs of the department such as class room instruction, driving track, shooting range, self- defense, storage considerations, etc. Quarter: Q3 Department: Police Number: 172.0 Primary Cost: Staff Time Staff Hours: 35 Status: Ongoing Report: Moving Police training to the Wes Brown Water Treatment Plant addresses the short-term training needs of the Department. A long-term solution is still being researched.
Goal: V. Ongoing Services Objective: G. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. Action: 01. Provide police patrol services. Benchmark: d. Research the cost and identify locations for a police substation in the northern portion of the City to accommodate the growth of the City and Police staffing. Quarter: Q4 Department: Police and City Manager's Number: 172.1 Office Primary Cost: Staff Time Staff Hours: 640 Status: Ongoing Report: The City toured substation sites in Colorado Springs to gather information to assist in the site selection process. Site options will be reviewed internally in Q1 2016.
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Goal: V. Ongoing Services Objective: G. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. Action: 02. Partner with community organizations, neighboring municipalities, and Adams County to ensure access to quality public safety facilities. Benchmark: a. Review and evaluate the IGA related to funding construction of a new Ralston House in Northglenn; Work with partners to develop an IGA that is acceptable to the City; Complete an evaluation of the rationale for a new facility, funding for ongoing operations of Ralston House, and the impact on the 17th Judicial District funding for VALE programs such as City’s Victim Assistance Program. Quarter: Q3 Department: Police and City Manager's Number: 173.0 Office Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: The proposed Ralston House IGA was presented to Council on December 15, 2015. Additional information was requested about alternative options and costs associated with those options, which staff is currently gathering.
Goal: V. Ongoing Services Objective: G. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. Action: 02. Partner with community organizations, neighboring municipalities, and Adams County to ensure access to quality public safety facilities. Benchmark: b. Continue to represent the interests of Thornton and other Adams County municipalities on the Criminal Justice Coordinating Committee (CJCC) and in other forums, and collaborate with other stakeholders to enhance the efficiency and effectiveness of Adams County’s criminal justice system while working to ensure the municipalities are provided necessary jail and other related services. Quarter: Ongoing Department: Management Services, Police, Number: 174.0 and Legal Primary Cost: Staff Time Staff Hours: 360 Status: Ongoing Report: The CJCC Meetings are ongoing. City Council receives updates at planning and executive sessions.
Goal: V. Ongoing Services Objective: G. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. Action: 02. Partner with community organizations, neighboring municipalities, and Adams County to ensure access to quality public safety facilities. Benchmark: c. Evaluate the proposed IGA with Adams County government for animal shelter services. Determine if the proposed fee is in line with the operating cost. Quarter: Q3 Department: Police and Management Number: 175.0 Services Primary Cost: Staff Time Staff Hours: 120 Status: Extended Report: The Police and Legal Departments have evaluated and reviewed the IGA. The proposed fees are in alignment with operating costs. An agreement has not been finalized.
Goal: V. Ongoing Services Objective: H. Serve and protect the community by responding to medical, fire, and other emergencies. Action: 1. Establish a training facility that will meet the Fire Department's operational needs. Benchmark: a. Work with the North Metro Fire Rescue District to establish an agreement to use their training facility under a lease or purchase option. Quarter: Q3 Department: Fire Number: 176.0 Primary Cost: Staff Time Staff Hours: 200 Status: Ongoing Report: The City is in negotiations with North Metro Fire Rescue District and beginning long-term planning for training needs. The two parties met to discuss philosophy and potential organizational structure.
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Goal: V. Ongoing Services Objective: H. Serve and protect the community by responding to medical, fire, and other emergencies. Action: 2. Improve community health through the national Healthy Cities Initiative. Benchmark: a. Identify areas of improvement for citizens of all ages in areas of health and fitness using existing information from calls and hospital intake data. Quarter: Q2 Department: Fire Number: 180.0 Primary Cost: Staff Time Staff Hours: 200 Status: Completed Report: The Healthy Cities Program was unveiled at Thorntonfest. The program educates the public on making healthier lifestyle choices. At Thorntonfest healthy eating habits were encouraged using the Choose My Plate initiative. Child size portion plates were handed out to children after they participated in an interactive learning activity. Nearly 125 plates were distributed. This program has been incorporated into the ongoing services provided by the Thornton Fire Department.
Goal: V. Ongoing Services Objective: I. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow. Action: 01. Provide street maintenance programs to preserve the condition of streets in the community.
Benchmark: a. Implement the 2015 Street Rehabilitation Program to treat approximately 300 lane miles and 2,694 square yards of parking lots. Quarter: Q4 Department: Infrastructure Number: 182.0 Primary Cost: Program Cost Staff Hours: 23000 Status: Completed $4,600,000 Report: The 2015 Street Rehabilitation Program was completed. Work included: 2,700 square yards of parking lots, 26.03 lane miles of resurfacing, 17.30 lane miles of rejuvenated roads, and 278.3 lane miles of crack seal.
Goal: V. Ongoing Services Objective: I. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow. Action: 01. Provide street maintenance programs to preserve the condition of streets in the community.
Benchmark: b. Provide year-round street maintenance through pothole patching, street repairs, and crack sealing in response to hazards. Quarter: Q4 Department: Infrastructure Number: 183.0 Primary Cost: Program Cost Staff Hours: 12000 Status: Completed $2,900,000 Report: Through the Street Maintenance Program, the following repairs were made in 2015: 6,800 potholes, 37 lane miles of crack seal, and 72 general street repairs.
Goal: V. Ongoing Services Objective: I. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow. Action: 01. Provide street maintenance programs to preserve the condition of streets in the community.
Benchmark: c. Implement the Concrete Replacement Program to address hazards in the ROW associated with damaged concrete. Quarter: Q4 Department: Infrastructure Number: 184.0 Primary Cost: Program Cost Staff Hours: 1000 Status: Completed $111,000 Report: A total of 45 damaged locations of concrete were removed and replaced. The locations are identified through an internal rating system as well as citizen requests. All areas identified as high priority through the rating system were replaced.
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Goal: V. Ongoing Services Objective: I. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow. Action: 01. Provide street maintenance programs to preserve the condition of streets in the community.
Benchmark: d. Enhance the Street Rehabilitation Program to repair damaged pavement seams caused by the unusually wet spring weather. Quarter: Q3 Department: Infrastructure Number: 184.1 Primary Cost: Program Cost Staff Hours: 60 Status: Completed $100,000 Report: The City filled damaged paving seams with asphalt and a contractor sealed them with Mastic crack seal. The Mastic crack seal is more durable and lasts longer in high traffic areas. All of the identified work has been completed.
Goal: V. Ongoing Services Objective: I. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow. Action: 02. Provide effective snow and ice removal on City streets. Benchmark: a. Maintain 489 lane miles of primary and secondary streets during Class I and II storm events, and 307 lane miles of primary streets and emergency routes during Class III storm events.
Quarter: Q4 Department: Infrastructure Number: 185.0 Primary Cost: Program Cost Staff Hours: 12,000 Status: Completed $1,000,000 Report: There were nine storm events in Q4 for a total of 25.7 inches of snow. Streets were maintained according to the identified level of service.
Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 01. Provide drainage maintenance programs to safely convey storm water and reduce localized flooding of streets. Programs include storm sewer maintenance, detention pond maintenance, drainage way maintenance, and ditch cleaning. Benchmark: a. Evaluate the potential for a Thornton storm water utility as a result of the outstanding drainage maintenance capital and potential operational requirements due to changing federal policy.
Quarter: Q3 Department: Infrastructure and Number: 186.0 Management Services Primary Cost: Staff Time Staff Hours: 200 Status: Completed Report: The City researched storm water utility programs and developed several program constructs. The City is not pursuing a storm water utility at this time.
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Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 01. Provide drainage maintenance programs to safely convey storm water and reduce localized flooding of streets. Programs include storm sewer maintenance, detention pond maintenance, drainage way maintenance, and ditch cleaning. Benchmark: b. Complete drainage improvements to the Rolling Hills Subdivision along 134th Avenue at Pennsylvania Street. Complete design in the 3rd quarter and construction in the 4th quarter.
Quarter: Ongoing Department: Infrastructure Number: 187.0 Primary Cost: Design and Staff Hours: 150 Status: Ongoing Construction Contract $165,000
Report: Design was completed in Q3 and construction started in Q4. Construction will not be competed until Q1 2016. Construction was delayed due to cold weather and ice jams in December 2015.
Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 01. Provide drainage maintenance programs to safely convey storm water and reduce localized flooding of streets. Programs include storm sewer maintenance, detention pond maintenance, drainage way maintenance, and ditch cleaning. Benchmark: c. Complete drainage improvements at 119th Place and Madison Street. Complete design in the 3rd quarter and construction in the 4th quarter. Quarter: Ongoing Department: Infrastructure Number: 188.0 Primary Cost: Design and Staff Hours: 100 Status: Completed Construction Contract $65,000
Report: Design and construction was completed in Q3. The improvements will prevent localized flooding.
Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 01. Provide drainage maintenance programs to safely convey storm water and reduce localized flooding of streets. Programs include storm sewer maintenance, detention pond maintenance, drainage way maintenance, and ditch cleaning. Benchmark: d. Implement programs including storm sewer maintenance, detention pond maintenance, drainage way maintenance, and ditch cleaning. Quarter: Q4 Department: Infrastructure Number: 189.0 Primary Cost: Program Cost Staff Hours: 8600 Status: Completed $750,000 Report: Preventative maintenance was performed on the storm sewer system, including: 21 miles of pipe inspected, 4,056 feet of storm sewer flushed, 29 cubic yards of debris was removed. All 105 detention ponds were inspected and maintenance was performed on 43 of them. For drainage ways, all 25 miles were inspected and maintenance was performed on three miles of them. All high priority areas were addressed in 2015.
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Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 02. Develop a program for the new Municipal Separate Storm Sewer System (MS4) Permit. Benchmark: a. Submit a new MS4 Program to the Colorado Water Quality Control Division in order to comply with the new permit requirements in 2016. Quarter: Ongoing Department: Infrastructure Number: 190.0 Primary Cost: Staff Time Staff Hours: 100 Status: Ongoing Report: The Colorado Department of Public Health and Environment is finalizing the permit per comments made during the public comment period. No timeline for the final permit has been published.
Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 03. Participate with UDFCD on updating the Niver Creek Master Plan and associated Flood Hazard Area Delineation. Benchmark: a. Complete the hydrology update and identify flood prone areas. Quarter: Q3 Department: Infrastructure Number: 191.0
Primary Cost: Contract Cost Staff Hours: 300 Status: Completed $60,000 Report: The updated floodplain map was presented at a public information meeting on November 9, 2015.
Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 03. Participate with UDFCD on updating the Niver Creek Master Plan and associated Flood Hazard Area Delineation. Benchmark: b. Complete an alternatives analysis to identify capital projects to safely convey flood waters and/or mitigate flood hazards. Quarter: Q4 Department: Infrastructure Number: 192.0 Primary Cost: Included in Above Staff Hours: 100 Status: Extended Costs Report: The consultant is finalizing the preferred alternative based on public and stakeholder input. A meeting is scheduled with Highland Hills in January to discuss detention opportunities on Highland Hills property. The project is delayed due to additional work required to evaluate the existing culverts between Grant Street and Washington Street.
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Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 04. Participate with UDFCD on updating the Grange Hall Creek Master Plan and associated Flood Hazard Area Delineation. Benchmark: a. Complete the hydrology update and identify flood prone areas. Quarter: Q4 Department: Infrastructure Number: 193.0 Primary Cost: Contract Cost Staff Hours: 160 Status: Extended $50,000 Report: The consultant is awaiting updated railroad culvert designs from RRP, which are needed to finalize the hydrology update.
Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 05. Complete the School Tributary hydrology update study. Benchmark: a. Work with RTD to determine possible alternative designs that would mitigate downstream improvements. Quarter: Q3 Department: Infrastructure Number: 195.0 Primary Cost: Contract Cost Staff Hours: 100 Status: Completed $75,000 Report: As a result of the analysis, a detention basin serving the RTD station site and one or more detention basins serving the new development east of the existing Welby Road was seen as the preferred alternative. The hydraulic analysis identified a larger flow coming to the railroad from the west than what was identified in the FasTracks preliminary plans. RTD has updated their design to safely convey the larger flow.
Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 05. Complete the School Tributary hydrology update study. Benchmark: b. Coordinate internally on the design, location and impact of proposed improvements within the 88th Avenue STAMP. Quarter: Q4 Department: Infrastructure Number: 196.0 Primary Cost: Staff Time Staff Hours: Included in Above Hours Status: Completed Report: Internal coordination with all departments was done before the preferred alternative was chosen.
Goal: V. Ongoing Services Objective: J. Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Action: 06. Research and implement interim solutions to address flooding issues near 88th Avenue and Monroe Street. The City will partner with UDFCD to complete long-term School Tributary Drainage Improvements including the installation of a concrete box culvert along 88th Avenue from Monroe Street east to the Catalina southwest parking lot. Benchmark: a. Investigate interim solutions to mitigate flooding issues until the long-term solution (School Tributary Project) is constructed. Quarter: Q3 Department: Infrastructure Number: 196.1 Primary Cost: Staff Time Staff Hours: 100 Status: Completed Report: An analysis was completed and the recommended solution was identified in Q3. The recommended solution was submitted for CDBG funding in 2016. If CDBG funding is not awarded, the project will be proposed in the 2017 CIP.
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Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: a. Design and construct a new traffic signal at 134th Avenue and Holly Street. Quarter: Q2 Department: Infrastructure Number: 197.0 Primary Cost: Design and Staff Hours: 250 Status: Completed Construction Contract $323,000
Report: Construction is complete and the traffic signal is operational.
Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: b. Install a new pedestrian activated signal at High Street and 131st Place. Quarter: Q3 Department: Infrastructure Number: 198.0 Primary Cost: Materials and Supplies Staff Hours: 80 Status: Extended $8,100
Report: The project is delayed due to an additional pedestrian study that was used to verify the need for a crossing. Installation will occur Q1 2016.
Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: c. Expand traffic signal communications to Grant Street at 97th Avenue, 98th Avenue, 100th Place, and 102nd Avenue. Quarter: Q4 Department: Infrastructure Number: 199.0 Primary Cost: Materials and Supplies Staff Hours: 120 Status: Extended $5,375
Report: Due to the use of repurposed equipment from the federally funded central signal system replacement program, the project has been rescheduled for Q3 2016.
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Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: d. Conduct an evaluation, maintenance, and repair of traffic signal poles. Quarter: Ongoing Department: Infrastructure Number: 200.0 Primary Cost: Consultant Contract Staff Hours: 120 Status: Ongoing $128,560 Report: The 2015 evaluation, maintenance, and repair process is complete; new locations have been identified and approved in the 2016 budget.
Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: e. Monitor the Xcel Energy pole replacement program, including the 14 poles scheduled for replacement in 2015. Quarter: Ongoing Department: Infrastructure Number: 201.0 Primary Cost: Staff Time Staff Hours: 40 Status: Ongoing Report: Xcel Energy has experienced a delay in receiving replacement poles. Due to this delay, no poles were replaced in 2015. Fifteen poles are anticipated to be replaced in Q2 2016.
Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: f. Continue the iwatch™ Neighborhood Speed Awareness Program. Install speed reduction devices in the Sherwood Hills and Parkwood South neighborhoods. Quarter: Ongoing Department: Infrastructure Number: 202.0 Primary Cost: Materials and Supplies Staff Hours: 1,300 Status: Ongoing $67,900
Report: Speed cushions were installed in the Sherwood Hills and Parkwood South neighborhoods in Q1. The City is continuing to pursue an additional speed cushion location in Sherwood Hills. A portion of Springvale was designated as an iwatch neighborhood in Q4. The City is coordinating with residents on next steps.
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Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: g. Construct a median at 120th Avenue east of Washington Street to eliminate accidents from left turns into Thorncreek Crossing. Quarter: Q3 Department: Infrastructure Number: 203.0 Primary Cost: Construction Contract Staff Hours: 25 Status: Completed $95,000
Report: This project is complete and was constructed sequentially with the left turn lane extension on eastbound 120th Avenue at the Mission Trace Shopping Center.
Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: i. Review traffic signal plans for development. Quarter: Ongoing Department: Infrastructure Number: 205.0 Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: The traffic signal plans for 146th Avenue and Washington Street have been completed. The City will release the proposed plans for bid. The traffic signal is to be constructed in conjunction with the new Stargate campus.
Goal: V. Ongoing Services Objective: K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. Action: 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community. Benchmark: j. Improve pedestrian safety and access at 90th Avenue and Pecos Street. Review and discuss options with Federal Heights, Woodland Hills Manufactured Home Community, and Water World.
Quarter: Q4 Department: Infrastructure Number: 206.0 Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: The City attended a Federal Heights City Council meeting and met with Federal Heights and Water World staff in Q3 and Q4 of 2015. Neither agency is likely to fund a traffic signal at 90th Avenue and Pecos Street. The City will confirm with Federal Heights and Water World in Q1 2016.
Goal: V. Ongoing Services Objective: L. Safely and efficiently provide curbside trash and recycling collection services to customers.
Action: 01. Provide ongoing special trash and recycling programs for the community. Benchmark: a. Provide residents an opportunity to recycle tree branches and limbs during the growing season.
Quarter: Ongoing Department: Infrastructure Number: 207.0 Primary Cost: Recycling Program Staff Hours: 370 Status: ongoing $28,000 Report: Residents delivered 1,496 loads of tree branches and limbs in 2015.
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Goal: V. Ongoing Services Objective: L. Safely and efficiently provide curbside trash and recycling collection services to customers.
Action: 01. Provide ongoing special trash and recycling programs for the community. Benchmark: b. Provide residents an opportunity to drop off traditional recyclables at community locations throughout the year. Quarter: Ongoing Department: Infrastructure Number: 208.0 Primary Cost: Recycling Program Staff Hours: 546 Status: ongoing $45,000 Report: Residents delivered approximately 325 tons of traditional recyclables to the community drop-off centers in 2015.
Goal: V. Ongoing Services Objective: L. Safely and efficiently provide curbside trash and recycling collection services to customers.
Action: 01. Provide ongoing special trash and recycling programs for the community. Benchmark: c. Make regular contact with the Adopt-a-Street group leaders of each volunteer group to ensure active and verifiable participation in the program. Attract and attain additional volunteer groups.
Quarter: Ongoing Department: Infrastructure Number: 209.0 Primary Cost: Program Cost Staff Hours: 40 Status: ongoing $2,000 Report: Periodic contact with the volunteer group leaders has occurred. There are now 40 volunteer groups participating in this program.
Goal: V. Ongoing Services Objective: L. Safely and efficiently provide curbside trash and recycling collection services to customers.
Action: 01. Provide ongoing special trash and recycling programs for the community. Benchmark: d. Assess the spring Bulk Item Collection Service. Present alternatives to City Council and implement the service change in 2016. Quarter: Ongoing Department: Infrastructure Number: 210.0 Primary Cost: Staff Time Staff Hours: 275 Status: ongoing Report: Service alternatives were presented to City Council in Q1. Implementation of the Council approved 2016 Click and Haul program continues. An online scheduling service has been implemented and the grappler truck to collect bulk items is expected to be delivered in Q1 2016. As part of the new program, the 2016 landfill days (4), paint drop-off days (2), and electronic (2) drop-off days are set.
Goal: V. Ongoing Services Objective: L. Safely and efficiently provide curbside trash and recycling collection services to customers.
Action: 02. Expand trash and recycle services by marketing to homeowner associations (HOA) that currently use private services. Benchmark: a. Conduct periodic contacts and presentations targeting HOA communities to solicit interest in City service. Quarter: Ongoing Department: Infrastructure Number: 211.0 Primary Cost: Marketing Program Staff Hours: 30 Status: Ongoing $5,000 Report: Contact has been made with several new communities. Trailside and Lewis Pointe were acquired in Q2, Orchard Farms in Q3; and Amber Creek in Q4.
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Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 01. Design and construct water supply improvements. Benchmark: a. Complete construction of the Hammer Reservoir Pump Station in the 4th quarter. Quarter: Ongoing Department: Infrastructure Number: 212.0 Primary Cost: Construction Contract Staff Hours: 2,000 Status: Completed $10,500,000
Report: The construction of Hammer Reservoir Pump Station is complete.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 01. Design and construct water supply improvements. Benchmark: b. Complete design and construction of flood damaged reservoirs, including evaluation of mitigation improvements. Complete design in the 2nd quarter and construction to begin Q3 of 2015 and complete in 2016. Quarter: Ongoing Department: Infrastructure Number: 213.0 Primary Cost: Design and Staff Hours: 500 Status: Ongoing Construction Contract $1,200,000
Report: Construction of repairs for the affected reservoirs started in Q3 and will continue into Q1 2016. Construction is 95 percent complete.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 01. Design and construct water supply improvements. Benchmark: d. Continue to maintain and repair the Standley Lake Pipeline. Quarter: Ongoing Department: Infrastructure Number: 214.0 Primary Cost: Maintenance Cost Staff Hours: 250 Status: Ongoing $159,000 Report: Emergency repairs were completed in Q3 due to flooding. FEMA funds were approved to repair the damage caused by the flooding in 2015. The City plans to dewater the reservoirs and will begin the process of hiring a design engineer to complete the permanent repairs and evaluate mitigation.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 01. Design and construct water supply improvements. Benchmark: e. Replace the pressure reducing valve station west of 92nd Avenue and Colorado Boulevard. Complete design in the 4th quarter and construction in 2016. Quarter: Ongoing Department: Infrastructure Number: 215.0 Primary Cost: Design and Staff Hours: 150 Status: Ongoing Construction Contract $60,000
Report: Design is scheduled for Q1 2016. Construction will follow and should be completed in 2016. Design is delayed due to staffing changes.
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Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 01. Design and construct water supply improvements. Benchmark: f. Rehabilitate the existing West Cooley South Cell alluvial wells. Complete design in the 2nd quarter and construction in Q4. Quarter: Ongoing Department: Infrastructure Number: 216.0 Primary Cost: Design and Staff Hours: 500 Status: Ongoing Construction Contract $555,000
Report: The wells were further damaged in the 2015 flood event so the project was cancelled and the funds were reallocated to the West Cooley Emergency Repair Project. A new benchmark to complete this repair work will be established after the 2015 permanent repairs are complete.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 01. Design and construct water supply improvements. Benchmark: g. Complete Supervisory Control and Data Acquisition (SCADA) for approximately 30 water and wastewater facilities such as pressure reducing stations, diversion structures and lake levels. Complete in 2016. Quarter: Ongoing Department: Infrastructure Number: 217.0 Primary Cost: Equipment Cost Staff Hours: 450 Status: Ongoing $500,000 Report: This project was cancelled to free up funding for emergency repairs at the West Cooley South Cell alluvial wells.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 01. Design and construct water supply improvements. Benchmark: h. Repair the groundwater drain adjacent to the South Tani Reservoir dam. Quarter: Q3 Department: Infrastructure Number: 218.0 Primary Cost: Construction Contract Staff Hours: 250 Status: Completed $132,000
Report: The repairs to the groundwater drain were completed in Q3.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 01. Design and construct water supply improvements. Benchmark: i. Complete construction of the bank stabilization necessary for the North Dahlia Reservoir.
Quarter: Q2 Department: Infrastructure Number: 220.0 Primary Cost: Construction Contract Staff Hours: 50 Status: Completed $500,000
Report: The repairs were completed in Q2.
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Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 02. Implement the Thornton Water Project (TWP). Benchmark: a. Complete Task Order 4: high-level investigation of potential alignments; selection of preferred alignment; achieve a 10% conceptual level design addressing identified permitting constraints and operational evaluations. Quarter: Q4 Department: Infrastructure Number: 221.0 Primary Cost: Consultant Contract Staff Hours: 2500 Status: Extended $1,600,000 Report: A second round of regulatory outreach was completed with all the counties, cities and towns that could be impacted by potential alignments. The information gained in this round of outreach will be used to help define a preferred alignment.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 02. Implement the TWP. Benchmark: b. Complete an initial round of regulatory outreach to each town/city/county and major regulatory agencies along the anticipated front range project corridor. Quarter: Q3 Department: Infrastructure Number: 222.0 Primary Cost: Included in Above Staff Hours: 1200 Status: Completed Costs Report: The first round of regulatory outreach to all towns, cities and counties within the study corridor was completed on October 6, 2015. Since this time the City has completed a second round of regulatory outreach.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 02. Implement the TWP. Benchmark: c. Prepare a draft cost sharing agreement between the Water Supply and Storage Company (WSSC) and various municipal shareholders (including Thornton). Quarter: Q4 Department: Infrastructure Number: 223.0 Primary Cost: Consultant Contract Staff Hours: 500 Status: Extended $50,000 Report: Cost sharing concepts are being developed in conjunction with WSSC prior to discussions with other WSSC municipal shareholders and prior to incorporation into a draft agreement. This project is delayed due to scheduling conflicts with the municipal shareholders.
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Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 02. Implement the TWP. Benchmark: d. Develop and refine staffing plans, overall program management, project estimates and schedule, and future task orders. Quarter: Ongoing Department: Infrastructure Number: 224.0 Primary Cost: Included in Task Order Staff Hours: 500 Status: Ongoing 4 Report: In 2015 a staffing plan was updated and presented to Council; the initial three members of the TWP team were appointed; and staff began developing a scope of work for Task Order 5 - Project Permitting.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 02. Implement the TWP. Benchmark: h. Complete a TDA 144th debt issuance to repay a previous loan from the Water Fund. This loan repayment is necessary to assist the Water Utility in funding the TWP and other capital improvements. Quarter: Q4 Department: Management Services and Number: 227.1 Legal Primary Cost: Bond Issuance Costs Staff Hours: 70 Status: Completed $225,000 (unbudgeted; financed out of bond proceeds)
Report: The TDA 144th debt issuance is complete and the TDA fund has repaid the Water Fund for a previous loan.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 03. Manage existing assets related to the TWP. Benchmark: a. Administer existing mineral right leases and continue to pursue leasing the remaining mineral holdings. Quarter: Ongoing Department: Infrastructure Number: 228.0 Primary Cost: Staff Time Staff Hours: 400 Status: Ongoing Report: In 2015, five Extraction Oil and Gas wells and one PDC Energy well were fracked and are now producing.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 03. Manage existing assets related to the TWP. Benchmark: b. Sell approximately six farmhouses each year. Obtain necessary Recorded Exemptions (Plats) from Weld County. Quarter: Ongoing Department: Infrastructure Number: 229.0 Primary Cost: Real Estate Fee Staff Hours: 800 Status: Ongoing $82,000 Report: In 2015, the City sold four farmhouses. Two farmhouses are currently listed for sale and five are being prepared for surplus declaration.
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Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 04. Monitor water supply conditions through 2015 and into 2016. Benchmark: a. Monitor and report on water supply and snow pack quarterly and provide an annual Water Supply Update to City Council. Quarter: Ongoing Department: Infrastructure Number: 230.0 Primary Cost: Staff Time Staff Hours: 28 Status: Ongoing Report: A water supply update was presented to Council in May. At the end of 2015 water storage was at 81 percent of capacity. The end of 2015 snow pack was at 108 percent of the average.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 05. Initiate improvements to the water treatment system. Benchmark: a. Continue participating in the Water Quality Forum Work Group to explore integration of Clean Water Act and Safe Drinking Water Act regulatory processes. Quarter: Ongoing Department: Infrastructure and City Number: 231.0 Manager's Office Primary Cost: Staff Time Staff Hours: 80 Status: Ongoing Report: The City is conducting outreach with third party representatives to determine if there is enough support to move forward with an integrated planning concept. The meeting is scheduled for January 8, 2016. An integrated planning concept would require regional collaboration and planning when modifying drinking water standards (Safe Drinking Water Act) and wastewater or storm water discharge standards (Clean Water Act). The goal is to work collaboratively to maximize the resources available to improve water quality.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 05. Initiate improvements to the water treatment system. Benchmark: b. Continue Wes Brown Treatment Plant Operations Study 2. Continue membrane permeate pump testing and analysis. Prescribe a fix to pump cavitation issue. Perform cost analysis for switching to a new coagulant and further testing of sludge pond return water. Investigate methods to improve operations data storage and manipulation. Quarter: Ongoing Department: Infrastructure Number: 233.0 Primary Cost: Consultant Contract Staff Hours: 200 Status: Ongoing $77,000 Report: Consultants have completed the permeate pump testing. They are scheduled to present their finding and final recommendations in Q1 2016. A consultant also going to present their recommendations on data storage and manipulation.
Goal: V. Ongoing Services Objective: M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. Action: 06. Implement the water rate changes. Benchmark: a. Inform and assist residents and businesses of the opportunity to save money and conserve resources by decreasing water usage. Quarter: Ongoing Department: Management Services and Number: 235.0 Infrastructure Primary Cost: Staff Time Staff Hours: 1,000 Status: Ongoing Report: The second of three rate increases will go into effect on January 1, 2016. A cross departmental team is working with an external public relations firm to develop an outreach plan to explain the need for such increases.
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Goal: V. Ongoing Services Objective: N. Actively communicate information regarding City services, events, issues, and emergencies to residents, businesses, and the news media. Action: 01. Communicate with the public. Benchmark: a. Upgrade and redesign the City website. Quarter: Q1 Department: City Manager's Office Number: 238.0 Primary Cost: Software Licenses Staff Hours: 1,528 Status: Completed $12,600 Report: The City launched a new website in Q2. The new design minimizes the number of click throughs necessary for people to find what they are looking for. The website is also mobile-friendly for people accessing the site with smart phones or tablets. The website content was updated and web authors from divisions throughout the City were trained on how to maintain the content so that it is relevant and timely. New search features also make it much easier to find information.
Goal: V. Ongoing Services Objective: O. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees. Action: 01. Ensure the retention of institutional knowledge and continuation of organizational momentum as senior staff transitions out of leadership roles. Benchmark: a. Develop and present a succession plan to City Council. Quarter: Q3 Department: City Manager's Office Number: 242.0 Primary Cost: Staff Time Staff Hours: 200 Status: Completed Report: The initial phase of the succession plan was presented to City Council in Q3, reflecting transition plans for Infrastructure, Management Services, and the City Manager's Office. Additional succession planning for other areas is ongoing.
Goal: V. Ongoing Services Objective: O. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees. Action: 02. Support and maintain existing hardware and software systems. Benchmark: a. Implement a new software system (CIS Infinity and VueWorks) to replace the current Hansen Utility Billing and Asset Management system that will no longer be supported in 2015.
Quarter: Q2 Department: Management Services and Number: 243.0 Infrastructure Primary Cost: Software License Staff Hours: 6,900 Status: Completed $1,785,000 Report: The asset management software, VueWorks, was launched in May 2015. The utility billing software, CIS Infinity, has also been implemented.
Goal: V. Ongoing Services Objective: O. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees. Action: 03. Provide legal and legislative support to City Council. Benchmark: a. Complete Comcast Franchise Agreement negotiations. Quarter: Q3 Department: Legal and Management Number: 246.0 Services Primary Cost: Staff Time Staff Hours: 94 Status: Extended Report: There is one final issue to resolve related to the Institutional Network, which Comcast has always provided at virtually no cost to the City. The City uses this network for all data and voice communications on the City's network. Comcast wants the City to begin paying its market rates for this service.
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Community Facilities Plan
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans. Benchmark: a. Present the Community Facilities Plans for the Governmental Capital and Utilities Funds to City Council (formerly line 239). Quarter: Q2 Department: City Manager's Office Number: 248.0 Primary Cost: Staff Time Staff Hours: 80 Status: Completed Report: The Community Facilities Plan for the Governmental Capital and Utility Funds was presented to City Council in Q2.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans. Benchmark: b. Address outstanding questions and present the Governmental Capital and Utilities Fund plans for formal adoption by City Council (formerly line 240). Quarter: Q2 Department: City Manager's Office Number: 249.0 Primary Cost: Staff Time Staff Hours: 100 Status: Completed Report: The Community Facilities Plan for the Governmental Capital and Utility Funds was adopted by City Council in Q2. An accompanying budget amendment was also approved to provide funding for the projects planned in 2015 and 2016.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans. Benchmark: c. Develop an implementation plan including an assessment of staff and resource needs (formerly line 241). Quarter: Q3 Department: City Manager's Office Number: 250.0 Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: The implementation plan was developed and presented to City Council as part of the budget amendment funding the 2015 and 2016 Community Facilities Plan projects.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans. Benchmark: d. Incorporate the adopted plan into the 2016 Budget. Quarter: Q4 Department: City Manager's Office Number: 251.0 Primary Cost: Staff Time Staff Hours: 20 Status: Completed Report: Additional staffing and new projects were included in the 2016 Budget approved by City Council.
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Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans. Benchmark: e. Update the Community Facilities Plan in conjunction with the 2016 Budget. Quarter: Q4 Department: City Manager's Office Number: 252.0 Primary Cost: Staff Time Staff Hours: 80 Status: Extended Report: Work on updating the Community Facilities Plan is ongoing, with the final plan scheduled to be presented to City Council in Q1 2016. The Community Facilities Plan projects are delayed due to ongoing discussions regarding the Trail Winds Recreation Center.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans. Benchmark: f. Meet with community partners to identify partnership opportunities and to ensure cohesive long-range plans. Quarter: Q4 Department: City Manager's Office Number: 253.0 Primary Cost: Staff Time Staff Hours: 20 Status: Extended Report: Meetings with community partners are currently scheduled, with the final plan scheduled to be presented to City Council in Q1 2016.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans. Benchmark: h. Research additional revenue options to fund General Fund and possibly Community Services projects not included in the adopted Community Facilities Plan. Quarter: Q4 Department: City Manager's Office Number: 254.1 Primary Cost: Staff Time Staff Hours: 120 Status: Completed Report: Several additional revenue options were presented to City Council, including the issuance of new debt and a new sales tax. In late-October, City Council chose to move forward with the construction of the Trail Winds Recreation Center using certificates of participation.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: a. Update City Council on the scope of the recreation center analysis on July 21, 2015 (formerly line 126). Quarter: Q3 Department: Community Services Number: 255.0 Primary Cost: Design Report Staff Hours: 180 Status: Completed $111,000 Report: A presentation of the results of the recreation center analysis was given to City Council on July 21, 2015. Additional discussions took place at subsequent meetings and on September 29, 2015 Council directed staff to proceed with the Trail Winds Recreation Center at 136th Avenue and Holly Street. The RFP for design of the recreation center is being prepared, with selection of a design team scheduled for Q2 2016.
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Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: b. Complete the programming work shop with the consultants and staff for the recreation center analysis on April 28, 2015 (formerly line 127). Quarter: Q2 Department: Community Services Number: 256.0 Primary Cost: Design Report Staff Hours: Included in Above Hours Status: Completed $111,000 Report: City staff and consultants conducted a programming work shop that identified functions and space needs for the recreation center analysis in Q2.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: c. Program alternatives at each recreation center facility on June 3, 2015 (formerly line 128).
Quarter: Q2 Department: Community Services Number: 257.0 Primary Cost: Design Report Staff Hours: Included in Above Hours Status: Completed $111,000 Report: Alternative programming options were developed for each of the recreation centers, including space needs for senior services in Q2.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: d. Present a milestone report on the recreation center analysis to City Council. Discuss the future use of the Senior Center and Community Center buildings on July 21, 2015 (formerly line 129).
Quarter: Q3 Department: Community Services Number: 258.0 Primary Cost: Included in Above Staff Hours: Included in Above Hours Status: Completed Costs Report: A presentation of the results of the recreation center analysis was given to City Council on July 21, 2015. Additional discussions took place at subsequent meetings and on September 29, 2015 Council directed staff to proceed with the Trail Winds Recreation Center at 136th Avenue and Holly Street. The RFP for design of the recreation center is being prepared, with selection of a design team scheduled for Q2 2016.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: e. Present the final recreation center analysis report and discuss alternatives with City Council on September 29, 2015 (formerly line 131). Quarter: Q3 Department: Community Services Number: 259.0 Primary Cost: Included in Above Staff Hours: Included in Above Hours Status: Completed Costs Report: The recreation center analysis was presented to Council on September 29, 2015. Council directed staff to proceed with the Trail Winds Recreation Center.
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Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: f. Based on the before mentioned design concept report, identify the preferred recreation center plan. Quarter: Q3 Department: Community Services Number: 260.0 Primary Cost: Staff Time Staff Hours: Included in Above Hours Status: Completed Report: The recreation center analysis was presented to Council on September 29, 2015. Council directed staff to proceed with the Trail Winds Recreation Center. The RFP for design of the recreation center is being prepared, with selection of a design team scheduled for Q2 2016.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: g. Analyze cost alternatives including a phased approach and one-time bond, with consideration of the impact of annual debt service payments and overall debt capacity. Funding options for Community Services and General Fund projects will be considered in this analysis.
Quarter: Q3 Department: Management Services Number: 261.0 Primary Cost: Staff Time Staff Hours: 80 Status: Completed Report: Several additional revenue options were presented to City Council, including the issuance of new debt and a new Sales Tax. In late-October, City Council chose to move forward with the construction of the Trail Winds Recreation Center using Certificates of Participation.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: h. Discuss alternatives for repurposing, selling or decommissioning the current Community Center (formerly line 131). Quarter: Q3 Department: Community Services Number: 262.0 Primary Cost: Included in Above Staff Hours: Included in "a" Status: Extended Costs Report: Staff is researching options, including the potential to repurpose the space for City functions
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: i. Identify the preferred location for a new ball field complex in the community. Quarter: Q3 Department: Community Services Number: 263.0 Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: 98th Avenue and Riverdale Road has been identified as the preferred site for the new ball field complex. The consultant has been hired and design completion and bidding is expected in Q4 2016. Construction will begin in 2017.
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Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: j. Prioritize the identified golf course improvements. Quarter: Q3 Department: Community Services Number: 264.0 Primary Cost: Staff Time Staff Hours: 40 Status: Completed Report: On September 29, 2015 a presentation was made to City Council outlining $3.1 million of golf course improvements including partial course reconfiguration, drainage improvements, the installation of forward tees, cart path repairs, and bunker repair and replacement. A budget amendment to fund the improvements was approved on November 17, 2015.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services portion of the Community Facilities Plan.
Benchmark: k. Present the Community Facilities Plan for Community Services to City Council. Quarter: Q4 Department: City Manager's Office Number: 265.0 Primary Cost: Staff Time Staff Hours: 80 Status: Completed Report: The three major Community Service projects (golf course, recreation centers, and ball fields) were presented to City Council on September 29, 2015.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: l. Address outstanding questions and present the Community Services Plan for formal adoption by City Council. Quarter: Q4 Department: City Manager's Office Number: 266.0 Primary Cost: Staff Time Staff Hours: 50 Status: Extended Report: Outstanding questions on the three major Community Service Projects (golf course, recreation centers, and ball fields) were addressed with City Council through October 2015. It is anticipated that the final plan will be presented to City Council in Q1 2016.
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Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: m. Develop an implementation plan including an assessment of staff and resource needs. Quarter: Q3 Department: City Manager's Office Number: 267.0 Primary Cost: Staff Time Staff Hours: 20 Status: Extended Report: The implementation plan will be developed and presented to City Council with the adoption of the Community Facilities Plan.
Goal: VI. Community Facilities Plan Objective: A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. Action: 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.
Benchmark: n. Incorporate the adopted plan into the 2016 Budget. Quarter: Q4 Department: City Manager's Office Number: 268.0 Primary Cost: Staff Time Staff Hours: 20 Status: Extended Report: The implementation plan will be integrated into the 2016 Budget when the Community Facilities Plan is adopted by City Council.
Goal: VI. Community Facilities Plan Objective: C. Implement the General Government: transportation expansion projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 01. Design and construct the 84th Avenue and Grant Street intersection improvements creating double left turn lanes and right turn lanes in all directions. Benchmark: a. Complete design in the 4th quarter and ROW acquisition in 2016 (formerly line 149). Quarter: Ongoing Department: Infrastructure Number: 276.0 Primary Cost: Design Contract, ROW Staff Hours: 350 Status: Ongoing Acquisition, and Construction Contract $1,494,851 (90% grant funded)
Report: Design is to be completed Q1 2016 and ROW acquisition has begun. This project is extended due to delays in finalizing the IGA with CDOT, which is required to receive Hazard Mitigation Grant funding.
Goal: VI. Community Facilities Plan Objective: E. Implement the General Government: drainage expansion projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 01. Partner with UDFCD to complete School Tributary Drainage Improvements including the installation of a concrete box culvert along 88th Avenue from Monroe Street east to the Catalina southwest parking lot. UDFCD will lead this project. Benchmark: a. UDFCD will complete design in 2016 and construction in 2018. Quarter: Ongoing Department: Infrastructure Number: 284.0 Primary Cost: Construction Contract Staff Hours: 20 Status: Ongoing $300,000
Report: Design completion is expected by Q3 2016. UDFCD provided additional funding in 2016, but the balance of their funding is not budgeted until 2018. UDFCD is only able to dedicate $625,000 in their 5-year current CIP, which does not match Thornton’s $800,000. For the project to be constructed at the estimated $1.6 million cost, additional funding will need to be identified.
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Goal: VI. Community Facilities Plan Objective: F. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 01. Complete mitigation work related to ongoing soil issues at the Justice Center. Benchmark: a. Commence design of Phase 1 and Phase 2. Quarter: Q3 Department: Management Services Number: 285.0 Primary Cost: Design Contract Staff Hours: 60 Status: Completed (included in project cost) Report: Design of Phase 1 and Phase 2 is ongoing. Construction will start in 2016.
Goal: VI. Community Facilities Plan Objective: F. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 01. Complete mitigation work related to ongoing soil issues at the Justice Center. Benchmark: b. Complete construction of Phase 1 in the 2nd quarter of 2017. Quarter: Ongoing Department: Management Services Number: 286.0 Primary Cost: Design-Build Contract Staff Hours: 200 Status: Ongoing $1,600,000
Report: Mitigation work will commence when design work has finished.
Goal: VI. Community Facilities Plan Objective: F. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 01. Complete mitigation work related to ongoing soil issues at the Justice Center. Benchmark: c. Complete construction of phase 2 in the 4th quarter of 2017. Quarter: Ongoing Department: Management Services Number: 286.1 Primary Cost: Design-Build Contract Staff Hours: 200 Status: Ongoing $1,600,000
Report: Mitigation work will commence when design work has finished.
Goal: VI. Community Facilities Plan Objective: F. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 02. Construct warm vehicle storage at Station 4. Benchmark: a. Design a structure that meets operational needs and integrates with the adjacent uses (formerly line 177). Quarter: Q4 Department: Fire, Management Services, Number: 287.0 City Development Primary Cost: Staff Time Staff Hours: 210 Status: Ongoing Report: The City has selected a design-build team for this project. The estimated completion date for construction is October 2016.
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Goal: VI. Community Facilities Plan Objective: G. Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 04. Complete Phase 1 improvements at the MSC as identified in the IMC/MSC Master Plan. Projects include the construction of a new entry onto the MSC site, a new fueling and wash area, and a new salt/sand dome, among other items. Benchmark: b. Construct the identified improvements by the 2nd quarter of 2017. Quarter: Ongoing Department: Management Services Number: 295.0 Primary Cost: Included in Above Staff Hours: 100 Status: Ongoing Costs Report: The City is in the process of selecting a design-build team for this project. This project is on schedule.
Goal: VI. Community Facilities Plan Objective: G. Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 05. Complete Phase 2 improvements at the MSC as identified in the IMC/MSC Master Plan. Projects include demolition of building A, which will open the site for further expansion. Benchmark: a. Complete the demolition in the 2nd quarter of 2018. Quarter: Ongoing Department: Management Services Number: 296.0 Primary Cost: Construction Contract Staff Hours: 100 Status: Ongoing $840,640
Report: The City is in the process of selecting a design-build team for this project. This project is on schedule.
Goal: VI. Community Facilities Plan Objective: G. Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 06. Complete Phase 1 improvements at the IMC as identified in the IMC/MSC Master Plan. Benchmark: b. Construct the identified improvements in the 4th quarter of 2017. Quarter: Ongoing Department: Management Services Number: 298.0 Primary Cost: Design and Staff Hours: 100 Status: Ongoing Construction Contract $2,819,255
Report: The City is in the process of selecting a design-build team for this project. The project is on schedule.
Goal: VI. Community Facilities Plan Objective: H. Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 01. Improve the West Sprat Platte slope and interconnects. Benchmark: a. Complete design in the 4th quarter and construction in 2016 (formerly line 219). Quarter: Ongoing Department: Infrastructure Number: 299.0 Primary Cost: Design and Staff Hours: 200 Status: ongoing Construction Contract $2,700,000
Report: Design of the slope and interconnects is underway and on target to meet the benchmark. This project is behind schedule because dewatering required additional time given the condition of the reservoir.
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Goal: VI. Community Facilities Plan Objective: H. Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 02. Continue the Membrane Refurbishing Project at Wes Brown Water Treatment Plant. Benchmark: a. Refurbish 40 membrane cassettes in 2015 (formerly line 232). Quarter: Q4 Department: Infrastructure Number: 300.0 Primary Cost: Construction Contract Staff Hours: 580 Status: Completed $2,500,000
Report: All membrane modules have been replaced and membrane tank liners have been repaired. The CIP, backpulse, and reject tank liners are currently being repaired.
Goal: VI. Community Facilities Plan Objective: H. Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 03. Replace the Thornton Water Treatment Plant. Benchmark: a. Successfully hire an Owner's Advisor in the 3rd quarter and acquire the needed property in the 4th quarter (formerly line 234). Quarter: Ongoing Department: Infrastructure, Legal, Number: 301.0 Management Services Primary Cost: Owner's Advisor Staff Hours: 500 Status: Ongoing Contract and Land Acquisition $1,900,000 Report: Property acquisition is ongoing and is anticipated to meet the benchmark of Q1 2016. The property acquisition for this project required condemnation, which extended the acquisition process. Carollo has been hired as the Owner's Advisor for this project.
Goal: VI. Community Facilities Plan Objective: I. Implement the Sewer Fund expansion projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 01. Construct the Todd Creek Interceptor. Benchmark: a. Complete easement acquisitions and permits in the 3rd quarter and complete construction in 2016 (formerly line 237). Quarter: Ongoing Department: Infrastructure Number: 305.0 Primary Cost: ROW Acquisition and Staff Hours: 400 Status: Ongoing Construction Contract $9,850,000
Report: Private property acquisition is 98 percent complete. The negotation process with neighboring jurisdictions has taken longer than anticipated, which has delayed the project. Municipal permitting is ongoing but nearly complete. The City is still on target to meet the construction benchmark of completion by Q4 2016. Construction is set to begin in late Q1 2016.
Goal: VI. Community Facilities Plan Objective: I. Implement the Sewer Fund expansion projects identified for 2015 and 2016 in the Community Facilities Plan. Action: 02. Complete design of the replacement of the Big Dry Creek Sanitary Lift Station. Benchmark: a. Complete design in the 2nd quarter. Construction anticipated in 2019 (formerly line 236).
Quarter: Q2 Department: Infrastructure Number: 306.0 Primary Cost: Design Contract Staff Hours: 250 Status: Completed $270,000 Report: The design was finished in Q2. Property acquisition is ongoing and is anticipated to meet the benchmark.
*Signifies inclusion in the Community Facilities Plan
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2 015 Accomplishments Report
Provided to City Council February 2016 339
Table of Contents
Introduction 2
2015-2016 City Council Work Plan 4
Executive Summary 7
Community Outcomes
1. Create places for neighbors to gather that build a sense of community and enrich the quality 10 of life.
2. Foster human development for citizens of all ages through recreational, social, educational, 12 artistic, and cultural programming.
3. Establish, maintain, and preserve a connected system of parks, trails, and open space for 20 current and future generations.
4. Engage residents, developers, and others to create plans for a prosperous community and 26 ensure quality built residential and commercial buildings.
5. Design and build public infrastructure necessary to support new growth and maintain existing 31 services.
6. Preserve and stabilize existing neighborhoods to support community health and vibrancy. 33
7. Attract and retain primary employers to support a healthy Thornton economy and provide 37 access to jobs for Thornton residents. 8. Attract new retailers, retain existing retailers, and support small businesses to ensure access to goods and services, sustain a healthy tax base, and encourage a strong business 40 environment. 9. Conduct targeted redevelopment activities to revitalize existing development, eliminate blight, 44 and encourage public and private reinvestment.
10. Prevent and deter crime by developing partnerships, pursuing collaborative problem 45 solving, and implementing a youth strategy focused on prevention, intervention, and mentoring.
11. Serve and protect the community by providing responsive and proactive policing through a 47 layered strategy of public safety services.
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Table of Contents
12. Investigate crime and provide support to victims of crime in pursuit of justice for the 51 community.
13. Provide municipal court services as a local forum for fair adjudication and problem solving 54 of law enforcement and code enforcement issues.
14. Serve and protect the community by responding to medical, fire, and other emergencies. 55
15. Limit the incidents and impact of fires on homes and businesses through prevention and 58 public education services.
16. Provide safe and well maintained streets for the traveling public, including the mitigation of 60 safety hazards and removal of snow.
17. Safely and efficiently convey storm water through drainage ways to reduce the risk of 62 flooding, minimize damage from storm events, and meet changing water quality regulations.
18. Develop and provide a transportation network that allows for safe and efficient multimodal 64 use of arterial, collector, and residential streets.
19. Safely and efficiently provide curbside trash and recycling collection services to customers. 68
20. Provide water to the community by securing adequate water supply, treating water that 70 meets quality standards, and distributing water to customers.
21. Collect and deliver wastewater for treatment at Metro Wastewater Reclamation District 79 facilities to protect health, safety, and the environment.
22. Utilize evolving mediums to actively communicate information regarding City services, 81 events, issues, and emergencies to residents, businesses, and the news media.
23. Ensure access to safe, clean, and well maintained public facilities. 84
24. Efficiently and effectively manage public resources, including the responsible use of 85 taxpayer money and fair treatment of City employees.
Prepared By: City of Thornton Management and Budget Office 9500 Civic Center Drive Thornton, CO 80229 (303) 538-7200 www.cityofthornton.net
Accomplishments Report 341
Introduction
Accomplishments Report The Accomplishments Report is updated semi-annually and highlights many of the ongoing services provided to the community by the City of Thornton. The report also identifies important milestones in implementing high priority programs and projects. The report contains both narrative and statistical analyses. The 2015 Accomplishments Report highlights the accomplishments between January 1, 2015 and December 31, 2015. During the reporting period, Thornton has provided a broad range of services to more than 123,000 residents. These services include: police, fire, emergency medical response, economic development, planning, development, neighborhood services, parks, recreation, senior services, street maintenance, snow and ice control, water, wastewater, and trash and recycling. The provision of these ongoing services accounted for a majority of the budget as well as the work efforts of the over 800 regular employees and nearly 400 part-time employees.
City of Thornton 2 342
Introduction
City Council Work Plan In 2009, City Council developed and adopted a planning process to address the high-priority goals for the community. Since then, City Council has reaffirmed and updated the Work Plan in 2010, 2011, 2012, 2013, 2014, and 2015 to reflect new challenges and opportunities facing Thornton.
The 2015-2016 City Council Work Plan identifies five high priority goals, and includes benchmarks for measuring progress towards the goals, as well as estimated timeframes, by calendar quarter, when policy decisions, interim reports, or summary reports will be brought back to City Council. The Work Plan is a dynamic plan that may be revised as new challenges or opportunities arise and City Council periodically reviews the benchmarks to evaluate progress made toward achieving the goals.
The high-priority goals for 2015 and 2016 are:
• Urban Revitalization • Economic Development and Job Creation • Green Thornton • Transit and Transportation • Ongoing Services • Community Facilities Plan
Accomplishments Report and City Council Work Plan The Accomplishment Report highlights the Ongoing Services portion of the City Council Work Plan. Each section of the report corresponds with an Ongoing Services objective. The high priority goals, along with their objectives, are detailed on the following pages.
In addition to the Accomplishments Report, a report on the progress made in addressing the high priority goals is provided to the City Council on a quarterly basis. For the complete details of progress related to the entire 2015-2016 City Council Work Plan, please see the Work Plan Quarterly Report.
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City Council Work Plan
I. Urban Revitalization
a) Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton. b) Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.
II. Economic Development and Job Creation
a) Develop long-term strategies to capitalize on job growth and business investment opportunities. b) Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton. c) Encourage the retention and expansion of existing primary employers to preserve and grow local jobs, business investment, and new spending power to Thornton. d) Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. e) Develop relationships with local businesses emphasizing the stability, reliability and value of the department. f) Invest in infrastructure improvements to stimulate and leverage development along north Washington Street.
III. Green Thornton
a) Expand and enhance the Water Conservation Program to reduce water consumption. b) Reduce energy consumption through energy efficiency projects at City facilities and fuel efficiency in the city fleet to shift from non-renewable sources to renewable sources and reduce energy cost. c) Establish programs that decrease carbon emissions and increase environmental sustainability in the community.
IV. Transit and Transportation
a) Support construction of the North Metro Corridor to Eastlake. b) Identify and leverage funding for needed transportation improvements on I-25 and State Highway 7 (160th Ave). c) Increase the use of alternative modes of transportation; reduce congestion in the north metro area through the North Area Transit Alliance Transportation Management Organization (NATA TMO).
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City Council Work Plan
V. Ongoing Services
a) Create places for neighbors to gather that build a sense of community and enrich the quality of life. b) Foster human development for citizens of all ages through recreational, social, educational, artistic, and cultural programming. c) Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. d) Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. e) Design and build public infrastructure necessary to support new growth and maintain existing services. f) Preserve and stabilize existing neighborhoods to support community health and vibrancy. g) Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. h) Serve and protect the community by responding to medical, fire, and other emergencies. i) Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow. j) Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations. k) Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. l) Safely and efficiently provide curbside trash and recycling collection services to customers. m) Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. n) Collect and deliver wastewater for treatment at Metro Wastewater Reclamation District facilities to protect health, safety, and the environment. o) Actively communicate information regarding City services, events, issues, and emergencies to residents, businesses, and the news media. p) Ensure access to safe, clean, and well maintained public facilities. q) Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of city employees.
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V. Community Facilities Plan
a) Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025. b) Implement the General Government: FasTracks expansion projects identified for 2015 and 2016 in the Community Facilities Plan. c) Implement the General Government: transportation expansion projects identified for 2015 and 2016 in the Community Facilities Plan. d) Implement the TDA expansion projects identified for 2015 and 2016 in the Community Facilities Plan. e) Implement the General Government: drainage expansion projects identified for 2015 and 2016 in the Community Facilities Plan. f) Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan. g) Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan. h) Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan. i) Implement the Sewer Fund expansion projects identified for 2015 and 2016 in the Community Facilities Plan.
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Executive Summary
Below is a summary of significant achievements in 2015.
• The City successfully held four major festivals: Thorntonfest, Harvest Fest, WinterFest, and Fourth of July. The 20th Annual Thorntonfest was held on May 17, 2015. Attendance was estimated at 35,000-40,000 and the event generated $84,439 in revenue from sponsors, vendor fees, and concessions. The City hosted a 2015 Fourth of July celebration. Three performances highlighted the annual celebration: Balancing Opposites, followed by the Thornton Community Band, and then the headlining performance by The Kory Brunson Band. Attendance was estimated at 50,000 and the event generated $26,590 in revenue from sponsors, vendor fees and concessions. The 17th Annual Harvest Fest was held on September 12, 2015. Attendance was estimated at 6,000-7,000 and the event generated $27,887 in revenue. The 14th Annual WinterFest was held over the December 11-13 weekend with an estimated attendance of 35,000-40,000 over those three days. The event secured $35,000 in sponsorships, vendor fees, and participation fees.
• Continued the Senior Center Meal Program, with 19,228 meals served in the past 12 months. 72 percent of all meals served went to Thornton residents.
• Completed construction of the North Creek Farms Park Project, which finished the remaining three of four acres in the subdivision north of Highway 7 and east of Washington Street. An Adams County Open Space Grant award in the amount of $369,343 contributed to the project.
• Constructed flush toilets at Thornton Sports Complex and Northern Lights Ballfields for public use. An Adams County Open Space Grant contributed $387,000 toward the project.
• Overall development activity increased in 2015:
o Received and reviewed 394 development applications, up from 385 the previous twelve months.
o Commercial building activity increased from the previous twelve months. Issued 19 building permits for new commercial buildings and 103 building permits for tenant improvements, additions and remodels, a 5 percent increase.
o Issued 505 single-family permits, a 36 percent increase over the previous twelve months.
o Issued 517 multi-family permits for units in 32 buildings in 2015.
o Completed 37,755 building inspections, a small increase over the previous 12 months. • Construction of the Washington Street Widening Projects from 144th Avenue to 147th Avenue is over 50 percent complete and is on schedule to be finished by second quarter 2016. The project includes floodplain improvements and a pedestrian underpass for the Shay Ditch drainage channel under Washington Street.
• Construction of the Holly Street Widening Project is complete from 123rd Avenue to Holly Circle South. The project included widening the roadway from two to five-lanes across the Brantner Gulch Drainageway. There are now five continuous lanes between 130th Avenue and 112th Avenue.
• Code violations decreased by 22 percent from 2014 to 2015. During this same time period, the percentage of violations that were voluntarily brought into compliance increased from 95 percent to 96 percent. The City proactively works with residents to encourage voluntary resolution of code compliance issues.
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• Provided health and safety repairs to 37 low-income residents through the Help for Homes program and one resident through the new Home Repair Loan Program.
• Funded a new tenant-based rental assistance program to provide 10 to 15 low- and extremely low- income families with children who attend Thornton schools with rent subsidies to live in Thornton near their schools.
• There was a net increase of 90 primary jobs in 2015. A total of 390 jobs were created or retained, but 300 were lost with the sale of Corinthian College.
• Facilitated progress of the Denver Premium Outlets – a 350,000 square foot outlet mall to be located at the northeast corner of 136th Avenue and Interstate 25. The opening is tentatively scheduled for fall of 2017.
• New openings in The Grove Shopping Center in 2015 include: La-Z-Boy, Hobby Lobby, Freddy’s Custard and Steakburgers, Daylight Donuts, and Lighten Up Fitness among others.
• Assisted Appliance Factory Outlet in locating in the former Ultimate Electronics facility. Appliance Factory Outlet purchased the facility and will use it as their regional headquarters and employ about 200 people.
• Assisted Miller International in occupying the former Jump Street building for warehouse use.
• Developed and implemented the South Thornton Attraction and Revitalization (STAR) Grant to promote building improvements and new business attraction to the South Thornton Development Area.
• Responded to 9,235 Priority 1(high emergency) calls for service in 2015, an increase of eight percent from 2014. Total calls, including Priority 1, 2, 3 and Other, were 113,756, seven percent higher than 2014.
• A total of 5,696 Part 1 crimes, a 6 percent increase over 2014, and 5,987 Part II crimes, a decrease of 2 percent, were reported. Part 1 crimes are more serious in nature and include offenses such as burglary and aggravated assault. Examples of Part II crimes include counterfeiting and driving under the influence.
• In 2015, Victim Services, assisted with 5,386 cases of crime and tragedy, 4,452 of which were in Thornton. A total of 8,567 victims were served.
• EMS incidents continue to be a significant portion of emergency responses, representing 73 percent of all responses in 2015. There were nearly 9,400 emergency responses in 2015, an increase of 5.8% from 2014.
• Performed over 800 plan reviews, 560 construction inspections, and 715 business inspections in a continued effort to maintain a fire safe community.
• The City enhanced its efforts to preserve the street network by increasing street rehabilitation funding from $2,570,000 per year to $4,600,000 per year in 2015.
• Repaired 7,397 potholes and performed 77 street repairs throughout the City.
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• Completed construction of Phase 2 of the Sack Creek drainage improvements, which will remove areas from the floodplain and allow for the development of land inside of the North Washington Urban Renewal Area.
• Met with six neighborhoods for the iWatch speed awareness program. Safety enhancements, such as speed monitoring signs and speed cushions, were also installed in the following iWatch neighborhoods:
th o Riverdale Park, located northeast of 128 Avenue and Holly Street th o Sherwood Hills (West), located northeast of 100 Avenue and York Street th o Parkwood (South), located west of 94 Drive and Steele Street • Added over 300 new recycling customers. The diversion rate, which is the percent of all curbside collections diverted to recycling, remained steady at approximately 12 percent.
• The Thornton Water Project team began regulatory outreach meetings in February 2015. The outreach plan focused on the goal to meet with all of the potentially affected cities, towns, and counties in the study corridor.
o The first round of outreach was completed in October 2015 and provided an overview of the TWP to each community. Through this effort, the team began to compile valuable data, build relationships, and identify future permitting requirements to allow the team to identify potential pipeline corridors.
o Follow up outreach meetings were held with all potentially affected communities to receive feedback on three potential pipeline corridors. This information will be used to develop a “preferred” project configuration and pipeline alignment.
• Collected 464 new water conservation pledges for a grand total of 4,535 pledges. Through this program, residents sign a pledge to conserve water, and the City uses their provided contact information to send them water conservation information.
• The City Council adopted the General Government and Utilities portion of the Community Facilities Plan (CFP) on June 9, 2015. The CFP identifies capital investments to meet current and future community demands for service through 2025. The plan supersedes the Thornton 2020 Plan, which was adopted prior to the Great Recession and projected a level of community growth that did not come to fruition. The CFP reset growth projections based on post-recession realities and guides capital expansion investment. The capital improvement plans included in the CFP are fiscally constrained in that the total cost of the projects can be funded using fund balance above City Council reserve policies and projected revenue. The list of projects included in the CFP were derived from existing master plans and prioritized. The Community Services portion of the CFP will be considered by Council in the first quarter of 2016.
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Community Outcome 1: Create places for neighbors to gather that build a sense of community and enrich the quality of life.
The City of Thornton continued a variety of programs, special events, and community festivals aimed at building a sense of community and enriching the quality of life in Thornton. The major annual festivals include Thorntonfest, Harvest Fest, WinterFest, Fourth of July, and Trunk or Treat.
Community Outcome 1 2011 2012 2013 2014 2015 Thorntonfest* Estimated Attendance n/a 30,000 35,000 47,500 37,500 Revenue $11,529 $69,694 $90,014 $80,338 $84,439 Harvest Fest Estimated Attendance 7,500 7,500 7,000 8,000 6,500 Revenue $28,743 $31,049 $23,848 $28,006 $27,887 WinterFest Estimated Attendance 30,000 30,000 30,000 47,500 37,500 Revenue $20,737 $34,988 $33,841 $35,734 $35,702 Fourth of July Estimated Attendance 25,000 45,000 50,000 50,000 50,000 Revenue $22,163 $20,170 $25,208 $23,456 $26,590 Trunk or Treat Estimated Attendance 3,911 3,779 3,300 4,700 4,750 Revenue $7,040 $6,519 $6,763 $9,265 $7,945 Note: Thorntonfest was cancelled in 2011 due to inclement weather.
Events and Festivals for All Ages
• An estimated 37,500 attendees visited the 20th annual Thorntonfest in 2015. The popular festival secured $36,000 in sponsorships and an additional $48,439 in vendor fees, participation fees, and concessions.
• Held a successful 2015 Fourth of July celebration. Three performances highlighted the annual celebration: Balancing Opposites, followed by the Thornton Community Band, and then the headlining performance by The Kory Brunson Band.
• Approximately 6,500 attendees enjoyed the City’s 17th annual Harvest Fest, a festival designed to build community spirit in Thornton residents and businesses. The festival secured $9,900 in sponsorships and an additional $17,987 in vendor fees, participation fees, and concessions.
o The salsa tasting contest drew just over 1,000 tasters; the skate park competition drew 40 participants; and 69 young fishermen participated in the fishing derby.
o A farmer’s market that was partially staffed by volunteers from local community gardens continued in 2015. The farmer’s market received products from volunteer gardeners and local farms who offered discounted pricing. Items were offered to attendees on a pay-what-you-can fee scale.
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• Conducted the 9th annual Trunk or Treat event at the Margaret W. Carpenter Recreation Center. Approximately 4,750 participants trick or treated from the decorated vehicles of 61 community volunteers. The event provides a safe and fun way to trick or treat.
• An estimated 37,500 attendees Estimated Festival Attendance visited the 14th annual WinterFest, 50,000 the City’s signature holiday 45,000 event. The event secured $17,000 in sponsorships and 40,000 47,500 47,500 an additional $18,702 in vendor 35,000 2011 and participation fees. Almost 30,000 37,500 37,500 35,000 1,300 individuals skated on the 2012 25,000 synthetic ice pond and just over 30,000 30,000 30,000 30,000 2013 1,000 children visited with Santa. 20,000 2014 The snow storm on Saturday most 15,000 likely impacted attendance in 2015 2015. 10,000 5,000 8,000 6,500 6,500 7,500 7,500 0 • Hosted nine Twist and Shout 7,000 summer concerts at the Margaret 0 Thorntonfest* Harvest Fest WinterFest W. Carpenter Park and Open Space amphitheater, Cherrywood Note: Thorntonfest was cancelled in 2011 due to inclement weather. Park, and Cherry Park. Over 2,500 people attended the events.
• Secured $80,900 in sponsorship support for nine festivals and special events. Sponsorship dollars help offset the direct costs of the various events. The 2015 sponsorship breakdown, by event: Festival Revenues o Thorntonfest: $36,000 $160,000 o Harvest Fest: $9,900 $140,000 WinterFest: $17,000 $33,841 o $35,734 $35,702 $120,000 $34,988 o Fourth of July Celebration: $7,000 $100,000 $23,848 $28,006 $27,887 $31,049 o Trunk or Treat: $1,500 $80,000
o Paws for a Dip: $500 $60,000 $20,737 $90,014 o Easter Egg Scramble: $40,000 $80,338 $84,439 $2,500 $69,694 $28,743 $20,000 Lions Club Relays: $4,000 o $11,529 $0 o Summer Concert Series: 2011 2012 2013 2014 2015 $2,500 Thorntonfest* Harvest Fest WinterFest Note: Thorntonfest was cancelled in 2011 due to inclement weather.
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Community Outcome 2: Foster human development for citizens of all ages through recreational, social, educational, artistic, and cultural programming.
Over the past year, the City continued operation of its two year-round recreation facilities, two seasonal swimming pools, a senior center, and a cultural facility. Programming at these facilities focuses on recreational, social, education, artistic, and cultural development for citizens of all ages.
Community Outcome 2 2011 2012 2013 2014 2015
Margaret W. Carpenter Recreation Center Total Attendance 283,251 294,413 295,200 297,279 296,429 Percent Resident Attendance 55% 53% 54% 52% 51% Facility Revenue $1,292,131 $1,374,430 $1,402,329 $1,423,675 $1,458,537 Silver Sneakers Attendance* 40,277 45,408 48,035 53,256 56,423 Community Center Total Attendance 24,333 21,078 24,701 22,199 19,539 Percent Resident Attendance 55% 59% 58% 55% 63% Facility Revenue $33,000 $37,208 $46,153 $61,424 $55,415 Teen Center Attendance 7,364 5,717 6,110 4,660 3,829 Senior Center Total Attendance 48,340 47,328 50,956 48,915 50,919 Percent Resident Attendance 70% 68% 68% 62% 63% Facility Revenue $272,494 $265,279 $277,975 $269,431 $270,733 Outdoor City Pools Total Attendance 34,392 35,657 33,540 33,012 34,513 Total Revenue $149,029 $150,681 $137,434 $134,290 $127,919 Reduced Rate Assistance Program (RRAP)* Qualified Households 192 180 194 189 186 Qualified Individuals 731 707 723 710 629 Amount of Subsidy $19,287 $20,262 $23,059 $26,240 $21,420 Recreation Programming Participation Pre-School Participants 2,242 2,688 2,464 2,634 2,294 Swim Lesson Participants 3,457 3,335 3,415 3,234 3,392 Dance Participants 1,679 1,830 1,889 1,752 1,819 Gymnastics Participants 6,371 6,429 6,483 5,601 4,484 Program Revenue* $721,887 $692,131 $718,670 $984,457 $773,159
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Community Outcome 2 Con’t 2011 2012 2013 2014 2015 Senior Center Programming Meals Served 17,348 17,910 19,186 18,670 19,228 Percent of Resident Meals Served 63% 70% 69% 71% 72% Silver Sneakers Facility Attendance* 21,128 25,645 27,966 27,070 30,385 Total Transports 7,912 8,296 8,678 10,356 9,130 Percent Resident Transports 87% 90% 93% 93% 94% Special Events n/a 84 66 52 70 Special Event Attendance n/a 6,833 5,252 5,054 6,228 Thorncreek Golf Course Total Golf Rounds 28,365 25,272 31,787 31,031 31,516 Total Revenue $1,201,073 $1,072,467 $1,281,799 $1,367,837 $1,557,752 Thornton Arts and Culture Center Events and Programs n/a n/a 151 216 112 Program Attendance n/a n/a 10,402 6,585 7,489 Volunteer Hours n/a n/a 19,292 30,841 26,698 Note: Program Revenue is less Silver Sneakers and Swim Lessons. Silver Sneakers is an exercise program for active older adults. The Reduced Rate Assistance Program offers qualifying family members a 50% discount on recreation programs, recreation center ID's and daily admission to the Carpenter Recreation Center, City Pool and Park Village Pool. Ongoing Recreational Programs
• Continued to conduct year-round recreational programs: Group Swim Lessons (3,392), Private Swim Lessons (1,127), Preschool (2,294), Dance (1,819), Taekwondo (354), Teen Nights (137), Racquetball Lessons (26 adult and 35 youth), Gymnastics (4,484), Willmaker (120) and Jump Bunch (89).
• Conducted summer-only recreational programs: Girls Softball (543), Track Team (125), Tennis Team (39), Youth Tennis Lessons (331), Adult Tennis Lessons (15), Youth Swim Team (97), Cross-Country Team (27), Skateboard Lessons (35), Portable Facility Attendance Playground (1,225), Youth 350,000 and Teen Volunteer Corps (94 297,279 296,429 295,200 participants, 3,711 volunteer 300,000 294,413 hours), Teen Escape (63), and Adventure Club (162). 250,000
• Facility attendance remained 200,000 2012 steady over the past 12 2013 months: 296,429 people visited 150,000 2014 the Margaret W. Carpenter Recreation Center; 19,539 100,000 2015
visited the Community Center; 48,915 50,956 50,919 47,328 35,657
50,000 34,513 33,540 and 50,919 visited the Senior 33,012 24,701 22,199 21,078 Center. 19,539 0 Recreation Community Senior Center Outdoor City Center Center Pools
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• Operation for the third season of the Margaret W. Carpenter Facility Revenue Park & Open Space began $2,500,000 on May 2, 2015 and closing day was Monday, September $2,000,000 $61,424 $55,415 7, 2015. The park closed $37,208 $46,153 $134,290 $127,919 three weeks early so that $150,681 $137,434 shade structures could be $269,431 $270,733 $1,500,000 $265,279 $277,975 constructed in the park during the fall months. The boats and carousel were again popular $1,000,000 amenities: $1,458,537 $1,374,430 $1,402,329 $1,423,675 o Rented 1,770 boats and collected $12,358 $500,000 in boat rental revenue and ice cream $0 concessions. 2012 2013 2014 2015 Recreation Center Senior Center Outdoor City Pools Community Center o The carousel was again operated by Thornton Lions Club volunteers. They saw 12,193 riders and generated $15,370 in revenue, 50 percent of which was donated to the Lions Club.
o Other rentals at the Carpenter Park included pavilions (108), the Amphitheater (33) and the party room (31). These rentals generated a total of $15,918 in revenue during the season.
• The City successfully operated two seasonal pools:
o City Pool: 22,548 in attendance, an increase of 204 over 2014, and $102,484 in revenue in 2015.
o Park Village Pool: 11,965 in attendance, and increase of 1,489 over 2014, and $53,166 in revenue in 2015.
• Continued operations at Thorncreek Golf Course.
o 31,516 rounds of golf were played in the last year, an increase of 858 rounds, and $1,557,752 in revenue was collected.
o The Golf Course hosted a variety of junior golf clinics and camps that had 180 participants. The City also hosted adult clinics and had 76 participants.
o The Senior Golf League was revamped and had an average weekly participation of 31 golfers. They played 560 rounds throughout the league season.
o The Men’s Golf League had an average of 60 golfers each week and they played 841 rounds throughout the league season.
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• Continued to administer the Reduced Rate Assistance Program, which Reduced Rate Assistance Program offers qualifying family members 800 $30,000 723 a 50% discount on recreation 707 710 700 programs, recreation center ID’s and $26,240 629 $25,000 daily admission to the Carpenter 600 Recreation Center, City Pool and Park $23,059 $21,420 $20,000 Village Pool. The program subsidized 500 $20,262 a total of $21,420 in program and facility fees for income-qualified 400 $15,000 individuals. 300 Qualification: 186 households $10,000 o 180 194 189 186 with 629 individuals qualified 200 for the program. $5,000 100 o Program Assistance: 146 of the 629 qualified individuals 0 $0 registered in recreational 2012 2013 2014 2015 Qualified Households Qualified Individuals Amount of Subsidy programs.
o Facility Assistance: 514 qualified individuals purchased recreation ID cards, and accounted for 1,350 daily drop-in visits.
• The Masters Swim Team continued to use the Adams 12 Five Star Schools Veterans Memorial Aquatic Center as their primary practice site. There are roughly 45 active Masters Swim Team members and the program brought in $15,512 worth of revenue in the last year.
• Successfully conducted two indoor swim seasons for the year-round CARA Swim Team. A total of 237 youth participated over the course of the two seasons and generated $27,197 in program revenue. The program is conducted out of the Veterans Memorial Aquatic Center.
• Conducted the Playful City USA Play Day in conjunction with Harvest Fest. The event included a play corner with free activities for children.
• Held the annual dance recital at Skyview High School with four shows featuring 388 dancers and an estimated audience of 1,544 individuals. The recital generated $7,720 in revenue.
• Conducted the 2nd Annual WinterFest 5K on December 12, 2015 with 185 participants.
• Organized the 20th Annual Cottonwood Classic 5K on May 16, 2015 with 691 participants; nearly 400 of those participants were part of the elementary school division. The event generated $14,536 in revenue.
• Conducted the fall adult softball leagues (18 teams with 243 participants) and winter adult basketball leagues (6 teams with 77 participants).
• Organized the annual Icy Blast Racquetball Tournament in January 2015 for 42 participants.
• Rented fields to various sports groups, with the artificial turf fields at Trail Winds Park and Open Space being the most popular venue. The field rentals generated $46,640 worth of revenue in 2015.
• Continued to produce the Recreation Activities Guide. The guide promotes recreational facilities, arts and recreational programming, and the City’s festivals and special events. The Fall edition was the first to be produced in both English and Spanish.
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• Produced and distributed the Recreational E-Newsletter, a monthly newsletter that is sent to approximately 600 subscribers. The newsletter promotes upcoming programs and events.
• Maintained Facebook pages for festivals and events, the Margaret W. Carpenter Recreation Center, and Thorncreek Golf Course, allowing for increased engagement with the public.
• Continued to host the Discover Thornton Community Walk Program.
o Walks are led monthly throughout the City of Thornton and Adams County trail systems.
o In the last year, approximately 240 individuals participated in the various walks, and more than 350 households signed-up to receive updates about the program.
o 2015 was the sixth year of this program. The public response remains consistent and new walkers continue to show up each month.
Ongoing Senior Programs Senior Center Meal Program 19,500 72% 72% • Continued the Senior Center 72% Meal Program, with 19,228 71% 19,000 meals served in the past 12 71% months. 72 percent of all 71% meals served went to Thornton 18,500 70% residents. 70%
• Continued to provide 70%
18,000 19,228 19,186 transportation services 69%
for seniors through the 69% 18,670 county-wide Senior Services 17,500 69%
Transportation Program 17,910 68% (A-Lift). Provided 9,130 rides to Thornton seniors for meals 17,000 68% at the Senior Center, medical 2012 2013 2014 2015 appointments, grocery Meals Served Percent of Resident Meals Served shopping, adult day program, and personal rides. The 12 Senior Center Transports percent reduction in transports 12,000 95% from 2014 to 2015 can mostly be attributed to a decline in 94% 10,000 94% federal funding for personal 93% 93% rides. 93% 8,000 • Silver Sneakers, a national 92% wellness program for seniors, 6,000 continued to grow at the 91%
Senior Center. The program 10,356
4,000 90% 9,130 had 30,385 eligible visits in the 8,678 90% past 12 months, a 12 percent increase over 2014. 2,000
8,296 89%
0 88% 2012 2013 2014 2015 Transports Percent Resident Transports
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• Attendance at the Senior Center fitness classes during the reporting period was 2,718, a 3 percent increase over 2014. Beginner Yoga was added in 2014.
• The Senior Center served 917 participants on 103 trips in the Senior Center Trip Program, which includes 45 outdoor trips (snowshoe and hikes). Forty-eight individuals participated in an overnight trip to the Grand Canyon and Hoover Dam in October 2015.
• The Senior Center served 6,228 participants for special events: 1,407 participated in Health Services, which includes massage, acupuncture, pedicures, and manicures; and 758 participants in Lectures and Workshops.
• Continued to provide adult programming, including the Bob Ross oil painting classes, line dancing, fitness classes, cooking classes, book writing, arts and craft classes, and many others.
• The Senior Center hosted Active Aging Week from September 28 to October 2 with health and wellness lectures and 30 chair massages.
• The Senior Center hallway was host to an exhibit and events by artist Kathy Imel during the months of October and November. Events included a gallery meet and greet, senior writing workshop, art walk, and reception.
• The Senior Center hosted a Breakfast with Santa event in conjunction with WinterFest, which served 550 patrons. Thornton Arts and Culture Center Programming Ongoing Cultural Programs 12,000 250 10,402 216 • In 2015, the City of Thornton 10,000 200 hosted 112 events and programs that welcomed 7,489 8,000 7,489 participants. The decline in 151 6,585 150 total number of events and programs was offset by a 14% 6,000 112 increase in total participation. 100 4,000 • Secured Scientific and Cultural Facilities District (SCFD) 50 funding in the amount of 2,000 $38,392 for the City’s ongoing arts and cultural programming 0 0 in 2015. 2013 2014 2015 • The SCFD’s program Oz and Program Attendance Events and Programs Ends began on January 14th. The yearlong series of events is designed to bring people of all ages, backgrounds, opinions, and beliefs to collectively share and learn about the modern world.
o Oz and Ends blends two types of program events, Community Read, a well-known and successful program back by popular demand, and From Expertise to Audience, a series of discussion topics focusing on local “ideas worth spreading,” a concept borrowed from the ever-popular TED talks.
o The 2015 series involved 21 events and activities including seven book and movie discussions.
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o As part of this series, the Break a Leg volunteers produced an original melodrama with four performances of “The Claim Jumpers or Lately You’ve Been on My Mine” as well as workshops that gave a “behind the curtain” look at what is involved in putting on a play.
• The 18th annual Young Artists Festival was held during the spring of 2015. 110 students gave classical arts performances including ballet, piano, voice and strings. The final performance and award presentation recognized students pursuing the arts at the college level with the Alyssa Velasquez Memorial Scholarship and two other scholarships.
• Continued support of the Young Artists Alliance’s Young Artists Chorale program, a summer training and performing choir for 25 third through eighth grade students.
• The Thornton Community Chorus held a concert June 20, 2015 at the Thornton Arts and Culture Center (TACC) for approximately 85 people.
• Continued the Funtaztikidz program in 2015. Approximately 330 children and their parents experienced arts and cultural programming at no charge.
• The City hosted three performances of “Murder in the Stacks,” a murder mystery dinner theater that served 200 patrons at TACC.
• Blues guitarist and vocalist Doug McLeod performed a benefit concert on August 1, 2015 at the Margaret W. Carpenter Recreation Center. Proceeds from the concert were used for the Blues in the Schools program that TASHCO sponsors.
• The City of Thornton curates three rotating art exhibits. The exhibits are on display in the Thornton Senior Center, City Hall, and the TACC. Of the 16 exhibits in 2015, 13 were individuals and three were groups of artists. The City exhibited 58 artists and featured 915 pieces of art to approximately 743 viewers. The TASHCO Board purchased 16 pieces of art to add to the City’s permanent collection through the “People’s Choice” awards.
• The Thornton Community Band and the Thornton Community Chorus both performed at WinterFest on December 12th and 13th.
• Installed the “Kindness Lives on Age to Age” sculpture at the Senior Center.
Volunteer Hours Services for the Community 35,000 • Continued to refer residents in need 30,841 30,000 to community resource agencies for 26,698 assistance with food, rent, utilities, and child care. A total of 2,533 referrals were 25,000 made to residents in 2015, a one percent increase over 2014. 20,000 19,292
• Continued the City’s volunteer program 15,000 by recruiting and placing volunteers through a new online interface called 10,000 Volunteer Thornton Live. The volunteers were assigned to a variety of programs, such as Snowbusters, youth sports, 5,000 senior services, victim advocates, parks maintenance, the 9 Health Fair, and 0 seasonal planting and landscaping. 2013 2014 2015
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• Continued the Snowbusters program, where volunteers shovel snow for low-income seniors and residents with disabilities. This winter 27 residents signed up to have their sidewalks shoveled and 17 volunteers shoveled so that the program’s participants could safely receive their mail, prescriptions, and meals.
• Continued the on-site Medicare counseling program at the Senior Center, which provided Medicare counseling to 127 seniors over the past 12 months.
• Assisted with the Adams County Aging Network Senior Conference, which brought 200 seniors and professionals together for a day of learning and fun.
• The Senior Center continued to serve as a tax assistance site in partnership with the Adams County Treasurer Office. The site provided tax preparation assistance to more than 1,990 residents.
• Held the 33rd annual Lions Club relays in May of 2015.
o Nearly 1,300 children from 19 elementary schools participated in the event.
o Each child paid $1 to participate, which was donated to the Lions Club eyeglass replacement program.
• Recognized 13 youth at the 2015 Adams County Mayors and Commissioners Youth Award (ACMCYA) Banquet. The award honors young people who have overcome personal adversity, created positive change in a difficult environment or have made strides beyond their limitations.
• Led the 15th annual Relatives Raising Children Conference with partners from Catholic Charities, Families First, Family Tree, State of Colorado, and Adams County. The November 2015 conference had 80 in attendance.
• Conducted summer and holiday food drives, which encourage community members to donate non- perishable food items to four area food banks. The summer 2015 drive resulted in 900 pounds of food and during the holiday drive 2,231 pounds of food was collected.
• Twelve volunteer Santa Clauses visited with 161 children during the annual Santa’s Calling Program. Children receive a call from Santa prior to the holiday.
• Hosted the Perfect Holiday Gift Program, which solicited donations from 28 donors whom provided gifts and meals to 51 Thornton households.
• Coordinated the 9 Health Fair at the Margaret W. Carpenter Recreation Center with 860 participants and 160 volunteers.
• Continued a partnership with Anythink Library - Huron Street to bring educational programming to the community at no charge. The 2015 series titled Nature’s Medicine focused on natural remedies for common ailments, natural first aid, and improving immune health. 82 community members attended throughout the series.
City Council Action
• Designated the Reitzenstein Barn located at 14751 York Street as a local historic landmark.
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Community Outcome 3: Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations.
Over the past year, in addition to maintaining existing amenities, the City of Thornton made improvements to park facilities that will benefit residents and conserve water. The City continued to maintain and improve landscaping and associated irrigation systems while developing plans that will guide future development of the parks and open space system. Thornton was awarded Adams County Open Space Grants in the amount of $994,596 between January 1, 2015 and December 31, 2015 31, 2015 to help fund capital projects and land purchases in parks, open space, and trails. Achievements denoted with an * are part of the five-year Capital Improvement Plan (CIP).
Community Outcome 3 2011 2012 2013 2014 2015 Total Parks Pocket Parks n/a 41 42 42 42 Neighborhood Parks n/a 28 29 30 30 Community Parks n/a 7 7 7 7
Parks and Open Space Acreage Parks and Open Space Acreage (open to public) n/a 1,872 1,887 1,920 1,920 Parks Maintenance Total Parks Work Hours 138,258 140,911 141,128 142,787 149,171 Citizen Calls for Service 201 202 184 130 154 Percent Resolved Within Three Days 75% 63% 74% 60% 60% Note: Data only includes parks, open space, open lands and trails maintained by the City of Thornton. Pocket parks are small, local park, usually less than 5 acres, that serves the needs of surrounding neighborhood residents for playgrounds and informal gathering spaces and can easily be accessed by walking or biking. Neighborhood parks are mid-size, local parks usually 5 to 25 acres. A neighborhood park is designed and located with easy access, by walking or biking, for residents to use as a part of their daily lives, providing space for both active and passive recreation. Community parks are large parks, a minimum of approximately 25 acres, that provide more intense types of activities such as festivals, large family or corporate gatherings, and organized sports.
Park and Open Space System Expansion
• Completed the Pre-Design Report for the Signal Ditch Baseball Complex Project to provide a master plan and cost estimate for a new 60 acre community park located at the intersection of 150th Avenue and Colorado Boulevard. The site master plan will be used in future planning and design efforts.*
• Completed a conceptual site plan and feasibility study of a 4-plex baseball complex at 98th Avenue and Riverdale Road, which is City-owned property. Funding for the Riverdale Ball Field Project was approved for design in fourth quarter 2015. A design consultant has been hired and design is in progress for completion and bidding in late fall 2016. Construction is planned for 2017.*
• Completed construction of the North Creek Farms Park Project, which finished the remaining three of four acres in the subdivision north of Highway 7 and east of Washington Street. An Adams County Open Space Grant award in the amount of $369,343 contributed to the project.*
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• Completed several trail related improvements:
o As part of routine maintenance, a design-build firm completed 85 percent of the erosion repairs at the Signal Ditch Trail and will complete additional repairs over the winter. An Adams County Open Space Grant is contributing to the trail projects.*
o Replaced the concrete trail along the east side of Colorado Boulevard, north of Riverdale Road and added a trail segment on the south side of Riverdale Road at Colorado Boulevard, running east to the Adams County South Platte River Trail. An Adams County Open Space Grant is contributing to this trail project.*
o The Woodbridge Station Subdivision trail connection is complete and open to the public. • Completed a conceptual Gravel Lakes Master Plan that outlines possible recreational opportunities and constraints associated with opening the lakes for public recreation.*
• Assisted in the annexation and rezoning of six parks and open space properties including the following: four open space properties along Big Dry Creek, Aylor open lands, and open lands at 99th Avenue and Riverdale Road.
• Drafted a scope of work for the Big Dry Creek Floodplain Restoration Project to include a master plan for the 205 acre open space corridor and proposed floodplain restoration improvements for additional vegetation and stream bank protection. Adams County will participate as a partner to incorporate their open space on the southeast corner of 144th and Washington Street into the overall project. A Great Outdoors Colorado Planning Grant application for $75,000 has been submitted in partnership with Adams County.*
• An Eastlake Open Lands Plan was completed in conjunction with the Eastlake Station Area Master Plan to provide a phased approach for potential improvements to the grain elevator and surrounding City-owned park and open space property.*
• As part of the development process, the City acquired a 4.79 acre addition to Fallbrook Farms Park and a new section of Preble Creek Trail east of Gilpin Street.
Park System Renovation
• Constructed flush toilets at Thornton Sports Complex and Northern Lights Ballfields for public use. An Adams County Open Space Grant contributed $387,000 toward the project.*
• The Margaret W. Carpenter Park modifications, including new shade shelters around the splash pad and playground areas of the park, are complete.*
• Completed the sport court resurfacing project at Aspen Park, which replaces and reorients the exiting basketball court, replaces trees whose roots have damaged surrounding concrete, and replaces broken concrete. An Adams County Open Space Grant of $798,228 funded a portion of the work.*
• The City continued to enhance the Thornton Veterans Memorial located at 136th Avenue and Holly Street.
o Completed the design documents for an additional sculpture that will recognize fallen service member killed during active duty. An artist has been hired to complete a bronze sculpture and the contractor will be hired for construction of the monument. The estimated completion date is summer 2016*
o Added new service branch educational panels for each of the military service branches.
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• Continued work at the Thorncreek Golf Course:
o Worked with a golf course architect to complete a master plan for needed course improvements. Funding in the amount of $3.3 million was appropriated in fourth quarter 2015 for course improvements.
o Established a foot golf course on the front nine holes of the golf course in July. The course is generally open for foot golf after 4:00 pm. A total of 316 rounds of foot golf was played during the 2016 season.
o Removed approximately 50 dead trees.
o Located, repaired, and flushed the diversion structure valve for the Big Dry Creek. This keeps silt out of the irrigation lake.
o Improved soil quality on putting surfaces by initiating an enhanced aeration program.
o Established a salt tolerant sod nursery to use on bare spots on the fairways.
o Participated in the United States Golf Association Agronomist Tour, which confirmed the City’s findings and strategy in dealing with high salt content as well as soil and water quality issues.
• Completed normal turf management programs of topdressing, fertilizing, and weed control to enhance the condition and prolong the life of the turf in City parks.
• Completed irrigation backflow testing of all irrigation systems in the parks to prevent water contamination.
• Completed the swimming pool repair project at City Pool including gelcoating of slides and painting of all water structures and umbrella stands. The vending machine area was also expanded.*
• Completed ballfield fence repairs at Cherry Park to provide new fence fabric and backstop improvements.*
• Completed design of the irrigation system and park rehabilitation plan for the TACC. The project will provide an irrigated park area around the facility. Two Adams County Open Space Grant awards totaling $513,439 will fund a portion of the project.*
• Design documents are in progress for irrigation system rehabilitation for the full system replacement at 128th Avenue between York Street and Colorado Boulevard. The installation of the valve replacement at Margaret W. Carpenter Recreation Center is complete.*
• The construction of the sport court resurfacing project at Cottonwood Park is in progress. Work will include conversion of an asphalt court to a post-tension concrete surface that will provide a higher quality and longer lasting surface.*
• Began the removal of declining native cottonwood trees with the first several trees removed along the Tuck Ditch adjacent to Loma Linda subdivision. The trees were turned into mulch as part of the tree branch mulch program to provide free mulch to the public.
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• Performed in-house renovation work, including:
o Shrub replacement and renovation to remove and replace dead shrubs and trees in a variety of locations throughout the City’s parks system.
. Renovated one shrub bed to include irrigation, new plant material, and rock mulch on 136th Avenue. Work will continue in 2016 on the other beds.
. Renovated shrub beds along Park Village Trail.
. Renovated the shrub beds on Thornton Parkway across from the Civic Center. Work included removing the dead Junipers, regrading the soil, and adding rock mulch.
. Renovated shrub beds at Hunters Glen Lake Park at the request of the residents that live adjacent to the lake.
o Renovated the planting bed at Colorado Boulevard and Muriel Street to add additional perennials and annual flowers. Modifications were also made to several planting beds throughout the community by adding perennials and accent items like boulders and rock mulch.
o Renovated the plantings along Russell Boulevard near Mountain View Church, which will create season long color and will conserve water.
o Completed a tree planting project to increase diversity and cover at Eagleview Elementary and at the Margarete W. Carpenter Recreation Center.
o Continued implementing the Emerald Ash Borer Plan by identifying ash trees in Thornton and developing recommendations on how to deal with Emerald Ash Borer disease once it is identified in Thornton.
o Pruned trees along Poze Boulevard, Yucca Way, and Hoffman Way as needed for clearance and the structural integrity of the tree.
Conservation Efforts
• Continued the Water Conservation Program. The conservation program audits water use in the parks and provides recommendations for modifications to improve overall watering efficiencies.
o Construction of irrigation system upgrades to improve watering efficiencies at King Ranch Park and Northbrook Park are complete.*
o A contractor for construction of recommended modifications at Fallbrook Farms Park has been hired for spring completion.*
o Completed the irrigation pump testing and preventative maintenance program to ensure all irrigation pumps are running efficiently.
• Installed an additional 14 web-based irrigation controllers to better manage irrigation by allowing staff to monitor, access, adjust, or shut down the system remotely. The system conserves water and assists in programming and troubleshooting control valves, wiring, and irrigation zones.*
• Installed rain sensors to the irrigation controllers at Civic Center Park, Highridge Court Park, Holy Cross Ball Fields, Northern Lights Ball Fields, Skylake Park, and Fallbrook Farms Park so the irrigation system will turn off automatically during rain events.
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• Developed a program to promote water saving landscape practices, which included scheduled group meetings with residents at City-owned xeriscape gardens.
• Construction of the Northaven Irrigation and Park Rehabilitation Project is complete. An Adams County Open Space Grant in the amount of $565,302 was secured to increase the scope of work to include a new playground and additional sod and irrigation.*
• Applied slow release fertilizer throughout the park system to reduce overall labor from multiple applications and improve consistent nutrient release to the turf.
Community Engagement
• Partnered with teachers and students from the Bollman Occupational Center to remodel the house adjacent to the TACC. This project allowed the students to get hands-on experience with construction and renovation work.
o The students and teacher had completed most of the framing, insulation installation, and dry wall installation in the upstairs area of the house by the end of 2015.
o In the spring of 2016, the students will focus on finishing’s in the upstairs area and more extensive work in the basement.
o The students will work every Tuesday and Thursday throughout the spring 2016 semester.* • Participated on the Niver STEM (science, technology, engineering, and math) Launch School Panel to encourage students to bring the community to nature. The school and City staff are evaluating the implementation of selected ideas such as painting trash cans and building bat houses in Pecos Park and along the Niver Trail.
• Worked with citizens in the Adopt a Flower Bed Program. Two families maintain the annual flower gardens at the Thorncreek Golf Course and at Eastlake Tennis Courts. There were also volunteers that assisted with annual flower bed plantings throughout the City.
• Worked with the Northern Lights Little League volunteers to install a new score board on field 3 at Northern Lights. Assisted with the field dedication event on opening day in April for the now named PFC Jake Wykstra field.
• Three Boy Scout projects were completed, including two bridge renovations in Woodbridge Station, painting of approximately 100 trash cans, and Russian olive tree removal along the Brantner Gulch Trail.
• The trees for tomorrow program in which the City shares the cost of a tree to be planted within a resident’s yard continued and in 2015, 69 trees were sold.
• Utilized community service workers to assist with litter removal, weed control and general clean-up of open space and park areas throughout the community.
• Continued to work with a citizen group at the Thornton Trail Winds Park and Open Space dog park.
o The group assists with dog waste cleanup and overall litter removal to ensure that the site is properly maintained.
o Two shade shelters were installed in early July 2015.
o At the request of the citizen group, added concrete pads in the entrance ways to alleviate the mud issues that existed after inclement weather.
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• Installed holiday lights at Interstate 25 and Thornton Parkway, the Civic Center, the Margaret W. Carpenter Recreation Center, and at WinterFest.
• Donated 240 holiday trees to community members following WinterFest.
• Continued to mulch tree branches for the general public, a service that is provided free of charge.
• Assisted the Todd Creek Garden Club with presentations on plant selections and proper techniques for growing plants in Colorado.
• Continued to respond to citizen calls pertaining to best practices in landscaping and watering with the goal of helping citizens maintain their yards.
• Completed one memorial bench project at Fallbrook Farms Park which memorialize deceased family members.
Awards and Recognition
• Received a 2015 Colorado Lottery Starburst Award recognizing project and program excellence in the use of Lottery funds for community and conservation projects for the Senior Center Renovation Project completed in 2014.
• Renewed the status as a Playful City USA by the KABOOM organization. This is the seventh consecutive year that the City of Thornton has received this honor. Playful City USA is a national recognition program honoring cities and towns that make play a priority and use innovative programs to get children active, playing, and healthy.
• Received the Tree City USA designation for the 28th consecutive year, a program that recognizes communities that have demonstrated a commitment to caring for and managing public trees.
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Community Outcome 4: Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings.
The City continues to ensure that the standards and codes for safety, health and public welfare are implemented and maintained by overseeing the development review process. The City plans for future build- out through the Comprehensive Plan and other planning documents.
Community Outcome 4 2011 2012 2013 2014 2015 Development Review Development Applications 194 263 353 385 394 Single-Family Permits Issued 245 307 314 370 505 Commercial Permits Issued 5 10 15 15 19 Reviews Completed by Target 88% 91% 88% 87% 87% Reviews per Building Application 1.40 1.51 1.58 1.59 1.59 Building Inspections Building Inspections 25,083 26,212 28,473 30,103 37,755
Efficient and Effective Management of Development Projects
• Overall development activity Applications and Permits increased. Received and 600 reviewed 394 development applications, up from 385 the 500 previous twelve months.
• Commercial building activity 400 increased from the previous twelve months. Issued 19 300 building permits for new 505 200 385 394 commercial buildings and 103 353 370 307 314 building permits for tenant 263 improvements, additions 100 and remodels, a 5 percent 10 15 15 19 increase. 0 2012 2013 2014 2015 • Issued 505 single-family Development Applications Single-Family Permits Issued Commercial Permits Issued permits, a 36 percent increase over the previous twelve months.
• Issued 517 multi-family permits for units in 32 buildings in 2015.
• Completed 37,755 building inspections, a small increase over the previous 12 months.
• Completed 87 percent of development reviews on time, the same percentage as 2014.
• Of the 388 customer surveys returned over the last year, 98 percent rated customer service provided by development staff as positive, up from 97 percent the prior year.
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• Notable building permits Application Review issued included Mike Shaw 92% 1.60 Subaru addition, King Soopers 1.59 1.59 th 91% 1.58 remodel at 136 Avenue, 91% 1.58 the North Suburban Medical Center lobby remodel, 90% 1.56 Kara’s Auto Body addition, Children’s Learning Center, 89% 1.54 Next Care, Candlewood Suites, 88% 88% 1.52 Freddy’s Restaurant, Stargate 1.51 87% 87% Secondary School, Stargate 87% 1.50 Fieldhouse, Stargate Primary School, Wendy’s at the Grove, 86% 1.48 Dynamic Metal Fabricators, and Northern Electric 85% 1.46 Mezzanine. 2012 2013 2014 2015 Reviews Completed by Target Reviews per Building Application • Notable certificates of occupancy issued included Next Care, Freddy’s Restaurant, Wendy’s at the Grove, King Soopers remodel on 136th Avenue, and Northern Electric Mezzanine.
• Issued construction permits for:
o Heritage Todd Creek, Phase 4
o Cundall Farms Residential, Phases 1, 1B, 2 and Phase 3 Utilities
o Country Hills – Children’s Early Learning Center
o Quebec Highlands Residential, Phase 3 and 4
o Morrison Residential, Phase 2
o Business Improvement Grant Projects (Jim’s Burger Haven, La Botana, and Denny’s)
o Presidential Ridge Multifamily th o Stargate Academy at 144 Avenue and Washington Street
o Humana Mountainview Lobby Expansion at North Suburban Hospital
o Candlewood Suites at The Grove th o Wendy’s Remodel at 120 Avenue and York Street
o Freddy’s Frozen Custard – The Grove
o Wendy’s – The Grove th o Quebec Commons – Quebec Riverdale Commercial at 128 Avenue and Quebec Street
o Aspen Reserve (Crestview Park), Phase 1 and 2
o Lewis Pointe, Phase 3
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o Larry Miller Toyota Inventory Lot
o Hunter Douglas Business Park (Dynamic Metals) rd o Family Dollar at 103 Avenue and Colorado Boulevard
o Aztec Villas Apartment Renovations
o Cherrylane (Grading)
o Mission Trace Parking Lot Renovations th o Springvale 7-Eleven at 136 Avenue and Holly Street
o Settler’s Chase
o Sage Valley Townhomes • Recorded development agreements for Springvale Commercial, Stargate Academy, Candlewood Suites at The Grove, Villages North, Amber Creek, Sage Valley, and Settler’s Chase; and amendments for 144th Avenue and Grant Street Multi-Family, 144th Avenue and Washington Street Commercial, Aspen Reserve, Heritage Todd Creek, Lewis Pointe, Cundall Farms Residential, Skylake Ranch, and Presidential Ridge Multifamily. • City Council approved development applications for:
o Landmark Towers Miller Inventory Lot (Zoning and Conceptual Site Plan)
o Quebec Riverdale Shopping Center (Planned Development Amendment)
o Morrison Subdivision (Rezoning and Official Development Plan and Conceptual Site Plan)
o Talon View / Todd Creek Village (Rezoning, Conceptual Site Plan, and Comprehensive Plan Amendment)
th o East 150 Avenue and York Street (Annexation, Zoning and Conceptual Site Plan)
o Fallbrook Planning Area A (Comprehensive Plan Amendment and Zoning)
o HighPointe Park Planned Development Amendment (Zoning)
th o Eastlake at 124 Avenue Station (Zoning)
o Springvale 7-Eleven (Conceptual Site Plan) • The Development Permit and Appeals Board (DPAB) approved Development Permits for Oaks at Eastlake, Washington Square Hi Performance Wash Systems, Catalina Clubhouse, Mike Shaw Subaru, Presidential Ridge, Kara’s Auto Body, Springvale 7-Eleven, Quest Thornton Self Storage, Cottonwood Lakes Medical
• DPAB heard variance applications for Original Thornton Variance Shed, Woodglen Fence, and Willow Bend Oil and Gas.
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• Staff administratively approved applications for:
o Heritage Todd Creek (Planned Development Amendments)
o Cundall Farms Official (Development Plan Amendment)
o Oaks at Eastlake (Official Development Plan Amendment)
o Hunter Douglas (Planned Development Amendment Signs)
o Willow Bend (Conceptual Site Plan Amendment)
o Hunter Douglas - Dynamic Metal Fabrication (Development Permit)
o HighPointe Urgent Care (Development Permit)
o The Grove – Wendy’s (Development Permit and Specific Use Permit)
o The Grove – Freddy’s (Development Permit and Specific Use Permit)
o Settler’s Chase (Development Permit Amendment)
o Falk Industrial Tract – Miller Ranch (Development Permit and Specific Use Permit)
o Quebec Riverdale Commercial – inline retail building (Development Permit)
o Summit Entertainment (Development Permit)
o The Grove – Steinmart (Development Permit) • Staff approved subdivision plats for Crestview Park, Amber Creek, 104th Avenue Redevelopment, The Grove, Yorkshire Square, Newcastle Subdivision, Cundall Farms, Fallbrook Farms, 144th Avenue and Washington Street Commercial, Villages North, Huffy Business Park, Quebec Highlands, Stargate Charter School Subdivision and Family Dollar.
Planned for Future Build-Out
• Three Station Area Master Plans (STAMPs) were completed: 104th Avenue and Colorado Boulevard, 88th Avenue and Welby Road, and Eastlake.
o Community outreach included stakeholder interviews, a business owners meeting, a booth at Thorntonfest and two well-attended community meetings.
th th o The 104 Avenue and 88 Avenue plans were adopted by Council on January 13, 2015.
o The previous version of the Eastlake plan was approved by Council in 2009 but needed to be updated due to changing road alignments; Eastlake Station now being the temporary end of line; and other factors. Three Council updates were held, and the updated plan was adopted by City Council on October 27, 2015
• The Eastlake Plaza and First Street concepts were presented to Council on December 9, 2015 to identify station betterments.
• Work commenced on the 112th Avenue STAMP, which is being done in conjunction with Northglenn.
o A consultant was hired and data collection has been completed.
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o Data evaluation has commenced and the market analysis and development of alternative land use concepts is underway.
o A joint community meeting was held with Northglenn on November 12, 2015 with an attendance of more than 120 people.
• Work on the Hazard Mitigation Plan continued:
o This plan is intended to replace the Denver Regional Council of Governments (DRCOG) Hazards Mitigation Plan which expired in 2015 and identifies opportunities to proactively mitigate hazards, and increases the likelihood of receiving state and federal assistance in the case of an event that causes significant damage.
o A federal grant application was awarded for this project and an intergovernmental agreement (IGA) was approved with Northglenn and Federal Heights to partner on the project.
o Data compilation for the project has been completed and assessment work has now begun. • The following metro district items were approved by City Council:
o Fallbrook Villas Metro District: service plan and IGA
o York Street Metro District: service plan and IGA
o Village at Dry Creek Metro District (1-4): amended service plan and IGA
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Community Outcome 5: Design and build the public infrastructure necessary to support new growth and maintain existing services.
The City made progress on multiple street improvement projects that expand existing infrastructure and provide for future development. In addition, the City continued monitoring the Suncor pipeline project and participating in the FasTracks North Metro Rail Line Project. Achievements denoted with an * are part of the five-year CIP. Community Outcome 5 2015 QI 2015 QII 2015 QIII 2015 QIV Public Infrastructure Total Lane Miles 1,232.0 1,232.0 1,236.7 1,239.7 Total Storm Sewer Miles* 153.7 153.7 154.3 141.8 Total Sanitary Sewer Miles 440.3 441.6 442.9 445.3 Total Water Miles 576.5 576.5 577.0 579.4 Note: Re-coding storm sewer mains from City-owned to private in the Western Hills area in Q4 resulted in a reduction in storm sewer miles. Street Expansion
• Continued the Washington Street Widening Projects, which will increase roadway capacity, pedestrian mobility, and help spur economic development in the area. The existing roadway is two lanes and the proposed roadway is six lanes with a landscaped median.
th th o Continued construction from 144 Avenue to 147 Avenue. Construction is over 50 percent complete and is on schedule to be finished by second quarter 2016. The project includes floodplain improvements and a pedestrian underpass for the Shay Ditch drainage channel under Washington Street.*
th rd o Completed design of the segment from 147 Avenue to 153 Avenue, including realignment of the 152nd Avenue intersection and the Bull Canal relocation. Since construction is not anticipated until 2021, per the 2015 Community Facilities Plan, only the right-of-way (ROW) that could be obtained through negotiations was completed this year. The remaining ROW will need to be acquired in 2020 or as development occurs.*
th th o Design and ROW acquisition continued for the roadway segment from 158 Avenue to 160 Avenue. The last phase of the Sack Creek Drainage Improvements will be combined with this segment of the Washington Street Widening Project. Construction is anticipated to start in early 2016, pending acquisition of ROW.*
• Design and ROW acquisition for the Welby Road Realignment Project has been completed. Construction will start in January 2016 and should be completed by the end of second quarter 2016. The roadway is being realigned to the east to allow for the future Original Thornton at 88th Avenue FasTracks station.*
• Construction of the Holly Street Widening Project is complete from 123rd Avenue to Holly Circle South. The project included widening the roadway from two to five-lanes across the Brantner Gulch Drainageway. There are now five continuous lanes between 130th Avenue and 112th Avenue.*
• Completed design for the Claude Court Realignment Project from 124th Avenue to 126th Avenue. This project is 80 percent federally grant funded and administered by Colorado Department of Transportation (CDOT). Construction is scheduled to begin in late first quarter 2016. This project is necessary in order for the Eastlake at 124th Avenue FasTracks Station parking lot to be located over the existing Claude Court.*
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• Construction has started and should be completed by the end of first quarter 2016 for the 88th Avenue and York Street intersection improvements. The project will widen the turning radii on the north side of the intersection to accommodate buses and the traffic signal poles will be replaced.*
• Received bids for construction of the 88th Avenue and Colorado Boulevard intersection improvements. Obtained ROW for construction of the project. This project addresses a hazardous intersection and is 90 percent funded through a CDOT Hazard Elimination Safety grant. Construction is anticipated to begin early 2016.*
• Design is underway for the 84th Avenue and Grant Street intersection improvements. This project addresses a hazardous intersection and is 90 percent funded through a CDOT Hazard Elimination Safety grant. Design is expected to be completed in the first quarter of 2016. ROW acquisition will continue through 2016 with construction to follow. This project will add double left turn lanes in all directions.*
Efficient and Effective Management of Special Projects
• Cooperating with Regional Transportation District (RTD) per the intergovernmental agreement (IGA) for participation in construction of FasTracks North Metro Rail Line. The North Metro Rail Line to 124th Avenue is anticipated to be complete and open to the public in 2018.
o Design is 90 percent complete for most of the track work and roadway crossings, three utility crossings, and several minor drainage crossings. Station design elements were presented to the City Council and the public. Station names and design themes have been selected.
th o Station layout plans are nearly 100 percent complete for Eastlake at 124 Avenue and 90 percent complete for Original Thornton at 88th Avenue. Major drainage crossings and the Thornton Crossroads at 104th Avenue Station plans are expected to be 60 percent complete in early 2016.
th o Construction is underway for the 120 Avenue overpass. Completion is expected in early 2016. th o Construction of the 104 Avenue overpass is underway. Completion expected mid-2016. th o Construction of the Eastlake at 124 Avenue Station platform walls are underway. th o Regional Rail Partners completed relocation and encasement of water lines at 100 Avenue and 112th Avenue, and south of 104th Avenue behind Colorado Center, where the lines cross the rail corridor.
City Council Action
• Approved an IGA between the City of Thornton and the City of Northglenn regarding participation in the City of Northglenn’s 112th Avenue Station Area Master Plan.
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Community Outcome 6: Preserve and stabilize existing neighborhoods to support community health and vibrancy.
The City works to preserve, stabilize, and revitalize Thornton’s neighborhoods through cooperation and collaboration with citizens, and local resource organizations.
Community Outcome 6 2011 2012 2013 2014 2015
Code Compliance Code Violations - Calls for Service 1,964 1,730 1,984 1,962 2,096 Code Violations* 9,481 9,218 11,703 12,480 9,673 Resolved Violations 9,239 8,356 11,545 12,401 9,536 Voluntary Compliance - Percent* 88% 91% 94% 95% 96% Abatements (Excluding Graffiti) - Total 310 294 258 217 116 Abatements - Percent Weeds 84% 90% 85% 91% 92% Abatements - Percent Vacant Property 74% 90% 92% 90% 91% Abatement Cost - Paid by City* $49,960 $42,926 $56,537 $57,968 $59,679 Abatement Cost - Paid by Property Owner* $80,296 $59,338 $66,927 $70,997 $66,043 Graffiti Removal Graffiti Incidents Removed 1,038 1,798 1,664 1,016 880 Graffiti Incidents Removed - Square Feet 28,473 27,892 31,441 28,163 12,890 Neighborhood Stabilization Help for Homes Program Participation 58 49 38 48 37 Foreclosure Petitions 939 760 386 306 170 Citizen Survey: Percent of residents reporting at least some risk of losing their home n/a 21% 20% 17% n/a Note: Code violations decreased by 22 percent from 2014 to 2015. This decrease is likely due to a combination of educational efforts through the enforcement process and the resource intensive training process for new code officers. Staff turnover in 2014 required new code officer training in 2015, which involves two officers working together for a period of time, thus reducing the area that can be proactively patrolled.
Neighborhood Revitalization and Preservation
• Removed 6,325 temporary signs in violation of the City Code.
• Performed sweeps of the alleyways on seven separate occasions to remove 70 cubic yards of junk and items illegally dumped in the alleys for a cost of $8,220.
• Operated a code compliance Saturday service program during the summer to assist residents with questions and checking urgent issues that cannot be seen the rest of the week. In the summer of 2015, staff answered seven questions and inspected three potential code violations based on this service. A staff member was available every weekend to remove temporary signs in violation of the City Code as well.
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• Enforced the Code amendments approved in late 2014 regarding donation collection containers to ensure all bins had a valid Temporary Use Permit and were installed in an appropriate location. Code officers found 56 boxes that were not in compliance with the code; All of these bins have been brought into compliance.
• Addressed potholes and other driveway and parking lot maintenance concerns at the Eastlake Post Office, Thornton Shopping Center, Washington Square Business Park and near the hotels at 120th Avenue and Grant Street. • Code violations decreased by Code Violations 22 percent from 2014 to 2015. This decrease is likely due to 14,000 12,480 a combination of educational 11,703 efforts through the enforcement 12,000 process and the resource 10,000 9,481 9,673 intensive training process for new 9,218 code officers. Staff turnover in 8,000 2014 required new code officer training in 2015, which involves 6,000 two officers working together for a period of time, thus reducing 4,000 the area that can be proactively 1,964 1,730 1,984 1,962 2,096 patrolled. 2,000 • The percentage of violations 0 that were voluntarily brought into 2011 2012 2013 2014 2015 compliance increased from 95 Code Violations Code Violations - Calls for Service percent in 2014 to 96 percent in 2015. The City proactively works with residents to encourage Voluntary Compliance voluntary resolution of code 98% compliance issues. 96% 96% • Assisted Keep Thornton 95% Beautiful, a local affiliate of the 94% 94% nonprofit organization Keep America Beautiful, whose goal 92% is to promote more vibrant 91% and cleaner communities, with several activities: 90% 88% o Facilitated the annual litter 88% index survey in May 2015 to evaluate the amount 86% of litter in Thornton; Thornton’s rating was 84% 1.13, which translates to 2011 2012 2013 2014 2015 minimal-to-no-litter found in the community.
o Promoted the nonprofit’s electronic recycling events.
o Connected the organization with a physically disabled resident who needed assistance with replacing artificial turf in his front yard.
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• Coordinated the 2015 Thornton Paint-a-Thon, an event in which 62 volunteers painted the homes of three low-income homeowners with financial and physical limitations. Eight local businesses donated materials, supplies, and lunch.
• Amended the Thornton City Code in April 2015 to incorporate placement and storage requirements for residential garbage and recyclable materials containers that are not owned by the City of Thornton. This amendment has resulted in a new inspection item for code compliance which mirrors Environmental Services’ efforts to enforce the Code on City trash and recycling containers.
• Hosted two free energy and water efficiency workshops in the fall of 2015, in which attendees learned tips to reduce energy and water usage in the home. There were 14 workshop attendees.
Affordable and Balanced Housing
• Provided health and safety repairs to 37 low-income residents through the Help for Homes program and one resident through the new Home Repair Loan Program.
o The Help for Homes program assists low-income adults over 55 or disabled homeowners with minor home repairs, including accessibility modifications, plumbing repairs or electrical repairs.
o The Home Repair Loan Program offers income-eligible homeowners a 0 percent interest loan for major repairs related to health, safety or accessibility.
• Assisted 12 new homebuyers in purchasing a home in Thornton through an Adams County Housing Authority program using Home Investment Partnerships Program (HOME) funds.
• Funded a new tenant-based rental assistance program to provide 10 to 15 low- and extremely low- income families with children who attend Thornton schools with rent subsidies to live in Thornton near their schools.
• Hosted a tour for executives at the Urban Land Conservancy of Thornton transit oriented Foreclosure Petitions properties. This organization 1,000 939 has not developed in Thornton 900 previously but has purchased properties in Denver to develop or 800 760 redevelop for affordable housing 700 and community facility needs. 600 • Hosted seven free homebuyer education workshops in 500 partnership with Housing and 400 386 Urban Development (HUD)- 306 approved housing counseling 300 organizations in which 265 people 200 170 attended. 100 • The number of home foreclosures continues to decline from 939 0 in 2011 to 170 in 2015. This is a 2011 2012 2013 2014 2015 reflection of the improved national and local economy.
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• Held six meetings with apartment and manufactured home property managers to enhance communication between the City and property managers. • Collaborated with the Adams County Cold Weather Care program, an emergency shelter organized and hosted by local churches, by providing building safety inspections at the three churches located in Thornton serving as overnight shelters. • Helped a 70 year-old manufactured home park resident who was in danger of losing her home due to numerous life safety concerns stay in her home by connecting her to nonprofit organizations that could fix cracked water lines, leaks in the roof and other issues.
Community Development
• Provided 15,712 Thornton residents with food, housing, medical treatment or human services through granting $73,950 in Thornton Assistance Funds in 2015 to 36 nonprofit organizations. • Provided Community Development Block Grant (CDBG) funding and technical assistance for the following projects completed during the last 12 months:
o A new 17 passenger, handicap accessible bus for Senior Services was purchased and put into commission.
o Community Resources & Housing Development Corporation rehabilitated one previously foreclosed and vacant home and sold two rehabilitated homes to first time homebuyers
o An engineering study was completed on the School Tributary Drainage Area in Original Thornton. The School Tributary improvements will promote development of the land east of the 88th Avenue FasTracks station and address localized street flooding in the Thornton Valley East subdivision. The design for the concrete box culvert should be complete by the third quarter of 2016.*
• Six volunteer groups painted 247 fire hydrants through the Neighborhood Improvement Project program. • Facilitated water and supply rebates for nine community gardens.
City Council Action
• Council approved assigning $6.35 million of Private Activity Bonds to the Adams County Housing Authority (ACHA) to fund construction of an affordable apartment complex near the North Metro Rail Line at 104th Avenue and Colorado Boulevard. ACHA will apply for low income housing tax credits to leverage this bond funding.
• Approved an IGA between Adams County and the City of Thornton for extending participation in the Home Investment Partnerships Program Consortium for program years 2016, 2017 and 2018 and thus, have a portion of the Adams County HOME funds reserved for Thornton projects over the next three years.
• Authorized the distribution of the 2015 Thornton Assistance Funds to nonprofit organizations that help Thornton residents meet their basic needs and enhance their ability to be self-sufficient.
• Developed, approved and submitted Thornton’s 2015-2019 Consolidated Plan, the 2015 Annual Action Plan and the 2014 Consolidated Annual Performance and Evaluation Report; all of are required to receive CDBG funding.
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Community Outcome 7: Attract and retain primary employers to support a healthy Thornton economy and provide access to jobs for Thornton residents.
A Primary Employer refers to industries that produce more goods and services than can be consumed by the local economy, and therefore export a significant portion of them. A major benefit of primary employers is that external funds are infused into the local economy, and therefore have a substantial impact on output, employment, and wages. Community Outcome 7 2013 2014 2015 Economic Development Prospect Activity (Number of Inquiries) 101 99 63 Site Selector Visits/Meetings 36 37 42 Existing Primary Employer Visits 24 39 40
Economic Development - Community Data Vacancy Rate - Office* 23% 15% 15% Vacancy Rate - Industrial* 21% 18% 6% Employment Square Feet Absorbed* 125,000 164,000 366,000 Net New Created/Retained Primary Jobs* 320 400 90 Note: Vacancy rate is the percentage of all available square feet in a commercial property that are vacant or unoccupied at a particular time. Employment square feet absorbed is the total number of office, industrial and flex square feet occupied by an employer. Net new created/retained primary jobs are new primary jobs, either from existing company retention/expansion or attraction less primary jobs that have left the community.
Economic Development Planning
• The City continues working to implement recommendations from the Primary Employer Strategic Plan, which outlined strategies to attract and retain primary employers:
o City Council modified the Business Park Zoning to allow industrial inside high risk and more outside storage uses in the fourth quarter of 2015.
o Modified the Thornton City Code to remove the prohibition of concrete as a building façade material to allow tilt-up construction in the North Washington Subarea in the fourth quarter of 2015. Tilt-up is a common form of construction used for flex development for primary employers.
o Worked with the State and Adams County Economic Development to expand the State Enterprise Zone, adding over 2,600 acres of commercial land to Thornton’s Enterprise Zone starting in 2016. The Enterprise Zone is a State program that provides state income tax credits to encourage businesses to locate and expand in designated economically distressed areas of the state.
o The City is working with a consultant to verify the optimal amount and location of employment center land for the development of future Thornton employers.
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Primary Employer Attraction
• There was a net increase of 90 primary jobs in 2015. Primary Employment Growth A total of 390 jobs were 400,000 450 created or retained, but 300 400 400 were lost with the sale of 350,000 Corinthian College. 350 300,000 320 • Facilitated the relocation 300 of the Northern Group and 250,000 Appliance Factory Outlet, 250 which will result in the 200,000 366,000 200 creation of 290 jobs and 150,000 the occupation of around 150 366,000 existing square feet 100,000 90 of office or industrial space. 164,000 100 125,000 Employment Square Feet Absorbed Feet Square Employment 50,000 • Supported 63 primary 50 Net New Created/Retained Primary Jobs Created/Retained New Net employer inquiries and 53 0 0 potential projects in the past 2013 2014 2015 12 months. Inquiries are Employment Square Feet Absorbed Net New Created/Retained Primary Jobs requests from industries that we cannot meet due to land and building Primary Employer Attraction Efforts requirements or 120 other factors. 101 99 100 • Promoted Thornton to 80 Prospect Activity (Number of the real estate 63 Inquiries) community, 60 Site Selector Visits/Meetings developers, 37 39 42 40 40 36 Existing Primary Employer Visits companies and 24 site selectors, 20 resulting in 47 new inquiries 0 from these high 2013 2014 2015 return sources.
• Promoted Thornton to over 40 national and local site selection consultants through events such as the Site Selectors Guild Conference, Metro Denver Economic Development Corporation Site Selection Conference, CoreNet conference, and onsite visits.
• Continued promoting the economic significance designation for primary employer’s to end-users through various presentations, the website, and print material. The economic significance designation allows all new development for primary employment projects to be reviewed administratively, which will save time and money for the end user and help increase the competiveness of land available for development.
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• Worked with regional communities to promote the north Interstate 25 corridor.
o Presented to the International Council of Shopping Centers group of around 50 attendees on activity in Thornton in April.
o Presented Interstate 25 corridor opportunities to around 400 people at the Colorado Real Estate Journal’s Land and Development conference in September.
o Participated in two bus tours to discuss activity along the north Interstate 25 corridor. • Updated brochures for the Central Thornton Business District, North Thornton Business District, and the South Thornton Business District. These brochures provide prospective employers and developers with a summary of the business parks’ existing assets and opportunities.
• Sent quarterly prospect pipeline reports to the real estate community and developers on activity and prospect updates. The reports have had an increase in openings from previous years.
Primary Employer Retention and Expansion
• Assisted Dynamic Metal Fabrication with expansion to a site in the Central Thornton Business Park. They will build an 80,000 square foot manufacturing facility and plan to employ over 100 people.
• Helped 22 (55 percent) existing primary employers resolve issues. Proactively responding to employer issues creates a business environment that is conducive to retaining and growing businesses.
• Visited all of the primary employers (40) in Thornton in 2015. The City also notified all primary employers of the Enterprise Zone expansion via email and/or by phone. Primary employer visits support business retention and expansion goals by allowing staff to proactively identify and address employer issues.
• Conducted a roundtable with primary employers and City Council in March of 2015 that gave primary employers in Thornton the chance to discuss the opportunities and challenges of doing business in Thornton with elected officials. Nine primary employers and four Thornton council members attended.
City Council Action
• Approved a letter of support for increasing the State Enterprise Zone boundaries in Thornton.
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Community Outcome 8: Attract new retailers, retain existing retailers, and support small businesses to ensure access to goods and services, sustain a healthy tax base, and encourage a strong business environment.
High quality and diverse retail amenities are an important component to having a vibrant community and supporting Thornton’s growing population. Additionally, a large part of Thornton’s budget is comprised of Sales Tax revenue which comes from retail sales. Another key component to a strong and diverse economy is supporting small businesses as they make up a large portion of jobs in Thornton and help create a vibrant business climate.
Community Outcome 8 2013 2014 2015 Economic Development Companies Assisted through SBDC Small Business 177 147 116 Counseling Business Improvement Grant Dollars Allocated $257,878 $325,455 $274,702 Percent of Available Business Improvement Grant 94% 100% 99% Dollars Allocated
Economic Development - Community Data Vacancy Rate - Retail* 7.0% 7.0% 9.9% Note: Vacancy rate is the percentage of all available square feet in a commercial property that are vacant or unoccupied at a particular time.
Retail Development
• Assisted prospective retailers and developers as major retail and entertainment discussions take place along the Interstate 25 corridor and the Quebec corridor.
o Facilitated progress of the Denver Premium Outlets – a 350,000 square foot outlet mall to be located at the northeast corner of 136th Avenue and Interstate 25. The opening is tentatively scheduled for fall of 2017.
o Cultivated progress on opening a new premier entertainment and event venue. The company is looking to open a second location at the southeast corner of 136th Avenue and Interstate 25.
th o A 15,000 square foot restaurant and sports bar is to locate on the southeast corner of 136 Avenue and Interstate 25.
o Negotiated incentive agreements for Denver Premium Outlets, a restaurant, and an entertainment and event venue. Thornton City Council approved an incentive for Denver Premium Outlets in 2015.
o Assisted sit-down restaurants interested in the area surrounding Cabela’s and Denver Premium Outlets.
o The Summit - a 40,000 square foot entertainment complex – will locate on the southwest corner of 144th Avenue and Washington Street.
o Assisted in the site selection process for a large-scale grocer who is evaluating locations along Quebec Street to service the northeast Thornton community.
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• Continued to promote the development of The Grove Shopping Center by assisting the developer, TSG.
o New openings in 2015 include: La-Z-Boy, Hobby Lobby, Freddy’s Custard and Steakburgers, Daylight Donuts, and Lighten Up Fitness among others.
o Under development to open in 2016 include: SteinMart, Wendy’s, Arby’s, and Candlewood Suites.
o Hilton Garden Inn will begin construction in 2016. • Attended the International Council of Shopping Centers global retail real estate conference in 2015 to promote Thornton to 12 national retailers, developers, and site selectors.
• Assisted prospective retailers interested in locating in Thornton by providing site selection assistance, demographic information, etc.
• Conn’s fifth store in the Denver metro and first in in Thornton Retail Vacancy Rate opened on July 3, 2015. 12.0% 9.9% • Developed a new retail 10.0% promotional brochure designed to enhance the 8.0% 7.0% 7.0% image of Thornton, showcase new development areas, 6.0% and highlight two distinct 4.0% demographic markets for prospective retailers. 2.0%
• Retail vacancy rate increased 0.0% from 7 percent in 2014 to 9.9 2013 2014 2015 percent in 2015 in part due to the closing of Safeway on 120th Avenue and relocation of Texas Roadhouse.
Retail Retention and Support
• Created a Thornton Business Resource Toolkit to provide information, resources and support programs to local businesses. The City distributed over 100 toolkits in 2015.
• Reached out to over 150 local businesses and held seven shopping center tenant meetings to meet the tenants, share available resources, and hand out Business Resource Toolkits.
• Met with seven shopping center owners to provide support and share information.
• Provided assistance and insight to existing retailers and shopping center owners in Thornton such as demographic information, Small Business Development Center (SBDC) referrals, and prospective tenant assistance, to name a few.
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Local Business Support
• Implemented a Business Health Checkup service to better understand local business owners’ needs and the current business climate while providing assistance, referrals and information on City of Thornton business services and other community business support programs. Since the inception of this program in August, the City has met with over 110 businesses with close to 600 referrals and services provided.
• Held the 28th annual Business Appreciation Event on April 22, 2015. The event welcomed over 200 attendees, and featured the Business Recognition Awards, which highlight five businesses for their outstanding contributions to the Thornton community. The 2015 recipients were:
o Entrepreneurial Spirit Award: Vista Eye Care
o Retailer of the Year Award: Derby Bicycle Center
o Company on the Move: H&H Enterprises
o Industrial/Office Project of the Year: Avaya, Inc.
o People’s Choice Award: Anthony’s II Pizza & Italian Food • Provided small business counseling and assistance. In 2015, the SBDC assisted 116 City of Thornton businesses with over 600 hours of counseling time.
• Provided administrative support to the Businesses of Thornton Advisory Commission (BTAC).
o BTAC continued the Business Improvement Grant (BIG) program, which works to accelerate business improvements that will result in the creation and retention of jobs, increased sales revenue, and increased capital investment in Thornton facilities.
. In 2015, the program awarded $205,814 to 14 businesses, leveraging $342,448 in private-sector capital investment.
o Hosted two SBDC workshops in Thornton to assist small businesses. One session focused on marketing and the other on human resources. 18 businesses participated in the workshops.
o Hosted a “Get Your Business Online” seminar led by Google. The session outlined services provided by Google and free ways to utilize those tools to get your business online or to gain more traction online. Five business owners attended.
o In 2015, the Commercial Graffiti Removal Program saw a great reduction in graffiti removal services needed. In 2014, the program spent over $24,000 removing over 10,000 square feet of graffiti from commercial buildings throughout the city. In 2015, the amount spent was decreased to just over $5,000 for 1,700 square feet.
• ShopThorntonFirst.com continued to gain traction in 2015, with over 1,700 business listings on the shop local site. The program is marketed through City of Thornton events such as ThorntonFest, 4th of July, HarvestFest, and WinterFest; handouts at retail shopping center informational meetings; and social media. As a result, Facebook followers increased from 44 in 2014 to over 700 in 2015 and Twitter followers increased from 87 to over 200.
• Continued to send the Business Insider newsletter electronically to over 1,500 contacts quarterly. The newsletter provides news updates, legislative information, resources, and an events calendar. The newsletter email has an average open rate of 30 percent, which is high compared to the national average of 15-25 percent.
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City Council Action
• Approved a Public Finance Agreement among the City of Thornton, Simon Acquisition II, LLC, and Village at Dry Creek Metropolitan Districts Nos. 1-4 for development of a retail outlet center at the northeast corner of East 136th Avenue and Interstate 25. • Amended Chapter 26, Article V of the Code of the City of Thornton, Colorado, to authorize City Council to grant sales tax credits to the extent that public improvement fees are imposed and collected, and applied to purposes that benefit the City and its residents.
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Community Outcome 9: Conduct targeted redevelopment activities to revitalize existing development, eliminate blight, and encourage public and private reinvestment.
One of the crucial areas of focus for Thornton is redevelopment and reuse of buildings and shopping centers in the City. This is especially important in southern part of Thornton to help spur changes in some of the older areas of the City.
Ongoing Redevelopment Efforts
• Assisted Appliance Factory Outlet in locating in the former Ultimate Electronics facility. Appliance Factory Outlet purchased the facility and will use it as their regional headquarters and employ about 200 people.
• Assisted Miller International in occupying the former Jump Street building for warehouse use.
• Revised the scope of the South Thornton Revitalization Plan to expedite the recommendation of near- term redevelopment sites and add preliminary recommendations to create a Health Care District in partnership with HealthOne. The Health Care District comprises 90 acres and is being planned for health care and related industries.
o Drafted a memorandum of understanding (MOU) related to the Health Care District that was signed by North Suburban Medical Center and City Council in the fourth quarter.
o Promoting the South Thornton Health Care Center Plan to end-users and developers.
o Drafting a RFP to develop City-owned property in the area. • Continued to work with the owner of the Thornton Shopping Center to analyze rent rolls and tenant location, remediation strategies, redevelopment and re-use strategies, and funding sources. This center is currently under contract with a developer looking to do a mixed use project.
• Developed and implemented the South Thornton Attraction and Revitalization (STAR) Grant to promote building improvements and new business attraction to the South Thornton Development Area.
• Continued to work with the owners of Plaza Las Americas, the former Northland Shopping Center, to fill additional pad sites at 88th Avenue and Washington Street.
• Assisted retail and office prospects who are interested in locating on Thorton Development Authority (TDA) property in South Thornton.
• Met with several local business owners in South Thornton to encourage business improvements and revitalization activity through the use of the BIG grant.
• Currently researching programs and ordinances that have been developed in other cities and states to address blight conditions and encourage tenant and building owner improvements for clean up in the South Thornton Development Area
City Council Action
• Approved the 2015 North Washington Street Corridor Urban Renewal Area Cooperation Agreement between the City of Thornton and the TDA.
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Community Outcome 10: Prevent and deter crime by developing partnerships, pursuing collaborative problem solving, and implementing a youth strategy focused on prevention, intervention, and mentoring.
Over the past year, the City engaged with our Community partners in working towards a safer community. This was accomplished through multiple strategies such as engaging with Thornton’s youth and citizens in special events like Police Academies, the Christmas Crusade and National Night Out.
Community Programs
• Developed and implemented 88 specific crime strategies to address community public safety concerns resulting in 1,643 contacts, 32 felony arrests, 80 misdemeanor arrests and 710 summonses. The strategies included: accident reduction, apartment safety, assault, auto theft, auto trespass, Beyond Control of Parent/Runaway, construction burglary, driving under the influence, graffiti reduction, juvenile offender, probation/parole, residential burglary, residential complaint, speed control, and warrant arrest.
• Continued to implement the community policing partnership to focus on quality of life issues in apartment complexes and manufactured home communities. Meetings are now held quarterly with approximately 25 attendees at each meeting.
• Continued the Thornton Citizens Police Academy during the fall of 2015, with 23 individuals graduating from the program. The academy includes an overview of police services, meetings with police officers, and opportunities to volunteer with the department upon graduation.
• Participated in the 31st annual National Night Out activities along with 26 Thornton neighborhoods. National Night Out is designed to heighten crime and drug prevention awareness, generate support and participation in local anti-crime efforts, and strengthen neighborhood spirit and police/community relations.
• Provided 236 families, including 591 children, with gifts during the 2015 Christmas Crusade for Children.
Youth Services Unit
• Continued the School Resource Officer (SRO) program, which strives to develop positive relationships between the Police Department, students, and school officials:
o Held 4,698 meetings with school officials, parents, and students.
o Attended 98 school activities and made 314 arrests.
o Conducted 109 home visits related to student truancy.
o Gave 200 class presentations to students.
o Involved in 66 threat assessments of students.
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• Participated in two restorative justice training days with Jefferson County schools with approximately 60 teachers and administrators in attendance. Restorative Justice is a system utilized by school districts on a case by case basis that focuses on the rehabilitation of offenders through reconciliation with victims and the community at large.
• Conducted one session of the Thornton Police Youth Academy, introducing 30 high school aged students to various aspects of police work including self-defense, building searches, traffic stops and crime scene investigation.
• Continued the Explorer Post, which offers high school students in Thornton an opportunity to learn about police service and potential career opportunities. There are 19 Explorers in the program.
• Hosted two Hooked on Fishing Not Drugs events in June of 2015, with 70 youth participating. The program uses fishing skill development as a gateway to teach youth about the benefits of a healthy lifestyle and how to deal with various life challenges.
• Conducted drug recognition and impairment training for 50 teachers and administrators from Adams 12 Five Star Schools, which helps educators recognize potentially impaired students.
• Hosted two bike rodeos with over 50 people in attendance. The goal of a bike rodeo is to teach children how to ride a bicycle safely.
• Conducted bicycle patrol of bike trails, walking paths, parks and high-density housing areas during the summer months.
• Provided training to School District 27J on lockdown and lockout drills.
• Conducted Position of Trust Training for approximately 300 Adams County District 12 coaches, assistants, and teachers and approximately 300 people at the Colorado Athletic Directors Association training in Breckenridge. The training informs participants about expectations from a law enforcement perspective including reporting requirements.
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Community Outcome 11: Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services.
Over the past year, the City provided ongoing public safety programs in patrol, detectives and animal control with new technology being implemented in the 911 Emergency Communication Center.
Community Outcome 11 2011 2012 2013 2014 2015
Patrol Calls for Service Priority 1 - High Emergency n/a n/a n/a 8,512 9,235 Priority 2 - Low Emergency n/a n/a n/a 17,728 18,810 Priority 3 - Non Emergency n/a n/a n/a 13,843 14,843 Other Calls* n/a n/a n/a 66,253 70,868 Total Calls for Service* n/a n/a n/a 106,336 113,756 Average Response Time Priority 1 Calls n/a n/a n/a 7:50 8:00 Priority 2 Calls n/a n/a n/a 20:14 22:24 Priority 3 Calls n/a n/a n/a 30:36 35:20 Accidents Total Accidents 2,484 2,452 2,545 3,229 3,145 Total Injury Accidents 159 161 122 175 190 Percent Injury Accidents 6% 7% 5% 5% 6% Animal Control Calls for Service 9,562 9,392 8,535 10,733 9,407 Animals Impounded 1,386 1,336 1,170 1,223 1,205 Animal Bite Reports 176 143 180 208 180
Emergency Communication Services Total Calls 212,629 214,892 215,818 234,221 256,475 Percent Calls Answered within 20 Seconds 100% 100% 100% 99% 99% Note: The City revamped the reporting of “calls for service” and “response time” in 2014 to better reflect actual police efforts. Due to the change, data prior to 2014 is no longer comparable. A “call for service” is any instance that requires committed time by an officer, whether dispatched, citizen initiated or officer initiated where an officer spends time providing any service to a citizen. “Other calls” are committed time calls that do not generate a response time. Ongoing Patrol Services
• Responded to 9,235 Priority 1(high emergency) calls for service in 2015, an increase of eight percent from 2014. Total calls, including Priority 1, 2, 3 and Other, were 113,756, seven percent higher than 2014.
• Activated the Thornton/Northglenn SWAT team for 27 high-risk events, with 15 events occurring in Thornton and seven occurring in Northglenn. Assisted Broomfield SWAT on four events.
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• Made 403 driving under Police Patrol Calls for Service the influence arrests in 80,000 70,868 2015. 66,253 • Conducted multiple 60,000 Crime Enforcement Response Team (CERT) 40,000 operations focusing 18,810 on pattern crimes, 17,728 13,843 14,843 20,000 9,235 repeat offenders and 8,512 high priority issues 0 throughout Thornton. 2014 2015 Priority 1 - High Emergency Priority 2 - Low Emergency o CERT operations in 2015 resulted Priority 3 - Non Emergency Other Calls in 197 individual contacts, 66 Police Traffic Accidents felony arrests, 3,500 7% 12 misdemeanor 7% arrests, 11 6% 3,000 6% summonses and 5% 57 cases filed 5% with the Adams 2,500 5% County District Attorney’s Office. 2,000 4% • Responded to 3,146 3,229 accidents during the 1,500 3,145 3% reporting period, of 2,452 2,545 which 190 resulted in 1,000 2%
injuries. InjuryAccidents Percent
500 1% Animal Control 0 0% • During the reporting 2012 2013 2014 2015 period, received 180 reports involving animal Total Accidents Percent Injury Accidents attacks and bites. 1,205 animals were impounded in 2015.
• Coordinated a successful vaccination clinic at Thorntonfest, with 432 dogs and 18 cats receiving vaccinations.
• Conducted four aggressive dog training classes for new police recruits, ensuring officers are prepared to safely and humanely manage encounters with aggressive animals.
• Conducted aggressive dog training classes for code compliance and victim advocate personnel. Each presentation was adjusted to address the needs of that specific group.
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• Conducted five aggressive dog training classes for students to assist in a research project. The animal control officers also listened to the student presentations and provided feedback.
Police Grant Awards
• Grants help defer operating costs and expand the services offered by the City. The following grant awards were used during the reporting period:
o $324,768 High Intensity Drug Trafficking Area grant, for North Metro Task Force operations
o $44,592 Justice Assistance Grant, to purchase audio/visual equipment for the detention facility, alternative light source kit for crime scene investigators, and new laser/radar units for patrol.
Emergency Communications Center
• Began implementation of the BEWARE system, which is a software program designed to give officers and dispatchers pertinent information about an address, vehicle, nearby address information, personal information, and local records. Communications Center • Upgraded the phone system to add texting 300,000 101% to 911 capabilities. 250,000 100% 100% 100% 200,000 100% • Implemented 234,221 256,475 Electronic Stakeout 150,000 100% which is a GPS bait 100,000 212,629 214,892 215,818 99% 99% item that allows for 99% 50,000 electronic surveillance of criminal activity in 0 99% high crime corridors.
• Certified two Total Calls Percent Answered within 20 Seconds supervisors through the National Emergency Number Association and Communication Manager Certification Program. By completing this program the supervisor gains additional knowledge on effectively managing a communication center.
Policy Improvements
• Added eleven new trainers into the field training officer program bringing total participation to 27 including supervision. The program ensures that new hires receive all of the required certifications and training to operate independently.
• Conducted two in-house police recruit academies in 2015.
• The Thornton Police Department Twitter account (@ThorntonPolice) now has over 2,071 followers.
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City Council Action
• Approved an Intergovernmental Agreement between the cities of Thornton, Arvada, Aurora, Brighton, Commerce City, Federal Heights, Northglenn and Westminster, and the Town of Ben- nett for allocation of municipal inmate space and fees assessed for inmates in the Adams County Detention Facility.
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Community Outcome 12: Investigate crime and provide support to victims of crime in pursuit of justice for the community.
The City provides criminal investigative services that include person’s investigations, property investigations, financial crime investigations, and specific special investigations (online predator cases and prostitution cases). The City also provides victim services, which includes victim advocates and volunteers who provide assistance in persons and property crime cases. The City participates in the North Metro Drug Task Force, which investigates drug related crime, and the Rocky Mountain Regional Computer Forensic Laboratory, which is managed by the Federal Bureau of Investigations to investigate computer related crime.
Community Outcome 12 2011 2012 2013 2014 2015
Investigations Part 1 Crimes 4,740 4,674 4,706 5,392 5,696 Part 1 Crimes Cleared 1,340 1,384 1,357 1,641 1,563 Part 1 Clearance Rate (30% Goal) 28% 30% 29% 30% 27% Part 2 Crimes 7,155 6,423 5,550 6,128 5,987 Part 2 Crimes Cleared 6,020 5,570 4,951 5,105 4,800 Part 2 Clearance Rate 84% 87% 89% 83% 80% Victim Services Number of Victims Served 4,678 4,325 4,527 5,168 8,567 Volunteer Hours (On-scene and In-office Support) 510 336 504 1,036 521 Ongoing Detective Services
• A total of 5,696 Part 1 crimes, a 6 percent increase over 2014, and 5,987 Part II crimes, a decrease of 2 percent, were reported. Part 1 crimes are more serious in nature and include offenses such as burglary and aggravated assault. Examples of Part II crimes include counterfeiting and driving under the influence. Police Part 1 Crime Police Part 2 Crime 6,000 30% 31% 6,600 89% 90% 87% 5,000 30% 30% 6,400 88% 29% 6,200 86% 83% 4,000 29% 6,000 84% 3,000 27% 28% 5,800 82% 6,423 80% 5,600 80% 2,000 27% 6,128 5,987 5,400 78% 1,000 26% 5,200 5,550 76% 0 4,674 4,706 5,392 5,696 25% 5,000 74% Part 1 Crime Clearance Rate 1 Clearance Crime Part 2012 2013 2014 2015 2012 2013 2014 2015 Rate 2 Clearance Crime Part Part 1 Crimes Part 1 Clearance Rate (30% Goal) Part 2 Crimes Part 2 Clearance Rate • GPS devices were attached to bait property and strategically placed in crime theft locations on 91 occasions. This lead to twelve arrests and the recovery of several thousand dollars of stolen property.
• Proactively combated theft by entering 18,194 articles from pawn shops into the Colorado Crime Information Center system in 2015, which helps identify stolen items.
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• The following equipment was purchased or replaced in 2015: two video/surveillance cameras, one mobile surveillance platform, three GPS units, an XRY system to allow for cell phone search capability, forensic video system, and phase one of the detective interview room equipment. This equipment will aid in investigations by improving the quality of evidence and increasing efficiency.
• Installation of the new I-Record system was completed in two interview rooms. This new system allows investigators to view and copy interviews from their desks.
• A full audit of the property evidence room commenced in January of 2015. Best practices dictate that a full evidence audit should be conducted at least once every five years. This ensures that all evidence and property in the custody of the Thornton Police Department is accounted for and appropriately tracked.
• The City of Thornton withdrew participation with the Metro Gang Task Force in June 2015. This decision was made for the following reasons: the Metro Gang Task Force began focusing more on drug related issues, which the City addresses through the North Metro Drug Task Force; an increasing amount of time was spent on issues in Denver; and the City doesn’t experience a significant amount of gang related incidents. It was ultimately decided that participation in the Metro Gang Task Force wasn’t the best use of resources.
• The “Safety Banner” Program was established throughout the County. The program helps identify plain-clothes officers during a crisis, which safeguards officers from blue on blue shootings.
• Financial crime investigators filed 18 cases with the District Attorney’s Office for fraud or forgery totaling $981,000 loss to the victims. Of these, 13 cases were to at-risk adults.
• Liquor enforcement detectives completed the following in 2015: 102 liquor licenses were renewed subsequent to investigations and inspections; 50 compliance checks were completed for off-site liquor licenses; two new liquor licenses were investigated; and three complaint verifications were completed.
Victim Services
• In 2015, Victim Services, assisted with 5,386 cases of crime and tragedy, 4,452 of which were in Thornton. A total of 8,567 victims were served. Victim Services • Before 2015, only one victim 9,000 8,567 was counted per case. 8,000 Software changes in 2015 allowed for multiple victims to 7,000 6,000 be recorded per case, which 5,168 is the reason for the significant 4,678 5,000 4,325 4,527 Number of increase in victims served in Victims Served 4,000 2015. Volunteer 3,000 Hours • A total of 809.22 hours of 2,000 on-scene crisis intervention 1,036 1,000 510 504 521 services was provided to crime 336 victims. 0 2011 2012 2013 2014 2015
City of Thornton 52 392
• Worked with the 30 volunteers to reaffirm their commitment to the required roles and responsibilities of the positions and ensure access to the necessary equipment, training and understanding of proce- dures and protocols.
• The City of Thornton partners with volunteers to conserve resources and provide a higher level of service:
o Volunteers provided a total of 931 hours of in-office support and victim advocacy to victims of crime and tragedy. This amounts to an in-kind value of $19,960 using an hourly rate of $21.43, which is the national hourly salary rate for a volunteer.
o Volunteers provided a total of 531 hours of on-scene crisis response to victims of crime and tragedy. This amounts to an in-kind value of $11,370.
• The City began providing follow-up support for death on arrival cases to ensure that survivors are receiving the support and resources needed.
• Updated the English and Spanish Victim Rights Brochure, which is made available to victims of crime to inform them of their rights and resources.
• Led the restructuring of the Adams County Crisis Response Team by bringing other victim services units together to train and develop plans on how to respond to a mass crisis incident.
• Trained Patrol on the Victim Rights Act and the victim services and support available through the City.
• Began a partnership with Adult Protective Services to ensure that victims of at-risk cases are connected with long-term services.
Police Grant Awards
• Grants help defer operating costs and expand the services offered by the Police Department. The following grant awards were used during the reporting period:
o $64,746 Victim Assistance in Law Enforcement Grant
o $44,954 Victim of Crime Act Grant
o $2,801 VALE Training Scholarship
o $2,674 Financial Assistance for Victim Services
o $3,410 Colorado Organization for Victim Assistance
City Council Action
• Approved an Agreement by among the City of Northglenn, Ralston House, the cities of Westminster, Thornton, Federal Heights, Brighton, Commerce City, and Aurora, the City and County of Broomfield and the County of Adams regarding the design of the Northglenn Ralston House.
53 Accomplishments Report 393
Community Outcome 13: Provide municipal court services as a local forum for fair adjudication and problem solving of law enforcement and code enforcement issues.
The Municipal Court continued planning for future needs and handled the day-to-day operations of the Court, including: processing all summons and complaints, organizing all arraignments, pre-trials, and trials, and coordinating dates and times with involved parties as well as monitoring compliance with court orders. The Court also receives fines and dispenses payments to jurors and witnesses.
Community Outcome 13 2011 2012 2013 2014 2015 Municipal Court Case Filings 21,937 20,305 18,255 17,486 13,760 Percentage of Cases Disposed Prior to Arraignment 60% 67% 65% 66% 71% Customer Service Rating Good-Excellent 79% 83% 89% 86% 86%
Municipal Court
. Received 13,760 case filings in 2015, 21.3 percent decrease from the previous year. Municipal Court filings have declined every year since 2011. Ongoing contributing factors to this decline include: traffic enforcement efforts on Interstate 25 have been diverted to address identified traffic concerns within neighborhoods and arterials; employee turnover in the motorcycle traffic enforcement unit; and high call volume between 10:00 a.m. and midnight has impacted officer non-committed time which is used for proactive enforcement.
. Continued to provide high levels of customer service, with 85 percent of respondents rating their customer service experience with the Municipal Court as good to excellent.
. Continued participation in the Criminal Justice Coordinating Committee (CJCC) meetings, which provide an ongoing forum for leaders from the criminal justice agencies, general governments, and communities in Adams County to discuss and prioritize public safety and criminal justice issues and coordinate resources to address issues in the most evidence-based, cost-effective, and equitable ways possible.
Municipal Court Case Filings 25,000 72% 71% 71% 20,305 20,000 18,255 70% 17,486 69% 15,000 13,760 68% 67% 67% 66% 10,000 66% 65% 65% 5,000 64%
63% Arraignment to Prior Disposed Cases 0 62% 2012 2013 2014 2015 Case Filings Percentage of Cases Disposed Prior to Arraignment
City of Thornton 54 394
Community Outcome 14: Serve and protect the community by responding to medical, fire, and other emergencies.
The City continued to deliver fire and emergency medical services (EMS) while striving to identify alternative avenues to maintain current or amend existing services.
Community Outcome 14 2011 2012 2013 2014 2015 Incidents Fire Incidents 218 245 190 214 212 Other Incidents 2,089 1,986 2,159 2265 2,313 EMS/Rescue Incidents 5,800 5,949 5,757 6,389 6,862 Total Calls for Service 8,107 8,180 8,106 8,868 9,387 Percent EMS/Rescue Calls 72% 73% 71% 72% 73% Travel Time - Fire Incidents Average Fire Emergency Travel Time 3:26 4:03 4:19 4:09 4:11 Travel Time - EMS/Rescue Incidents Average EMS Emergency Travel Time 4:03 4:08 4:08 4:10 4:12 Ambulance Transports 4,481 4,517 4,194 4,624 5,129 Percent Transports per EMS Incident 77% 76% 73% 72% 75%
Ongoing Fire and Emergency Medical Services
• EMS incidents continue to be a significant portion of emergency Fire and EMS Incidents 10,000 responses, representing 73 212 percent of all responses in 9,000 214 245 190 2,313 2015. There were nearly 9,400 8,000 2265 emergency responses in 2015, 1,986 2,159 an increase of 5.8% from 2014. 7,000 6,862 6,000 6,389 5,949 • Documented five cardiac 5,000 5,757 arrest saves, which means a patient was resuscitated before 4,000 suffering significant brain 3,000 damage. 2,000 • Identified 69 patients who 1,000 were experiencing signs and 0 symptoms of stroke. 2012 2013 2014 2015 EMS/Rescue Incidents Other Incidents Fire Incidents • Identified 28 patients who were experiencing a heart attack.
• Designed and implemented an automated inventory system for EMS supplies. The enhanced tracking procedure will generate a cost savings by avoiding expired and excess medical stock.
• The Wildland Team was available for local and regional wildland fire deployment. Two firefighters were deployed to California. The department’s wildland unit along with a crew of three was deployed for two weeks to the Teepee Springs Fire in Idaho.
55 Accomplishments Report 395
• New software was implemented to enhance service delivery, provide data analysis, and model future fire station locations and apparatus deployment plans
• The City worked with the Denver Urban Area Security Initiative and the North Central Region to obtain ballistic vests and helmets via grant funding. This equipment will support the department when responding to active shooter incidents and allow firefighters to intervene quickly and safely to improve patient survivability.
• Began preparing for the opening of the managed lanes on Interstate 25 from 84th Avenue to 120th Avenue. Planning and training has been occurring to improve the safety of first responders and the public when incidents occur on limited access roadways. The City will be deploying additional resources onto these roadways to minimize the risk associated with operating in these high hazard areas.
• The City has been working with neighboring jurisdictions to integrate the computer aided dispatch (CAD) systems together to reduce the time to deploy resources from neighboring agencies due to automatic and mutual aid partners. This regional cooperation will enhance service delivery and provide a more efficient utilization of resources in the City and with our neighboring communities.
• The adopted Community Facilities Plan includes funding for a warm storage facility at Fire Station 4 and funding for land acquisition for a new fire station in the northeast area of the city. Initial meetings for the design-build process of the warm storage facility have begun and additional site analysis is being performed to verify the optimal fire station location.
Professional Development, Training, and Certifications
• Progressed with the Fire Department planning process to develop the department’s long term vision and assess the necessary facilities and resources to support continued growth. Planning efforts include developing a Standard of Cover, initiating the accreditation process, and continued internal analysis of workload and service delivery.
• Partnered with seven north metro fire departments to facilitate a thirteen-week recruit training academy.
o A total of 25 new recruits began a career in the fire service via the joint academy; Thornton had five recruits in the academy.
o Completed an IGA with Red Rocks Community College for Thornton Fire Department new hires to receive college credits upon completion of the North Area Fire Academy.
• Completed the 2015 training program, which ensures that personnel are updated in all required certification areas, including those specified by the Insurance Services Office (ISO) and the Colorado Intergovernmental Risk Sharing Agency (CIRSA).
• Fire personnel completed various types of training and testing, including: hose management, safety and survival, incident command, confined space rescue, swift water rescue, cold weather operations, along with multi-agency response with both Adams County Fire and Brighton Fire.
City of Thornton 56 396
• Developed the 2016 training calendar, which will focus on improving firefighter safety and performance through fundamental skills development.
o The City is developing alternative delivery methods for training in an effort to keep response companies closer to their response district, increasing availability to the public in the case of emergencies.
o Additional trainings planned for 2016 include: smoke training, live fire training, confined space rescue, building construction, safety and survival, incident command system, swift water rescue, auto extrication training and cold weather operations.
o Continuing education in EMS skills is also facilitated on a monthly basis. • The City is developing and implementing an Incident Safety Officer program to increase firefighter safety in compliance with national standards and industry practices.
• City of Thornton Fire and Police Departments trained together at Thornton Middle School to enhance the rescue task force protocols for an active shooter incident.
• Participated in Operation “Hot Wash” a multi-jurisdictional decontamination drill conducted by the metro Mass-Medical Response Team during the months of May and June, 2015. The exercise included private ambulance and first responders along with several area hospitals hosting the event: Denver Health, Good Samaritan, and the University of Colorado Hospital.
• Four firefighters participated in a three day officer development class to begin the requirements to work as an out of class officer. The class provides the foundation for how to respond and mitigate fires, write reports, address alarm system issues, and provide supervisory oversight to a crew.
• Three senior firefighters and a Lieutenant attended the inaugural North Metro Training Chiefs’ Officer Fundamentals course. The course included students from eight neighboring agencies and provided instruction on the skills necessary for a company officer. Topics such as performance appraisal writing, risk and hazard assessment, and fire prevention preplans and inspections were covered.
• The EMS Administrator and EMS Captain attended a Certified Ambulance Privacy Officer course and are now certified Privacy Officers through the National Academy of Ambulance Coding.
• Eleven firefighters took Beginning Spanish for First Responders.
City Council Action
• Accepted the Thornton Fire Department Study for 2015-2023.
• Approved the MOU between the Adams County Fire Protection District and the City of Thornton regarding emergency services.
57 Accomplishments Report 397
Community Outcome 15: Limit the incidents and impact of fires on homes and businesses through prevention and public education services.
The City actively pursued internal and external partnerships to enhance existing programs or initiate alternative methods of delivering fire prevention, life safety, and injury prevention programs to citizens. Community Outcome 15 2011 2012 2013 2014 2015 Prevention and Inspections Number of Plans Reviewed 497 528 657 774 809 Fire Safety Inspections 1,065 955 794 907 715
Ongoing Fire Prevention Programs Fire Prevention and Inspection 1,200 • Performed over 800 plan reviews, 560 construction inspections, and 715 fire 1,000 safety inspections in a continued effort to maintain a fire safe community. 800 • Continued the Juvenile Firesetter Diversion Program. Seven participants 600 successfully completed the program by 1,065 955 learning about the dangers of playing 400 907 809 794 774
and experimenting with fire. 657 588 528 200 497 Public Education and Engagement 0 Programs 2011 2012 2013 2014 2015 Number of Plans Reviewed Fire Safety Inspections • Held the third Firefighter Cadet Academy in the summer of 2015, with 26 high school students participating in the program.
o The 40-hour program is intended to educate young adults about careers in the fire service.
o Each day is focused on different subjects including EMS, hazardous material responses, water rescue, auto extrication, and technical rescue.
• Held the third Thornton Citizens’ Fire Academy in the spring of 2015. Twenty-two residents completed the academy, which gives participants an opportunity to receive hands-on training and learn more about the fire service.
• Thornton’s first door-to-door smoke alarm campaign was held on December 5th and 12th at Thornton Mobile Estates, 3600 East 88th Avenue.
o A total of 152 10-year lithium smoke alarms were installed and 14 batteries were changed along with educational material being provided on home escape planning and home safety.
o The City teamed up with Red Cross and Metropolitan State University’s (MSU) Fire and EMS Services Higher Education Program.
o Red Cross provided the supplies and MSU provided the volunteers, approximately 30 on each Saturday.
City of Thornton 58 398
• Continued the T-Town Clown educational program. In 2015, the T-Town Clowns gave fire and life safety presentations at 17 elementary schools, contacting a total of 3,596 students.
• Held the fifth annual Fire Safety Days in September of 2015. The program brings children to Fire Station 5 to participate in educational instructions such as a “stop-drop-cover-and-roll” lesson; a home escape plan using the life safety trailer; and an up-close tour of a fire engine and the fire station. More than 130 children attended the event.
• Educated 874 students at ten local elementary schools about fire safety, home escape planning, fire hazards in the home, preventing burn injuries, and resisting peer pressure. The presentations were a part of the Third Grade Partnership Program.
• Continued providing fire station tours to the general public. Hosted 19 tours, with nearly 200 participants. The goal of this program is to introduce community members to fire equipment and fire safety.
• For the second year, Thornton Fire partnered with Safe Kids Denver Metro, North Suburban Hospital, and Safe Splash to offer FREE swim lessons to 23 children age’s three to eight at Pine Lakes Ranch in Thornton. The swim lessons were offered over a two week period.
• Monthly car seat safety check-up events were held at Fire Station 5 from March to November. Over 60 car seats have been checked at events and 83 on a drop-in basis.
• The Healthy Town Program was unveiled at Thorntonfest. Healthy Town is a program that is used at public events to educate the public on making healthier lifestyle choices.
o At Thorntonfest healthy eating habits were encouraged using the Choose My Plate initiative. Child size portion plates were handed out to children after they participated in an interactive learning activity. Nearly 125 plates were distributed.
o The main focus at Harvest Fest was “Rethink Your Drink”, which challenged participants to put drinks in order of sugar content. Participants received measuring cups/spoons and plates. Nearly 100 cups were distributed to adults and 100 plates to children.
• Educated over 245 City of Thornton employees on hands-only CPR and automated external defibrillator (AED).
Community Partnerships
• The Fire Department participated in two food drives in 2015. Approximately 900 pounds were collected during the summer food drive and 1,851 pounds were collected during the holiday food drive. For the first time the City also participated in a school supply drive during the summer months.
• Participated in the National Read Across America Day, held in conjunction with Dr. Seuss’ birthday, by reading to 63 first grade students at York International School and 90 first grade students at Skyview Elementary. Each student was given a Disney book thanks to a donation from Kohls Department Store.
59 Accomplishments Report 399
Community Outcome 16: Provide safe and well-maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow.
The City enhanced its efforts to preserve the street network by increasing street rehabilitation funding from $2,570,000 per year to $4,600,000 per year in 2015. Achievements denoted with an * are a part of the five-year CIP.
Community Outcome 16 2011 2012 2013 2014 2015
Street Maintenance Streets in Fair Condition or Better* 97% 97% 100% 99% 100% Streets in Good/Fair/Poor Condition* n/a 17/80/3 18/82/0 18/81/1 13/87/0 Lane Miles Improved n/a n/a n/a n/a 27.0 Pot Holes Repaired n/a n/a n/a n/a 7,397 Ice Jams Removed n/a n/a n/a n/a 59 Winter Storm Events n/a n/a n/a n/a 24 Citizen Survey: Ease of Driving in the City (very or some-what) n/a 86% n/a 81% n/a
Street Preservation Streets in Fair Condition or Better 101% • The percentage of streets in fair 100% 100% condition or better remained at 100% 100 percent throughout 2015. 100% 99% • Improved the road quality by 99% adding road base and asphalt millings to the following unpaved 99% roads: 98%
th 98% o Holly Street from 144 97% 97% Avenue to E-470 97%
th o 144 Avenue from Colorado 97% Boulevard to Holly Street 96% • Completed the 2015 Street 96% Rehabilitation Program:* 2011 2012 2013 2014 2015 st o Colorado Boulevard from north of Cottonwood Lakes Boulevard to 141 Avenue. th o Grant Street from Thornton Parkway South to 84 Avenue th o Ash Street from Cottonwood Lakes Boulevard to 129 Way
o Dorothy Boulevard from Thornton Parkway to Hoffman Way th o 95th Avenue/Hoffman Way from Washington Street to 88 Avenue
o 108th Avenue from Garfield Street east to Riverdale Road
City of Thornton 60 400
th nd o Lafayette Street/High Street from 128 Avenue north to 131 Circle th st o Steele Street from 120 Avenue north to 121 Avenue
o Summit Grove Parkway from Colorado Boulevard east to Cottonwood Lakes Boulevard • Completed the 2015 Crack Seal Program.*
o A contractor treated approximately 278.3 lane miles of collector and residential streets.
o City crews treated an additional 45.9 lane miles of streets. • Repaired 7,397 potholes and performed 77 street repairs throughout the City.
Snow Removal
• Maintained 489 lane miles of primary and secondary streets during Class I and II storm events. There were no Class III storm events in 2015.
• During the winter of 2015/2016 (November and December), snow removal services were fully deployed on seven occasions and 22,405 lane miles were plowed and/or sanded.
City Council Action
• Approved an IGA amending and restating the 2006 intergovernmental agreement between the Cities of Thornton and Westminster regarding maintenance responsibilities at Interstate 25 and the 144th and 136th Avenue interchanges.
61 Accomplishments Report 401
Community Outcome 17: Safely and efficiently convey storm water through drainage ways to reduce the risk of flooding, minimize damage from storm events, and meet changing water quality regulations.
Over the past year, the City has continued to maintain and improve the stormwater system. Achievements denoted with an * are a part of the five-year CIP.
Community Outcome 17 2015 QI 2015 QII 2015 QIII 2015 QIV
Stormwater Maintenance Stormwater Channels Inspected (miles) 0.01 7.1 27.0 14.7 Street Debris Removed (tons) 294 529 693 1,017 Stormwater Pipes Flushed (feet) 0 2,000 2,533 2,080 Inlets and Grates Inspected 205 1,511 49 973 Miles of Open Channels Inspected 0.1 9.9 15.1 0.0 Detention Ponds Inspected 100 5 0 0
Stormwater System Expansion
• Completed construction of Phase 2 of the Sack Creek drainage improvements, which will remove areas from the floodplain and allow for the development of land inside of the North Washington Urban Renewal Area.*
• Design is complete for Phase 1B of the Sack Creek drainage improvements, which will install the regional drainage improvements in Washington Street to encourage future development of the corridor north of E-470. Construction is anticipated in 2016, as a combined project with the Washington Street Widening – 158th Avenue to 160th Avenue project.*
• Completed the initial Lakeview Estates Drainage Study. The study, meant to address localized flooding issues reported by homeowners, identified options to correct the drainage problem. The selected plan will be proposed in the 2017 Budget.*
• Completed a drainage analysis, alternatives study, and design for the Rolling Hills Drainage Project. Construction started in the third quarter of 2015 and should be completed in the first quarter of 2016. This project addresses localized flooding issues within the subdivision.*
• Completed the design and construction of the 119th Place and Madison Street Drainage Improvement Project. This project addressed localized flooding issues within the Woodglenn Subdivision.*
• Completed the drainage analysis and preliminary design for the Thornton Valley East subdivision. The City applied for a CDBG grant to finalize the design and fund construction. If approved, construction is anticipated to begin in late-2016.
City of Thornton 62 402
Stormwater System Maintenance
• Performed preventative maintenance services throughout the City’s drainage system. Preventative maintenance keeps the stormwater system operating efficiently.
o Inspected 25 miles of storm sewer; flushed 6,613 feet of storm sewer and removed 29 cubic yards of debris. This includes multiple flushing at various locations.
o Inspected all 58 miles of dirt road shoulders and graded where needed.
o Inspected and cleaned 2,738 storm inlets and grates; inspected all 105 City-owned detention ponds; and performed maintenance on 40 detention ponds.
o All arterial and collector streets were inspected and swept a minimum of four times. 387 curb miles of residential streets were swept in the fall to prevent material from entering the storm sewer system.
Stormwater Quality
• Staff has performed ongoing inspections of stormwater detention ponds and worked with property owners and home owner association representatives to correct deficiencies.
• Staff participated in workshops and on stakeholder committees to provide input on the proposed state updates to the Municipal Separate Storm Sewer System (MS4) permit. MS4 permits are required in order to reduce the discharge of pollutants from the stormwater system.
Floodplain Management
• Began an update to the Niver Creek and Tributaries Master Plan in partnership with the Urban Drainage and Flood Control District (UDFCD), Federal Heights, and Adams County. The updated plan will identify drainageway improvements and define the floodplain for Niver Creek. Preliminary floodplain mapping and improvement alternatives were presented at a November 9, 2015 public information meeting.*
• Began an update to the Grange Hall Creek and Tributaries Master Plan in partnership with UDFCD, Northglenn, and Adams County. The updated plan will identify improvements that could be made to the drainageway and will define the floodplain for Grange Hall Creek.*
City Council Action
• Authorizing the City of Thornton to enter into an IGA with the UDFCD and the City of Northglenn regarding funding of Major Drainageway Planning and Flood Hazard Area Delineation for Grange Hall and Tributaries.
• Approved an IGA between the City of Thornton and UDFCD related to the School Tributary Drainage Improvements Project.
63 Accomplishments Report 403
Community Outcome 18: Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets.
The City added traffic signals, made intersection improvements, and continued to integrate traffic controllers into its traffic control system to provide efficient movement through major transportation corridors. The iWatch program continues to be an effective and collaborative approach to residential speed reduction. Since its inception, the program has focused on increasing awareness and encouraging citizen participation. Achievements denoted with an * are a part of the five-year CIP.
Community Outcome 18 2011 2012 2013 2014 2015 iWatch Program iWatch Meetings 37 33 21 9 6 Cumulative iWatch Neighborhoods 15 16 16 18 19 Traffic Calming Tools Installed 18 15 21 9 5 Multimodal Transportation Miles of New Bike Lanes Installed 0.0 4.0 5.8 6.0 3.3
Improved Mobility throughout Thornton
• Design of the DRCOG FasTracks Trails project was started during the third quarter of 2015 and is anticipated to be completed in the second quarter of 2016. ROW acquisition and construction will occur in 2016. This project will provide pedestrian and bicycle connections to and around the North Metro Rail Line stations at Original Thornton at 88th Avenue, Thornton Crossroads at 104th Avenue, Northglenn at 112th Avenue, Eastlake at 124th Avenue, and the future station at York Street and 144th Avenue.
• Completed construction of a new traffic signal at 128th Avenue and Oneida Street and at 134th Avenue and Holly Street.*
• Design is currently underway for a new traffic signal at 100th Avenue and McKay Road.*
• Completed installation of an uninterrupted power supply, which provides a secondary power source in the case of an outage, for the traffic signal at 97th Avenue and Grant Street.*
• Design underway for an uninterrupted power supply for the traffic signal at 100th Avenue and York Street.*
• In conjunction with DRCOG, implemented new traffic signal timing at the following intersections:
rd th o Washington Street, between 83 Drive and 104 Avenue.
o Thornton Parkway, between Pecos Street and York Street. • The federally funded replacement of the central traffic signal system and traffic signal controllers along key corridors throughout the City is underway. This five-year project will be implemented in phases, with construction of the final phase in 2018.
o Field construction for first two phases of the project has been bid. The construction contract will be awarded upon receiving approval from CDOT.*
City of Thornton 64 404
o Design is complete for field construction of the third phase of the project. The construction project will be bid upon receiving approval from CDOT.*
o CDOT has cancelled its traffic signal controller procurement due to vendor protest. The City intended to participate and utilize this procurement. The City is now undergoing its own traffic signal controller procurement.*
• Completed the construction of the 2014 Trail Connections Project, which constructed a missing link of sidewalk on the east side of Colorado Boulevard between approximately 91st Avenue and Riverdale Road and along the south and east side of Riverdale Road between Colorado Boulevard to the regional trail.*
• Completed design and construction of the 2015 Trail Connections Project. This project provides a missing link sidewalk connection between Hudson Street and 130th Avenue at approximately 130th Drive in the Woodbridge Station subdivision.*
• Completed design of the Brantner Elementary Safe Routes to School Project. This project is 100 percent grant funded and will provide a missing link of sidewalk between 131st Place and 133rd Avenue on the west side of the school. This project also provides an extension to the regional trail. Construction is anticipated to be completed by the end of the second quarter of 2016.* Safety Enhancements iWatch Program 25 • Met with six neighborhoods for the iWatch speed awareness 21 program. Safety enhancements, 20 such as speed monitoring signs 18 and speed cushions, were also 15 installed in the following iWatch 15 neighborhoods: 9 Riverdale Park, located 10 19
o 18 th northeast of 128 Avenue 16 16 15 and Holly Street 5 5 o Sherwood Hills (West), located northeast of 100th 0 Avenue and York Street 2011 2012 2013 2014 2015 Cumulative iWatch Neighborhoods Traffic Calming Tools Installed o Parkwood (South), located west of 94th Drive and Steele Street
• Existing iWatch Program Neighborhood Partners (not noted above):
th o East 125 Avenue, Dexter Way to Eudora Street th o Glen Eagle Estates, located northwest of 128 Avenue and Riverdale Road th o Sundown at Skylake Ranch, located east of 119 Avenue and Holly Street th o Woodglen Meadows, located northeast of 124 Avenue and Colorado Boulevard th o Holly Point, located northwest of 117 Avenue and Holly Street th o Riverdale Heights, located northeast of 100 Avenue and Steele Street
65 Accomplishments Report 405
th o Cherrywood Park (West), located north of 136 Avenue and Clayton Street th o Grange Creek (Southwest), located northeast of 108 Avenue and Colorado Boulevard nd o Quebec Run (North), located northwest of Quebec Street and 132 Place th o Quebec Run (South), located northwest of Quebec Street and 128 Avenue th o Terra Lago (Emerald Estates), located southwest of East 128 Avenue and Colorado Boulevard th o Homestead Hills, located northeast of 136 Avenue and Colorado Boulevard th o North Creek Farms, located east of State Highway 7 and 166 Avenue
o Sage Creek, located east of Holly Street and Holly Circle South th o Sherwood Hills (West), located northeast of 100 Avenue and York Street th o Ivy Street, Holly Street to 138 Avenue • Installed 362 Americans with Disabilities Act (ADA) compliant detectable warning truncated domes throughout the City. Truncated domes are the standard design requirement for detectable warnings for determining the boundary between the sidewalk and street by people with visual disabilities. Domes were installed along the following street segments:
st o Colorado Boulevard from north of Cottonwood Lakes Boulevard to 141 Avenue th o Grant Street from Thornton Parkway South to 84 Avenue
o Dorothy Boulevard from Thornton Parkway to Hoffman Way th th o 95 Avenue/Hoffman Way from Washington Street to 88 Avenue th o 108 Avenue from Garfield Street East to Riverdale Road th st o Lafayette Street/High Street from 128 Avenue north to 131 Circle (N) th st o Steele Street from 120 Avenue north to 121 Avenue
o Summit Grove Parkway from Colorado Boulevard east to Cottonwood Lakes Boulevard • Repaired 45 concrete hazard locations as a part of the annual Concrete Replacement Program. All high-priority locations were addressed. Locations are rated based on structural integrity, drainage, pedestrian trip hazard, and surface condition.
• Completed the Mission Trace Median Modifications Project. This project modified the 120th Avenue median to promote better traffic flow for eastbound travelers turning left into the Mission Trace Shopping Center.
• Completed construction for the 120th Avenue at Thorncreek Crossing median modification. This project constructed a median on 120th Avenue east of Washington Street to close the mid-block turn lane into the Thorncreek Crossing Shopping Center. It is anticipated that this project with reduce accidents and improve traffic at the 120th Avenue and Washington Street intersection.
• As a result of vehicle accidents, repaired eight damaged guardrails throughout the City.
• Installed a four-way stop at the intersection of 136th Avenue and Quebec Street.
City of Thornton 66 406
City Council Action
• Authorized an IGA among the RTD, Adams County, and the cities of Federal Heights, Northglenn, and Thornton for funding of the Federal Heights Call-n-Ride.
• Approved an IGA between the City of Thornton and the CDOT to provide federal funding for the design and right-of-way for the DRCOG FasTracks Trails Project.
• Authorized an IGA and an amendment to the agreement between the City of Thornton and the CDOT for the Brantner Elementary Safe Routes to School Project.
67 Accomplishments Report 407
Community Outcome 19: Safely and efficiently provide curbside trash and recycling collection services to customers.
The City continues to make a concerted effort to increase citizen awareness of recycling opportunities and participation in City waste management and recycling services.
Community Outcome 19 2011 2012 2013 2014 2015 Curbside Service Total Customers 25,919 26,623 26,919 27,060 27,317 Recycle Customers (Carts) 22,321 23,017 23,509 23,771 24,086 Percent of Recycle Customers (Carts) 86% 86% 87% 88% 88% Waste Tons Collected 32,344 32,729 34,029 34,249 34,574 Recycle Tons Collected 4,601 4,594 4,654 4,712 4,729 Total Tons Collected 36,945 37,323 38,683 38,961 39,303 Diversion Rate* 12% 12% 12% 12% 12% Recycle Revenue $150,859 $165,397 $110,108 $60,994 $2,817
Special Events Drop-off Site Recycle Tons* 495 470 502 425 439 Bulk Item Collection (Tons) 1,587 1,778 1,864 1,954 1,858 Household Hazardous Waste (Tons) 52 61 60 95 118 Electronics (Tons) 13 12 19 40 23 Citizen Survey: Satisfaction with Trash Collection (very or 96% 92% n/a 97% n/a some-what) Citizen Survey: Satisfaction with Recycling Services (very or 90% 84% n/a 90% n/a some-what) Note: Diversion rate is the percent of waste diverted from the landfill through recycling efforts. The City offers drop- off recycling at the Margaret W. Carpenter Recreation Center, Thornton Municipal Service Center, Fire Station #4 and #5, and North Star Park. Ongoing Recycling Efforts Environmental Services Tons 45,000 • Added over 300 new recycling customers. The diversion rate, which is 40,000 4,654 4,712 4,729 the percent of all curbside collections 35,000 4,594 diverted to recycling, remained steady at approximately 12 percent. 30,000 25,000 • Collected 439 tons of recyclables from the community recycle drop-off 20,000 32,729 34,029 34,249 34,574 centers. These drop-off centers provide 15,000 convenient recycle disposal options throughout the community. 10,000 5,000
0 2012 2013 2014 2015 Waste Tons Collected Recycle Tons Collected
City of Thornton 68 408
• Recyclable materials collected at the Infrastructure Environmental Services Customers Maintenance Center (IMC) 28,000 included: 1,079 gallons of motor oil, 255 gallons of antifreeze, 27,000 110 gallons of cooking oil, 45 automotive batteries, 51 tons 26,000 of scrap metal, and 29 used 25,000 refrigerators. All collected items are processed for recycling by 24,000
local companies. 27,317 27,060 23,000 26,919 26,623
• Received $9,222 through the 22,000
State of Colorado’s Recycling 24,086 23,771 23,509
Rebate Program, an incentive 21,000 23,017 for offering recycling at the community drop-off sites. 20,000 2012 2013 2014 2015 • Presented five educational Total Customers Recycle Customers (Carts) recycling and composting presentations to area children and adults at select elementary schools on Earth Day, at the Margaret W. Carpenter Recreation Center, at the IMC, and hosted a recycling education booth at Thorntonfest.
• Revenue from the recycling program was approximately $2,817 for the past year, a 90 percent decrease from the prior year. The decline does not reflect a decrease in recycling program participation, but as of September 2015, the recycle center is no longer paying the City for recyclable materials and is now charging a tip fee for these items.
Effective Management of Waste Removal
• Collected approximately 39,303 tons of trash and recyclables from Thornton trash service accounts, 88 percent trash and 12 percent recyclables. This is an increase of 343 tons over 2014.
• Collected over 131 tons, compared to 100 tons in 2014, of tree branches and limbs through the seasonal Tree Branch and Limb Recycle Drop-Off Program, which includes a special drop-off in May due to a late spring storm.
• Participated in two Adams County Household Hazardous Waste and Electronics Roundups. An estimated 130 tons of various wastes, such as household chemicals, electronic waste, paint, batteries, propane tanks, and used tires, were collected and safely processed.
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Community Outcome 20: Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers.
The City made progress on multiple water system projects that improve existing infrastructure and provide for future development. In addition, the City continued work on protecting existing water supplies, securing new water resources, and promoting water conservation. Substantial progress was made on the Thornton Water Project (TWP). Achievements denoted with an * are part of the five-year CIP.
Community Outcome 20 2011 2012 2013 2014 2015
Water Resources Percent of Capacity of Water in Reservoirs 79% 63% 96% 86% 81% Amount of Water in Reservoirs (Acre Feet)* 28,075 22,117 32,119 30,524 28,984
Water Production Amount of Water Produced (Billions of Gallons) 7.2 8.1 6.5 6.7 7.0 Amount of Water Sold (Billions of Gallons)* 6.6 7.2 6.0 6.2 n/a*
Utility System Maintenance Water Breaks 76 92 90 63 78 Commercial Meter Tests 376 376 363 374 438 ERT Replacements n/a n/a n/a 4,237 5,714
Water Quality Citizen Water Quality Inquiries n/a n/a n/a 126 126
Water Conservation Campaign Advertisements (Media) 4,586 1,930 1,279 3,406 5,910 Advertisements (Signage) 151 128 164 147 147 Mailings (In-Home) 115,613 168,024 230,953 185,107 298,458 Mailings (E-Mail/Online) 2,534 3,335 8,979 6,524 14,495 Thornton Events 18 22 26 22 25 Message Recall Rate* 69% n/a n/a 81% 79% Water Conservation Programs Water Rebates 1,160 700 1,200 702 616 Irrigation Inspections 138 146 164 176 144 Indoor Audits 158 164 106 47 91 Daily Residential Water Use Per Capita (Gallons) 90 97 82 81 n/a* Note: An acre foot of water is 325,851 gallons. One acre foot of water provides water to 10 residents for one year. Due to delays associated with billing, the fourth quarter water sold numbers were not available at the time of publication. The message recall rate is a campaign effectiveness benchmark based on the annual customer survey results. The daily residential water use per capita was not available at the time of publication.
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Invested in the Current Water System
• The existing Thornton Water Treatment Plant (TWTP) has reached the end of its useful life and needs to be replaced. An owner’s representative was hired and the City is in the process of acquiring the land required to build a new water treatment plant immediately west of the existing TWTP. The City plans to engage a design-build team in 2016.*
• Completed design and substantially completed the construction of the 2013 Federal Emergency Management Agency (FEMA) Flood Repairs Gravel Lakes Project. This project was in coordination with FEMA and UDFCD. This project addressed damage sustained to city-owned reservoirs and raw water supply infrastructure during the September 2013 floods. Water Resources 35,000 120% • Completed the West Cooley Emergency Temporary Repair 30,000 96% 100% Project that was necessary due 86% to additional flooding on the 25,000 81% South Platte River that began on 80% June 24, 2015. 20,000 63% 60% • The City is developing a request 15,000 32,119
for proposals to perform 30,524 designs of the permanent 28,984 40% 10,000 repairs for the 2015 FEMA 22,117 West Cooley Reservoir Project. 20% The project would provide a 5,000 permanent solution to flood control issues at the reservoir. 0 0% The City applied and obtained 2012 2013 2014 2015 additional funding from FEMA to Amount of Water in Reservoirs (Acre Feet)* Percent of Capacity of Water in Reservoirs perform the permanent repairs and to analyze the reservoir for spillways to prevent damage from future flooding.
• Settled 42 cases and filed nine statements of opposition in water court to protect existing City water rights. Obtained four decrees for Thornton applications in water court.
• Completed construction of the 2014 Treated Water System Improvements Project, which replaced a pressure reducing valve (PRV) station located on 97th Avenue just east of Riverdale Road. The replacement was needed due to age and condition.
• Completed the 2014/2015 pipeline rehabilitation project, which involved lining the 24-inch water line along 104th Avenue between Grant Street and Washington Street. Lining the pipe extends the life of aging infrastructure.*
• Completed a feasibility study for the fixed base meter reading system, which will provide real-time water use data. Funding will be considered in future budgets.
• Performed a Compliance Audit of the 2014 Risk Management Plan (RMP) for the TWTP as required by Environmental Protection Agency (EPA) regulations. The RMP is developed to reduce the likelihood of an accidental release of chlorine gas at the TWTP, and must be updated every five years. The RMP was submitted to the EPA in August 2014. The Compliance Audit was completed on June 26, 2015 and is required to be completed every three years.
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• Prepared and submitted the 2015 SARA Tier II Report for hazardous chemical inventory to the Adams County Local Emergency Planning Committee, Thornton Fire Department, and Colorado Department of Health and Environment. This report is a requirement of the “Emergency Planning and Community Right to Know Act of 1986.”
• Started design of the 2015 treated water system improvements, which will replace an aging PRV station located on the northeast corner of 92nd Avenue and Colorado Boulevard. Design will be completed by the first quarter of 2016 with construction in 2016.*
• Completed the 2015 Fire Hydrant Replacement Program, which involved replacing five fire hydrants that were in poor condition.*
• Completed the 2015 Valve Replacement Program. The City replaced and upgraded 31 valves during this year’s project. The valves were in poor working condition due to age.*
Maintained Water Quality
• The water quality laboratory continues to pass all required performance evaluation tests. Effective July 1, the lab was recertified for another year in chemistry and microbiology after successful on-site state audits.
• Participated in the Water Quality Forum workgroup for the Clean Water Act (CWA)/Safe Drinking Water Act (SDWA) Nexus. The group identifies ways to address the disconnect between the SDWA and CWA regulatory processes, the protection of effluent dominated water supplies, and the effective use of the regional ratepayer money to address water quality concerns.
• Completed monitoring for certain contaminants as required under the Unregulated Contaminant Monitoring Rule 3 of the SDWA. Testing is required every five years. TWTP monitoring was completed in the fall of 2014 and the Wes Brown Water Treatment Plant (WBWTP) was completed in 2015.
• Published the Consumer Confidence Report of 2014 water quality data. There were no violations to report.
o The report was translated into Spanish and posted alongside the English version on the City website.
o Customers were also informed of the report in their May or June water bills and in the City Voice.
• Served on the Standley Lake Water Quality Committee, a cooperative effort between Thornton, Westminster, and Northglenn to ensure water quality at that water storage facility.
o Contributed to the writing of the 2014 Standley Lake Annual Water Quality Report. The report was presented to the Water Quality Control Commission in November 2015.
o Continued discussions to allocate costs and staff hours between the Standley Lake cities for efforts associated with the shared Standley Lake/Clear Creek Monitoring Plan, which ensures proper testing of the water. Continued efforts to revise the shared monitoring plan to trim out excessive monitoring and include new, more relevant programs.
o Continued discussions to update and revise the Standley Lake Water Quality IGA, which expired at the end of 2015.
• Continued to monitor for benzene contamination in the South Platte River and Burlington Canal. There was no detection of benzene at those sites during 2015.
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• Increased monitoring of TWP sites to study the water quality in the Larimer County Canal, which is the main canal for the Water Supply and Storage Company (WSSC) from the Poudre River headgate to Black Hollow Reservoir.
• Completed baseline monitoring for thermal stratification and chlorine degradation in the five million gallon water tank located at 136th Avenue and Gaylord Street. This is in anticipation of a 2016 pilot study of using tank mixers to help keep the water in the tanks fresher.
• Completed lead and copper testing of 50 residents’ homes within the timeline required by the state. All results were below levels of concern.
• Finished the first year of the two-year testing in Standley Lake for cryptosporidium. This retest is required to confirm the initial Bin 1 (safest) classification determination in 2009. No cryptosporidium was detected in any of the samples.
• Completed the inspection and repair of the eight WBWTP membrane tanks.
• Installed 30 refurbished membrane cassettes populated with 1,500 new membrane modules at the WBWTP for the WBWTP Tank Repair and Membrane Refurbishing Project. This project was implemented to ensure the WBWTP has sufficient water treatment capacity and meets SDWA requirements. The final 10 of 75 refurbished cassettes were installed in the fourth quarter of 2015.*
• Completed warranty fiber repairs on six of the WBWTP membrane treatment trains. These repairs were necessary because some of the new membrane modules were leaking and could not be used until the leaks were repaired. The work was covered under warranty and completed in the second quarter of 2015.
• Continued taking steps to improve taste and odor at the WBWTP.
o Modified pre-treatment operations for the South Tani Reservoir and East Gravel Lake #4 Reservoir including maintaining East Gravel Lakes’ natural algal ecology, minimizing blue- green algae blooms, and minimizing the need and cost for copper sulfate lake treatments.
o Revised odor panel testing procedures to better detect problems. • Completed the WBWTP Operations Study, which identified ways to improve plant operations. The following testing and programming modifications were completed as a follow up to the study:
o Completed a study to determine the cause of membrane fouling.
o Permeate pump tuning was conducted to stabilize flow rates.
o Future plant programming modifications and chemical addition changes were identified as potential improvements and may be completed later.
• Completed the 2015 WBWTP Sludge Removal Program. Approximately 1.9 million gallons of sludge was removed in 2015. Annual sludge removal is performed to improve sludge settling in the lagoons, which helps prevent sludge carryover into the Gravel Lakes system.*
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Performed System Maintenance
• Completed the following Gravel Lakes Riprap Stabilization Project to stabilize the banks of water reservoirs and repair and prevent further erosion:*
o Installation of riprap on the south side of North Dahlia Reservoir.
o Completed a slope assessment of all gravel lakes. • Completed construction of the South Tani Reservoir Underdrain Repair Project. The project replaced the section of underdrain pipe that was damaged during the installation of a retaining wall.*
• Completed maintenance of the Tuck Ditch Culvert underneath 100th Avenue in order to clean and remove blockages.
• Completed the repair of the Grandview Ponds Diversion Structure that was damaged in the 2013 flood events.
• Completed the design of the West Cooley Alluvial Wells Inspection and Rehabilitation Project. This project was to perform repairs to four existing alluvial wells and install a new pump. Construction of this project will not occur until the 2015 flood repairs are performed since one of the wells was significantly damaged during the flood.
• Completed the cathodic protection survey and received the report for the Standley Lake Pipeline Rehabilitation Project.
o The study identifies potential areas of corrosion on the pipeline that can result in compromising the structural integrity of the pipe and subsequent failure.
o The study also provides guidelines and preventative maintenance measures that can mitigate the pipeline corrosion. Pipe segments that require joint bonding were identified.
o A scope to complete this work was completed and pricing has been received from a contractor.
o The project will begin spring of 2016.
Proactively Planned for Future Growth
• Continued work planning and developing the TWP:
o Work on Task Order #4 titled “Preferred Concept,” is focused on the selection of a preferred delivery concept, regulatory outreach, permitting validation, and starting a conceptual design.
. The timeline for the Task is approximately 16 months and is anticipated to be complete in the first quarter of 2016.
. A follow up meeting with the United States Army Corps of Engineers (USACE) was held in April 2015 to present potential outlet configurations from the WSSC reservoir system. The USACE responded with positive input regarding outlet structure configuration and the ability to make these improvements without triggering extensive permitting requirements.
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o The City provided additional information to WSSC regarding the need for a Jurisdictional Determination (JD) of the WSSC system. WSSC board members met with the USACE in March 2015 to become better informed on these requirements. WSSC will construct improvements to the canal and reservoir system to ensure deliveries of agricultural water after Thornton takes delivery of its water. The JD is required before construction of improvements to the WSSC system can begin. A separate project JD will be required for Thornton’s future pipeline alignment.
o The City worked with WSSC to identify cost-allocation concepts associated with improvements WSSC will need to make to their system to ensure ongoing delivery of agricultural water. These concepts will be incorporated into an agreement that will allocate the costs among the WSSC municipal shareholders.
o The project team began regulatory outreach meetings in February 2015. The outreach plan focused on the goal to meet with all of the potentially affected cities, towns, and counties in the study corridor.
. The first round of outreach was completed in October 2015 and provided an overview of the TWP to each community. Through this effort, the team began to compile valuable data, build relationships, and identify future permitting requirements to allow the team to identify potential pipeline corridors.
. Follow up outreach meetings were held with all potentially affected communities to receive feedback on three potential pipeline corridors. This information will be used to develop a “preferred” project configuration and pipeline alignment.
• Completed construction of improvements at the Rogers Reservoir Pump Station during 2015. The reservoir and pump station are located near the intersection of the South Platte River and 168th Avenue.*
o Improvements include the construction of a pump station and an inlet/outlet pipeline to the river.
o This project allows for river exchanges between 8 to 100 cubic feet per second that increase the total water supply of the City.
• Completed construction of the Hammer Reservoir Pump Station during 2015. The reservoir and pump station are located near the intersection of the South Platte River and E-470.*
o Improvements include the construction of a pump station and an inlet/outlet pipeline to the river.
o The new pump station allows for river exchanges between 8 to 100 CFS that increase the total water supply of the City.
• Completed construction of Phase 1 of the West Sprat Platte Reservoir Improvements, which will increase the total water supply of the City.*
o Phase 1 mitigated groundwater issues by installing a slurry wall, which prevents groundwater from entering the reservoir, and installed a drain and ground water lift station to prevent groundwater from surcharging in the general vicinity. The drain and lift station system was completed in January 2015.
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• Started design of Phase 2 of the West Sprat Platte Reservoir Improvements.*
o Started the leak test at the reservoir to demonstrate compliance with state regulations. Leak test to be complete by March 2016.
o Started designs for Phase 2 of the reservoir improvements that will stabilize the reservoir slopes, construct an interconnect pipe with West Cooley Reservoir, extend the interconnect pipe from East Sprat Platte Reservoir, and may construct a river spillway to keep the reservoir from being damaged in flood events.
• Continued meetings and discussions with the Zadel Pit operator. Mining activities will continue until 2020, when the pit will be converted into a raw water storage reservoir. This project will allow for river exchanges that increase the total water supply of the City.*
• Started discussions with Aggregate Industries for the acquisition and purchase of the East Cooley Reservoir in accordance with the existing option and purchase agreement for the property. Target to complete the purchase of the reservoir is December 2016.
• Received revegetation certification on 300 acres of the TWP farms, bringing the total acreage of certified land up to 6,782. Approximately 7,729 acres are in some stage of the revegetation process, which is a decree requirement to bring northern water into Thornton.*
• Working to sell farmhouses that have been declared as surplus, and declare additional farmhouses surplus so they can be sold.
o The farmhouses are located on City property in Weld County and were acquired along with the water rights related to the TWP.
o Twenty-four farmhouses have been declared surplus by the City Council and are not needed for continued active farming. Five additional farmhouses are in various stages of being platted so they can be declared surplus and sold.
o Fourteen homes have been sold, and two are currently for sale. • Continued to work with several oil companies as a part of the oil and gas-leasing program to help recover some costs of the TWP.
o Twenty-two wells have been drilled and are in production. One well scheduled to be drilled in 2015 has been postponed indefinitely.
o The leasing program generates revenue for the TWP and Water Fund.
Promoted Water Conservation
• Collected 464 new water conservation pledges for a grand total of 4,535 pledges. Through this program, residents sign a pledge to conserve water, and the City uses their provided contact information to send them water conservation information.
• Continued to implement the Water Chronicles campaign, which promotes water conservation behaviors throughout the community.
o Components of the campaign are published on Thornton trash and recycling trucks, bus shelters, social media and printed promotional materials around the City.
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o The new water bill was designed to include the campaign messaging “Without Water Life Would Be Pretty Dry.”
o New outreach activities were implemented including: The Denver Channel digital ads, movie theater ads, Cabela’s electronic sign, and branded ice cream bowls for Ice Cream Socials.
o Developed two water Daily Residential Water Use Per Capita (Gallons) conservation public 100 service announcements 97 to be viewed on Channel 8, YouTube, and 95 ThorntonWater.com. 90 o Conducted an end-of- year campaign evaluation survey. Report of findings 85 82 will be used for strategy 81 development in future 80 campaign cycles.
• Hosted Water Conservation 75 Ambassador informational meetings that prepare volunteers 70 to provide water conservation 2012 2013 2014 education to the community.
• Sent quarterly electronic newsletters that provided water conservation information to Water Saving Champions and email subscribers.
• Distributed water conservation materials in utility bill inserts to all water customers.
• Held a community composting workshop and two water-wise landscaping classes.
• Hosted the H2Open water conservation event at Thorncreek Golf Course. The goal of the event was to provide hands-on demonstrations showing efficient irrigation practices and technologies.
• Maintained water-wise landscape demonstration gardens at Fire Stations #4 and #5, and the Margaret W. Carpenter Recreation Center. Added signage, marketing, and educational tours to enhance public outreach. The City hosted four garden tours, which were attended by approximately 40 customers.
• Gave three Earth Day presentations to pre-school and elementary school-aged children on topics such as water conservation and recycling.
• Operated a water conservation booth at Thorntonfest, Harvest Fest, and Colorado Plumbing Supply Distributors meeting. Participants received water conservation information.
• Continued to administer ongoing water conservation programs, including toilet, washing machine, rain sensor and irrigation controller rebates; irrigation inspections; sprinkler nozzle retrofit; indoor water check- up; and showerhead exchanges. These programs are available to all Thornton water customers.
• Administered a new toilet replacement program for Water Assistance Program participants. The Center for Resource Conservation install the new toilets. No upfront cost is required to participate.
• Participated in the WaterSense Fix-A-Leak Week promotional program and reported on the successes of the WaterSense program to the EPA.
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• Implemented the Youth Water Festival for over 1,000 fourth and fifth grade students.
• Identified opportunities to enhance water use and irrigation efficiencies in City parks and properties:
o Completed a report outlining the findings from the 2014 irrigation system audits.
o Installed a soil moisture-based irrigation controller system at Fire Station #5.
o Developed an Irrigation System Master Plan that incorporates weather-based technology and system management principles.
o Updated GIS data for park sites. Information includes detailed irrigation system data including sprinkler head locations.
o Identified seven sites for the next irrigation audits and water usage analysis.
o Reviewed and provided input for irrigation system design for CIP projects.
o The Irrigation Analyst position was converted from contract to regular in the 2016 Budget. The goal of this conversion is to provide more stability with the position.
City Council Action
• Authorized a grant agreement between the State of Colorado, acting by and through the Department of Public Safety, Division of Homeland Security and Emergency Management and the City of Thornton for repair of damage to the West Cooley Reservoirs caused by sustained flooding in the summer of 2015.
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Community Outcome 21: Collect and deliver wastewater for treatment at Metro Wastewater Reclamation District facilities to protect health, safety, and the environment.
The City continues to maintain and improve the sewer utility system through maintenance and capital projects. Achievements denoted with an * are a part of the five-year CIP.
Community Outcome 21 2012 2013 2014 2015 Sanitary Sewer Maintenance Sanitary Sewer Backups 3 3 4 5 Sewer Main Washing (Linear Feet) n/a n/a n/a 521,682 Sewer Main Inspection - existing (Linear Feet) n/a n/a n/a 76,350 Sewer Main Inspection - new (Linear Feet) n/a n/a n/a 52,564 Sewer System Expansion
• Completed design of the Todd Creek Interceptor, which will originate at the existing Todd Creek Lift Station located at approximately 156th Avenue and Yosemite Street and will run to the South Platte River, where it will connect to the Metro Wastewater Reclamation District (MWRD) South Platte Interceptor and then to the Northern Wastewater Treatment Plant. Permitting and easement acquisition are being finalized, with construction starting in early 2016.*
• Completed the IGA with Hi-Land Acres Water and Sanitation District, which will allow the district to connect to the Todd Creek Interceptor to convey their flows to the South Platte Interceptor and then Metro’s new Northern Wastewater Treatment Plant. The district will be required to contribute to the cost of constructing the interceptor.*
• Design of the Big Dry Creek Lift Station is complete with construction anticipated to correspond with the State Highway 7 force main project in 2020 unless deterioration requires earlier replacement. The new lift station will replace the aging infrastructure and provide capacity to support projected population growth.*
Sewer System Maintenance
• Completed implementation of the 2015 Sanitary Sewer Rehabilitation Project. This process preserves the integrity of deteriorating pipe and extends the life of the infrastructure.*
o Rehabilitated 15,400 linear feet of eight-inch sewer mains and 5,500 linear feet of ten-inch sewer mains.
o Started lining manholes in December of 2015, and will finish in January 2016. • Completed construction of the Big Dry Creek Force Main Isolation Valves Project. The project was required to allow for maintenance, repairs, and/or replacement of the air release valves (ARV) without shutting down the pipeline. The ARVs were not functioning properly and have been replaced. Prior to the project, there was not enough emergency storage at the Big Dry Creek Lift Station to shut the line down to allow for maintenance of the ARVs. *
• Started easement acquisition for the Niver Creek west of Huron Street. This project will formalize sanitary sewer easements for the system and allow channel stabilization to be completed by UDFCD to prevent further damage or exposure of the sanitary sewer.
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City Council Action • Established budget billing programs for the benefit of the customers of the sewer and solid waste systems for the City of Thornton. • Approved an IGA between the City of Thornton and Hi-Land Acres Water and Sanitation District related to the Todd Creek Sewer Interceptor Project.
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Community Outcome 22: Actively communicate information regarding city services, events, issues, and emergencies to residents, businesses, and the news media.
The City of Thornton continues to seek ways to improve engagement with residents by enhancing existing communication efforts and initiating new communication tools. The city continues to focus on improving communications via the website and other innovative electronic communication methods.
Community Outcome 22 2011 2012 2013 2014 2015 Website Website Views 2,145,086 2,452,880 2,615,607 2,295,131 2,036,896 Unique Website Visitors 351,372 435,441 491,148 456,792 426,128 Thornton Connected* Website Hits 18,400 10,534 9,286 9,799 17,514 Service Requests - Entered 2,018 3,408 7,345 10,058 13,540 Percent Service Requests Closed in 5 Days 91% 88% 94% 95% 96%
Thornton Connected Survey Results Employee Effectiveness - Superior/Good 81% 87% 90% 88% 92% Response Time - Superior/Good 85% 89% 94% 90% 93% Employee Courtesy - Superior/Good 84% 88% 91% 91% 93% Expectations Met - Exceeded/Met 80% 87% 89% 88% 91%
General Communication Social Media Following (Facebook and Twitter) n/a n/a n/a n/a 5,000/2,184 On Demand Video Views n/a n/a n/a 7,663 9,653 T-Alert Subscribers n/a n/a n/a n/a 8,797 Citizen Survey: Satisfaction with Website (very or n/a 59% n/a 70% n/a some-what)
Website Engagement and Enhancements
• Total webpage views for 2015 were 2,036,896, This is a decrease of 11 percent from 2014. The City brought its new website online in the beginning of the second quarter and with it enacted a more precise analytics tool for activity measurements. The new tool eliminates webpage views from City-owned computers in City buildings. In the years to come, this will provide the City with more accurate usage data.
• The number of unique website visitors for 2015 is 426,128, which is an increase of 5 percent over 2014. Each visitor is only counted once for measuring unique website visitors.
• Thornton’s new website was researched and designed for more than 12 months preceding its launch on March 30, 2015. The City worked to build a site that minimized the number of click-throughs necessary for people to find what they are looking for. The website is also mobile-friendly for those accessing the site with smart phones or tablets. The content for the site was made current and web authors throughout the City were trained on how to maintain the content so that it is relevant and timely. New search features also make it much easier to find information.
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Ongoing Social Media and Communication Electronic Communications 3,000,000
• The Facebook page and Twitter account 2,500,000 continue to increase their reach and popularity. The City currently has 5,000 Facebook “Likes” and 2,184 Twitter 2,000,000 followers. 1,500,000 • The Communications Division launched
its Nextdoor account in December 1,000,000 2,615,607 2,452,880 of 2015 to increase communications 2,295,131 2,036,896 efforts at a more granular neighborhood 500,000 level and has experienced very positive
feedback from residents. 435,441 491,148 456,792 426,128 0 • Residents who follow the social media 2012 2013 2014 2015 accounts continue to receive updates Website Views Unique Website Visitors several times per week with timely City- related news and information. Followers also receive timely responses to inquires submitted through Facebook to keep people engaged with the City page.
• Launched a new software system in September 2015 to improve the electronic newsletters and news alerts (branded as T-Alerts) and continued to grow the subscriber base.. As of December 31, 2015, there were 8,797 individuals subscribed to receive T-Alerts, an increase of 53 percent over the previous year. A total of 159 T-Alerts were sent to subscribers through the new user-friendly system.
• There were 13,540 service requests entered into Thornton Connected in 2015, representing a 35 percent increase over the previous 12 months. The ability to schedule a building inspection online continues to be a popular feature.
• Continued to monitor customer satisfaction with Thornton Connected. The City monitors citizen satisfaction using four indicators:
o Employee Effectiveness (Superior/Good): 92 percent
o Response Time (Superior/Good): 93 percent
o Employee Courtesy (Superior/Good): 93 percent
o Expectations Met (Exceeded/Met): 91 percent
Community Outreach
• Distribution of the City Voice newspaper continues to all the residences and businesses in Thornton. The City Voice is delivered six times throughout the year and provides information on City programs and initiatives.
• Conducted extensive outreach regarding the City’s new water rates and the reasons for the increases and how it would affect households in Thornton.
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• Continued to market and promote community programs such as Thornton Cares; Thornton Water Conservation; Police programs such as drug take-back events; recycling programs such as the Household Chemical Roundup; Thornton Fire programs such as car seat checkups, fireworks fines, and Read Across America; Arts and Culture events and programs; and Shop Thornton First, among others.
• Created 27 utility bill inserts in the past 12 months, which are an effective way for the City to communicate with residents at a minimal cost.
Ongoing Television Programming
• On-demand video requests, accessed via the City website and YouTube page, remained strong. There were 9,653 on-demand requests in 2015. An increase of 26 percent over 2014 views. On-demand videos cover many City topics including but not limited to Thornton news, issues and events, Thornton City Council, T-Town Clowns, public service announcements, public safety videos, and Shop Thornton First.
• Production of Thornton360 continues after each City Council meeting.
o Each episode of Thornton360 recaps the latest meeting and keeps residents informed about important news, issues and events happening in our community.
o In 2015, 24 episodes were produced. This program airs on Channel 8 and the Thornton 8 YouTube page.
o Notable stories included in Thornton360 during the reporting period included: water utility and rate changes, Fastracks North Metro Line, Police Department recruiting and the City’s partnership regarding future development at Denver International Airport.
• Continued producing the Mayo Clinic Medical Edge, which provides informative and timely health information to the public via the City governmental access cable channel (KTTV-8) and the City website.
• Continued to promote City programs on KTTV-8 and on the community bulletin board with an ever- increasing number of slides. Topics include senior and recreational programming, Thornton Cares, Thornton Connected, iWatch, the Thornton water conservation campaign as well as information from the Fire and Police Departments.
• Continued to broadcast live City Council meetings for Comcast Xfinity cable customers and for web streaming via the City website.
• Created video advertisements for Thorntonfest, Harvest Fest, and WinterFest. The advertisements aired on cable television networks as well as on KTTV-8 and the Thornton 8 YouTube channel prior to each event.
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Community Outcome 23: Ensure access to safe, clean, and well maintained public facilities.
The City continued to ensure access to safe, clean, and well maintained public facilities through the facility maintenance program.
Community Outcome 23 2011 2012 2013 2014 2015 Building Maintenance Energy Savings* $200,860 $159,226 $196,048 $206,278 $218,744 Total Work Orders 6,741 6,774 7,030 5,989 4,597 Note: The energy savings calculation is based on a regression analysis and compared to actual energy use prior to 2010. The data has been normalized for climate impacts with a baseline of 65 degrees. The 2011 calculation includes savings from 2010 and 2011.
Facility Maintenance
• The City continued to track the return on investment resulting from a series of energy efficiency improvement projects in City facilities. The total estimated energy savings from multiple energy efficiency projects since 2009 is $981,000. The total City investment in the energy efficiency projects since 2009 is $1,635,575. The savings are consistent with projections calculated when each project was proposed and approved. • Continued deployment of LED lighting including converting all exterior wall lights at the City’s primary facilities and upgrading the parking lot lights at City Hall. The LED lighting upgrade at Margaret W. Carpenter Recreation Center is almost completed. The City began installing LED lights in the hallways at City Hall. Installation is scheduled for the City Development hallways and Justice Center for first quarter 2016. • Replaced the air handling unit at City Hall, which serves the City Development area. The unit was the last of three original pieces of equipment providing heating, ventilation, and air conditioning to the City Hall complex. The new units are more efficient. • The City began developing the project scope for IMC and Municipal Services Center (MSC) improvements funded through the CFP. • Continued development of plans to address soil issues affecting the City’s Justice Center Facility.
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Community Outcome 24: Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees.
The City continued to seek out new and innovative ways to improve operational efficiency and save money. Additionally, the City continued to conservatively manage the financial operations in order to deliver quality services to its residents.
Community Outcome 24 2011 2012 2013 2014 2015
Budget Percent of General Fund Budget Expended* 97% 98% 96% 98% 99%
Finance Percent of General Fund Budget Collected* 102.9% 100.5% 101.7% 105.6% 102.5% Total Value of Grants (All Funds)* $3.8M $2.3M $5.4M $3.5M $5.4M Bond rating index - General Obligation (Moody's/Standards & Poor's) Aa2/AA Aa2/AA Aa2/AA Aa2/AA n/a Total Outstanding Debt in All Funds (Principal in Millions) $136.5 $122.1 $108.2 $94.3 $107M
IT IT - uptime: server, email, internet, GIS n/a n/a n/a n/a 99.9% Projects Completed on Schedule and within Budget n/a n/a n/a n/a 100%
Fleet Administration Vehicle Availability 97% 97% 98% 98% 97% Total Work Orders 8,197 7,672 8,231 8,520 2,037 Percent of Work Orders Closed Within 3 Days 94% 94% 95% 96% 94%
Risk Management Workers' Comp Injuries Number of Claims 161 137 126 110 125 Average Cost per Claim $5,355 $6,284 $12,203 $7,738 $4,453 Experience Modification Factor* n/a n/a n/a n/a 0.79 Vehicle Incidents Number of Claims n/a n/a n/a n/a 4 Average Cost per Claim n/a n/a n/a n/a $765 Property Incidents Number of Claims n/a n/a n/a n/a 1 Average Cost per Claim n/a n/a n/a n/a $11,545 General and Police Liability Number of Claims n/a n/a n/a n/a 43 Average Cost per Claim n/a n/a n/a n/a $1,437
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Community Outcome 24 2011 2012 2013 2014 2015 Human Resources Turnover rate 4.6% 6.4% 9.1% 8.8% 9.0% Number of Applications 7,884 11,404 16,394 13,107 13,506 Number of Applications per Position Requisition 65 76 92 70 291 Total Hours of Citywide In-house Training Attended 3,337 6,670 947 2,972 6,634 Wellness Program Participation n/a n/a 214 272 311
Contracts Total Solicitations 171 198 250 158 232
Purchasing Number of Purchase Orders and Add-ons Awarded 1,795 1,871 739 1,454 1,506 Number of P-Card Transactions 9,575 10,334 10,909 15,235 13,707 Note: The Experience Modification Factor compares the City's loss experience over the last three years to other similar organizations. A score of "1" represents a loss experience equal to other similar organizations. A score less than "1" demonstrates a loss experience lower than other similar organizations. *Figures are only estimates. Final numbers are not available until after the audit.
Budget and Finance
• The City Council adopted the General Government and Utilities portion of the Community Facilities Plan (CFP) on June 9, 2015 an accompanying budget amendment was also approved.
o The CFP identifies capital investments to meet current and future community demands for service through 2025.
o The plan supersedes the Thornton 2020 Plan, which was adopted prior to the Great Recession and projected a level of community growth that did not come to fruition.
o The CFP reset growth projections based on post-recession realities and guides capital expansion investment.
o The capital improvement plans included in the CFP are fiscally constrained in that the total cost of the projects can be funded using fund balance above City Council reserve policies and projected revenue.
o The list of projects included in the CFP were derived from existing master plans and prioritized. • It is anticipated that the final plan for the Community Services portion of the CFP will be presented to City Council in first quarter 2016.
o A presentation of the results of the recreation center analysis was given to City Council on July 21, 2015. Additional discussions took place at subsequent meetings and on September 29, 2015 Council directed staff to proceed with the Trail Winds Recreation Center at 136th Avenue and Holly Street.
o A budget amendment to fund the golf course improvements, Trail Winds Recreation Center design, and construction of the Riverdale Ball Field Complex was approved on November 17, 2015.
o The RFP for design of the recreation center is being prepared, with selection of a design team scheduled for the second quarter of 2016.
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• The first of three water rate increases was implemented in 2015 to achieve 13 percent revenue growth in order to fund capital investments needed to meet the future water needs of the community. The second increase will be implemented in 2016 and the third in 2017.
• Presented the 2016 Budget to City Council during the fall of 2015. City Council adopted the budget and subsequent amendments in the amount of $222,415,847. The 2016 Budget advances the goals outlined in the 2015-2016 City Council Work Plan, continues to implement the Community Facilities Plan, and maintains levels of service for current and future Thornton residents.
• The Government Finance Officers Association (GFOA) awarded the Distinguished Budget Presentation Award to the City of Thornton for the 2015 Budget.
th o This is the 24 consecutive year Thornton has been recognized for excellence in governmental budgeting by the GFOA.
o This award reflects the commitment of the City Council and staff to meeting the highest principles of governmental budgeting. In order to receive the budget award, the 2015 Budget had to satisfy nationally recognized guidelines.
• GFOA awarded the Certificate of Achievement for Excellence in Financial Reporting to the City of Thornton for the 2014 Comprehensive Annual Financial Report (CAFR).
th o This is the 30 consecutive year Thornton has been recognized for excellence in financial reporting by the GFOA.
o To receive the certificate, the City had to publish an easily readable and efficiently organized CAFR, in addition to satisfying both generally accepted accounting principles and applicable legal requirements.
• The City received a rebate of $23,000 for using credit cards versus city checks in 2015. In addition to the cash rebate, paying vendors by credit card also generates savings through personnel costs.
City Clerk’s Office
• Continued recruitment for the various citizen boards and commissions through the City website, the City Voice, and utility bills. Currently, the City has nine boards and commissions that provide recommendations to the Council. Anywhere between 65 and 75 citizens volunteer to serve on the boards and commissions. • Continued as a U.S. passport acceptance facility.
o As a passport acceptance facility, residents can apply for a new passport, obtain forms for renewal, and have passport photos taken. Accepted 1,755 passport applications, a 32 percent increase over the previous 12 months.
o The City became an acceptance facility in April of 2011.
City Council Action
• Adopted the Community Facilities Plan as the guide to future investments in capital improvement projects that are projected to be needed to provide for the existing and future residents of the community over the next 10 years.
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• Supported School District 27J’s efforts to seek the resources necessary to build new schools, renovate/ expand existing schools some of which will be located in and serve the families and children in Thornton.
• Approved the Amendatory Intergovernmental Agreement between the City and County of Denver and Adams County to the Intergovernmental Agreement on Annexation and the Intergovernmental Agreement on a new airport dated April 21, 1988, as a third party beneficiary to certain provisions of the Amendatory Intergovernmental Agreement subject to approval by the voters of the City and County of Denver and Adams County.
• Submitted to the voters of the City of Thornton, Colorado, proposed amendments to Chapters 3, 4, 5, 6, 7, 8, 16, and 18 of the Charter of the City of Thornton, Colorado, removing position titles or boards that are not in use, clarifying the City Clerk’s duties in recall, initiative, or referendum elections, requiring the municipal court judges to be registered electors of the City, allowing insurance in lieu of surety bonds for officers and employees, adding a single subject requirement for initiated or referred ballot questions, requiring City Council to set publication requirements by ordinance, and updating anti-discrimination language; and a ballot question to re-establish the City’s authority to provide high-speed internet services, telecommunications services, cable televisions services, including high bandwidth services utilizing community owned infrastructure either directly or indirectly with public or private sector partners, as expressly permitted by § 29-27-101 to 304 of the Colorado Revised Statutes, without limiting its home rule authority and without raising taxes, for the November 3, 2015 regular election.
• Approved the 2015 City of Thornton Federal Legislative Priorities.
• Repealed and re-enacted Chapter 38 Article II regarding emergency management.
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