2016 advance appendix

City of Thornton – 2016 Advance Packet Appendix

1

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

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.

2

https://www.gallupstrengthscenter.com/Register/en-US/Index

1 Approved July 22, 2014 Res. #2014-106

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.

4


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.

5


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.

6


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.

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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.

8

Thornton Annual Citizen survey

January 11-14, 2016

9

2

Backgroundl 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, 2016l Margin of error of ±3.3% for the entire samplel Typical phone interview was about 17 minutes

l Contributorsl Dr. David B. Hill, Director, HRCl Dr. Stephen N. White, Assistant Directorl Randy Ellison, Senior Research Consultantl Jason Nemeck, Project Managerl David Benzion, Senior Research Analyst

10

Core questions and times series

3

11

Direction of things in Thornton

Right direction

69%

Wrong track12%

No opinion19%

Note: Latest polling average for the U.S. is 64% “wrong track” and 27% “right direction.”

12

Direction of things in Thornton(time series)

78%71%

76% 74%79% 79%

69%

11%15% 13% 11% 12% 11% 12%

76% 77% 77%80% 81%

10%8%10% 11%13%

Jul '04 Mar '05 Apr '06 Mar '07 Jun '07 Jul '08 Dec '08 Dec '10 Dec '12 Dec '13 Dec '14 Jan '16

Wrong track

Right direction

13

Direction of things in Thorntonprofile of categories with the highest percentages of “right direction”

77%77%

76%76%

75%75%75%

74%74%

73%73%72%

69%

HispanicInterviewed by phone

60 or more yearsWork in East & SE

More than 20 yrs in ThorntonUnaffiliated 50+ yrs

Unaffiliated maleMost likely voter

RetiredDemocrat

Male 50+ yrs10-20 yrs in Thornton

TOTAL

14

Direction of things in Thorntonprofile of categories with the highest percentages of “wrong track”

17%15%15%15%15%15%15%15%15%15%14%14%

12%

Ward 1 SouthwestWork in North & NW

More than 20 yrs in Thornton$55K or lessMale 50+ yrs

Unaffiliated maleInterviewed by phone

Male40-59 years

GOP maleDemocrat male

Democratic 50+ yrsTOTAL

15

Compared to other communities in the Denver area, economic conditions in Thornton are…

36%

39%

16%

8%

9%

27%

14%

1%

Better

Much better

Little better

About the same

Worse

Little worse

Much worse

No opinion

16

Compared to other communities in the Denver area, economic conditions in Thornton are…(time series)

11%

35% 37%32%

42%

36%

46%50%

45%

51%

45%

39%

20%

39%

11% 10% 12%9%

16%

33% 34% 35%35%32%

49%44%

52%

44%48%

10%15% 14%

10%

Jul '04 Mar '05 Apr '06 Mar '07 Jul '08 Dec '08 Dec '10 Dec '12 Dec '13 Dec '14 Jan '16

About the same

Better

Worse

17

Financial expectations for this time next year

About the same41%

Worse off8%

Better off47%

No opinion4%

18

Financial expectations for this time next year(time series)

42%

50%54%

51%47% 47%

26%23% 22%

30%

40% 41%

23% 25%19% 20%

16%10% 8%

63%

54%

65%57%

46%

24%27%

23%27%

23%

8%11% 9%

17%

Jul '04 Mar '05 Apr '06 Mar '07 Jul '08 Dec '08 Dec '10 Dec '12 Dec '13 Dec '14 Jan '14

About the same

Better off

Worse off

19

Quality of life in Thornton

Poor2% Excellent

16%

Good65%

Fair17%

20

Quality of life in Thornton(time series)

23%17% 20% 18% 16%

60%

69%63% 66% 66% 65%

15% 17%13% 14% 16% 19%17%

13%

17%

13%16%

23%

68%65%69%

63%

73%

19%18% 19%15%

14%

Jul '04 Mar '05 Apr '06 Mar '07 Jun '07 Jul '08 Dec '10 Dec '12 Dec '13 Dec '14 Jan '16

Excellent

Good

Fair + Poor

21

Quality of life in Thorntonprofile of categories with the highest percentages of “excellent + good”

25%23%22%22%21%20%20%20%20%20%20%

19%16%

GOP 50+ yrsWork in Thornton60 or more years

RetiredUnaffiliated 50+ yrs

More than 20 yrs in ThorntonGOP female

Interviewed by phoneMale 50+ yrs

Condo, apt, etc.Ward 4 Northwest

Female 50+ yrsTOTAL

22

Quality of life in Thorntonprofile of categories with the highest percentages of “fair + poor”

30%29%

26%25%25%25%24%24%

22%21%21%21%

19%

$55K or lessWard 1 Southwest

High school or lessLow SES

Democrat maleGOP 18-49 yrs

Condo, apt, etc.Democratic 50+ yrs

Male 18-49 yrsUnaffiliated; other party

40-59 yearsInterviewed online

TOTAL

23

Likely to still be living in Thornton in five years

Yes76%

No12%

No opinion12%

24

Likely to still be living in Thornton in five years(time series)

84% 86%

76%77%

10%17%

13% 12%

Dec '12 Dec '13 Dec '14 Jan '16

Yes

No

25

Topical issues

18

26

Opinion of selected projects are being considered & could be undertaken by the City of Thornton

46%

37%

35%

33%

22%

31%

33%

32%

33%

33%

18%

24%

25%

18%

27%

Construction of pieces of missing roadconnections

Construction of a police station in north

Acquisition & redevelopment of shopping center

New fire station in NE

Relocation & reconstruction of original firestation

Needed a lot Needed some Only a little + not at all

27

Especially appealing & unappealing projects

26%

24%

17%

10%

2%

21%

7%

17%

10%

4%

12%

51%

Major pieces of road construction

Redevelopment of Thornton shopping center

New police station in north

New fire station in northeast

Relocation of main fire station

No opinion

Appealing Unappealing

28

Especially appealing projectsprofile of categories with the highest percentages of “major pieces of road construction”

43%42%

37%36%36%

34%34%33%33%32%32%32%

26%

Work in North & NWWork in South & SW

Over 60 minute commuteWard 3 Northeast

31-60 minute commuteHigh SES

Male 18-49 yrsDemocrat male

College graduateInterviewed online

Democratic 18-49 yrsWard 4 Northwest

TOTAL

29

Especially appealing projectsprofile of categories with the highest percentages of “redevelopment of Thornton shopping center”

43%40%

32%32%31%30%29%29%29%29%28%28%

24%

Ward 1 SouthwestUnaffiliated 18-49 yrs

Ward 2 SouthUnaffiliated male

Male 18-49 yrs30 minute or less commute

DemocratWork in Thornton

Less than 40 years$55K or less

Over 60 minute commuteUnaffiliated female

TOTAL

30

Especially appealing projectsprofile of categories with the highest percentages of “new police station in the north”

29%28%

26%24%

23%23%23%

22%21%21%21%21%

17%

Ward 4 NorthwestGOP female

GOP 18-49 yrsGOP

GOP 50+ yrsFemale 18-49 yrs

Interviewed onlineNative of Thornton

College graduateHigh SES

Most likely voterGOP male

TOTAL

31

Project not mentioned that should be included in package of projects

12%9%

7%5%4%3%2%2%2%1%1%1%4%

1%50%

4%

Roads; infrastructureRec center; skating; youth, family activities

Light railParks; open space

Shopping, commercial developmentSchools

RestaurantsBan on fracking; drilling

HousingJobs

Xcel substationTrash pickup services

Specific other project mentionedGeneral project/improvement(s) mentioned

Nothing; noneDon't know; no answer

32

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 Denver suburbs

16%14%13%

5%4%4%

2%2%1%1%1%

7%12%

9%29%

Commercial development, stores, restaurants

Rec center; youth, family activities; entertainmentParks & open space

Roads; infrastructure; traffic

A central downtown areaReduce crime; increase police presence

Light rail; public transportation

SchoolsFracking; drilling

Jobs

Xcel station mentionedSpecific other project mentioned

General other project(s)/improvement(s) mentioned


33

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 Denver suburbsprofile of categories with the highest percentages of “commercial development, stores, restaurants”

29%26%26%

25%24%24%24%

22%22%21%21%20%

16%

GOP 18-49 yrsHigh SES

Ward 3 NortheastWork in ThorntonFemale 18-49 yrs

31-60 minute commuteCollege graduate

Interviewed onlineDemocratic 18-49 yrs

Less than 10 yrs in ThorntonDemocrat female

Less than 40 yearsTOTAL

34

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 Denver suburbsprofile of categories with the highest percentages of “rec center, youth, family activities, entertainment”

25%23%22%21%21%21%20%19%19%19%19%19%

14%

Work in ThorntonLess than 40 years

Female 18-49 yrsWork in South & SW

Ward 3 NortheastInterviewed online

High SESDemocratic 18-49 yrs

Less than 10 yrs in ThorntonGOP 18-49 yrs

Unaffiliated femaleMinority

TOTAL

35

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 Denver suburbsprofile of categories with the highest percentages of “parks & open space”

25%23%23%23%

22%20%20%20%

18%18%18%17%

13%

Work in South & SWDemocratic 18-49 yrs

Democrat maleWork in North & NW

Over 60 minute commuteMale 18-49 yrs

High SESWard 4 Northwest

Less than 40 yearsCollege graduate

Child in homeUnaffiliated; other party

TOTAL

36

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 five years

13%10%

8%7%7%6%5%5%4%3%3%3%3%3%2%2%1%

9%2%1%

29%

Safety; crime; police

Roads; infrastructureEconomic development; jobs

Traffic

Light rail; transportationCommercial development, restaurants, shopping

GrowthSchools

Housing issuesTaxes

RedevelopmentFracking; drilling

Rec center; activities for youth, seniors, families

Parks & open spaceXcel station

Fire department

Water issuesOther specific issue

Other


37

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 five yearsprofile of categories with the highest percentages of “safety; crime; police”

26%

24%

22%

21%

21%

20%

19%19%

18%

17%

17%

17%

13%

Native of ThorntonGOP female

GOP 18-49 yrs$55K or less

High school or lessFemale 18-49 yrs

MinorityWork in Thornton

Work in South & SWGOP

Work in North & NWWard 2 South

TOTAL

38

Opinion of your own safety in three situations

35%

34%

15%

31%

42%

39%

29%

23%

47%

Environmental hazards,including toxic waste

Violent crime, such asrape, assault or robbery

Property crimes, suchas burglary or theft

Very safe Somewhat safe Neither + unsafe

39

Property crimes, such as burglary or theftprofile of categories with the highest percentages of “unsafe”

47%46%45%45%

42%42%42%

40%40%40%40%40%

35%

Work in East & SEGOP 18-49 yrs

Interviewed onlineFemale 18-49 yrs

Unaffiliated 18-49 yrsLess than 40 years

GOP female30 minute or less commute

Democratic 18-49 yrsOver $75K

Male 18-49 yrsLess than 10 yrs in Thornton

TOTAL

40

Environmental hazards, including toxic wasteprofile of categories with the highest percentages of “unsafe”

22%22%

20%20%20%20%19%19%19%

18%18%18%

15%

Unaffiliated 50+ yrsUnaffiliated female

DemocratWork in East & SE

HispanicDemocratic 18-49 yrs

MinorityDemocrat female

Less than 10 yrs in Thornton2+ adults, child in home

Child in homeLess than 40 years

TOTAL

41

Violent crime, such as rape, assault or robberyprofile of categories with the highest percentages of “unsafe”

23%23%

21%21%21%20%20%

19%18%

17%16%16%

13%

Unaffiliated 50+ yrsWard 1 Southwest

HispanicHigh school or less

MinorityUnaffiliated female

Condo, apt, etc.Ward 2 South

Work in South & SWDemocrat

More than 20 yrs in ThorntonMed SES

TOTAL

42

During the past 12 months, have you or anyone in household been the victim of any crime?

Victim, reported

10% Victim, unreported

5%

No, not a victim85%

Victim15%

43

During the past 12 months, have you or anyone in household been the victim of any crime?profile of categories with the highest percentages of “victim”

23%20%19%19%19%19%18%18%18%18%18%18%

15%

Female 18-49 yrs$55K or less

Work in East & SELow SES

Unaffiliated 18-49 yrsMinority

Unaffiliated femaleDemocratic 18-49 yrs

Child in home2+ adults, child in home

Interviewed onlineGOP 18-49 yrs

TOTAL

44

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 most recent contact

Poor4%

No contact60%

Excellent17%

Good15%

Only fair4%

Yes, contact

40%

45

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 most recent contactprofile of categories with the highest percentages of “had contact”

51%50%

47%47%46%46%46%46%46%45%44%44%

40%

Interviewed onlineGOP 18-49 yrs

Over $75KMost likely voter

High SESMed SES

Over 60 minute commuteNative of Thornton

College graduateGOP female

Ward 4 NorthwestFemale 18-49 yrs

TOTAL

46

Most recent city employee contact ratings for selected traits

58%

51%

47%

29%

30%

37%

13%

18%

14%

Courtesy

Responsiveness

Employee knowledge

Excellent Good Fair + poor

47

Anyone in household currently participate in any programs at the senior citizens' facility on Dorothy Boulevard & frequency of participation?

No participation

92%

No opinion1%

Less often3%

Every day0%

Several times a week

1%Several times

a month2%

Yes, participate

7%

48

Likelihood that someone in household would use a new relocated facility at 112th & Colorado Boulevard next to the Margaret Carpenter Recreation Center

No opinion14%

Not at all likely41%

Very likely18%

Somewhat likely15%

Not very likely13%

Likely33%

Note: percentages do not add up to 100% due to rounding.

Not likely54%

49

Why no one in household would use a new relocated facility?

55%

12%

11%

3%

4%

17%

No one is a senior inhousehold

Too far

Not interested

Too busy

Other

Don't know; noanswer

50

Water conservation

43

51

Experience with water conservation programs offered by some water providers

26%

51%

23%

16%

10%

28%

23%

Propensity to opt-out

Offered, but did not participate

Never offered, but would not haveparticipated anyway

Propensity to participate

Never offered, but would have participated

Have participated in program offered bywater provider

No opinion

52

Experience with water conservation programs offered by some water providersprofile of categories with the highest percentages of “never offered, but would have participated”

41%40%

35%35%34%33%33%32%32%31%31%31%

28%

Democratic 18-49 yrsDemocrat female

Unaffiliated; other party$56K-$75K

Female 18-49 yrsLess than 10 yrs in Thornton

MinorityLess than 40 years

Ward 3 NortheastWork in East & SE

Low SES2+ adults, child in home

TOTAL

53

Experience with water conservation programs offered by some water providersprofile of categories with the highest percentages of “have participated in program offered by water provider”

32%29%29%29%29%28%28%28%27%27%27%26%

23%

Native of ThorntonMost likely voter

High SESUnaffiliated 50+ yrs

GOP femaleFemale 50+ yrs

Unaffiliated femaleWard 4 NorthwestCollege graduate

10-20 yrs in ThorntonWork in Thornton

40-59 yearsTOTAL

54

Experience with water conservation programs offered by some water providersprofile of categories with the highest percentages of “offered, but did not participate”

25%24%

23%23%22%22%22%22%21%21%21%20%

16%

GOP maleHispanicMinority

Male 50+ yrsOver 60 minute commute

Interviewed by phoneMore than 20 yrs in Thornton

Democratic 50+ yrsGOP 50+ yrs

High school or lessWard 2 South

Work in South & SWTOTAL

55

Selected types of water conservation programs & whether participated or not

Already participated

Would like to participate

Would not like 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%

56

Best reason for conserving water

No opinion1%

All of them40%

Saving money

6%

Ensuring water

supplies24%

Not being wasteful

18%Protecting local water

sources10%

Note: percentages do not add up to 100% due to rounding.

57

Ways you conserve water

Yes NoMaking sure that faucets don't leak or drip & are completely off when not in use 98% 2%

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 the house

77% 19%

Take shorter, quicker showers 64% 32%Have landscaping & lawn that require less water 51% 41%Use drip irrigation system landscaping 38% 55%

58

Have landscaping & lawn that require less waterprofile of categories with the highest percentages of “yes”

61%61%

59%58%

57%57%

56%56%55%55%55%55%

51%

Unaffiliated 50+ yrsMale 50+ yrs

Ward 2 SouthWork in Denver

Interviewed by phoneMed SES

Democrat male2+ adults, no child in home

Some college10-20 yrs in Thornton

MaleUnaffiliated male

TOTAL

59

Have landscaping & lawn that require less waterprofile of categories with the highest percentages of “no”

53%49%49%48%48%46%46%46%46%46%46%45%

41%

Work in South & SWUnaffiliated 18-49 yrs

Female 18-49 yrsHispanic

Democrat female31-60 minute commute

Ward 1 SouthwestDemocratic 18-49 yrs

Condo, apt, etc.Minority

2+ adults, child in homeChild in home

TOTAL

60

Use drip irrigation system landscaping profile of categories with the highest percentages of “yes”

52%47%46%45%45%45%45%45%45%44%44%44%

38%

Ward 4 NorthwestGOP 18-49 yrs

Work in North & NWOver $75K

Ward 3 NortheastDemocrat male

High SES40-59 years

10-20 yrs in ThorntonMale 18-49 yrs

Work in DenverGOP male

TOTAL

61

Use drip irrigation system landscaping profile of categories with the highest percentages of “no”

70%70%68%

66%66%66%65%64%63%63%62%61%

55%

Ward 2 SouthWard 1 Southwest

$55K or lessHigh school or less

Low SESCondo, apt, etc.

HispanicMore than 20 yrs in Thornton

Work in South & SWNative of Thornton

MinorityRetiredTOTAL

62

Neighborhoods

55

63

Something very specific that you like or value a lot about the neighborhood or part of Thornton where you live

26%20%

18%12%

9%9%

6%5%

4%4%

2%2%2%

1%1%

3%2%3%

1%17%

Good neighbors, neighborhoodParks; open space; trails

Good location; access to everythingQuiet; peaceful

Safe; police presenceCity kept clean; well maintained

Yard, home, neighborhood maintenanceOther city services

Other community activities, functionsSchools

Rec centerLack of crime

Roads; infrastructureDiversity

Snow removalOther specific

General positive commentsOther


64

Something very specific about the things you don’t like or that concerns you about the neighborhood or part of Thornton where you live

13%12%

11%9%9%

6%4%4%4%4%

3%3%

2%2%2%2%

1%1%1%1%1%1%1%1%1%

6%21%

Police presence increased; safetyCrime rate

Yard, property maintenance; HOA issuesRoads; streets

TrafficSnow removal

Growth; crowdedCommercial development, shopping

Other city servicesMore restaurants needed

SchoolsNeighbors

Fracking; drillingXcel station

Light rail; public transportationParks; open space; trails

WaterRec center; things to do

Redevelopment, revitalizationJobs; employment; economic

TaxesTrash, garbage, recycling service

Budget; spendingOther specific

OtherNothing; none

Don't know; no answer

65

Communications

58

66

Most effective means of communication for the city to communicate about city affairs(time series)

Dec ’10

Dec ’13

Dec ’14

Jan ’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

67

Visit the official City of Thornton website

63%

36%

1%

1%

1%

15%

46%

Yes

Daily

Weekly

Monthly

Less often

No

No opinion

68

Visit the official City of Thornton website (time series)

51%

70% 74%

53%

68%

30%

46%48%

32%26%

Jul '04 Mar '05 Dec '13 Dec '14 Jan '16

Yes

No

69

www.colorado.edu/leeds/brd

70

Business Research Division | Leeds School of Business | University of Colorado Boulder

Richard Wobbekind Executive Director

Business Research Division Leeds School of Business

2016 Outlook: Headwinds or Tailwinds? City of Thornton

February 16, 2016

71


Real GDP Growth Quarterly Real GDP

Sources: Bureau of Economic Analysis and Consensus Forecasts.

-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

Percent Change, SAAR

72


National Employment

Sources: Bureau of Labor Statistics (Seasonally Adjusted), National Bureau of Economic Research, and the Business Research Division.

-900

-700

-500

-300

-100

100

300

500

2000 2002 2004 2006 2008 2010 2012 2014 2016

Thousands, Month-over-Month

Rece

ssion

18 M

onth

s

Rece

ssion

8 M

onth

s

73


State Employment Growth Pre-Recession Peak to December 2015

Source: Bureau of Labor Statistics (Seasonally Adjusted).

74


Labor Underutilization


0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

16.0

18.0

1994 1997 2000 2003 2006 2009 2012 2015

U-6

U-5 U-4 U-3 U-2

U-1

Percentage of Labor Force

75


U.S. Income and Consumption

Sources: Consensus Forecasts.

-3.0

-2.0

-1.0

0.0

1.0

2.0

3.0

4.0

2005 2007 2009 2011 2013 2015 2017

Percent Change

Real Personal Consumption

2.8%

-3.0

-2.0

-1.0

0.0

1.0

2.0

3.0

4.0

5.0

2005 2007 2009 2011 2013 2015 2017

Percent Change

Real Disposable Income

3.0% 2.6%

2.6%

76


Household Wealth Q2 2000-Q3 2015

-20

0

20

40

60

80

100

120

Q1 2000 Q1 2003 Q1 2006 Q1 2009 Q1 2012 Q1 2015

$ Trillions

Mutual Funds Corporate Equities Real Estate

Other Assets

Total Liabilities

Source: Federal Reserve Board, Balance Sheet of Households and Nonprofit Organizations (B100) (Not Seasonally Adjusted).

77


Household Debt Burden Percent of Disposable Income

Source: Federal Reserve, Household Debt Service and Obligations Ratios.

13.0

14.0

15.0

16.0

17.0

18.0

19.0

20.0

8.0

9.0

10.0

11.0

12.0

13.0

14.0

15.0

1980Q1 1983Q3 1987Q1 1990Q3 1994Q1 1997Q3 2001Q1 2004Q3 2008Q1 2011Q3 2015Q1

FOR DSR

Financial Obligations Ratio Debt Service Ratio

78


0

20

40

60

80

100

120

140

160

1990 1992 1995 1997 2000 2002 2005 2007 2010 2012 2015

1985=100 Recession 8 months

United States

Mountain Region

Index of Consumer Confidence

Recession 18 months

Sources: The Conference Board and National Bureau of Economic Research.

79


Vehicle Sales and Retail Sales

Sources: Seasonally Adjusted Annual Rate, Bureau of Economic Analysis, Moody’s Analytics, U.S. Census Bureau.

0

5,000

10,000

15,000

20,000

25,000

2005 2007 2009 2011 2013 2015 2017

Vehicle Sales Thousands, SAAR

-15.0

-10.0

-5.0

0.0

5.0

10.0

15.0

2005 2007 2009 2011 2013 2015 2017

Retail and Food Services Sales YOY, Percentage Change

80


Nominal Corporate Profits and U.S. Business Fixed Investment

2.2 3.0%

-20.0

-15.0

-10.0

-5.0

0.0

5.0

10.0

15.0

20.0

25.0

30.0

2003 2005 2007 2009 2011 2013 2015 2017

Percent Change

Nominal Pre-Tax Corporate Profits

Source: Bureau of Economic Analysis, Consensus Forecasts.

-20.0

-15.0

-10.0

-5.0

0.0

5.0

10.0

2003 2005 2007 2009 2011 2013 2015 2017

Percent Change

Business Fixed Investment

3.9% 4.4%

81


National FHFA Home Price Growth Year over Year Q3 2015

Source: Federal Housing Finance Agency Home Price Index, All Transactions Index.

82


National Housing Starts

Sources: U.S. Census Bureau and Consensus Forecasts.

1.3 1.4

0.0

0.5

1.0

1.5

2.0

2.5

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Millions

83


Money, Interest Rates, and Prices 84


Interest Rates

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

2000 2002 2004 2006 2008 2010 2012 2014 2016

Percent Interest Rates, 2000-2017 (Forecast)

10-Year Treasury

3-Month Treasury

Source: Moody’s Analytics.

85


National Inflation

-0.03

-0.02

-0.01

0

0.01

0.02

0.03

0.04

0.05

0.06

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

All ItemsAll Items Less Food and EnergyShelter

Percent

Source: Moody’s

86


International and National Summary

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

87


Colorado Economy 88


Change in Population

4th-fastest state for percentage growth 8th-fastest state for absolute growth 22nd-most populated state in nation Continued net migration into the state 83% of population along Front Range

Source: Colorado Demography Office.

0

20

40

60

80

100

120

2004 2009 2014 2019 2024 2029 2034 2039

Thousands Change in Colorado Population

2004-2040

Natural Increase

Net M

igration

89


Colorado Employment Growth Jobs Added, 1991-2016

-150

-100

-50

0

50

100

1991 1996 2001 2006 2011 2016

Thousands

65,100

Best years since 2000

Source: Bureau of Economic Analysis, NIPA Table 3.18B, Consensus Forecasts.

90


Employment Change 2015-2016

Natural Resources and Mining

Information

Other Services

Manufacturing

Financial Activities

Government

Leisure and Hospitality

Construction

Trade, Transportation, and Utilities

Education and Health Services

Professional and Business Services

-4.0 0.0 4.0 8.0 12.0 16.0Thousands of Jobs

Source: Boulder Economic Outlook Forum (BEOF).

91


Employment Recovery National, State, and Local

-15.0%

-10.0%

-5.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95

Percent

Number of Months Since Peak

National

Colorado

Colorado Springs

Greeley

Ft. Collins-Loveland

Pueblo

Grand Junction

Boulder

Denver


92


0 2 4 6

Grand Junction

Pueblo

Boulder

Colorado Springs

Denver-Aurora-Broomfield

Fort Collins-Loveland

Greeley

Percentage

Unemployment Rate December 2015

Colorado 3.3% NSA, 3.5% SA

-1 0 1 2 3 4

Grand Junction

Pueblo

Boulder

Colorado Springs

Denver-Aurora-Lakewood

Fort Collins

Greeley

Percentage

Employment Growth Rate, December YoY

Colorado 1.9%

Regional Employment Growth and Unemployment

Sources: CES (Seasonally Adjusted) and LAUS (Not Seasonally Adjusted).

93


Agriculture

Phot

o co

urte

sy o

f Ji

ll La

mbe

rt.

94


Source: Colorado Business Economic Outlook Committee.

Gross Farm Revenue and Net Income 2006-2016

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

2006 2008 2010 2012 2014 2016

$ Millions

Net Income

Farm Production

$7.7B

Photo courtesy of Sandy Wilt.

95


Natural Resources and Mining 96


0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Dollars per Barrel

January 19, 2016: $28.47

January 20, 2015: $46.79

June 3, 2008: $145.31

WTI Oil Price 2004-2016

Average 2004-2016

Source: EIA, Cushing, OK WTI Spot Price FOB (Dollars per Barrel).

97


0

20

40

60

80

100

120

2006 2008 2010 2012 2014 2016

Millions of Barrels

Crude Oil Production

Largest Producers 1. Texas 2. North Dakota 3. California 4. New Mexico 5. Alaska 6. Colorado 7. Oklahoma 8. Wyoming 9. Louisiana 10. Kansas

Production boosted by

Horizontal drilling Hydraulic fracturing

2006-2016

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.

107.5

98


Construction

Value of Construction

Nonresidential 30%

Nonbuilding 14%

Residential

55%

Photo Courtesy www.rtd-fastracks.com

99


Federal Housing Finance Agency (FHFA) House Price Index by MSA

Source: Federal Housing Finance Agency, All Transactions Indexes.

0.0 3.0 6.0 9.0 12.0 15.0

Grand Junction

Colorado Springs

Pueblo

Greeley

Fort Collins

Boulder


Percent

Q3 2014 – Q3 2015

0.0 1.0 2.0 3.0 4.0

Grand Junction

Colorado Springs

Pueblo

Greeley

Fort Collins

Boulder


Percent

CAGR Q3 2005 – Q3 2015

Colorado 12.7% Colorado 2.5%

100


0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

36,750

Residential Building Permits 2006-2016

Sources: U.S. Census Bureau and Colorado Business Economic Outlook Committee.

Multifamily

Single Family

Residential Housing: • Home appreciation among the

fastest nationally

• Mostly single family permits in 2016

• Lowest foreclosure rate in two decades

101


Value of Construction 2006-2016

Sources: McGraw-Hill Construction Dodge Research and Analytics and Colorado Business Economic Outlook Committee.

$16.8 B

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

$ Millions

Nonbuilding

Residential

Nonresidential

102


Retail Trade Sales

Sources: Colorado Department of Revenue and Colorado Business Economic Outlook Committee.

5.6

-15.0

-10.0

-5.0

0.0

5.0

10.0

2006 2008 2010 2012 2014 2016

Percent Change

Nominal Growth

Real Growth

Colorado Retail Trade Sales 2006-2016

50

55

60

65

70

75

80

85

90

95

2001 2003 2005 2007 2009 2011 2013 2015

Colorado Taxable Retail Sales 12-Month Rolling Sum

12-Month Rolling Sum, $ Millions

70 Months

103


Colorado General Fund Gross Revenue (excluding reserves, diversions, and transfers)

Source: Colorado Office of State Planning and Budgeting, excluding reserves, diversions, and transfers, December 2014.

6,000

6,600

7,200

7,800

8,400

9,000

9,600

10,200

10,800

11,400

12,000

FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

$ Millions

104


Employment and New Entity Filings

60,000

65,000

70,000

75,000

80,000

85,000

90,000

95,000

100,000

105,000

110,000

2,100

2,150

2,200

2,250

2,300

2,350

2,400

2,450

2,500

2,550

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Employment, thousands 12-month total new entity filings

New Entity Filings

Employment

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.

105


Colorado Economic Indicators

Colorado Economic Indicators

Year Consumer

Price Inflation

Percent Change

Retail Sales

Percent Change Personal Income

Unemployment Rate

Percent Change

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.

106


U.S. and Colorado Economies

25

30

35

40

45

50

55

60

65

70

75

Q22003

Q22004

Q22005

Q22006

Q22007

Q22008

Q22009

Q22010

Q22011

Q22012

Q22013

Q22014

Q22015

National and State Expectations

Colorado

United States

Index (50=Neutral)

Q1 2004 – Q1 2016

107


State Summary

Colorado outperforms nation in employment growth

Energy Impact

Falling unemployment

Labor force pressures

Full employment

Growing population

Strong in-migration

108


Concerns Fed funds target rate

Cost of housing

Availability of labor Short term Long Term

Price of oil

El Niño

Median family income

109


Adams County Employment and Wages, 2014

Government 23%

Construction 12%

Wholesale trade 11%

Health care and social assistance

9%

Manufacturing 9%

Transportation and

warehousing

8%

Retail trade 6%

Administrative and waste

services 4%

Professional and

technical services

4%

Other 14%

Employment by Industry

Government 23%

Construction

12%

Wholesale trade 11%

Health care and social assistance

9%

Manufacturing 9%

Transportation and

warehousing

8%

Retail trade 6%

Administrative and waste

services 4%

Professional and

technical services

4%

Other 14%

Wages by Industry

Source: Bureau of Labor Statistics (BLS), Quarterly Census of Employment and Wages (QCEW).

110


Adams County Employment Concentration (LQ) compared to Colorado

0.0 0.5 1.0 1.5 2.0 2.5 3.0Transportation and warehousing

Wholesale tradeConstruction

ManufacturingGovernment

UtilitiesAgriculture, forestry, fishing and hunting

Retail tradeOther services, except public administration

Administrative and waste servicesHealth care and social assistance

Real estate and rental and leasingAccommodation and food service

Educational servicesManagement of companies and enterprises

InformationFinance and insurance

Professional and technical servicesArts, entertainment, and recreation

Mining, quarrying, and oil and gas extraction


111


Real GDP Denver MSA

-4%

-3%

-2%

-1%

0%

1%

2%

3%

4%

5%

6%

2002 2004 2006 2008 2010 2012 2014

Colorado

Denver MSA

United States

Source: Bureau of Economic Analysis (BEA).

112


Denver MSA, Total Employment 12-Month Rolling Average

1,000

1,050

1,100

1,150

1,200

1,250

1,300

1,350

1,400

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

54 Months

Thousands

+9.3% +115,000 jobs

Source: Bureau of Labor Statistics (BLS), Current Employment Statistics (CES).

113


Adams County, Total Employment 12-Month Rolling Average

100,000

110,000

120,000

130,000

140,000

150,000

160,000

170,000

180,000

190,000

200,000

2002 2004 2006 2008 2010 2012 2014

44 Months


+20.3% +32,000 jobs

114


Employment Growth Year-over-Year

-8%

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Colorado

Adams County

United States


115


Adams County Wages Annual Rate (4Q Rolling)

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

$9,000

$10,000

Q1 2002 Q1 2004 Q1 2006 Q1 2008 Q1 2010 Q1 2012 Q1 2014

Millions


+42%

116


Adams County Average Wages Annual Rate (4Q)

$30,000

$32,000

$34,000

$36,000

$38,000

$40,000

$42,000

$44,000

$46,000

$48,000

$50,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Source: Bureau of Labor Statistics, QCEW.

+17.5%

117


2014 Average Annual Wages

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

Dollars

Colorado: $52,724

Front Range

$48,667

Source: Bureau of Labor Statistics, QCEW.

118


Single Family v. Multifamily Permits Denver-Aurora-Lakewood MSA

0

5,000

10,000

15,000

20,000

25,000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Permits

Multifamily Single Family

Average SF Value Per Permit: $274,200

Source: U.S. Census Bureau.

119


Single Family v. Multifamily Permits Adams County

0

1,000

2,000

3,000

4,000

5,000

6,000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Permits

Multifamily Single Family


Average SF Value Per Permit:

$247,600

120


Adams County Building Permits Adams County Share of Denver MSA Building Permits

0%

5%

10%

15%

20%

25%

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Permits

Multifamily

Single Family

Total


121


Adams County Employment Change 1-Year Change, June 2015


Information

Other


Construction

Manufacturing


Leisure and Hospitality Professional and

Business Services


-500 0 500 1,000 1,500 2,000 2,500 3,000

Employment Change

Source: Bureau of Labor Statistics.

122


Adams County Employment Change 10-Year Change, June 2015

Manufacturing



Information

Other

Construction

Leisure and Hospitality

Professional and Business Services



-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.

123


Taxable Retail Sales – State Collections Adams County v. Colorado

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

2005 2007 2009 2011 2013 2015

Adams Taxable Retail Sales, 12-Month Rolling Sum

52 Months

$ Billions

+28.6%

100

110

120

130

140

150

160

170

2005 2007 2009 2011 2013 2015

Taxable Retail Sales Index (2005=100)

Adams County Denver MSA Colorado

Source: Colorado Department of Revenue.

124


Takeaways 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

125


Thank You! 126

Demographic Trends in Thornton

Elizabeth Garner State Demography Office

Colorado Department of Local Affairs 2016

www.colorado.gov/demography

127

State Demography Office • 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

128

Main Points Growing Forward • 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.

129

Big Picture - 2014-2015 Pop Change

• 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%

130

Population in Adams County

Area 2010 2011 2012 2013 2014 Ch 2010-14Annual Average

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%

134

County Estimates

Base Year

Year 2

Present Year

Repeat for Each Estimate Year from Base to Present.

Estimates are revised to the Base year for each Vintage.

135

Municipal Estimates

• 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

136

Age

138

• 3rd in total job growth 2013-14

• 1st in job growth rate in Denver Metro Area 2013-14

• 2nd in jobs relative to pre-recession peak. 116%

170,000

180,000

190,000

200,000

210,000

220,000

230,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Jobs

Adams Cnty Total Estimated Jobs, 2001 - 2014 Source: State Demography Office

141

The Forecast

142

Adams County Forecast

Population Pop

Growth Ann Ave.

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%

145

Median Home Value 146

Source; Census, LED

Commuting in Adams

148

Thornton Commuting Patterns

Source: Census On the Map

149

Age

150

Millennial

155

Why Are We Getting Old Fast? • 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

156

Growth in young adults due to migration Demographic

Dividend

AGE

157

Aging Issues • Numbers • Economic Driver • Labor Force • Housing • Income • Health/Disabilities • Transportation • Public Finance

158

Median Age

Source: ACS 2010-14

160

Aging and Public Finance • 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

161

1990-2010 2010-2030 2030+

Source: State Demography Office

162

Ethnicity/Race

163

Diversity of Adams compared to Colorado

164

Census Bureau

165

Source ACS 2012 1 yr PUMS

167

Household Income….its future is 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

168

Median $57,421 Adams

Median $66,160 Thornton

Household Income

Source: Census ACS 2010-14

169

Thornton Median $210,600

Adams Median $189,400

Owner Home Price

Source: Census ACS 2010-14

170

To Ponder in My Community • 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

171

Thank you

State Demography Office

Department of Local Affairs

Elizabeth Garner

[email protected]

303-864-7750

www.colorado.gov/demography

172

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

2015 POVERTY GUIDELINES FOR THE 48 CONTIGUOUS STATES AND THE DISTRICT OF COLUMBIA

173

City of Thornton Growth Projections

Present - 2035

174

Historic Population

0

20000

40000

60000

80000

100000

120000

140000

1960 1970 1980 1990 2000 2010 2015

Population 1960-2015

Source: City Development, 2016

175

0

20000

40000

60000

80000

100000

120000

140000

1960 1970 1980 1990 2000 2010 2015


Historic Population with Annexed Area

1960


176

0

20000

40000

60000

80000

100000

120000

140000

1960 1970 1980 1990 2000 2010 2015



1970


177

0

20000

40000

60000

80000

100000

120000

140000

1960 1970 1980 1990 2000 2010 2015



1980


178

0

20000

40000

60000

80000

100000

120000

140000

1960 1970 1980 1990 2000 2010 2015



1990


179

0

20000

40000

60000

80000

100000

120000

140000

1960 1970 1980 1990 2000 2010 2015



2000


180

0

20000

40000

60000

80000

100000

120000

140000

1960 1970 1980 1990 2000 2010 2015



2010


181

0

20000

40000

60000

80000

100000

120000

140000

1960 1970 1980 1990 2000 2010 2015



2015


182

Comparison Overlay - All Permits

0

200

400

600

800

1000

1200

1400

1600

1800

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

New Comm

Addition/Remodels

Single Family

Multi Family


183

Recent Development Interest

Number of Pre-Applications, 2005 – 2015

0

10

20

30

40

50

60

70

80

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015


184

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)


185

Need to Update Population Estimation 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

186

Updated Estimated EOY 2015 Population 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%))


187

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)

188

Future Housing Unit Change, 2015 to 2035

2015 2025 2035

2015 2025 2035

SFD = 55% SFA = 14%

MF = 26%

MH = 5%

SFD = 60%

SFA = 15%

MF = 19%

MH = 6%

SFD = 62%

SFA = 14%

MF = 17%

MH = 7%


189

Future Service Provision – 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.

190

Future Service Provision – 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.

191

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

Source: 2012 Thornton Comprehensive Plan

= 131,761 as of 12/31/2015; Source: City Development

192


Commercial Growth Projections Current – 2025

196


Commercial Growth Projections Current – 2035

199

City of Thornton

Financial Overview February 16, 2016

200

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)

201

Financial Structure Total Revenues and Expenditures

$134.5M $69.1M

$11.7M $19.9M

2016 Expenditures $235M

General GovernmentUtilitiesTDAOther City Funds*

$136.2M $79.1M

$16.9M $20.1M

2016 Revenues $252M

General GovernmentUtilitiesTDAOther City Funds*

*Includes the Internal Service Funds, Debt Service Fund, TASHCO, 136th GID, and E911 Authority

202

General Government Major Operating Services

203

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

204

General Government Revenues

Sales and Use Tax 55%

Property Tax 8%

Charges for Services

8%

Licenses and Permits

3%

Fines and Forfeitures

2%

Other Revenue 16%

Special Revenues

8%

2016 Revenues: $136.2M

205

General Government Operating Expenditures

Police 29%

Fire and Emergency

Medical 14%

Parks, Recreation, and

Seniors 21%

Streets, Traffic, and Drainage

12%

Development Services

8%

Administrative Support

10% Other

6%

2016 Operating Expenditures: $110.5M

206

General Government Capital Expenditures

Parks and Open Space (Special

Revenue) 40%

Road Improvements

(Special Revenue)

10%

Debt and Contractual Obligations

29% Road

Improvements 17%

Public Safety Improvements

4%

Governmental Capital

51%

2016 Budget: $24.0M Governmental

Capital

207

General Government General Fund Operating Subsidy

$2.6M $1.9M $4.7M $5.8M $3.5M $4.7M

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Dedicated Revenue Operating Subsidy

Mill

ions

208

General Government Financial Outlook*

$128.2M $133.8M $139.1M

$152.2M $152.9M $160.6M $166.1M

$176.4M $184.8M

$127.4M $132.5M $136.9M $148.8M $145.7M $152.7M $154.5M

$164.7M $169.8M

$0.0$20.0$40.0$60.0$80.0

$100.0$120.0$140.0$160.0$180.0$200.0

2017 2018 2019 2020 2021 2022 2023 2024 2025Revenues Expenditures

*General Fund and Governmental Capital Fund (excludes Special Revenue Funds)

Mill

ions

209

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

210

Water Utility Operations and Capital Improvements

211

Water Utility Revenues

Water Sales 64%

Tap Fees 23%

Other Revenues

13%


212

Water Utility Operating Expenditures

Water Quality and Treatment

31%

Water Supply 24%

Maintenance 16%

Utility Billing

7%

Administrative and Other

22%

2016 Budget: $23.3M

213

Water Utility Capital Expenditures

Water Supply Projects

42%

Water Treatment and Distribution

Projects 27%

Thornton Water Project

16%

Debt Service 11%

Facility Projects 4%

2016 Budget: $25.8M

214

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

215

Sewer Utility Operations and Capital Improvements

216

Sewer Utility Revenues

Sewer Service Charges

93%

Tap Fees and Other Revenues

7%


217

Sewer Utility Operating and Capital Expenditures

Metro Wastewater Reclamation

District Charges 66%

Operations 25%

Capital Improvements

9%

2016 Budget: $14.5M

218

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

219

Environmental Services Utility

220

Environmental Services Utility Revenues

Charges for Service

98%

Other Revenues 2%


221

Environmental Services Utility Operating and Capital Expenditures

Operations 81%

Capital (Trucks)

13%

Capital (Facility Projects)

6%

2016 Budget: $5.6M

222

Environmental Services Utility Financial Outlook

• Revenue – Rates and Fees Cover Costs – Need to remain competitive (not a

monopoly) • Expenditures

– Capital Replacement (trucks) – Ongoing Operations

223

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

224

TDA South 225

TDA North 226

TDA 144th Avenue 227

Thornton Development Authority Revenues

TDA North 77%

TDA 144th 21%

TDA South 2%

2016 Revenues: $16.9M*

*TDA North and TDA South include Sales Tax and Property Tax, TDA South includes Property Tax only

228

Thornton Development Authority Expenditures

TDA North 81%

TDA 144th 17%

TDA South 2%

2016 Budget: $11.7M

229

Thornton Development Authority Financial Outlook

Revenues • TDA South

– Property Tax

• TDA North – Sales Tax – Property Tax

• TDA 144th – Sales Tax – Property Tax

Expenditures • TDA South

– South Thornton Area Revitalization Program

– Health Care District

• TDA North – Debt and incentives for

public improvements – Infrastructure

improvements

• TDA 144th – Debt for public

improvements

230

Financial Overview

Questions?

231

1.0 I. Urban Revitalization A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton.

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.*

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.

Economic Development

Q3 Staff Time 80

2.0 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.


Q4 Consultant Contract $150,000

150

3.0 c. Distribute an RFP for sale of TDA owned land to create a health care district in the South Thornton TDA. Complete in Q1 of 2016.


2016 Staff Time 80

4.0 d. Select and enter into negotiations with developer(s) for the sale and development of TDA-owned property.


2016 Staff Time 160

5.0 02. Develop a local business support program focused on the South Thornton business community to encourage small business start up and success.

a. Dedicate additional staff resources to working closely with the existing business community to build capacity for a stronger local business environment.


Q4 Staff Time 800

6.0 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.


Q3 Grant Program Cost $100,000

80

7.0 03. Actively market commercial development opportunities to the private sector.

a. Continue to respond to inquiries about development opportunities in the South Thornton area.


Ongoing Staff Time 200

8.0 b. Provide current property information on all available TDA sites on web-based multiple listing sites.



8.1 c. Evaluate the impact of House Bill 15-1348 on the TDA South urban renewal area and determine if plan amendments are needed.

Economic Development,

Finance, and Legal

Q3 Staff Time 60

9.0 B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.

01. Provide opportunities for residents to take an active role in stabilizing and improving neighborhoods.

a. Create a pattern and design book for Original Thornton to provide options for residents to improve their homes in a way that fits in with the historic context of the neighborhood.

City Development 2016 Consultant Contract $20,000

(unbudgeted)

480

10.0 02. Develop and implement programs or codes that maintain a standard level of property maintenance and safety in the community.

a. Develop and distribute a commercial sign brochure to educate businesses on sign regulations.

City Development and Legal

Q2 Staff Time 36

11.0 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.

City Development Q3 Staff Time 26

12.0 c. Develop and distribute a letter requesting candidates and property owners remove 2015 election signs promptly in November.


12.1 d. Develop an inspection and abatement program to address potholes in privately owned, required access drives based upon access by emergency vehicles.

City Development, Legal, Fire, and Police

Q4 Staff Time 80

NUM

2015-2016 Work PlanSTAFF TIME

GOAL COMMUNITY OUTCOME DEPARTMENT QUARTER PRIMARY COSTACTION BENCHMARK

232

NUM



13.0 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.

a. Expand the number of assisted living units in Thornton for low-income residents through the conversion of 5 existing units at Villas at Sunny Acres.

City Development 2016 CDBG $192,027

125

14.0 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.

City Development Ongoing CDBG $220,000

260

15.0 c. Work with Adams County Housing Authority to support programs that assist low- and moderate-income residents with down payment and rental assistance.

City Development Ongoing HOME Funds $250,500

100

16.0 d. Promote and support reasonable options to increase energy efficiency in apartments or homes that house low- and moderate-income families.

City Development Q4 CDBG $52,500

120

17.0 04. Leverage resources and funding for neighborhood stabilization and community improvement efforts.

a. Present options to Council to continue receiving CDBG funds and dedicating a portion of HOME funds for Thornton projects.


18.0 b. Utilize CDBG funds to develop revitalization projects aimed at improving the health and safety of blighted neighborhoods.

City Development Ongoing CDBG $241,000

264

18.1 II. Economic Development and Job Creation

A. Develop long-term strategies to capitalize on job growth and business investment opportunities.

01. Facilitate the development of competitive business parks in Thornton.

a. Verify the optimal amount and location of employment center land for the development of future Thornton employment opportunities.


2016 Consultant Contract $100,000

(unbudgeted)

80

19.0 b. Ensure access to developable land for primary employers by expanding land uses within business park zoning districts.

Economic Development and City Development

Q2 Staff Time and Minor Mailing Costs

75

20.0 c. Meet with end-users, brokers, and developers to promote development of new primary business facilities.


Ongoing Event Expenses $1,000

160

21.0 d. Participate in and advocate for the delivery of adequate infrastructure for primary job development, including transportation and drainage improvements.


Q4 Staff Time 20

22.0 02. Encourage private/public partnerships in expanding the fiber network.

a. Continue to develop opportunities for private providers to use existing City fiber conduit when building new networks, providing further reach for City use.

Infrastructure Ongoing Staff Time 120

23.0 b. Explore conduit and fiber options along the RTD rail line, which would connect multiple jurisdictions.

Infrastructure and Management

Services

Q3 Staff Time 160

24.0 c. Budget and design for oversized conduit on City projects to allow possible future fiber by other entities.


25.0 d. Design and construct conduit and fiber on Thornton Parkway between Hoffman Way and Welby Road.

Infrastructure Ongoing Design and Construction

Contract $453,781

(83% grant funded)

250

26.0 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.

Management Services and


Q2 Staff Time 20

233

NUM



26.1 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.

Management Services and


Q4 Staff Time 5

27.0 03. Encourage transit oriented development around proposed FasTracks stations.

a. Review the Northglenn sewer plant intergovernmental agreement (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.

City Manager's Office, Infrastructure, and City Development


28.0 B. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton.

01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline.

a. Meet with 30 site selectors to present Thornton economic development opportunities.


Q4 Meeting Expenses $10,000

80

29.0 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.


Q4 Meeting Expenses $2,000

30

30.0 c. Hold meetings with regional economic development partners to ensure proper understanding of development advantages in Thornton.



31.0 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.


Ongoing Marketing Expenses$10,000

150

32.0 e. Host a 2015 Golf Tournament at Thorncreek for brokers and developers to provide them with an overview of development opportunities in Thornton.


Q3 Event Expenses $7,500

100

33.0 02. Execute a target industry strategy based on industries identified in the Five-Year Economic Development Strategic Plan.

a. Create awareness of Thornton targeted industries to key audiences using site visits, collateral materials, and electronic marketing.



34.0 C. Encourage the retention and expansion of existing primary employers to preserve and grow local jobs, business investment, and new spending power to Thornton.

01. Create broad awareness of business retention and expansion value-added services and increase primary employer interaction and business-to-business opportunities.

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.



35.0 b. Reach out to all primary employers in Thornton with a goal of meeting with 85 percent each year.


Q4 Staff Time 60

36.0 c. Host a City of Thornton primary employer roundtable event to foster discussion directly between primary employers and City Council.


Q1 Event Expenses $500

60

37.0 D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services.

01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans.

a. Continue the marketing strategy to target development of specific retail nodes, including The Grove and Larkridge developments.



38.0 b. Market active retail development areas to at least 10 potential retailers and developers at the International Council of Shopping Centers (ICSC) conference.


Q2 Marketing $3,000

70

39.0 c. Refine the marketing tools and resources needed to attract retail prospects and make them available on the website and in hard copy.


Q2 Staff Time 100

234

NUM



39.1 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.

Economic Development,

Finance, and Legal

Q3 Staff Time 120

40.0 02. Market Thornton to the broker and developer community to ensure that Thornton stays competitive for shopping dollars in the north metro area.

a. Participate in presentations and panels to market Thornton assets with a goal of 3 different meetings and/or presentations.


Q4 Staff Time 40

41.0 03. Implement a new retail retention program for retail developments in Thornton.

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.


Q4 Staff Time 30

42.0 b. Meet with ten local tenant groups to share information on business resources available through the City of Thornton.


Q4 Staff Time 30

43.0 04. Work closely with the developer to ensure completion of a major retail development on the I-25 corridor.

a. Work with the developer through the due diligence stage to achieve a groundbreaking in 2017.

Economic Development, City

Development, Finance, and Legal

Ongoing Consultant Contract $23,000

1,200

44.0 b. Work with the developer through the construction stage to open in 2018. City Development, Economic

Development, and Fire

Ongoing Plan Review and Inspection Contract

TBD

9,550

45.0 c. Procure and implement new sales tax software to add Public Improvement Fee (PIF) capabilities. Complete implementation in the 3rd quarter of 2016.*

Finance and Management

Services

2016 Software and Vendor

Implementation $620,000

2,250

46.0 E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.

01. Implement a local business visitation program. a. Visit and foster relationships with 50 Thornton businesses by the end of the year.


Q4 Staff Time 120

47.0 02. Promote Thornton Business Assistance Programs including the Small Business Development Center (SBDC), educational webinars, Shop Thornton First, and Business Improvement Grants.

a. Award $278,000 in Business Improvement Grants by the end of the year. Economic Development

Q4 Business Improvement

Grants $278,000

150

48.0 b. Increase SBDC Counseling hours to over 515 hours. Economic Development

Q4 SBDC Contract $15,000

70

49.0 c. Consistently market the Thornton Business Assistance Programs. Economic Development


50.0 d. Create a business toolkit highlighting resources available from the City of Thornton and distribute to at least 200 local businesses.



51.0 e. Host at least 2 business resource workshops. Economic Development


52.0 03. Celebrate the success of Thornton businesses. a. Host the 2015 Business Appreciation Event aimed at achieving greater attendance and engagement by the Thornton business community.


Q2 Event Cost $21,200

100

235

NUM



53.0 04. Promote the Shop Thornton First (STF) Campaign. 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.


Ongoing Program Cost $4,000

60

54.0 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.


Ongoing Marketing Expenses $29,500

60

55.0 c. Continue to improve the online presence through web hosting of the STF web page, Google Adwords social media ads and promotions.


Ongoing Marketing $6,500

60

56.0 F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street.

01. Widen Washington Street to six lanes with a landscaped median from 144th Avenue to approximately 148th Avenue.*

a. Complete construction in the 4th quarter. Infrastructure Ongoing Construction Contract

$9,899,094

600

57.0 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.

a. Complete right-of-way (ROW) acquisition in the 4th quarter. Construction to begin in 2021.

Infrastructure Ongoing ROW Acquisition $500,000

200

58.0 03. Widen Washington Street to six lanes with a median from 158th Avenue to 160th Avenue.*

a. Complete design in the 3rd quarter and ROW acquisition in Q1 2016. Begin construction in 2016.

Infrastructure Ongoing Design, ROW Acquisition, and

Construction Contract

$4,009,000

400

236

NUM



59.0 04. Complete Sack Creek flood mitigation improvements.* 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.

Infrastructure Ongoing Construction Contract

$9,851,107

600

60.0 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.

Infrastructure Ongoing Included in Above Costs

200

61.0 05. Relocate Bull Canal to the west side of Washington Street between 150th Avenue and 152nd Avenue.

a. Complete ROW acquisition in the 4th quarter. Construction to begin in 2021.

Infrastructure Ongoing ROW Acquisition $200,000

100

62.0 06. Identify funding options for TDA North infrastructure projects.

a. Explore financing options for TDA North infrastructure projects through 2028.

Finance Q2 Consultant Contract and Bond Issuance

Costs $150,000

(unbudgeted; financed out of bond proceeds)

140

63.0 b. Complete bond refunding for the 2004 TDA bonds. Finance Q3 Included in Above Costs

Included in Above Hours

237

NUM



64.0 III. Green Thornton A. Enhance the Water Conservation Program to reduce water consumption.

01. Update the Water Conservation Plan. a. Update the Water Conservation Plan to identify conservation goals, strategies/programs to achieve the goals, and an implementation schedule.

Infrastructure 2016 Consultant Contract $50,000

600

65.0 02. Promote water efficiency at City facilities. a. Perform irrigation system analyses of 6 to 8 City parks and report on improvements.

Infrastructure Q4 Staff Time 925

66.0 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.


66.1 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.

Infrastructure and Community Services

Q3 Marketing Materials, Consultant

Contract, and Contractor

$50,000

1,500

66.2 d. Continue enhancing the City's water wise landscaping initiative by assembling a task force to develop recommendations on ways the City and its water customers can more effectively use Xeriscape and other water saving principles in outdoor landscapes.

Infrastructure, City Development, and

Community Services

2016 Staff Time 180

67.0 03. Evaluate the demand for existing water conservation programs in response to the water rate changes.

a. Track the use of existing water conservation programs and determine if additional funding is necessary to respond to the demand.


68.0 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.


69.0 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.

01. Develop, evaluate, and implement opportunities for lighting efficiency projects.

a. Complete lighting efficiency projects, including parking lot, wall packs, motion and lighting sensors.

Management Services

Ongoing Project Cost $667,000

200

70.0 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.

Management Services

Ongoing Included in the Above Cost

200

71.0 c. Report out on energy savings upon project completion. Management Services

Q4 Staff Time 20

72.0 02. Develop, evaluate, and implement opportunities to improve fuel efficiency for City vehicles.

a. Compare fuel use of existing vehicles with new vehicles. Management Services

Q2 Staff Time 30

73.0 b. Evaluate opportunities for vehicle replacement as part of the 2016 Budget. Management Services

Q2 Staff Time 60

74.0 C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.

01. Continue installation of light emitting diode (LED) streetlights.

a. Require LED streetlights on capital improvement projects and development projects in both Xcel Energy and United Power territories.


238

NUM



75.0 02. Monitor Xcel Energy LED street light filing of new street light rates.

a. If needed, testify before the Colorado Public Utilities Commission on proposed rates.

Infrastructure Q2 Legal and Consultant Fees

$20,000 (unbudgeted)

420

76.0 03. Analyze Xcel's proposal to convert certain streetlights to LED.

a. Determine if the program makes financial sense from a City standpoint, if 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) traffic signal retiming program.

a. Retime Washington Street between 83rd Avenue and 104th Avenue. Infrastructure Q2 Staff Time 40

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 4082.0 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).

a. Continue construction and implementation of controller replacement. Replace 31 controllers in 2015 and 20 controllers in 2016. Completion is scheduled for 2018.

Infrastructure Ongoing Staff Time 1,200

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 conjunction with street maintenance.


84.0 b. Collect and reuse asphalt millings from the street maintenance programs for use on other programs.

Infrastructure Q4 Equipment Cost $8,500

160

239

NUM



85.0 IV. Transit and Transportation

A. Support construction of the North Metro Corridor to Eastlake.

01. Coordinate construction of the FasTracks commuter rail line to Eastlake at 124th with the Regional Transportation District (RTD).

a. Review and coordinate any utility relocations required for the FasTracks commuter rail line and ensure impacts on the City are minimal.

Infrastructure and City Manager's Office

Ongoing Utility Relocations $300,000

460

86.0 b. Review FasTracks commuter rail line designs. Infrastructure and City Manager's Office

Ongoing Staff Time 2,280

87.0 c. Coordinate construction of the FasTracks commuter rail line along the RTD ROW through Thornton.



88.0 02. Realign Welby Road to accommodate the Original Thornton at 88th FasTracks station.*

a. Complete design in the 3rd quarter, ROW acquisition in the 4th quarter, and construction in 2016.

Infrastructure Ongoing Design Contract, ROW Acquisition, and Construction

Contract $1,895,000

200

89.0 03. Realign Claude Court to accommodate the Eastlake at 124th FasTracks station.*

a. Complete design in the 4th quarter and construction in 2016. Infrastructure Ongoing Design and Construction

Contract $1,167,000

(83% grant funded)

300

90.0 04. Build the trail segments necessary to support the FasTracks Stations (funded by DRCOG).*

a. Complete design in the 4th quarter, ROW acquisition in 2016, and construction in 2017.


Contract $1,354,000

(80% grant funded)

250

91.0 05. Widen 128th Avenue between Lafayette and York Streets (railroad crossing).*

a. Start design in 2016, ROW acquisition in 2016/2017, and complete construction in 2018.

Infrastructure 2016 Design Contract, ROW Acquisition, and Construction

Contract $1,810,000

500

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 designed and constructed with the 128th Avenue widening between Lafayette and York Streets.

Infrastructure 2016 Design and Construction

Contract $750,000

300

93.0 07. Add a right turn lane at 88th Avenue and the realigned Welby Road.*

a. Complete design in 2016, ROW acquisition in 2016, and construction in 2017.

Infrastructure 2016 Design Contract, ROW Acquisition, and Construction

Contract $656,000

200

94.0 08. Coordinate construction of the Original Thornton at 88th Station pedestrian underpass with RTD.*

a. Complete construction in 2016. RTD is managing this project. Infrastructure 2016 Construction Contract $480,000

100

240

NUM



95.0 09. Once funding for the FasTracks commuter rail line is secured and final design completed, submit application for Quiet Zone Designation to the Public Utilities Commission (PUC), Federal Railroad Administration (FRA), and RTD.

a. Coordinate with RTD to submit application for Quiet Zone Designation along with any subsequent reports required by the PUC, FRA, and RTD.



96.0 10. Implement the land use and design strategies identified in the Thornton Crossroads at 104th Station Transit Oriented Development (TOD) Master Plan (STAMP).

a. Create an overlay zoning district that permits residential uses with density and height ranges for Opportunity Site A (area adjacent to station).

City Development 2016 Staff Time 250

97.0 b. Work with property owners of Opportunity Site B (property south of 104th Avenue and west of Steele Street) to rezone property.


98.0 c. Rezone Opportunity Site C (southeast corner of 104th Avenue and Colorado Boulevard).


99.0 d. Assess the existing zoning of Opportunity Site D (smaller parcel located 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 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 the Original Thornton at 88th STAMP.

a. Rezone the station area to a new Planned Development Zone category and 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 managed by Northglenn.

a. Initiate the project by signing an IGA with Northglenn and assist in selecting a consultant.


103.0 b. Participate as needed in the development of a STAMP for the Northglenn at 112th Station.

City Development 2016 Consultant Contract $10,000

100

104.0 13. Update the Eastlake at 124th STAMP. a. Prepare draft plan amendments. City Development Q3 Consultant Contract $110,000

460

105.0 b. Initiate a conceptual design process for a station plaza that integrates the transit station with the Eastlake neighborhood, 1st Street, and the RTD parking lot east of the station.

City Development, Infrastructure, and

Community Services

Q3 Consultant Contract $100,000

(unbudgeted)

260

241

NUM



106.0 c. Present final plan and recommendation documents to City Council. City Development and Infrastructure

Q3 Staff Time 60

107.0 d. Develop a TOD implementation plan for the study area. City Development 2016 Staff Time 120107.1 14. Update the Eastlake Subarea Plan that guides development

and future investments in the original Eastlake neighborhood.a. Develop the project scope and hire a consultant. City Development Q3 Consultant Contract

$150,000(unbudgeted)

80

107.2 b. Prepare a draft update to the Eastlake Subarea Plan. City Development 2016 Staff Time 400107.3 c. Present final plan and recommendation documents to City Council. City Development 2016 Staff Time 60107.4 d. Develop an implementation plan for the subarea. City Development 2016 Staff Time 120107.5 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.

a. Determine if the identified soil meets RRP's needs. City Manager's Office and Infrastructure

Q3 Staff Time 5

108.0 B. Identify and leverage funding for needed transportation improvements on I-25 and State Highway 7 (160th Avenue).

01. Participate with the Colorado Department of Transportation (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.

a. Review the final I-25 PEL and present it to City Council for approval and inclusion in the 2040 DRCOG Regional Transportation Plan.

City Development and City Manager's

Office

Q2 Staff Time 40

109.0 02. Work with CDOT, High Performance Transportation Enterprise (HPTE), and other communities to secure a portion of toll revenues for North I-25 improvements.

a. Advocate to implement the recommendations in the North I-25 PEL. City Development and City Manager's

Office


110.0 C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through the North Area Transit Alliance (NATA) and Smart Commute Metro North.

01. Work with Smart Commute Metro North Transportation Management Organization (TMO) to provide service to Thornton businesses, citizens, and others in the community.

a. Work with Smart Commute Metro North TMO to promote carpool and transit opportunities north of 120th Avenue.


Office


111.0 b. Work with CDOT to encourage completion of I-25 North managed lanes to Highway 7 and thereconstruction of the Highway 7 and I-25interchange.


Office


112.0 c. Advocate for the expansion of RTD bus service to Highway 7 and for the addition of a stop at Highway 7 along CDOT's Bustang service.


Office


113.0 02. Work with RTD to extend the North Metro Rail beyond the Eastlake Station.

a. Advocate for completion of the North Metro Rail Line from 124th to 162nd Avenue, end-of-line station.


Office

Q3 Staff Time 40

242

NUM



114.0 b. Participate with North Metro Partners in investigating the possibility of extending the North Metro Rail Line past the 162nd Avenue station.


Office

Q4 Staff Time 80

115.0 c. Annex the ROW from 136th Avenue to the Weld County border for RTD to extend the North Metro Rail to 162nd Avenue.


116.0 d. Identify project direction and scope of work with plan schedule for the North End Station Planning Study.


116.1 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.

a. Work with RTD to determine if ridership warrants the continuation of Federal Heights Call-n-Ride service.


Office

Q3 Staff Time 40

243

NUM



117.0 V. Ongoing Services A. Create places for neighbors to gather that build a sense of community and enrich the quality of life.

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 $500

20

118.0 b. Host community festivals including Thorntonfest, 4th of July, Harvest Fest, and WinterFest.

Community Services Q2, Q3, and Q4 Event Costs $425,000

15,000

118.1 c. Develop and present a recommendation for the City of Thornton's 60th anniversary celebration to City Council.

Community Services 2016 Staff Time 100

119.0 B. Foster human development for citizens of all ages through recreational, social, educational, artistic, and cultural programming.

01. Preserve and recognize historic assets within the community.

a. Initiate the Local Historical Landmark Nomination process for the Reitzenstein Barn on Big Dry Creek.

Community Services Q2 Staff Time 10

120.0 C. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations.

01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community.

a. Design and construct North Creek Farms Park improvements to complete the remaining 4 acres of the 5 acre park.

Community Services Q2 and Q4 Design and Construction

Contract $793,570

(40% grant funded)

324

121.0 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.

Community Services Q3 Pre-Design Contract $66,203

197

122.0 c. Design the Signal Ditch Park and Open Space ball field complex if it proves to be less expensive than 98th and Riverdale.

Community Services 2016 Design Contract $579,458

316

123.0 d. Construction of the Northaven Park Rehabilitation including a new irrigation system, playground and pavilion.

Community Services Q3 Construction contract $847,808

228

124.0 e. Design and construct irrigation replacement and park rehabilitation at Thornton Arts and Culture Center.

Community Services Q3 and 2016 Design and Construction

Contract $785,296

(28% grant funded)

313

124.1 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.

Community Services Q4 Staff Time 100 (formerly

25)

125.0 02. Manage Thorncreek Golf Course and redesign the course to meet municipal golf standards.

a. Design improvements for the Thorncreek Golf Course. Community Services Q4 Design Contract $200,000

120

244

NUM



133.0 D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings.

01. Conduct a visioning process for the Comprehensive Plan involving all segments of the community.

a. Initiate the planning process, develop a scope of work and identify the resources needed to start the planning process.


134.0 b. Issue the RFP, hire consultants, and conduct visioning process. City Development 2016 Consultant Contract $100,000

300

135.0 c. Present the results of the process to City Council and incorporate results into Phase II: Plan Development.


136.0 02. Rewrite the Comprehensive Plan, including the North Washington and other subarea plan.

a. Initiate the planning process, develop a scope of work and identify the resources needed.


137.0 b. Issue the RFP, hire consultants and prepare draft documents. City Development 2016 Consultant Contract $600,000

1,000

138.0 c. Present the final plan and implementation strategies to City Council. City Development 2016 Staff Time 60139.0 d. Develop an implementation plan. City Development 2016 Staff Time 120140.0 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.

a. Initiate the planning process by completing an IGA with partner cities (Northglenn and Federal Heights) and execute the grant document with the State.


141.0 b. Issue an RFP; work with consultant to conduct the study and develop an action plan.

City Development Q3 Consultant contract $100,000

(90% grant funded)

400

142.0 c. Present final study and recommendations to City Council. City Development 2016 Staff Time 60143.0 d. Implement the action plan. City Development 2016 TBD 120144.0 04. Address issues that impact land use in Thornton. 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.

City Development Ongoing Staff Time N/A

144.1 b. Solicit feedback with the Home Builders Association to develop formal standards for small lot development.


144.2 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.

Legal, City Manager's Office, Infrastructure,

and City Development


144.3 d. Work with consulting attorneys to develop updated oil and gas development regulations.

Legal, City Manager's Office, Infrastructure,

and City Development

Q4 Consultant Contract TBD

120

145.0 05. Evaluate the development review process, metrics, goals, and staffing implications.

a. Review the development process for commercial businesses with City Council.

City Development and Fire

Q3 Staff Time 15

145.1 b. Move Fire Prevention to be co-located with City Development to encourage cross departmental collaboration and allow for expansion space in Fire Administration.

Fire and City Development

Q4 Construction Contract $100,000

120

245

NUM



146.0 06. Continue to work with Xcel Energy to find an appropriate location for a new substation.

a. Consider alternative substation sites that meet the City’s energy needs while being sensitive to community impacts.

City Development, Legal, and City

Manager’s Office


147.0 b. Process the required development applications once submitted. City Development Ongoing Staff Time 250

246

NUM



148.0 E. Design and build the public infrastructure necessary to support new growth and maintain existing services.

01. Coordinate, design, and construct road improvements. 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.

Infrastructure Q3 Thornton Contribution

$250,000 remaining

20

150.0 b. Extend the left turn lane on eastbound 120th Avenue at the Mission Trace Shopping Center to provide enhanced traffic movement.

Infrastructure Q3 Construction Contract $95,000

50

151.0 c. Widen Holly Street from the Brantner Gulch to Holly Circle South. Construction complete in the 4th quarter.

Infrastructure Ongoing Construction Contract $915,000

150

152.0 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.


$1,746,418 (90% grant funded)

150

153.0 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.


Contract $1,330,000

350

154.0 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.


Contract $237,475

(100% grant funded)

125

157.0 02. Research funding options to offset the infrastructure cost required due to new development.

a. Complete an impact fee study based on a plan-based fee structure and present the findings to City Council.

City Manager's Office 2016 Consultant Contract $2,200

30

158.0 03. Coordinate construction of the Suncor Pipeline along the RTD ROW through Thornton.

a. Monitor construction of Phase 2 work north of 128th Avenue within Thornton City limits.


159.0 04. Construct a 170-space carpool lot at State Highway 7 and I-25.

a. Determine if the City will construct a carpool lot or return the grant back to CDOT.


Office

Q4 Staff Time 40

247

NUM



160.0 05. Annex and/or (re)zone ROWs and City-owned properties for their intended use.

a. Annex and zone the adjacent Riverdale road ROW for utility and maintenance purposes.

City Development and Infrastructure

Q3 Staff Time 100

161.0 b. Rezone the Thornton Arts and Culture Center property for current and intended City purposes.

City Development and Community

Services

Q4 Staff Time 150

162.0 c. Annex and/or (re)zone prioritized City acquired properties for intended purposes.

City Development, Infrastructure, and

Community Services


163.0 F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.

01. Provide code compliance services. a. Present the code compliance levels of service to City Council to address questions about the current deployment of resources.


164.0 b. Draft and present for Council consideration sign code amendments to comply with the recent federal court ruling regarding the regulation of temporary signs.


Q3 Staff Time 100

164.1 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.


Q4 Staff Time 150

165.0 02. Provide opportunities for residents to take an active role in stabilizing and improving neighborhoods.

a. Host the Thornton Paint-A-Thon to assist three low-income Thornton residents who are disabled or elderly.

City Development Q3 Program Supplies $750

315

166.0 b. Replace the foreclosure prevention workshops with free energy efficiency workshops.

City Development Q4 Staff time 44

167.0 c. Assist Keep Thornton Beautiful and other community or neighborhood groups with community beautification projects.

City Development Ongoing Staff time 124

168.0 03. Work with community partners to create a quality environment for Thornton residents.

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.

City Manager's Office and Legal


169.0 04. Implement programs, policies, and projects that promote quality and balanced housing.

a. Create a Housing Action Plan based on findings from Housing Needs Assessment.


170.0 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.


248

NUM



171.0 G. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services.

01. Provide police patrol services. a. Evaluate staffing levels and investigate strategies to attract and retain qualified staff yearly through an administrative manpower analysis study that assesses proactive police response in providing for a safe community.

Police 2016 (formerly Q1)

Staff Time 340

171.1 b. Identify facility options and select a preferred alternative to accommodate the short-term training needs of the Police Department.

Police Q3 Staff Time 40

172.0 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.

Police Q3 Staff Time 35

172.1 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.

Police and City Manager's Office

Q4 Staff Time 640

173.0 02. Partner with community organizations, neighboring municipalities, and Adams County to ensure access to quality public safety facilities.

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.

Police and City Manager's Office

Q3 Staff Time 80

174.0 b. Continue to represent the interests of Thornton and other Adams County municipalities on the Criminal Justice Coordinating Committee 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.

Management Services, Police, and

Legal


175.0 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.

Police and Management

Services

Q3 Staff Time 120

176.0 H. Serve and protect the community by responding to medical, fire, and other emergencies.

01. Establish a training facility that will meet the Fire Department's operational needs.

a. Work with the North Metro Fire Rescue District to establish an agreement to use their training facility under a lease or purchase option.

Fire Q3 Staff Time 200

180.0 02. Improve community health through the national Healthy Cities Initiative.

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.

Fire Q2 Staff Time 200

181.0 03. Explore Fire Department Accreditation through the Center for Public Safety Excellence.

a. Perform a self-evaluation to determine the feasibility and cost of accreditation.

Fire 2016 Staff Time 1,000

249

NUM



182.0 I. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow.

01. Provide street maintenance programs to preserve the condition of streets in the community.

a. Implement the 2015 Street Rehabilitation Program to treat approximately 300 lane miles and 2,694 square yards of parking lots.

Infrastructure Q4 Program Cost $4,600,000

23,000

183.0 b. Provide year-round street maintenance through pothole patching, street repairs, and crack sealing in response to hazards.


12,000

184.0 c. Implement the Concrete Replacement Program to address hazards in the ROW associated with damaged concrete.

Infrastructure Q4 Program Cost $111,000

1,000

184.1 d. Enhance the Street Rehabilitation Program to repair damaged pavement seams caused by the unusually wet spring weather.


60

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 II storm events, and 307 lane miles of primary streets and emergency routes during Class III storm events.


12,000

186.0 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.

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.

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.

Infrastructure and Finance

Q3 Staff Time 200

187.0 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.


Contract $165,000

150

188.0 c. Complete drainage improvements at 119th Place and Madison Street. Complete design in the 3rd quarter and construction in the 4th quarter.


Contract $65,000

100

189.0 d. Implement programs including storm sewer maintenance, detention pond maintenance, drainage way maintenance, and ditch cleaning.


8,600

190.0 02. Develop a program for the new Municipal Separate Storm Sewer System (MS4) Permit.

a. Submit a new MS4 Program to the Colorado Water Quality Control Division in order to comply with the new permit requirements in 2016.


191.0 03. Participate with Urban Drainage and Flood Control District (UDFCD) on updating the Niver Creek Master Plan and associated Flood Hazard Area Delineation.

a. Complete the hydrology update and identify flood prone areas. Infrastructure Q3 Contract Cost $60,000

300

192.0 b. Complete an alternatives analysis to identify capital projects to safely convey flood waters and/or mitigate flood hazards.

Infrastructure Q4 Included in Above Costs

100

193.0 04. Participate with UDFCD on updating the Grange Hall Creek Master Plan and associated Flood Hazard Area Delineation.

a. Complete the hydrology update and identify flood prone areas. Infrastructure Q4 Contract Cost $50,000

160

194.0 b. Complete an alternatives analysis to identify capital projects to safely convey flood waters and/or mitigate flood hazards.

Infrastructure 2016 Included in Above Costs

160

195.0 05. Complete the School Tributary hydrology update study. a. Work with RTD to determine possible alternative designs that would mitigate downstream improvements.

Infrastructure Q3 Contract Cost $75,000

100

196.0 b. Coordinate internally on the design, location and impact of proposed improvements within the 88th Avenue STAMP.

Infrastructure Q4 Staff Time Included in Above Hours

250

NUM



196.1 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.

a. Investigate interim solutions to mitigate flooding issues until the long-term solution (School Tributary Project) is constructed.


196.2 b. Implement interim solutions to mitigate flooding issues until the long-term solution (School Tributary Project) is constructed.

Infrastructure 2016 TBD 300

197.0 K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets.

01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.

a. Design and construct a new traffic signal at 134th Avenue and Holly Street. Infrastructure Q2 Design and Construction

Contract $323,000

250

198.0 b. Install a new pedestrian activated signal at High Street and 131st Place. Infrastructure Q3 Materials and Supplies $8,100

80

199.0 c. Expand traffic signal communications to Grant Street at 97th Avenue, 98th Avenue, 100th Place, and 102nd Avenue.

Infrastructure Q4 Materials and Supplies $5,375

120

200.0 d. Conduct an evaluation, maintenance, and repair of traffic signal poles. Infrastructure Ongoing Consultant Contract $128,560

120

201.0 e. Monitor the Xcel Energy pole replacement program, including the 14 poles scheduled for replacement in 2015.


202.0 f. Continue the iwatch™ Neighborhood Speed Awareness Program. Install speed reduction devices in the Sherwood Hills and Parkwood South neighborhoods.

Infrastructure Ongoing Materials and Supplies $67,900

1,300

203.0 g. Construct a median at 120th Avenue east of Washington Street to eliminate accidents from left turns into Thorncreek Crossing.


25

204.0 h. Design and construct a new traffic signal at 100th Avenue and McKay Road. Infrastructure 2016 Design and Construction

Contract $296,400

250

205.0 i. Review traffic signal plans for development. Infrastructure Ongoing Staff Time 80206.0 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.


251

NUM



207.0 L. Safely and efficiently provide curbside trash and recycling collection services to customers.

01. Provide ongoing special trash and recycling programs for the community.

a. Provide residents an opportunity to recycle tree branches and limbs during the growing season.

Infrastructure Ongoing Recycling Program $28,000

370

208.0 b. Provide residents an opportunity to drop off traditional recyclables at community locations throughout the year.

Infrastructure Ongoing Recycling Program $45,000

546

209.0 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.

Infrastructure Ongoing Program Cost $2,000

40

210.0 d. Assess the spring Bulk Item Collection Service. Present alternatives to City Council and implement the service change in 2016.


210.1 e. Implement the Council approved Click-n-Haul bulk item collection program along with other special collection events. Click-n-Haul is a new fee-based, year-round, curbside appointment service that will replace the spring bulk item collection program in 2016

Infrastructure 2016 Grappler Truck $185,000

3,500

211.0 02. Expand trash and recycle services by marketing to homeowner associations (HOA) that currently use private services.

a. Conduct periodic contacts and presentations targeting HOA communities to solicit interest in City service.

Infrastructure Ongoing Marketing Program $5,000

30

212.0 M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers.

01. Design and construct water supply improvements. a. Complete construction of the Hammer Reservoir Pump Station in the 4th quarter.


$10,500,000

2,000

213.0 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.


Contract $1,200,000

500

213.1 c. Work with the Federal Emergency Management Agency to secure funding for repairs to West Cooley reservoir as a result of flooding in 2015.

Management Services,

Infrastructure, and Finance

2016 Staff Time 200

214.0 d. Continue to maintain and repair the Standley Lake Pipeline. Infrastructure Ongoing Maintenance Cost $159,000

250

215.0 e. Replace the pressure reducing valve station west of 92nd Avenue and Colorado Boulevard. Complete design in the 4th quarter and construction in 2016.


Contract $60,000

150

216.0 f. Rehabilitate the existing West Cooley South Cell alluvial wells. Complete design in the 2nd quarter and construction in Q4.


Contract $555,000

500

217.0 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.

Infrastructure Ongoing Equipment Cost $500,000

450

218.0 h. Repair the groundwater drain adjacent to the South Tani Reservoir dam. Infrastructure Q3 Construction Contract $132,000

250

252

NUM



220.0 I. Complete construction of the bank stabilization necessary for the North Dahlia Reservoir.


50

221.0 02. Implement the Thornton Water Project (TWP). 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.

Infrastructure Q4 Consultant Contract $1,600,000

2,500

222.0 b. Complete an initial round of regulatory outreach to each town/city/county and major regulatory agencies along the anticipated front range project corridor.

Infrastructure Q3 Included in Above Costs

1,200

223.0 c. Prepare a draft cost sharing agreement between the Water Supply and Storage Company and various municipal shareholders (including Thornton).

Infrastructure Q4 Consultant Contract $50,000

500

224.0 d. Develop and refine staffing plans, overall program management, project estimates and schedule, and future task orders.

Infrastructure Ongoing Included in benchmark "a"

500

225.0 e. Development of TWP project website. Infrastructure 2016 Website Development

TBD

400

226.0 f. Increased water quality monitoring of the TWP. Infrastructure 2016 Laboratory Work $20,000

1,000

227.0 g. Complete a $110,000,000 water revenue bond issuance to fund the replacement of the Thornton Water Treatment Plant and costs related to the TWP (first of three bonds).

Finance and Infrastructure

2016 Bond Issuance Costs $500,000


300

227.1 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 Thornton Water Project and other capital improvements.

Finance and Legal Q4 Bond Issuance Costs $225,000


70

227.2 i. Work with Weld Re-9 School District to construct shared office space and vehicle storage in Ault for the School District and Thornton Farm Management Office staff.


2016 Design and Construction

$350,000

200

228.0 03. Manage existing assets related to the TWP. a. Administer existing mineral right leases and continue to pursue leasing the remaining mineral holdings.


229.0 b. Sell approximately six farmhouses each year. Obtain necessary Recorded Exemptions (Plats) from Weld County.

Infrastructure Ongoing Real Estate Fee $82,000

800

230.0 04. Monitor water supply conditions through 2015 and into 2016.

a. Monitor and report on water supply and snow pack quarterly and provide 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 integration of Clean Water Act and Safe Drinking Water Act regulatory processes.



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233.0 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.

Infrastructure Ongoing Consultant Contract $77,000

200

235.0 06. Implement the water rate changes. a. Inform and assist residents and businesses of the opportunity to save money and conserve resources by decreasing water usage.

Finance and Infrastructure


238.0 N. Actively communicate information regarding City services, events, issues, and emergencies to residents, businesses, and the news media.

01. Communicate with the public. a. Upgrade and redesign the City web site. Management Services

Q1 Software Licenses $12,600

1,528

242.0 O. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees.

01. Ensure the retention of institutional knowledge and continuation of organizational momentum as senior staff transitions out of leadership roles.

a. Develop and present a succession plan to City Council. City Manager's Office Q3 Staff Time 200

243.0 02. Support and maintain existing hardware and software systems.

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.

Management Services, Finance, and

Infrastructure

Q2 Software License $1,785,000

6,900

244.0 b. Implement a new software system (CityView) to replace the current Hansen City Management system that is no longer supported.

Management Services and City

Development

2016 Software License $616,000

2,100

245.0 c. Implement a new software system to replace the current I/Leads Police Records Management system that will no longer be supported in 2015.

Management Services and Police

2016 Software License $861,000

6,000

246.0 03. Provide legal and legislative support to City Council. a. Complete Comcast Franchise Agreement negotiations. Legal, Management Services, and Finance

Q3 Staff Time 94

247.0 b. Begin Xcel Franchise Agreement negotiations (complete in 2017). City Manager's Office and Legal

2016 Staff Time and Consultant

400

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248.0 VI. Community Facilities Plan

A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.

01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans.

a. Present the Community Facilities Plans for the Governmental Capital and Utilities Funds to City Council (formerly line 239).

City Manager's Office Q2 Staff Time 80

249.0 b. Address outstanding questions and present the Governmental Capital and 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 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 ensure cohesive long-range plans.


254.0 g. Present amendments to the Community Facilities Plan to City Council for formal adoption.

City Manager's Office 2016 Staff Time 40

254.1 h. Research additional revenue options to fund General Fund and possibly Community Services projects not included in the adopted Community Facilities Plan.


255.0 02. Finalize and implement the Community Services Portion of the Community Facilities Plan.

a. Update City Council on the scope of the recreation center analysis on July, 21 2015 (formerly line 126).

Community Services Q2 Design Report $111,000

180

256.0 b. Complete the programming work shop with the consultants and staff for the recreation center analysis on April 28, 2015 (formerly line 127).

Community Services Q2 Included in Above Costs


257.0 c. Program alternatives at each recreation center facility on June 3, 2015 (formerly line 128).



258.0 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).



259.0 e. Present the final recreation center analysis report and discuss alternatives with City Council on September 29, 2015 (formerly line 131).



260.0 f. Based on the before mentioned design concept report, identify the preferred recreation center plan.

Community Services Q3 Staff Time Included in Above Hours

261.0 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.

Finance Q3 Staff Time 80

262.0 h. Discuss alternatives for repurposing, selling or decommissioning the current Community Center (formerly line 132).


Included in "a"

263.0 i. Identify the preferred location for a new ballfield complex in the community.

Community Services Q3 Staff Time 40

264.0 j. Prioritize the identified golf course improvements. Community Services Q3 Staff Time 40265.0 k. Present the Community Facilities Plan for Community Services to City

Council.City Manager's Office Q4 Staff Time 80

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266.0 l. Address outstanding questions and present the Community Services Plan for formal adoption by City Council.


267.0 m. Develop an implementation plan including an assessment of staff and 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: FasTracks expansion projects identified for 2015 and 2016 in the Community Facilities Plan.

01. Realign Welby Road to accommodate the Original Thornton at 88th FasTracks station.

See line 88 in the Transit and Transportation goal for additional details.

270.0 02. Build the trail segments necessary to support the FasTracks Stations (funded by DRCOG).


271.0 03. Realign Claude Court to accommodate the Eastlake at 124th FasTracks station.


272.0 04. Widen 128th Avenue between Lafayette and York Streets (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 Welby Road.


275.0 07. Coordinate construction of the Original Thornton at 88th Station pedestrian underpass with RTD.


276.0 C. Implement the General Government: transportation expansion projects identified for 2015 and 2016 in the Community Facilities Plan.

01. Design and construct the 84th Avenue and Grant Street intersection improvements creating double left turn lanes and right turn lanes in all directions.

a. Complete design in the 4th quarter and ROW acquisition in 2016 (formerly line 149).


Contract $1,494,851

(90% grant funded)

350

277.0 02. Design and construct Grant Street south of 142nd Avenue, from the existing roundabout to the McKay Bridge. This project is funded by the City and a developer.

a. Work with the developer to complete design in the 4th quarter and construct in 2016.

Infrastructure 2016 Design and Construction

Contract $1,200,000

240

278.0 03. Construct an asphalt sidewalk/trail along the north side of 144th Avenue between Washington Street and Franklin Street.

a. Complete design in the 2nd quarter of 2016 and finish construction in 2017.

Infrastructure 2016 Construction Contract $750,000

75

279.0 04. Purchase ROW along the Thornton Parkway/96th Avenue alignment between Riverdale Road and McKay Road for a future four lane arterial roadway over the South Platte River.

a. Complete property acquisition in 2016 (formerly line 156). Infrastructure 2016 ROW Acquisition $300,000

200

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280.0 D. Implement the TDA expansion projects identified for 2015 and 2016 in the Community Facilities Plan.

01. Widen Washington Street to six lanes with a landscaped median from 144th Avenue to approximately 148th Avenue.

See line 56 in the Economic Development and Job Creation goal for additional details.

281.0 02. Complete Sack Creek flood mitigation improvements (Phase 1 and 2).

See lines 59-60 in the Economic Development and Job Creation goal for additional details.

282.0 03. Widen Washington Street to six lanes with a median from 158th Avenue to 160th Avenue.


283.0 04. 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.

See lines 1-4 in the Urban Revitalization goal for additional details.

284.0 E. Implement the General Government: drainage expansion projects identified for 2015 and 2016 in the Community Facilities Plan.

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.

a. UDFCD will complete design in 2016 and construction in 2018. Infrastructure Ongoing Construction Contract $300,000

20

285.0 F. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan.

01. Complete mitigation work related to ongoing soil issues at the Justice Center.

a. Commence design of phase 1 and phase 2. Management Services

Q3 Design Contract (included in project

cost)

60

286.0 b. Complete construction of phase 1 in the 2nd quarter of 2017. Management Services

Ongoing Construction Contract

$1,600,000

200

286.1 c. Complete construction of phase 2 in the 4th quarter of 2017. Management Services

Ongoing Construction Contract

$1,600,000

200

287.0 02. Construct warm vehicle storage at Station 4. a. Design a structure that meets operational needs and integrates with the adjacent uses (formerly line 177).

Fire, Management Services, City Development

Q4 Staff Time 210

288.0 b. Complete the construction of a 4,000 sq. ft. warm storage facility (formerly line 178).

Fire and Management

Services

2016 Construction Contract $600,000

470

289.0 03. Construct improvements inside the Justice Center to make room for additional Police Department staffing.

a. Construct the needed improvements in the 2nd quarter of 2016. Management Services

2016 Construction Contract$150,000

75

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 Street. The total project cost is estimated at $4,500,000 (formerly line 179).

Fire, Legal, and Management

Services

2016 Land Acquisition $500,000

250

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291.0 G. Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan.

01. Procure and implement new sales tax software to add PIF capabilities.


292.0 02. Modify office space at City facilities to accommodate future growth.

a. Construct the office space improvements in the 3rd quarter of 2016. Management Services

2016 Construction Contract $180,000

75

293.0 03. Acquire land to accommodate future maintenance facility needs.

a. Acquire the needed land. Management Services

TBD Land Acquisition $1,200,000

50

294.0 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.

a. Complete design in 2nd quarter of 2016. Management Services


Contract $2,536,608

100

295.0 b. Construct the identified improvements by the 2nd quarter of 2017. Management Services

Ongoing Included in Above Costs

100

296.0 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.

a. Complete the demolition in the 2nd quarter of 2018. Management Services

Ongoing Construction Contract $840,640

100

297.0 06. Complete Phase 1 improvements at the IMC as identified in the IMC/MSC Master Plan. Projects include the construction of a new salt/sand dome and expanding the rack wash at the Consolidated Service Center.

a. Complete design in the 3rd quarter of 2016. Management Services


Contract $2,819,255

75

298.0 b. Construct the identified improvements in the 4th quarter of 2017. Management Services

Ongoing Included in Above Costs

100

299.0 H. Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan.

01. Improve the West Sprat Platte slope and interconnects. a. Complete design in the 4th quarter and construction in 2016 (formerly line 219).


Contract $2,700,000

200

300.0 02. Continue the Membrane Refurbishing Project at Wes Brown Water Treatment Plant.

a. Refurbish 40 membrane cassettes in 2015 (formerly line 232). Infrastructure Q4 Construction Contract

$2,500,000

580

301.0 03. Replace the Thornton Water Treatment Plant. a. Successfully hire an Owner's Advisor in the 3rd quarter and acquire the needed property in the 4th quarter (formerly line 234).

Infrastructure, Legal, Management

Services

Ongoing Owner's Advisor Contract and Land

Acquisition $1,900,000

500

302.0 b. Determine the treatment technology in 2016 and hire the design/build team in 2016 (formerly line 234).

Infrastructure and Management

Services

2016 Design/Build Team Contract

$4,290,000


258

NUM



303.0 04. Acquire the needed property for the future zone 1 tank to be located at approximately 140th Avenue and Colorado Boulevard.

a. Acquire the needed property. Infrastructure 2016 Land Acquisition $500,000

100

304.0 05. Purchase the Cooley East Property and 3,000 acre feet of raw water storage. Design and construction of the pump station and spillway will occur at a later date.

a. Purchase the Cooley East Property and raw water storage in the 1st quarter of 2016.

Infrastructure 2016 Land and Resource Acquisition $9,015,000

80

305.0 I. Implement the Sewer Fund expansion projects identified for 2015 and 2016 in the Community Facilities Plan.

01. Construct the Todd Creek Interceptor. a. Complete easement acquisitions and permits in the 3rd quarter and complete construction in 2016 (formerly line 237).

Infrastructure Ongoing ROW Acquisition and Construction

Contract $9,850,000

400

306.0 02. Complete design of the replacement of the Big Dry Creek Sanitary Lift Station.

a. Complete design in the 2nd quarter. Construction anticipated in 2019 (formerly line 236).

Infrastructure Q2 Design Contract $270,000

250

259

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

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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).

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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.

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262

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).

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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.

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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.

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Community Facilities Plan


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).

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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).

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267

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Economic Development Number: 1.0Primary Cost: Staff Time Staff Hours: 80 Status: CompletedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: Economic Development Number: 2.0

Primary Cost: Consultant Contract $150,000

Staff Hours: 150 Status: Extended

Report:

Goal:Objective:

Action:

Benchmark:


Primary Cost: Staff Time Staff Hours: 800 Status: Completed

Report:

I. Urban Revitalization

Due to delays with the MOU process with North Suburban Medical Center and HealthOne, this project has been postponed to 2016.

A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton.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.*

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.

I. Urban Revitalization A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton.02. Develop a local business support program focused on the South Thornton business community to encourage small business start up and success.a. Dedicate additional staff resources to working closely with the existing business community to build capacity for a stronger local business environment.

Urban Revitalization

I. Urban Revitalization A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton.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.*

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.

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.

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.

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Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Economic Development Number: 6.0Primary Cost: Grant Program Cost

$100,000Staff Hours: 80 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Economic Development Number: 7.0Primary Cost: Staff Time Staff Hours: 200 Status: OngoingReport:

Goal:Objective:

Action:Benchmark:


03. Actively market commercial development opportunities to the private sector.b. Provide current property information on all available TDA sites on web-based multiple listing sites.

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.

A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton.03. Actively market commercial development opportunities to the private sector.

a. Continue to respond to inquiries about development opportunities in the South Thornton area.

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.

I. Urban Revitalization A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton.

I. Urban Revitalization A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton.02. Develop a local business support program focused on the South Thornton business community to encourage small business start up and success.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.

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.


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Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Economic Development, Management Services, and Legal

Number: 8.1


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q2 Department: City Development and Legal Number: 10.0Primary Cost: Staff Time Staff Hours: 36 Status: CompletedReport:

Goal:Objective:Action:Benchmark:

Quarter: Q3 Department: City Development Number: 11.0Primary Cost: Staff Time Staff Hours: 26 Status: CompletedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: City Development Number: 12.0Primary Cost: Staff Time Staff Hours: 15 Status: ExtendedReport:

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.

I. Urban Revitalization B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-

02. Develop and implement programs or codes that maintain a standard level of property 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.

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.

c. Evaluate the impact of House Bill 15-1348 on the TDA South urban renewal area and determine if plan amendments are needed.

The City verified that the current TDA areas in Thornton are in compliance with new legislation. No plan amendments are needed at this time.

I. Urban Revitalization B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.02. Develop and implement programs or codes that maintain a standard level of property maintenance and safety in the community.a. Develop and distribute a commercial sign brochure to educate businesses on sign regulations.

I. Urban Revitalization B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.02. Develop and implement programs or codes that maintain a standard level of property maintenance and safety in the community.c. Develop and distribute a letter requesting candidates and property owners remove 2015 election signs promptly in November.

After the sign code is amended new materials will be developed to address this issue.

I. Urban Revitalization A. Encourage commercial redevelopment to stimulate revitalization and job growth in South Thornton.03. Actively market commercial development opportunities to the private sector.

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Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: City Development, Legal, Fire, and Police

Number: 12.1

Primary Cost: Staff Time Staff Hours: 80 Status: ExtendedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: City Development Number: 14.0Primary Cost: CDBG

$220,000Staff Hours: 260 Status: Ongoing

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: City Development Number: 15.0Primary Cost: HOME Funds


Report:

B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.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.

c. Work with ACHA to support programs that assist low- and moderate-income residents with down payment and rental assistance.

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.

I. Urban Revitalization B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.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.

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.

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.


I. Urban Revitalization B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.02. Develop and implement programs or codes that maintain a standard level of property maintenance and safety in the community.d. Develop an inspection and abatement program to address potholes in privately owned, required access drives based upon access by emergency vehicles.

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.

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Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: City Development Number: 16.0Primary Cost: CDBG


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q2 Department: City Development Number: 17.0Primary Cost: Staff Time Staff Hours: 64 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: City Development Number: 18.0Primary Cost: CDBG


Report:

b. Utilize CDBG funds to develop revitalization projects aimed at improving the health and safety of blighted neighborhoods.

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.

04. Leverage resources and funding for neighborhood stabilization and community improvement efforts.a. Present options to Council to continue receiving CDBG funds and dedicating a portion of HOME funds for Thornton projects.

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.

I. Urban Revitalization B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.04. Leverage resources and funding for neighborhood stabilization and community improvement efforts.

I. Urban Revitalization B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.

B. Take steps to stabilize and improve residential property and neighborhoods to ensure long-term health and viability of the community.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.

d. Promote and support reasonable options to increase energy efficiency in apartments or homes that house low- and moderate-income families.

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.


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272

Goal:Objective:

Action:

Benchmark:

Quarter: Q2 Department: Economic Development and City Development

Number: 19.0

Primary Cost: Staff Time and Minor Mailing Costs

Staff Hours: 75 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Economic Development Number: 20.0Primary Cost: Event Expenses


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.

b. Ensure access to developable land for primary employers by expanding land uses within business park zoning districts.

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.

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment opportunities.01. Facilitate the development of competitive business parks in Thornton.c. Meet with end-users, brokers, and developers to promote development of new primary business facilities.

Economic Development and Job Creation

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment opportunities.01. Facilitate the development of competitive business parks in Thornton.

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273

Goal:Objective:Action:

Benchmark:


Primary Cost: Staff Time Staff Hours: 20 Status: CompletedReport:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 22.0Primary Cost: Staff Time Staff Hours: 120 Status: Ongoing

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q3 Department: Infrastructure and Management Services

Number: 23.0


Report:

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment opportunities.02. Encourage private/public partnerships in expanding the fiber network.b. Explore conduit and fiber options along the Regional Transportation District (RTD) rail line, which would connect multiple jurisdictions.

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.

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment opportunities.02. Encourage private/public partnerships in expanding the fiber network.a. Continue to develop opportunities for private providers to use existing City fiber conduit when building new networks, providing further reach for City use.

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.

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment 01. Facilitate the development of competitive business parks in Thornton.

d. Participate in and advocate for the delivery of adequate infrastructure for primary job development, including transportation and drainage improvements.

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.

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274

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 24.0Primary Cost: Staff Time Staff Hours: 40 Status: Ongoing

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 25.0Primary Cost: Design and

Staff Hours: 250 Status: Ongoing

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q2 Department: Management Services and Economic Development

Number: 26.0


Report:


Benchmark:

Quarter: Q4 Department: Management Services and Economic Development

Number: 26.1


Report:

02. Encourage private/public partnerships in expanding the fiber network.

d. Design and construct conduit and fiber on Thornton Parkway between Hoffman Way and Welby Road.

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.

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment opportunities.02. Encourage private/public partnerships in expanding the fiber network.

A. Develop long-term strategies to capitalize on job growth and business investment opportunities.02. Encourage private/public partnerships in expanding the fiber network.

c. Budget and design for oversized conduit on City projects to allow possible future fiber by other entities.

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.

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment opportunities.

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.

City Council approved including a ballot measure addressing the deployment of broadband network solutions for the November 2015 election.

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment 02. Encourage private/public partnerships in expanding the fiber network.

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.

The ballot measure was approved by voters in November 2015.

II. Economic Development and Job Creation

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275

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: City Manager's Office, Infrastructure, and City Development

Number: 27.0

Primary Cost: Staff Time Staff Hours: 450 Status: OngoingReport:


Benchmark:

Quarter: Q4 Department: Economic Development Number: 28.0Primary Cost: Meeting Expenses


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: Economic Development Number: 29.0Primary Cost: Meeting Expenses


Report:

Development opportunities in the City were promoted to over 40 site selectors though meetings, visits and events.

II. Economic Development and Job CreationB. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton.

01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline.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.

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.

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.

II. Economic Development and Job CreationB. Encourage the attraction of primary employment to bring quality jobs, business investment,

01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline.a. Meet with 30 site selectors to present Thornton economic development opportunities.

II. Economic Development and Job CreationA. Develop long-term strategies to capitalize on job growth and business investment opportunities.03. Encourage transit oriented development around proposed FasTracks stations. 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.

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276

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Economic Development Number: 30.0


Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Economic Development Number: 31.0Primary Cost: Marketing Expenses


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Economic Development Number: 32.0Primary Cost: Event Expenses


Report:

B. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton.01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline.e. Host a 2015 Golf Tournament at Thorncreek for brokers and developers to provide them with an overview of development opportunities in Thornton.

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.

II. Economic Development and Job CreationB. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton.01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline.

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.

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.


II. Economic Development and Job CreationB. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton.01. Market Thornton to decision makers, their representatives and to lead generation sources to ensure a sufficient prospect pipeline.c. Hold meetings with regional economic development partners to ensure proper understanding of development advantages in Thornton.

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.

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277

Goal:Objective:

Action:

Benchmark:


Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Economic Development Number: 34.0Primary Cost: Staff Time Staff Hours: 60 Status: Ongoing

Report:


Benchmark:



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.

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.

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.

II. Economic Development and Job CreationC. Encourage the retention and expansion of existing primary employers to preserve and grow

01. Create broad awareness of business retention and expansion value-added services and increase primary employer interaction and business-to-business opportunities.

b. Reach out to all primary employers in Thornton with a goal of meeting with 85 percent each year.

02. Execute a target industry strategy based on industries identified in the Five-Year Economic Development Strategic Plan.a. Create awareness of Thornton targeted industries to key audiences using site visits, collateral materials, and electronic marketing.

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.

II. Economic Development and Job CreationC. Encourage the retention and expansion of existing primary employers to preserve and grow local jobs, business investment, and new spending power to Thornton.01. Create broad awareness of business retention and expansion value-added services and increase primary employer interaction and business-to-business opportunities.

II. Economic Development and Job CreationB. Encourage the attraction of primary employment to bring quality jobs, business investment, and new spending power to Thornton.

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278

Goal:Objective:

Action:

Benchmark:

Quarter: Q1 Department: Economic Development Number: 36.0Primary Cost: Event Expenses

$500Staff Hours: 60 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Economic Development Number: 37.0Primary Cost: Staff Time Staff Hours: 300 Status: Ongoing

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q2 Department: Economic Development Number: 38.0Primary Cost: Marketing


Report:

II. Economic Development and Job CreationD. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. 01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans.b. Market active retail development areas to at least 10 potential retailers and developers at the ICSC conference.

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.

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.

II. Economic Development and Job CreationD. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. 01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans.a. Continue the marketing strategy to target development of specific retail nodes, including The Grove and Larkridge developments.

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.

II. Economic Development and Job CreationC. Encourage the retention and expansion of existing primary employers to preserve and grow local jobs, business investment, and new spending power to Thornton.01. Create broad awareness of business retention and expansion value-added services and increase primary employer interaction and business-to-business opportunities.c. Host a City of Thornton primary employer roundtable event to foster discussion directly between primary employers and City Council.

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279

Goal:Objective:

Action:

Benchmark:

Quarter: Q2 Department: Economic Development Number: 39.0Primary Cost: Staff Time Staff Hours: 100 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Economic Development, Management Services, and Legal

Number: 39.1


Report:

Goal:

Objective:

Action:

Benchmark:


01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans.

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.

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.


D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services.

02. Market Thornton to the broker and developer community to ensure that Thornton stays competitive for shopping dollars in the north metro area.a. Participate in presentations and panels to market Thornton assets with a goal of 3 different meetings and/or presentations.

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.

D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. 01. Continue implementing comprehensive retail development strategies for key retail centers based on opportunities identified in previous plans.c. Refine the marketing tools and resources needed to attract retail prospects and make them available on the website and in hard copy.

Created a new informational brochure to begin changing the story and image of the City of Thornton in the retail community.

II. Economic Development and Job CreationD. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services.


20

280

Goal:Objective:

Action:Benchmark:


Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Economic Development Number: 42.0Primary Cost: Staff Time Staff Hours: 30 Status: OngoingReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing (formerly Q4)

Department: Economic Development, City Development, Management Services, and Legal

Number: 43.0

Primary Cost: Consultant Contract $23,000

Staff Hours: 1,200 Status: Ongoing

Report:

II. Economic Development and Job CreationD. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. 04. Work closely with the developer to ensure completion of a major retail development on the I-25 corridor.

II. Economic Development and Job CreationD. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services.

The City met with nine shopping center owners in 2015 to discuss their centers and collect data.

II. Economic Development and Job CreationD. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. 03. Implement a new retail retention program for retail developments in Thornton.b. Meet with ten local tenant groups to share information on business resources available through the City of Thornton.

Held seven shopping center tenant meetings in 2015.

a. Work with the developer through the due diligence stage to achieve a groundbreaking in 2017.

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.

03. Implement a new retail retention program for retail developments in Thornton.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.

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281

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: City Development, Economic

Development, and FireNumber: 44.0

Primary Cost: Plan Review and Inspection Contract TBD

Staff Hours: 9,550 Status: Ongoing

Report:

Goal:Objective:

Action:Benchmark:Quarter: Q4 Department: Economic Development Number: 46.0Primary Cost: Staff Time Staff Hours: 120 Status: CompletedReport:

Goal:

Objective:

Action:Benchmark:Quarter: Q4 Department: Economic Development Number: 47.0Primary Cost: Business Improvement

Grants $278,000


Report:

D. Encourage attraction, retention, and expansion of retail development to preserve and grow jobs, business investment, and funding for City services. 04. Work closely with the developer to ensure completion of a major retail development on the I-25 corridor.b. Work with the developer through the construction stage to open in 2018.


E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.

02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars,


The groundbreaking is on schedule for Q3 2016.

II. Economic Development and Job CreationE. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.01. Implement a local business visitation program.a. Visit and foster relationships with 50 Thornton businesses by the end of the year.

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.

a. Award $278,000 in Business Improvement Grants by the end of the year.

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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282

Goal:Objective:

Action:

Benchmark:Quarter: Q4 Department: Economic Development Number: 48.0Primary Cost: SBDC Contract


Report:

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Economic Development Number: 49.0Primary Cost: Staff Time Staff Hours: 200 Status: OngoingReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Economic Development Number: 50.0Primary Cost: Staff Time Staff Hours: 80 Status: CompletedReport:

E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, STF, and Business Improvement Grants.

b. Increase SBDC Counseling hours to over 515 hours.

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.

E. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, STF, and Business Improvement Grants.d. Create a business toolkit highlighting resources available from the City of Thornton and distribute to at least 200 local businesses.

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.

II. Economic Development and Job CreationE. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, STF, and Business Improvement Grants.

c. Consistently market the Thornton Business Assistance Programs.

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.



23

283

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Economic Development Number: 51.0Primary Cost: Staff Time Staff Hours: 30 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q2 Department: Economic Development Number: 52.0Primary Cost: Event Cost


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Economic Development Number: 53.0Primary Cost: Program Cost


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.

a. Host the 2015 Business Appreciation Event aimed at achieving greater attendance and engagement by the Thornton business community.

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.

II. Economic Development and Job CreationE. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.04. Promote the STF Campaign.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.

02. Promote Thornton Business Assistance Programs including the SBDC, educational webinars, STF, and Business Improvement Grants.

e. Host at least 2 business resource workshops.

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.

II. Economic Development and Job CreationE. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.03. Celebrate the success of Thornton businesses.

II. Economic Development and Job CreationE. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.

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284

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Economic Development Number: 54.0Primary Cost: Marketing Expenses


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Economic Development Number: 55.0Primary Cost: Marketing


Report:

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Infrastructure Number: 56.0Primary Cost: Construction Contract

$9,899,094Staff Hours: 600 Status: Ongoing

Report:

F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street.01. Widen Washington Street to six lanes with a landscaped median from 144th Avenue to approximately 148th Avenue.*a. Complete construction in the 4th quarter.

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.

II. Economic Development and Job CreationE. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.04. Promote the STF Campaign.c. Continue to improve the online presence through web hosting of the STF web page, Google Adwords social media ads and promotions.

The STF Facebook audience has grown to over 700 in 2015. Twitter now has over 200 followers.


II. Economic Development and Job CreationE. Provide support to existing local businesses to help them achieve success, add jobs and contribute to the Thornton tax base.04. Promote the STF Campaign.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.

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.

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285

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 57.0Primary Cost: ROW Acquisition


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 58.0Primary Cost: Design, ROW

Acquisition, and Construction Contract $4,009,000


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 59.0Primary Cost: Construction Contract


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 60.0Primary Cost: Included in Above

CostsStaff Hours: 200 Status: Completed

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.

II. Economic Development and Job CreationF. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street.04. Complete Sack Creek flood mitigation improvements.*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.

Construction of the drainage improvements is complete.

a. Complete design in the 3rd quarter and ROW acquisition in Q1 2016. Begin construction in 2016.

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.

II. Economic Development and Job CreationF. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street.04. Complete Sack Creek flood mitigation improvements.*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.

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.

a. Complete right-of-way (ROW) acquisition in the 4th quarter. Construction to begin in 2021.

This project, including ROW acquisition, is on hold until 2021 when funding is scheduled through the Community Facilities Plan. Design is complete.

II. Economic Development and Job CreationF. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street.

03. Widen Washington Street to six lanes with a median from 158th Avenue to 160th Avenue.*


26

286

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Infrastructure Number: 61.0Primary Cost: ROW Acquisition


Report:

Goal:Objective:

Action:Benchmark:Quarter: Q2 Department: Management Services Number: 62.0Primary Cost: Consultant Contract

and Bond Issuance Costs $150,000 (unbudgeted; financed out of bond proceeds)


Report:

Goal:Objective:

Action:Benchmark:Quarter: Q3 Department: Management Services Number: 63.0Primary Cost: Included in Above

CostsStaff Hours: Included in Above Hours Status: Completed

Report:

06. Identify funding options for TDA North infrastructure projects. b. Complete bond refunding for the 2004 TDA bonds.

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.

F. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street.06. Identify funding options for TDA North infrastructure projects. a. Explore financing options for TDA North infrastructure projects through 2028.

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.


II. Economic Development and Job CreationF. Invest in infrastructure improvements to stimulate and leverage development along north Washington Street.05. Relocate Bull Canal to the west side of Washington Street between 150th Avenue and 152nd Avenue.a. Complete ROW acquisition in the 4th quarter. Construction to begin in 2021.

This project, including ROW acquisition, has been put on hold until 2021 when funding is scheduled through the Community Facilities Plan. Design is complete.


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287

Goal:Objective:Action:Benchmark:Quarter: Q4 Department: Infrastructure Number: 65.0Primary Cost: Staff Time Staff Hours: 925 Status: ExtendedReport:


Quarter: Q3 Department: Infrastructure Number: 66.0Primary Cost: Staff Time Staff Hours: 925 Status: ExtendedReport:


Quarter: Q3 Department: Infrastructure and Community Services

Number: 66.1

Primary Cost: Marketing Materials, Consultant Contract, and Contractor $50,000

Staff Hours: 1,500 Status: Completed

Report:

III. Green ThorntonA. Enhance the Water Conservation Program to reduce water consumption.

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.

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.

02. Promote water efficiency at City facilities.a. Perform irrigation system analyses of 6 to 8 City parks and report on improvements.

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.

III. Green ThorntonA. Enhance the Water Conservation Program to reduce water consumption.02. Promote water efficiency at City facilities.

02. Promote water efficiency at City facilities.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.

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.

Green Thornton

III. Green ThorntonA. Enhance the Water Conservation Program to reduce water consumption.

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288


Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 67.0Primary Cost: Staff Time Staff Hours: 80 Status: OngoingReport:


Benchmark:


Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Management Services Number: 69.0Primary Cost: Project Cost


Report:

III. Green ThorntonB. 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.01. Develop, evaluate, and implement opportunities for lighting efficiency projects.a. Complete lighting efficiency projects, including parking lot, wall packs, motion and lighting sensors.

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.

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.

III. Green ThorntonA. Enhance the Water Conservation Program to reduce water consumption.03. Evaluate the demand for existing water conservation programs in response to the water rate changes.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.

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.

III. Green ThorntonA. Enhance the Water Conservation Program to reduce water consumption.03. Evaluate the demand for existing water conservation programs in response to the water rate changes.a. Track the use of existing water conservation programs and determine if additional funding is necessary to respond to the demand.

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289

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Management Services Number: 70.0Primary Cost: Included in the Above

CostStaff Hours: 200 Status: Ongoing

Report:

Goal:Objective:

Action:Benchmark:Quarter: Q4 Department: Management Services Number: 71.0Primary Cost: Staff Time Staff Hours: 20 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:Quarter: Q2 Department: Management Services Number: 72.0Primary Cost: Staff Time Staff Hours: 30 Status: Completed

Report:

a. Compare fuel use of existing vehicles with new vehicles.

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.

01. Develop, evaluate, and implement opportunities for lighting efficiency projects.c. Report out on energy savings upon project completion.

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.

III. Green ThorntonB. 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.02. Develop, evaluate, and implement opportunities to improve fuel efficiency for City vehicles.

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.01. Develop, evaluate, and implement opportunities for lighting efficiency projects.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.

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.

III. Green ThorntonB. 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.

III. Green Thornton

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290

Goal:Objective:Action:Benchmark:Quarter: Q2 Department: Management Services Number: 73.0Primary Cost: Staff Time Staff Hours: 60 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:


Goal:Objective:

Action:Benchmark:Quarter: Q2 Department: Infrastructure Number: 75.0Primary Cost: Legal and Consultant

Fees $20,000 (unbudgeted)


Report:

III. Green ThorntonC. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.02. Monitor Xcel Energy LED street light filing of new street light rates.a. If needed, testify before the Colorado Public Utilities Commission (PUC) on proposed rates.

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.

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.

III. Green ThorntonC. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.01. Continue installation of light emitting diode (LED) streetlights.a. Require LED streetlights on capital improvement projects and development projects in both Xcel Energy and United Power territories.

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.

III. Green ThorntonB. Reduce energy consumption through energy efficiency projects at City facilities and fuel

02. Develop, evaluate, and implement opportunities to improve fuel efficiency for City vehicles.b. Evaluate opportunities for vehicle replacement as part of the 2016 Budget.

31

291

Goal:Objective:

Action:Benchmark:


Goal:Objective:

Action:Benchmark:Quarter: 2016 Department: Infrastructure Number: 77.0Primary Cost: Staff Time Staff Hours: 180 Status: ExtendedReport:

Goal:Objective:

Action:

Benchmark:Quarter: Q2 Department: Infrastructure Number: 78.0Primary Cost: Staff Time Staff Hours: 40 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:Quarter: Q2 Department: Infrastructure Number: 79.0Primary 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.

a. Retime Washington Street between 83rd Avenue and 104th Avenue.

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.

III. Green ThorntonC. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.05. Utilize DRCOG traffic signal retiming program.

b. Retime Thornton Parkway between Pecos Street and Colorado Boulevard.

04. Implement the traffic signal retiming program.a. Retime Holly Street/McKay Road between 104th Avenue and 136th Avenue.

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.

III. Green ThorntonC. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.05. Utilize Denver Regional Council of Governments (DRCOG) traffic signal retiming program.

C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.03. Analyze Xcel's proposal to convert certain streetlights to LED.a. Determine if the program makes financial sense from a City standpoint, if there is anticipated lower costs for LED tariff in the future.

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.

III. Green ThorntonC. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.

III. Green Thornton

32

292

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 82.0Primary Cost: Staff Time Staff Hours: 1,200 Status: OngoingReport:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Infrastructure Number: 83.0Primary Cost: Staff Time Staff Hours: 10 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Infrastructure Number: 84.0Primary Cost: Equipment Cost


Report:

C. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.07. Use recycled products in the street maintenance programs.b. Collect and reuse asphalt millings from the street maintenance programs for use on other programs.

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.

III. Green ThorntonC. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.

07. Use recycled products in the street maintenance programs.a. Continue to use up to 20 percent recycled asphalt pavement in all asphalt used in conjunction with street maintenance.

The City continued the use of 20 percent recycled asphalt pavement in 2015.

III. Green Thornton

III. Green ThorntonC. Establish programs that decrease carbon emissions and increase environmental sustainability in the community.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).a. Continue construction and implementation of controller replacement. Replace 31 controllers in 2015 and 20 controllers in 2016. Completion is scheduled for 2018.

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.

33

293


Benchmark:

Quarter: Ongoing Department: Infrastructure and City Manager's Office

Number: 85.0

Primary Cost: Utility Relocations $300,000


Report:


Benchmark:Quarter: Ongoing Department: Infrastructure and City

Manager's OfficeNumber: 86.0

Primary Cost: Staff Time Staff Hours: 2,280 Status: OngoingReport:



Number: 87.0

Primary Cost: Staff Time Staff Hours: 1,525 Status: Ongoing

Report:

A. Support construction of the North Metro Corridor to Eastlake.01. Coordinate construction of the FasTracks commuter rail line to Eastlake at 124th with RTD.c. Coordinate construction of the FasTracks commuter rail line along the RTD ROW through Thornton.

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.

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.01. Coordinate construction of the FasTracks commuter rail line to Eastlake at 124th with RTD.

b. Review FasTracks commuter rail line designs.

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.

IV. Transit and Transportation

Transit and Transportation

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.01. Coordinate construction of the FasTracks commuter rail line to Eastlake at 124th with RTD.

a. Review and coordinate any utility relocations required for the FasTracks commuter rail line and ensure impacts on the City are minimal.

All waterline relocations are complete including: 120th Avenue, 112th Avenue, 104th Avenue, and 100th Avenue.

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294

Goal:

Objective:Action:

Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 88.0

Primary Cost: Design Contract, ROW Acquisition, and Construction Contract $1,895,000


Report:

Goal:Objective:Action:Benchmark:Quarter: Ongoing Department: Infrastructure Number: 89.0Primary Cost: Design and

Construction Contract $1,167,000 (83% grant funded)


Report:

Goal:Objective:Action:Benchmark:Quarter: Ongoing Department: Infrastructure Number: 90.0Primary Cost: Design Contract, ROW

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.

a. Complete design in the 4th quarter and construction in 2016.

Design is completed. Construction is anticipated to begin in Q1 2016.

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.04. Build the trail segments necessary to support the FasTracks Stations (funded by DRCOG).*a. Complete design in the 4th quarter, ROW acquisition in 2016, and construction in 2017.

02. Realign Welby Road to accommodate the Original Thornton at 88th FasTracks station.*

a. Complete design in the 3rd quarter, ROW acquisition in the 4th quarter, and construction in 2016.

Design was completed in Q3 and ROW acquisition in Q4. Construction to begin in Q1 2016.

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.03. Realign Claude Court to accommodate the Eastlake at 124th FasTracks station.*


A. Support construction of the North Metro Corridor to Eastlake.

35

295


Benchmark:


Number: 95.0

Primary Cost: Staff Time Staff Hours: 120 Status: Ongoing

Report:



Report:

Goal:Objective:Action:Benchmark:Quarter: Q3 Department: City Development Number: 104.0Primary Cost: Consultant Contract


Report:


Quarter: Q3 Department: City Development, Infrastructure, and Community Services

Number: 105.0

Primary Cost: Consultant Contract $100,000 (unbudgeted)


Report:

13. Update the Eastlake at 124th STAMP.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.

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.

A. Support construction of the North Metro Corridor to Eastlake.13. Update the Eastlake at 124th STAMP.a. Prepare draft plan amendments.

The draft plan document was completed and presented to City Council in September. The STAMP was adopted on October 27, 2015.

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.12. Participate in the Northglenn at 112th STAMP, which is managed by Northglenn.a. Initiate the project by signing an IGA with Northglenn and assist in selecting a consultant.

The IGA was approved, a consultant was hired, and the project has commenced.


IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.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. a. Coordinate with RTD to submit application for Quiet Zone Designation along with any subsequent reports required by the PUC, FRA, and RTD.

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.

36

296

Goal:Objective:Action:Benchmark:Quarter: Q4 Department: City Development and

InfrastructureNumber: 106.0


Report:

Goal:Objective:Action:Benchmark:Quarter: Q4 Department: City Development Number: 107.1Primary Cost: Consultant Contract

$150,000Staff Hours: 80 Status: Extended

Report:


Benchmark:Quarter: Q3 Department: City Manager's Office and



Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q2 Department: City Development and City Manager's Office

Number: 108.0


Report:

IV. Transit and TransportationB. Identify and leverage funding for needed transportation improvements on I-25 and State Highway 7 (160th Avenue).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.

a. Review the final I-25 PEL and present it to City Council for approval and inclusion in the 2040 DRCOG Regional Transportation Plan.

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.

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.

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.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.

a. Determine if the identified soil meets RRP's needs.

RRP was given permission to enter the property and take soil samples, but determined that the soil would not be suitable for their needs.

c. Present final plan and recommendation documents to City Council.

The Eastlake STAMP was adopted by Council on October 27, 2015.

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.14. Update the Eastlake Subarea Plan that guides development and future investments in the

a. Develop the project scope and hire a consultant.

IV. Transit and TransportationA. Support construction of the North Metro Corridor to Eastlake.13. Update the Eastlake at 124th STAMP.

37

297

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: City Development and City



Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: City Development and City Manager's Office

Number: 110.0


Goal:Objective:

Action:

Benchmark:


Number: 111.0


01. Work with Smart Commute Metro North Transportation Management Organization (TMO) to provide service to Thornton businesses, citizens, and others in the community.

a. Work with Smart Commute Metro North TMO to promote carpool and transit opportunities north of 120th Avenue.

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.

IV. Transit and TransportationC. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.

01. Work with Smart Commute Metro North TMO to provide service to Thornton businesses, citizens, and others in the community.

B. Identify and leverage funding for needed transportation improvements on I-25 and State Highway 7 (160th Avenue).02. Work with CDOT, High Performance Transportation Enterprise (HPTE), and other communities to secure a portion of toll revenues for North I-25 improvements.

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.

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.

a. Advocate to implement the recommendations in the North I-25 PEL.

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.



38

298

Goal:Objective:

Action:

Benchmark:


Number: 112.0


Goal:Objective:

Action:Benchmark:


Number: 113.0


Goal:Objective:

Action:Benchmark:


Number: 114.0


C. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.

01. Work with Smart Commute Metro North TMO to provide service to Thornton businesses, citizens, and others in the community. 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.

02. Work with RTD to extend the North Metro Rail beyond the Eastlake Station. b. Participate with North Metro Partners in investigating the possibility of extending the North Metro Rail Line past the 162nd Avenue station.

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.



Discussions with RTD to extend the 120X and 122X bus service to Highway 7 have focused on line extensions in 2018 at the earliest.


02. Work with RTD to extend the North Metro Rail beyond the Eastlake Station. a. Advocate for completion of the North Metro Rail Line from 124th to 162nd Avenue, end-of-line station.

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.

39

299

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: City Development Number: 115.0Primary Cost: Staff Time Staff Hours: 250 Status: OngoingReport:

Goal:Objective:

Action:

Benchmark:


Number: 116.1


c. Annex the ROW from 136th Avenue to the Weld County border for RTD to extend the North Metro Rail to 162nd Avenue.

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.


02. Work with RTD to extend the North Metro Rail beyond the Eastlake Station.

IV. Transit and TransportationC. Increase the use of alternative modes of transportation and reduce congestion in the north metro area through NATA and Smart Commute Metro North.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.a. Work with RTD to determine if ridership warrants the continuation of Federal Heights Call-n-Ride service.

RTD indicated that ridership has improved at the Federal Heights Call-n-Ride and therefore will continue service.

40

300

Goal:Objective:

Action:Benchmark:Quarter: Q2 Department: Community Services Number: 117.0Primary Cost: Event Costs

$500Staff Hours: 20 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q2, Q3, and Q4 Department: Community Services Number: 118.0Primary Cost: Event Costs

$425,000Staff Hours: 15,000 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q2 Department: Community Services Number: 119.0Primary Cost: Staff Time Staff Hours: 10 Status: CompletedReport:

Ongoing Services

01. Preserve and recognize historic assets within the community.a. Initiate the Local Historical Landmark Nomination process for the Reitzenstein Barn on Big Dry Creek.

Nomination of the Reitzenstein Barn as a local historic landmark was approved by City Council on May 12, 2015.

A. Create places for neighbors to gather that build a sense of community and enrich the quality of life.01. Provide quality events and festivals for the community.b. Host community festivals including Thorntonfest, 4th of July, Harvest Fest, and WinterFest.

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.

V. Ongoing ServicesB. Foster human development for citizens of all ages through recreational, social, educational, artistic, and cultural programming.

V. Ongoing ServicesA. Create places for neighbors to gather that build a sense of community and enrich the quality of life.

01. Provide quality events and festivals for the community.a. Dedicate the public art sculpture at the Senior Center on May 15, 2015.

The public art sculpture was dedicated on May 15, 2015.

V. Ongoing Services

41

301

Goal:Objective:

Action:

Benchmark:

Quarter: Q2 and Q4 Department: Community Services Number: 120.0Primary Cost: Design and

Construction Contract $793,570 (40% grant funded)


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Community Services Number: 121.0Primary Cost: Pre-Design Contract


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Community Services Number: 123.0Primary Cost: Construction contract


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.

V. Ongoing ServicesC. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. 01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community.d. Construction of the Northaven Park Rehabilitation including a new irrigation system, playground and pavilion.

This project is complete and open to the public.

a. Design and construct North Creek Farms Park improvements to complete the remaining 4 acres of the 5 acre park.

This project is complete and open to the public. New amenities include a basketball court, pavilion, green space, and trail.

V. Ongoing ServicesC. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations.

01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community.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.


01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community.

42

302

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 and 2016 Department: Community Services Number: 124.0Primary Cost: Design and



Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: Community Services Number: 124.1Primary Cost: Staff Time Staff Hours: 100 (formerly 25) Status: ExtendedReport:

Goal:Objective:

Action:

Benchmark:Quarter: Q4 Department: Community Services Number: 125.0Primary Cost: Design Contract


Report:

Goal:Objective:

Action:

Benchmark:


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.

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.

Draft agreements have been prepared and will be discussed with the Mapleton Public Schools in January 2016.


01. Conduct a visioning process for the Comprehensive Plan involving all segments of the community.a. Initiate the planning process, develop a scope of work and identify the resources needed to start the planning process.

The City has begun developing the scope of work. Funding was allocated in the 2016 Budget.

02. Manage Thorncreek Golf Course and redesign the course to meet municipal golf standards.

a. Design improvements for the Thorncreek Golf Course.

The design agreement is being negotiated with completion of the agreement expected in January 2016.

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings.

V. Ongoing ServicesC. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations. 01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community.


01. Develop additional park, recreation, and open space amenities while maintaining existing assets for a growing community.e. Design and construct irrigation replacement and park rehabilitation at Thornton Arts and Culture Center.

43

303

Goal:Objective:

Action:

Benchmark:


Goal:Objective:

Action:

Benchmark:


Report:

Goal:Objective:

Action:

Benchmark:Quarter: Q3 Department: City Development Number: 141.0Primary Cost: Consultant contract

$100,000 (90% grant funded)


Report:

D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 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.a. Initiate the planning process by completing an IGA with partner cities (Northglenn and Federal Heights) and execute the grant document with the State.

The grant approval and IGA with Northglenn and Federal Heights were fully executed in April 2015.

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings.

V. Ongoing Services

a. Initiate the planning process, develop a scope of work and identify the resources needed.

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.

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 02. Rewrite the Comprehensive Plan, including the North Washington and other subarea plan.

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.

b. Issue an RFP; work with consultant to conduct the study and develop an action plan.

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.

44

304

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: City Development Number: 144.0Primary Cost: Staff Time Staff Hours: N/A Status: OngoingReport:



Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Legal, City Manager's Office, Infrastructure, and City Development

Number: 144.2


Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Legal, City Manager's Office, Infrastructure, and City Development

Number: 144.3

Primary Cost: Consultant Contract TBD


Report:

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 04. Address issues that impact land use in Thornton.

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.

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and

04. Address issues that impact land use in Thornton.b. Solicit feedback with the Home Builders Association to develop formal standards for small lot development.

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.

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 04. Address issues that impact land use in Thornton.d. Work with consulting attorneys to develop updated oil and gas development regulations.

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.

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.

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 04. Address issues that impact land use in Thornton.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.

The City has contacted the Home Builders Association and is waiting for a response, which is needed to move forward with the project.

45

305

Goal:Objective:

Action:Benchmark:Quarter: Q3 Department: City Development and Fire Number: 145.0Primary Cost: Staff Time Staff Hours: 15 Status: ExtendedReport:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Fire and City Development Number: 145.1Primary Cost: Construction Contract


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: City Development, Legal, and City Manager’s Office

Number: 146.0


Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: City Development Number: 147.0Primary Cost: Staff Time Staff Hours: 250 Status: OngoingReport:

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 05. Evaluate the development review process, metrics, goals, and staffing implications.b. Move Fire Prevention to be co-located with City Development to encourage cross departmental collaboration and allow for expansion space in Fire Administration.

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.

D. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 06. Continue to work with Xcel Energy to find an appropriate location for a new substation.

b. Process the required development applications once submitted.

No development application has been submitted at this time.

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 06. Continue to work with Xcel Energy to find an appropriate location for a new substation.

a. Consider alternative substation sites that meet the City’s energy needs while being sensitive to community impacts.

Staff continues to explore options and alternatives and will provide information to Council as appropriate.

V. Ongoing Services

V. Ongoing ServicesD. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings. 05. Evaluate the development review process, metrics, goals, and staffing implications.a. Review the development process for commercial businesses with City Council.

Competing priorities has forced this benchmark to be delayed until Q2 2016.

46

306

Goal:Objective:

Action:Benchmark:

Quarter: Q3 Department: Infrastructure Number: 148.0Primary Cost: Thornton Contribution

$250,000 remainingStaff Hours: 20 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Infrastructure Number: 150.0Primary Cost: Construction Contract


Report:

Goal:Objective:

Action:Benchmark:



Report:

Goal:Objective:

Action:Benchmark:


$1,746,418 (90% grant funded)


Report:

The widening of Holly Street from the Brantner Gulch to Holly Circle South was completed in Q4.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services. 01. Coordinate, design, and construct road improvements.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.

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.

b. Extend the left turn lane on eastbound 120th Avenue at the Mission Trace Shopping Center to provide enhanced traffic movement.

This project is complete. It was constructed sequentially with the 120th Avenue east of Washington Street median project.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services. 01. Coordinate, design, and construct road improvements.c. Widen Holly Street from the Brantner Gulch to Holly Circle South. Construction complete in the 4th quarter.

01. Coordinate, design, and construct road improvements.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.

This project was completed in Q3 2015.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services. 01. Coordinate, design, and construct road improvements.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services.

47

307

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 153.0Primary Cost: Design Contract, ROW

Acquisition, and Construction Contract $1,330,000


Report:

Goal:Objective:

Action:Benchmark:




Report:

Goal:Objective:

Action:Benchmark:


Goal:Objective:

Action:Benchmark:Quarter: Q4 Department: City Development and City


Primary Cost: Staff Time Staff Hours: 40 Status: ExtendedReport: 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.

03. Coordinate construction of the Suncor Pipeline along the RTD ROW through Thornton.a. Monitor construction of Phase 2 work north of 128th Avenue within Thornton City limits.

Two bores remain at State Highway 7 and under the Big Dry Creek south of 168th Avenue. Seeding and restoration expected Q2 of 2016.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services. 04. Construct a 170-space carpool lot at State Highway 7 and I-25.a. Determine if the City will construct a carpool lot or return the grant back to CDOT.

E. Design and build the public infrastructure necessary to support new growth and maintain existing services. 01. Coordinate, design, and construct road improvements.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.

Easement acquisition was completed in Q3 and design work in Q4. Construction is on schedule to be awarded in Q1 2016.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services. 01. Coordinate, design, and construct road improvements.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.

Design began in Q3 and will resume Q1 2016. ROW acquisition is scheduled for 2016 and 2017 and construction in 2017.

V. Ongoing Services

48

308

Goal:Objective:

Action:Benchmark:Quarter: Q3 Department: City Development and



Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: City Development and Community Services

Number: 161.0


Goal:Objective:

Action:Benchmark:Quarter: Ongoing Department: City Development,

Infrastructure, and Community Services

Number: 162.0


Goal:Objective:

Action:Benchmark:


Report:

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services. 05. Annex and/or (re)zone ROWs and City-owned properties for their intended use.b. Rezone the Thornton Arts and Culture Center property for current and intended City purposes.

This project is delayed until late 2016 due to workload and higher priority projects.

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.

V. Ongoing ServicesF. Preserve and stabilize existing neighborhoods to support community health and vibrancy.

01. Provide code compliance services.a. Present the code compliance levels of service to City Council to address questions about the current deployment of resources.

Information was presented on existing code compliance services during the June 6, 2015 City Council Planning Session.

a. Annex and zone the adjacent Riverdale road ROW for utility and maintenance purposes.

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.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services. 05. Annex and/or (re)zone ROWs and City-owned properties for their intended use.c. Annex and/or (re)zone prioritized City acquired properties for intended purposes.

V. Ongoing ServicesE. Design and build the public infrastructure necessary to support new growth and maintain existing services. 05. Annex and/or (re)zone ROWs and City-owned properties for their intended use.

49

309

Goal:Objective:

Action:Benchmark:

Quarter: Q3 Department: City Development and Legal Number: 164.0Primary Cost: Staff Time Staff Hours: 100 Status: ExtendedReport:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: City Development and Legal Number: 164.1Primary Cost: Staff Time Staff Hours: 150 Status: ExtendedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: City Development Number: 165.0Primary Cost: Program Supplies

$750 Staff Hours: 315 Status: Completed

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.

F. Preserve and stabilize existing neighborhoods to support community health and vibrancy.

02. Provide opportunities for residents to take an active role in stabilizing and improving neighborhoods. a. Host the Thornton Paint-A-Thon to assist three low-income Thornton residents who are disabled or elderly.

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.


01. Provide code compliance services.b. Draft and present for Council consideration sign code amendments to comply with the recent federal court ruling regarding the regulation of temporary signs.

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.

V. Ongoing Services


01. Provide code compliance services.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.

50

310

Goal:Objective:

Action:

Benchmark:Quarter: Q4 Department: City Development Number: 166.0Primary Cost: Staff time Staff Hours: 44 Status: CompletedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: City Development Number: 167.0Primary Cost: Staff time Staff Hours: 124 Status: OngoingReport:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: City Manager's Office and Legal

Number: 168.0

Primary Cost: Staff Time Staff Hours: 1,000 Status: CompletedReport:

Goal:Objective:

Action:

Benchmark:Quarter: Q4 Department: City Development Number: 169.0Primary Cost: Staff time Staff Hours: 128 Status: OngoingReport: The City continues to develop the Housing Action Plan. Elements of the plan will be incorporated

into future Work Plans.


02. Provide opportunities for residents to take an active role in stabilizing and improving neighborhoods. b. Replace the foreclosure prevention workshops with free energy efficiency workshops.

The City hosted two free energy efficiency workshops in 2015. There were 14 workshop attendees.

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.

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.


04. Implement programs, policies, and projects that promote quality and balanced housing.

a. Create a Housing Action Plan based on findings from Housing Needs Assessment.

02. Provide opportunities for residents to take an active role in stabilizing and improving neighborhoods. c. Assist Keep Thornton Beautiful and other community or neighborhood groups with community beautification projects.

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.


03. Work with community partners to create a quality environment for Thornton residents.


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311

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: City Development Number: 170.0Primary Cost: Staff time Staff Hours: 160 Status: ExtendedReport:

Goal:Objective:

Action:Benchmark:

Quarter: Q3 Department: Police Number: 171.1Primary Cost: Staff Time Staff Hours: 40 Status: CompletedReport:

Goal:Objective:

Action:Benchmark:

Quarter: Q3 Department: Police Number: 172.0Primary Cost: Staff Time Staff Hours: 35 Status: OngoingReport:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Police and City Manager's Office

Number: 172.1


V. Ongoing ServicesG. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services.

01. Provide police patrol services.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.

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.

V. Ongoing ServicesG. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. 01. Provide police patrol services.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.

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.

A planning session and public hearing to amend the City Code on Group Homes is scheduled for February 2016.

V. Ongoing ServicesG. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. 01. Provide police patrol services.b. Identify facility options and select a preferred alternative to accommodate the short-term training needs of the Police Department.

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.


04. Implement programs, policies, and projects that promote quality and balanced housing.

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.

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312

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Police and City Manager's Office

Number: 173.0


Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Management Services, Police, and Legal

Number: 174.0

Primary Cost: Staff Time Staff Hours: 360 Status: Ongoing

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Police and Management Services

Number: 175.0



Quarter: Q3 Department: Fire Number: 176.0Primary Cost: Staff Time Staff Hours: 200 Status: OngoingReport:

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.

V. Ongoing ServicesH. Serve and protect the community by responding to medical, fire, and other emergencies. 1. Establish a training facility that will meet the Fire Department's operational needs.a. Work with the North Metro Fire Rescue District to establish an agreement to use their training facility under a lease or purchase option.

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.

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.

The CJCC Meetings are ongoing. City Council receives updates at planning and executive sessions.

V. Ongoing ServicesG. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. 02. Partner with community organizations, neighboring municipalities, and Adams County to ensure access to quality public safety facilities. 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.

V. Ongoing ServicesG. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. 02. Partner with community organizations, neighboring municipalities, and Adams County to ensure access to quality public safety facilities. 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.

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.

V. Ongoing ServicesG. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services. 02. Partner with community organizations, neighboring municipalities, and Adams County to ensure access to quality public safety facilities.

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313


Quarter: Q2 Department: Fire Number: 180.0Primary Cost: Staff Time Staff Hours: 200 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: Infrastructure Number: 182.0Primary Cost: Program Cost

$4,600,000Staff Hours: 23000 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:



Report:

Goal:Objective:

Action:

Benchmark:



Report:

V. Ongoing ServicesI. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow. 01. Provide street maintenance programs to preserve the condition of streets in the community.

b. Provide year-round street maintenance through pothole patching, street repairs, and crack sealing in response to hazards.

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.

I. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow. 01. Provide street maintenance programs to preserve the condition of streets in the community.

a. Implement the 2015 Street Rehabilitation Program to treat approximately 300 lane miles and 2,694 square yards of parking lots.

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.


c. Implement the Concrete Replacement Program to address hazards in the ROW associated with damaged concrete.

V. Ongoing ServicesH. Serve and protect the community by responding to medical, fire, and other emergencies. 2. Improve community health through the national Healthy Cities Initiative.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.

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.

V. Ongoing Services

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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314

Goal:Objective:

Action:

Benchmark:



Report:

Goal:Objective:

Action:Benchmark:


$1,000,000Staff Hours: 12,000 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Infrastructure and Management Services

Number: 186.0


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.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.

The City researched storm water utility programs and developed several program constructs. The City is not pursuing a storm water utility at this time.

V. Ongoing ServicesJ. 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.

V. Ongoing ServicesI. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow.

02. Provide effective snow and ice removal on City streets.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.

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.


d. Enhance the Street Rehabilitation Program to repair damaged pavement seams caused by the unusually wet spring weather.

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.

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315

Goal:Objective:

Action:

Benchmark:


Construction Contract $165,000


Report:

Goal:Objective:

Action:

Benchmark:




Report:

Goal:Objective:

Action:

Benchmark:



Report:


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.

Design and construction was completed in Q3. The improvements will prevent localized flooding.


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.d. Implement programs including storm sewer maintenance, detention pond maintenance, drainage way maintenance, and ditch cleaning.

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.

V. Ongoing Services

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.

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.


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.c. Complete drainage improvements at 119th Place and Madison Street. Complete design in the 3rd quarter and construction in the 4th quarter.

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316

Goal:Objective:

Action:Benchmark:


Goal:Objective:

Action:

Benchmark:Quarter: Q3 Department: Infrastructure Number: 191.0

Primary Cost: Contract Cost $60,000


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: Infrastructure Number: 192.0Primary Cost: Included in Above

CostsStaff Hours: 100 Status: Extended

Report:


03. Participate with UDFCD on updating the Niver Creek Master Plan and associated Flood Hazard Area Delineation.b. Complete an alternatives analysis to identify capital projects to safely convey flood waters and/or mitigate flood hazards.


02. Develop a program for the new Municipal Separate Storm Sewer System (MS4) Permit.a. Submit a new MS4 Program to the Colorado Water Quality Control Division in order to comply with the new permit requirements in 2016.

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.

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.

The updated floodplain map was presented at a public information meeting on November 9, 2015.


03. Participate with UDFCD on updating the Niver Creek Master Plan and associated Flood Hazard Area Delineation.

a. Complete the hydrology update and identify flood prone areas.

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317

Goal:Objective:

Action:

Benchmark:Quarter: Q4 Department: Infrastructure Number: 193.0Primary Cost: Contract Cost


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q3 Department: Infrastructure Number: 195.0Primary Cost: Contract Cost


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Infrastructure Number: 196.0Primary Cost: Staff Time Staff Hours: Included in Above Hours Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Infrastructure Number: 196.1Primary Cost: Staff Time Staff Hours: 100 Status: Completed

Report:

Internal coordination with all departments was done before the preferred alternative was chosen.

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.a. Investigate interim solutions to mitigate flooding issues until the long-term solution (School Tributary Project) is constructed.

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.


05. Complete the School Tributary hydrology update study.a. Work with RTD to determine possible alternative designs that would mitigate downstream improvements.

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.



05. Complete the School Tributary hydrology update study.b. Coordinate internally on the design, location and impact of proposed improvements within the 88th Avenue STAMP.

V. Ongoing Services


04. Participate with UDFCD on updating the Grange Hall Creek Master Plan and associated Flood Hazard Area Delineation.a. Complete the hydrology update and identify flood prone areas.

The consultant is awaiting updated railroad culvert designs from RRP, which are needed to finalize the hydrology update.

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318

Goal:Objective:

Action:

Benchmark:Quarter: Q2 Department: Infrastructure Number: 197.0Primary Cost: Design and



Report:

Goal:Objective:

Action:

Benchmark:Quarter: Q3 Department: Infrastructure Number: 198.0Primary Cost: Materials and Supplies


Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: Infrastructure Number: 199.0Primary Cost: Materials and Supplies


Report:

V. Ongoing ServicesK. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets.

01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.c. Expand traffic signal communications to Grant Street at 97th Avenue, 98th Avenue, 100th Place, and 102nd Avenue.

Due to the use of repurposed equipment from the federally funded central signal system replacement program, the project has been rescheduled for Q3 2016.

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.

a. Design and construct a new traffic signal at 134th Avenue and Holly Street.

Construction is complete and the traffic signal is operational.

V. Ongoing ServicesK. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.

b. Install a new pedestrian activated signal at High Street and 131st Place.

V. Ongoing ServicesK. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.

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319

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Infrastructure Number: 200.0Primary Cost: Consultant Contract


Report:

Goal:Objective:

Action:

Benchmark:


Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 202.0Primary Cost: Materials and Supplies

$67,900Staff Hours: 1,300 Status: Ongoing

Report:

K. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.f. Continue the iwatch™ Neighborhood Speed Awareness Program. Install speed reduction devices in the Sherwood Hills and Parkwood South neighborhoods.

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.

V. Ongoing ServicesK. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets. 01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.e. Monitor the Xcel Energy pole replacement program, including the 14 poles scheduled for replacement in 2015.

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.

V. Ongoing Services


01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.d. Conduct an evaluation, maintenance, and repair of traffic signal poles.

The 2015 evaluation, maintenance, and repair process is complete; new locations have been identified and approved in the 2016 budget.

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320

Goal:Objective:

Action:

Benchmark:



Report:

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Infrastructure Number: 205.0Primary Cost: Staff Time Staff Hours: 80 Status: OngoingReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: Infrastructure Number: 206.0Primary Cost: Staff Time Staff Hours: 80 Status: OngoingReport:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 207.0Primary Cost: Recycling Program

$28,000Staff Hours: 370 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.

Residents delivered 1,496 loads of tree branches and limbs in 2015.

i. Review traffic signal plans for development.

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.

V. Ongoing ServicesL. Safely and efficiently provide curbside trash and recycling collection services to customers.

01. Provide ongoing special trash and recycling programs for the community.a. Provide residents an opportunity to recycle tree branches and limbs during the growing season.


01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.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.

01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.g. Construct a median at 120th Avenue east of Washington Street to eliminate accidents from left turns into Thorncreek Crossing.

This project is complete and was constructed sequentially with the left turn lane extension on eastbound 120th Avenue at the Mission Trace Shopping Center.


01. Provide traffic control, including the iwatch™ Speed Awareness program, and street lighting to ensure safe and efficient mobility through the community.


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321

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 208.0Primary Cost: Recycling Program

$45,000Staff Hours: 546 Status: ongoing

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 209.0

Primary Cost: Program Cost $2,000

Staff Hours: 40 Status: ongoing

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 210.0Primary Cost: Staff Time Staff Hours: 275 Status: ongoingReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 211.0Primary Cost: Marketing Program


Report:

02. Expand trash and recycle services by marketing to homeowner associations (HOA) that currently use private services.a. Conduct periodic contacts and presentations targeting HOA communities to solicit interest in City service.

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.

L. Safely and efficiently provide curbside trash and recycling collection services to customers.

01. Provide ongoing special trash and recycling programs for the community.d. Assess the spring Bulk Item Collection Service. Present alternatives to City Council and implement the service change in 2016.

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.



01. Provide ongoing special trash and recycling programs for the community.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.

Periodic contact with the volunteer group leaders has occurred. There are now 40 volunteer groups participating in this program.

V. Ongoing Services


01. Provide ongoing special trash and recycling programs for the community.b. Provide residents an opportunity to drop off traditional recyclables at community locations throughout the year.

Residents delivered approximately 325 tons of traditional recyclables to the community drop-off centers in 2015.

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322

Goal:Objective:

Action:Benchmark:Quarter: Ongoing Department: Infrastructure Number: 212.0Primary Cost: Construction Contract

$10,500,000Staff Hours: 2,000 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:


Construction Contract $1,200,000


Report:

Goal:Objective:

Action:Benchmark:Quarter: Ongoing Department: Infrastructure Number: 214.0Primary Cost: Maintenance Cost


Report:

Goal:Objective:

Action:Benchmark:




Report:

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 01. Design and construct water supply improvements.e. Replace the pressure reducing valve station west of 92nd Avenue and Colorado Boulevard. Complete design in the 4th quarter and construction in 2016.

Design is scheduled for Q1 2016. Construction will follow and should be completed in 2016. Design is delayed due to staffing changes.

Construction of repairs for the affected reservoirs started in Q3 and will continue into Q1 2016. Construction is 95 percent complete.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 01. Design and construct water supply improvements.d. Continue to maintain and repair the Standley Lake Pipeline.

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.

a. Complete construction of the Hammer Reservoir Pump Station in the 4th quarter.

The construction of Hammer Reservoir Pump Station is complete.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 01. Design and construct water supply improvements.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.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers.

01. Design and construct water supply improvements.

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323

Goal:Objective:

Action:Benchmark:




Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 217.0Primary Cost: Equipment Cost


Report:

Goal:Objective:

Action:Benchmark:Quarter: Q3 Department: Infrastructure Number: 218.0Primary Cost: Construction Contract


Report:

Goal:Objective:

Action:Benchmark:



Report:

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.

This project was cancelled to free up funding for emergency repairs at the West Cooley South Cell alluvial wells.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 01. Design and construct water supply improvements.

01. Design and construct water supply improvements.

The repairs were completed in Q2.

h. Repair the groundwater drain adjacent to the South Tani Reservoir dam.

The repairs to the groundwater drain were completed in Q3.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 01. Design and construct water supply improvements.i. Complete construction of the bank stabilization necessary for the North Dahlia Reservoir.

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.


V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 01. Design and construct water supply improvements.f. Rehabilitate the existing West Cooley South Cell alluvial wells. Complete design in the 2nd quarter and construction in Q4.

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324

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Infrastructure Number: 221.0Primary Cost: Consultant Contract

$1,600,000Staff Hours: 2500 Status: Extended

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q3 Department: Infrastructure Number: 222.0Primary Cost: Included in Above

CostsStaff Hours: 1200 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Infrastructure Number: 223.0Primary Cost: Consultant Contract


Report:

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 02. Implement the TWP.c. Prepare a draft cost sharing agreement between the Water Supply and Storage Company (WSSC) and various municipal shareholders (including Thornton).

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.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 02. Implement the Thornton Water Project (TWP).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.

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.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 02. Implement the TWP.b. Complete an initial round of regulatory outreach to each town/city/county and major regulatory agencies along the anticipated front range project corridor.

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.

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325

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 224.0Primary Cost: Included in Task Order

4Staff Hours: 500 Status: Ongoing

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Management Services and Legal

Number: 227.1

Primary Cost: Bond Issuance Costs $225,000 (unbudgeted; financed out of bond proceeds)


Report:

Goal:Objective:

Action:Benchmark:


Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 229.0Primary Cost: Real Estate Fee


Report:

V. Ongoing Services

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 02. Implement the TWP.d. Develop and refine staffing plans, overall program management, project estimates and schedule, and future task orders.

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.

03. Manage existing assets related to the TWP.b. Sell approximately six farmhouses each year. Obtain necessary Recorded Exemptions (Plats) from Weld County.

In 2015, the City sold four farmhouses. Two farmhouses are currently listed for sale and five are being prepared for surplus declaration.

M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers.

03. Manage existing assets related to the TWP.a. Administer existing mineral right leases and continue to pursue leasing the remaining mineral holdings.

In 2015, five Extraction Oil and Gas wells and one PDC Energy well were fracked and are now producing.


V. Ongoing Services

M. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 02. Implement the TWP.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.

The TDA 144th debt issuance is complete and the TDA fund has repaid the Water Fund for a previous loan.

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326

Goal:Objective:

Action:Benchmark:


Goal:Objective:

Action:Benchmark:


Number: 231.0


Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 233.0Primary Cost: Consultant Contract


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Management Services and Infrastructure

Number: 235.0

Primary Cost: Staff Time Staff Hours: 1,000 Status: OngoingReport:

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 06. Implement the water rate changes.a. Inform and assist residents and businesses of the opportunity to save money and conserve resources by decreasing water usage.

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.

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.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 05. Initiate improvements to the water treatment system.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.

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.

a. Monitor and report on water supply and snow pack quarterly and provide an annual Water Supply Update to City Council.

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.


05. Initiate improvements to the water treatment system.a. Continue participating in the Water Quality Forum Work Group to explore integration of Clean Water Act and Safe Drinking Water Act regulatory processes.

V. Ongoing ServicesM. Provide water to the community by securing adequate water supply, treating water that meets quality standards, and distributing water to customers. 04. Monitor water supply conditions through 2015 and into 2016.

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Goal:Objective:

Action:Benchmark:Quarter: Q1 Department: City Manager's Office Number: 238.0Primary Cost: Software Licenses

$12,600Staff Hours: 1,528 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:Quarter: Q3 Department: City Manager's Office Number: 242.0Primary Cost: Staff Time Staff Hours: 200 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q2 Department: Management Services and Infrastructure

Number: 243.0

Primary Cost: Software License $1,785,000

Staff Hours: 6,900 Status: Completed

Report:

Goal:Objective:

Action:Benchmark:Quarter: Q3 Department: Legal and Management

ServicesNumber: 246.0

Primary Cost: Staff Time Staff Hours: 94 Status: ExtendedReport: 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.

a. Complete Comcast Franchise Agreement negotiations.

01. Ensure the retention of institutional knowledge and continuation of organizational momentum as senior staff transitions out of leadership roles.a. Develop and present a succession plan to City Council.

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.

V. Ongoing ServicesO. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees. 02. Support and maintain existing hardware and software systems.

N. Actively communicate information regarding City services, events, issues, and emergencies to residents, businesses, and the news media.01. Communicate with the public.a. Upgrade and redesign the City website.

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.

V. Ongoing ServicesO. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees.

V. Ongoing Services

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.

The asset management software, VueWorks, was launched in May 2015. The utility billing software, CIS Infinity, has also been implemented.

V. Ongoing ServicesO. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees. 03. Provide legal and legislative support to City Council.

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Goal:Objective:

Action:

Benchmark:

Quarter: Q2 Department: City Manager's Office Number: 248.0Primary Cost: Staff Time Staff Hours: 80 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:


Report:

Goal:Objective:

Action:

Benchmark:


Report:

Goal:Objective:

Action:

Benchmark:Quarter: Q4 Department: City Manager's Office Number: 251.0Primary Cost: Staff Time Staff Hours: 20 Status: Completed

Report: Additional staffing and new projects were included in the 2016 Budget approved by City Council.

Community Facilities Plan

VI. Community Facilities PlanA. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans.a. Present the Community Facilities Plans for the Governmental Capital and Utilities Funds to City Council (formerly line 239).

VI. Community Facilities PlanA. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans.c. Develop an implementation plan including an assessment of staff and resource needs (formerly line 241).

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.

VI. Community Facilities PlanA. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans.d. Incorporate the adopted plan into the 2016 Budget.

The Community Facilities Plan for the Governmental Capital and Utility Funds was presented to City Council in Q2.

VI. Community Facilities PlanA. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans.b. Address outstanding questions and present the Governmental Capital and Utilities Fund plans for formal adoption by City Council (formerly line 240).

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.

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Goal:Objective:

Action:

Benchmark:Quarter: Q4 Department: City Manager's Office Number: 252.0Primary Cost: Staff Time Staff Hours: 80 Status: ExtendedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: City Manager's Office Number: 253.0Primary Cost: Staff Time Staff Hours: 20 Status: ExtendedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: City Manager's Office Number: 254.1Primary Cost: Staff Time Staff Hours: 120 Status: CompletedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Community Services Number: 255.0Primary Cost: Design Report


Report:

A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans.f. Meet with community partners to identify partnership opportunities and to ensure cohesive long-range plans.

Meetings with community partners are currently scheduled, with the final plan scheduled to be presented to City Council in Q1 2016.

VI. Community Facilities Plan

VI. Community Facilities PlanA. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans.e. Update the Community Facilities Plan in conjunction with the 2016 Budget.

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.

02. Finalize and implement the Community Services Portion of the Community Facilities Plan.

a. Update City Council on the scope of the recreation center analysis on July 21, 2015 (formerly line 126).

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.

A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.01. Finalize and implement the Governmental Capital and Utilities Fund portions of the Community Facilities Plans.h. Research additional revenue options to fund General Fund and possibly Community Services projects not included in the adopted Community Facilities Plan.

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.

VI. Community Facilities PlanA. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.


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Goal:Objective:

Action:

Benchmark:


$111,000Staff Hours: Included in Above Hours Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:


$111,000Staff Hours: Included in Above Hours Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Community Services Number: 258.0Primary Cost: Included in Above


Report:

Goal:Objective:

Action:

Benchmark:



Report: The recreation center analysis was presented to Council on September 29, 2015. Council directed staff to proceed with the Trail Winds Recreation Center.

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).

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.



e. Present the final recreation center analysis report and discuss alternatives with City Council on September 29, 2015 (formerly line 131).


c. Program alternatives at each recreation center facility on June 3, 2015 (formerly line 128).

Alternative programming options were developed for each of the recreation centers, including space needs for senior services in Q2.

VI. Community Facilities PlanA. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.02. Finalize and implement the Community Services Portion of the Community Facilities Plan.

A. Develop and Implement the Community Facilities Plan to meet current and future community demands through 2025.02. Finalize and implement the Community Services Portion of the Community Facilities Plan.

b. Complete the programming work shop with the consultants and staff for the recreation center analysis on April 28, 2015 (formerly line 127).

City staff and consultants conducted a programming work shop that identified functions and space needs for the recreation center analysis in Q2.



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Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Community Services Number: 260.0Primary Cost: Staff Time Staff Hours: Included in Above Hours Status: CompletedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q3 Department: Management Services Number: 261.0Primary Cost: Staff Time Staff Hours: 80 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:


CostsStaff Hours: Included in "a" Status: Extended

Report:

Goal:Objective:

Action:

Benchmark:Quarter: Q3 Department: Community Services Number: 263.0Primary Cost: Staff Time Staff Hours: 40 Status: Completed

Report:


i. Identify the preferred location for a new ball field complex in the community.

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.



h. Discuss alternatives for repurposing, selling or decommissioning the current Community Center (formerly line 131).

Staff is researching options, including the potential to repurpose the space for City functions




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.

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.



f. Based on the before mentioned design concept report, identify the preferred recreation center plan.

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.

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Goal:Objective:

Action:

Benchmark:Quarter: Q3 Department: Community Services Number: 264.0Primary Cost: Staff Time Staff Hours: 40 Status: Completed

Report:

Goal:Objective:

Action:

Benchmark:Quarter: Q4 Department: City Manager's Office Number: 265.0Primary Cost: Staff Time Staff Hours: 80 Status: CompletedReport:

Goal:Objective:

Action:

Benchmark:

Quarter: Q4 Department: City Manager's Office Number: 266.0Primary Cost: Staff Time Staff Hours: 50 Status: ExtendedReport:

j. Prioritize the identified golf course improvements.

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.

k. Present the Community Facilities Plan for Community Services to City Council.

The three major Community Service projects (golf course, recreation centers, and ball fields) were presented to City Council on September 29, 2015.


l. Address outstanding questions and present the Community Services Plan for formal adoption by City Council.

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.


02. Finalize and implement the Community Services portion of the Community Facilities Plan.


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Goal:Objective:

Action:


Goal:Objective:

Action:


Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Infrastructure Number: 276.0Primary Cost: Design Contract, ROW

Acquisition, and Construction Contract $1,494,851 (90% grant funded)


Report:

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Infrastructure Number: 284.0Primary Cost: Construction Contract


Report:

VI. Community Facilities PlanE. Implement the General Government: drainage expansion projects identified for 2015 and 2016 in the Community Facilities Plan.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. a. UDFCD will complete design in 2016 and construction in 2018.

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.

The implementation plan will be developed and presented to City Council with the adoption of the Community Facilities Plan.

VI. Community Facilities PlanC. Implement the General Government: transportation expansion projects identified for 2015 and 2016 in the Community Facilities Plan.

01. Design and construct the 84th Avenue and Grant Street intersection improvements creating double left turn lanes and right turn lanes in all directions. a. Complete design in the 4th quarter and ROW acquisition in 2016 (formerly line 149).

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.

n. Incorporate the adopted plan into the 2016 Budget.

The implementation plan will be integrated into the 2016 Budget when the Community Facilities Plan is adopted by City Council.


m. Develop an implementation plan including an assessment of staff and resource needs.


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Goal:Objective:

Action:Benchmark:Quarter: Q3 Department: Management Services Number: 285.0Primary Cost: Design Contract

(included in project cost)


Report:

Goal:Objective:

Action:Benchmark:Quarter: Ongoing Department: Management Services Number: 286.0Primary Cost: Design-Build Contract


Report:

Goal:Objective:

Action:Benchmark:Quarter: Ongoing Department: Management Services Number: 286.1Primary Cost: Design-Build Contract


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q4 Department: Fire, Management Services, City Development

Number: 287.0


01. Complete mitigation work related to ongoing soil issues at the Justice Center.b. Complete construction of Phase 1 in the 2nd quarter of 2017.

Mitigation work will commence when design work has finished.

VI. Community Facilities PlanF. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan.01. Complete mitigation work related to ongoing soil issues at the Justice Center.

F. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan.01. Complete mitigation work related to ongoing soil issues at the Justice Center.a. Commence design of Phase 1 and Phase 2.

Design of Phase 1 and Phase 2 is ongoing. Construction will start in 2016.

VI. Community Facilities PlanF. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan.


c. Complete construction of phase 2 in the 4th quarter of 2017.

Mitigation work will commence when design work has finished.

VI. Community Facilities PlanF. Implement the General Government: public safety projects identified for 2015 and 2016 in the Community Facilities Plan.02. Construct warm vehicle storage at Station 4.a. Design a structure that meets operational needs and integrates with the adjacent uses (formerly line 177).

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:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Management Services Number: 295.0Primary Cost: Included in Above

CostsStaff Hours: 100 Status: Ongoing

Report:

Goal:Objective:

Action:

Benchmark:Quarter: Ongoing Department: Management Services Number: 296.0Primary Cost: Construction Contract


Report:

Goal:Objective:

Action:Benchmark:Quarter: Ongoing Department: Management Services Number: 298.0Primary Cost: Design and



Report:

Goal:Objective:

Action:Benchmark:Quarter: Ongoing Department: Infrastructure Number: 299.0Primary Cost: Design and


Staff Hours: 200 Status: ongoing

Report:

H. Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan.01. Improve the West Sprat Platte slope and interconnects. a. Complete design in the 4th quarter and construction in 2016 (formerly line 219).

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.

VI. Community Facilities PlanG. Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan.06. Complete Phase 1 improvements at the IMC as identified in the IMC/MSC Master Plan.

b. Construct the identified improvements in the 4th quarter of 2017.

The City is in the process of selecting a design-build team for this project. The project is on schedule.


The City is in the process of selecting a design-build team for this project. This project is on schedule.

VI. Community Facilities PlanG. Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan.

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.a. Complete the demolition in the 2nd quarter of 2018.

The City is in the process of selecting a design-build team for this project. This project is on schedule.

VI. Community Facilities PlanG. Implement the General Government: facility projects identified for 2015 and 2016 in the Community Facilities Plan.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.b. Construct the identified improvements by the 2nd quarter of 2017.

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Goal:Objective:

Action:Benchmark:Quarter: Q4 Department: Infrastructure Number: 300.0Primary Cost: Construction Contract


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure, Legal, Management Services

Number: 301.0

Primary Cost: Owner's Advisor Contract and Land Acquisition $1,900,000


Report:

Goal:Objective:

Action:Benchmark:

Quarter: Ongoing Department: Infrastructure Number: 305.0Primary Cost: ROW Acquisition and



Report:

Goal:Objective:

Action:Benchmark:

Quarter: Q2 Department: Infrastructure Number: 306.0Primary Cost: Design Contract


Report:

*Signifies inclusion in the Community Facilities Plan

The design was finished in Q2. Property acquisition is ongoing and is anticipated to meet the benchmark.

a. Complete easement acquisitions and permits in the 3rd quarter and complete construction in 2016 (formerly line 237).

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.

VI. Community Facilities PlanI. Implement the Sewer Fund expansion projects identified for 2015 and 2016 in the Community Facilities Plan.02. Complete design of the replacement of the Big Dry Creek Sanitary Lift Station. a. Complete design in the 2nd quarter. Construction anticipated in 2019 (formerly line 236).

03. Replace the Thornton Water Treatment Plant. a. Successfully hire an Owner's Advisor in the 3rd quarter and acquire the needed property in the 4th quarter (formerly line 234).

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.

VI. Community Facilities PlanI. Implement the Sewer Fund expansion projects identified for 2015 and 2016 in the Community Facilities Plan.01. Construct the Todd Creek Interceptor.

VI. Community Facilities PlanH. Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan.

VI. Community Facilities PlanH. Implement the Water Fund: major expansion and improvement projects identified for 2015 and 2016 in the Community Facilities Plan.02. Continue the Membrane Refurbishing Project at Wes Brown Water Treatment Plant.a. Refurbish 40 membrane cassettes in 2015 (formerly line 232).

All membrane modules have been replaced and membrane tank liners have been repaired. The CIP, backpulse, and reject tank liners are currently being repaired.

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2015AccomplishmentsReport

Provided to City Council February 2016

338

City of Thornton

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 of life.

10

2. Foster human development for citizens of all ages through recreational, social, educational, artistic, and cultural programming.

12

3. Establish, maintain, and preserve a connected system of parks, trails, and open space for current and future generations.

20

4. Engage residents, developers, and others to create plans for a prosperous community and ensure quality built residential and commercial buildings.

26

5. Design and build public infrastructure necessary to support new growth and maintain existing services.

31

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 access to jobs for Thornton residents.

37

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.

40

9. Conduct targeted redevelopment activities to revitalize existing development, eliminate blight, and encourage public and private reinvestment.

44

10. Prevent and deter crime by developing partnerships, pursuing collaborative problem solving, and implementing a youth strategy focused on prevention, intervention, and mentoring.

45

11. Serve and protect the community by providing responsive and proactive policing through a layered strategy of public safety services.

47

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Accomplishments Report

Table of Contents

Prepared By:City of Thornton

Management and Budget Office9500 Civic Center Drive

Thornton, CO 80229(303) 538-7200

www.cityofthornton.net

12. Investigate crime and provide support to victims of crime in pursuit of justice for the community.

51

13. Provide municipal court services as a local forum for fair adjudication and problem solving of law enforcement and code enforcement issues.

54

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 public education services.

58

16. Provide safe and well maintained streets for the traveling public, including the mitigation of safety hazards and removal of snow.

60

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.

62

18. Develop and provide a transportation network that allows for safe and efficient multimodal use of arterial, collector, and residential streets.

64

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 meets quality standards, and distributing water to customers.

70

21. Collect and deliver wastewater for treatment at Metro Wastewater Reclamation District facilities to protect health, safety, and the environment.

79

22. Utilize evolving mediums to actively communicate information regarding City services, events, issues, and emergencies to residents, businesses, and the news media.

81

23. Ensure access to safe, clean, and well maintained public facilities. 84

24. Efficiently and effectively manage public resources, including the responsible use of taxpayer money and fair treatment of City employees.

85

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City of Thornton 2

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.

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3 Accomplishments Report

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 of Thornton 4



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.


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.


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).

343



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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City of Thornton 6

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.

345


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.

Executive Summary

346

City of Thornton 8

• 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.

347


• 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:

o Riverdale Park, located northeast of 128th Avenue and Holly Street

o Sherwood Hills (West), located northeast of 100th Avenue and York Street

o Parkwood (South), located west of 94th 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.

348

City of Thornton 10

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.

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.

Community Outcome 1 2011 2012 2013 2014 2015

Thorntonfest*Estimated Attendance n/a 30,000 35,000 47,500 37,500Revenue $11,529 $69,694 $90,014 $80,338 $84,439

Harvest FestEstimated Attendance 7,500 7,500 7,000 8,000 6,500 Revenue $28,743 $31,049 $23,848 $28,006 $27,887

WinterFestEstimated Attendance 30,000 30,000 30,000 47,500 37,500Revenue $20,737 $34,988 $33,841 $35,734 $35,702

Fourth of JulyEstimated Attendance 25,000 45,000 50,000 50,000 50,000Revenue $22,163 $20,170 $25,208 $23,456 $26,590

Trunk or TreatEstimated Attendance 3,911 3,779 3,300 4,700 4,750Revenue $7,040 $6,519 $6,763 $9,265 $7,945Note: Thorntonfest was cancelled in 2011 due to inclement weather.

349


• 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 visited the 14th annual WinterFest, the City’s signature holiday event. The event secured $17,000 in sponsorships and an additional $18,702 in vendor and participation fees. Almost 1,300 individuals skated on the synthetic ice pond and just over 1,000 children visited with Santa. The snow storm on Saturday most likely impacted attendance in 2015.

• Hosted nine Twist and Shout summer concerts at the Margaret W. Carpenter Park and Open Space amphitheater, Cherrywood

Note: Thorntonfest was cancelled in 2011 due to inclement weather.

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:

o Thorntonfest: $36,000

o Harvest Fest: $9,900

o WinterFest: $17,000

o Fourth of July Celebration: $7,000

o Trunk or Treat: $1,500

o Paws for a Dip: $500

o Easter Egg Scramble: $2,500

o Lions Club Relays: $4,000

o Summer Concert Series: $2,500

$11,529

$69,694$90,014 $80,338 $84,439

$28,743

$31,049

$23,848$28,006 $27,887

$20,737

$34,988$33,841 $35,734 $35,702

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

2011 2012 2013 2014 2015

Festival Revenues

Thorntonfest* Harvest Fest WinterFest

0 7,50

0

30,0

00

30,0

00

7,50

0

30,0

0035,0

00

7,00

0

30,0

00

47,5

00

8,00

0

47,5

00

37,5

00

6,50

0

37,5

00

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

Thorntonfest* Harvest Fest WinterFest

Estimated Festival Attendance

2011

2012

2013

2014

2015

350

City of Thornton 12

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.


Margaret W. Carpenter Recreation CenterTotal Attendance 283,251 294,413 295,200 297,279 296,429Percent Resident Attendance 55% 53% 54% 52% 51%Facility Revenue $1,292,131 $1,374,430 $1,402,329 $1,423,675 $1,458,537Silver Sneakers Attendance* 40,277 45,408 48,035 53,256 56,423

Community CenterTotal Attendance 24,333 21,078 24,701 22,199 19,539Percent Resident Attendance 55% 59% 58% 55% 63%Facility Revenue $33,000 $37,208 $46,153 $61,424 $55,415Teen Center Attendance 7,364 5,717 6,110 4,660 3,829

Senior CenterTotal Attendance 48,340 47,328 50,956 48,915 50,919Percent Resident Attendance 70% 68% 68% 62% 63%Facility Revenue $272,494 $265,279 $277,975 $269,431 $270,733

Outdoor City PoolsTotal Attendance 34,392 35,657 33,540 33,012 34,513Total Revenue $149,029 $150,681 $137,434 $134,290 $127,919

Reduced Rate Assistance Program (RRAP)*Qualified Households 192 180 194 189 186Qualified Individuals 731 707 723 710 629Amount of Subsidy $19,287 $20,262 $23,059 $26,240 $21,420

Recreation Programming ParticipationPre-School Participants 2,242 2,688 2,464 2,634 2,294Swim Lesson Participants 3,457 3,335 3,415 3,234 3,392Dance Participants 1,679 1,830 1,889 1,752 1,819Gymnastics Participants 6,371 6,429 6,483 5,601 4,484Program Revenue* $721,887 $692,131 $718,670 $984,457 $773,159

351


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 Playground (1,225), Youth and Teen Volunteer Corps (94 participants, 3,711 volunteer hours), Teen Escape (63), and Adventure Club (162).

• Facility attendance remained steady over the past 12 months: 296,429 people visited the Margaret W. Carpenter Recreation Center; 19,539 visited the Community Center; and 50,919 visited the Senior Center.

Senior Center ProgrammingMeals Served 17,348 17,910 19,186 18,670 19,228Percent of Resident Meals Served 63% 70% 69% 71% 72%Silver Sneakers Facility Attendance* 21,128 25,645 27,966 27,070 30,385Total Transports 7,912 8,296 8,678 10,356 9,130Percent Resident Transports 87% 90% 93% 93% 94%Special Events n/a 84 66 52 70Special Event Attendance n/a 6,833 5,252 5,054 6,228

Thorncreek Golf CourseTotal Golf Rounds 28,365 25,272 31,787 31,031 31,516Total Revenue $1,201,073 $1,072,467 $1,281,799 $1,367,837 $1,557,752

Thornton Arts and Culture CenterEvents and Programs n/a n/a 151 216 112Program Attendance n/a n/a 10,402 6,585 7,489Volunteer Hours n/a n/a 19,292 30,841 26,698Note: 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.

Community Outcome 2 Con’t 2011 2012 2013 2014 2015

294,

413

21,0

78 47,3

28

35,6

57

295,

200

24,7

01 50,9

56

33,5

40

297,

279

22,1

99 48,9

15

33,0

12

296,

429

19,5

39 50,9

19

34,5

13

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

RecreationCenter

CommunityCenter

Senior Center Outdoor CityPools

Facility Attendance

2012

2013

2014

2015

352

City of Thornton 14

• Operation for the third season of the Margaret W. Carpenter Park & Open Space began on May 2, 2015 and closing day was Monday, September 7, 2015. The park closed three weeks early so that shade structures could be constructed in the park during the fall months. The boats and carousel were again popular amenities:

o Rented 1,770 boats and collected $12,358 in boat rental revenue and ice cream concessions.

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.

$1,374,430 $1,402,329 $1,423,675 $1,458,537

$265,279 $277,975 $269,431 $270,733$150,681 $137,434 $134,290 $127,919$37,208 $46,153 $61,424 $55,415

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

2012 2013 2014 2015

Facility Revenue

Recreation Center Senior Center Outdoor City Pools Community Center

353


• Continued to administer the Reduced Rate Assistance Program, which 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. The program subsidized a total of $21,420 in program and facility fees for income-qualified individuals.

o Qualification: 186 households with 629 individuals qualified for the program.

o Program Assistance: 146 of the 629 qualified individuals registered in recreational 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.

180 194 189 186

707 723 710

629

$20,262

$23,059

$26,240

$21,420

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

0

100

200

300

400

500

600

700

800

2012 2013 2014 2015

Reduced Rate Assistance Program

Qualified Households Qualified Individuals Amount of Subsidy

354

City of Thornton 16

• 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

• 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.

• Continued to provide transportation services for seniors through the county-wide Senior Services Transportation Program (A-Lift). Provided 9,130 rides to Thornton seniors for meals at the Senior Center, medical appointments, grocery shopping, adult day program, and personal rides. The 12 percent reduction in transports from 2014 to 2015 can mostly be attributed to a decline in federal funding for personal rides.

• Silver Sneakers, a national wellness program for seniors, continued to grow at the Senior Center. The program had 30,385 eligible visits in the past 12 months, a 12 percent increase over 2014. 8,

296

8,67

8

10,3

56

9,13

0

90%

93% 93%

94%

88%

89%

90%

91%

92%

93%

94%

95%

0

2,000

4,000

6,000

8,000

10,000

12,000

2012 2013 2014 2015

Senior Center Transports

Transports Percent Resident Transports

17,9

10

19,1

86

18,6

70 19,2

28

70%

69%

71%

72%

68%

68%

69%

69%

70%

70%

71%

71%

72%

72%

17,000

17,500

18,000

18,500

19,000

19,500

2012 2013 2014 2015

Senior Center Meal Program

Meals Served Percent of Resident Meals Served

355


• 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.

Ongoing Cultural Programs

• In 2015, the City of Thornton hosted 112 events and programs that welcomed 7,489 participants. The decline in total number of events and programs was offset by a 14% increase in total participation.

• Secured Scientific and Cultural Facilities District (SCFD) funding in the amount of $38,392 for the City’s ongoing arts and cultural programming in 2015.

• The SCFD’s program Oz and 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.

10,402

6,5857,489151

216

112

0

50

100

150

200

250

0

2,000

4,000

6,000

8,000

10,000

12,000

2013 2014 2015

Thornton Arts and Culture Center Programming

Program Attendance Events and Programs

356

City of Thornton 18

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.

Services for the Community

• Continued to refer residents in need to community resource agencies for assistance with food, rent, utilities, and child care. A total of 2,533 referrals were made to residents in 2015, a one percent increase over 2014.

• Continued the City’s volunteer program by recruiting and placing volunteers through a new online interface called Volunteer Thornton Live. The volunteers were assigned to a variety of programs, such as Snowbusters, youth sports, senior services, victim advocates, parks maintenance, the 9 Health Fair, and seasonal planting and landscaping.

19,292

30,841

26,698

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2013 2014 2015

Volunteer Hours

357


• 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).

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.*


Total ParksPocket Parks n/a 41 42 42 42Neighborhood Parks n/a 28 29 30 30Community Parks n/a 7 7 7 7

Parks and Open Space AcreageParks and Open Space Acreage (open to public) n/a 1,872 1,887 1,920 1,920

Parks MaintenanceTotal Parks Work Hours 138,258 140,911 141,128 142,787 149,171Citizen Calls for Service 201 202 184 130 154Percent 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.

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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.


Development ReviewDevelopment Applications 194 263 353 385 394Single-Family Permits Issued 245 307 314 370 505Commercial Permits Issued 5 10 15 15 19Reviews Completed by Target 88% 91% 88% 87% 87%Reviews per Building Application 1.40 1.51 1.58 1.59 1.59

Building InspectionsBuilding Inspections 25,083 26,212 28,473 30,103 37,755

Efficient and Effective Management of Development Projects

• Overall development activity increased. Received and reviewed 394 development applications, up from 385 the previous twelve months.

• 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.

• Issued 505 single-family 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.

263353 385 394

307 314370

505

10 15 15 190

100

200

300

400

500

600

2012 2013 2014 2015

Applications and Permits

Development Applications Single-Family Permits Issued Commercial Permits Issued

365


• Notable building permits issued included Mike Shaw Subaru addition, King Soopers remodel at 136th Avenue, the North Suburban Medical Center lobby remodel, Kara’s Auto Body addition, Children’s Learning Center, Next Care, Candlewood Suites, Freddy’s Restaurant, Stargate Secondary School, Stargate Fieldhouse, Stargate Primary School, Wendy’s at the Grove, Dynamic Metal Fabricators, and Northern Electric Mezzanine.

• 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

o Stargate Academy at 144th Avenue and Washington Street

o Humana Mountainview Lobby Expansion at North Suburban Hospital

o Candlewood Suites at The Grove

o Wendy’s Remodel at 120th Avenue and York Street

o Freddy’s Frozen Custard – The Grove

o Wendy’s – The Grove

o Quebec Commons – Quebec Riverdale Commercial at 128th Avenue and Quebec Street

o Aspen Reserve (Crestview Park), Phase 1 and 2

o Lewis Pointe, Phase 3

91%

88%

87% 87%1.51

1.581.59 1.59

1.46

1.48

1.50

1.52

1.54

1.56

1.58

1.60

85%

86%

87%

88%

89%

90%

91%

92%

2012 2013 2014 2015

Application Review

Reviews Completed by Target Reviews per Building Application

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o Larry Miller Toyota Inventory Lot

o Hunter Douglas Business Park (Dynamic Metals)

o Family Dollar at 103rd Avenue and Colorado Boulevard

o Aztec Villas Apartment Renovations

o Cherrylane (Grading)

o Mission Trace Parking Lot Renovations

o Springvale 7-Eleven at 136th 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)

o East 150th 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)

o Eastlake at 124th 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.

o The 104th Avenue and 88th 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.

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.

o Continued construction from 144th Avenue to 147th 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.*

o Completed design of the segment from 147th Avenue to 153rd 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.*

o Design and ROW acquisition continued for the roadway segment from 158th Avenue to 160th 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.*

Community Outcome 5 2015 QI 2015 QII 2015 QIII 2015 QIV

Public InfrastructureTotal 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.

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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.

o Station layout plans are nearly 100 percent complete for Eastlake at 124th 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.

o Construction is underway for the 120th Avenue overpass. Completion is expected in early 2016.

o Construction of the 104th Avenue overpass is underway. Completion expected mid-2016.

o Construction of the Eastlake at 124th Avenue Station platform walls are underway.

o Regional Rail Partners completed relocation and encasement of water lines at 100th 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.

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.


Code ComplianceCode Violations - Calls for Service 1,964 1,730 1,984 1,962 2,096Code Violations* 9,481 9,218 11,703 12,480 9,673Resolved Violations 9,239 8,356 11,545 12,401 9,536Voluntary Compliance - Percent* 88% 91% 94% 95% 96%Abatements (Excluding Graffiti) - Total 310 294 258 217 116Abatements - 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 $59,679Abatement Cost - Paid by Property Owner* $80,296 $59,338 $66,927 $70,997 $66,043

Graffiti RemovalGraffiti Incidents Removed 1,038 1,798 1,664 1,016 880Graffiti Incidents Removed - Square Feet 28,473 27,892 31,441 28,163 12,890

Neighborhood StabilizationHelp for Homes Program Participation 58 49 38 48 37Foreclosure 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/aNote: 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.

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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 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.

• The percentage of violations that were voluntarily brought into compliance increased from 95 percent in 2014 to 96 percent in 2015. The City proactively works with residents to encourage voluntary resolution of code compliance issues.

• Assisted Keep Thornton Beautiful, a local affiliate of the nonprofit organization Keep America Beautiful, whose goal is to promote more vibrant and cleaner communities, with several activities:

o Facilitated the annual litter index survey in May 2015 to evaluate the amount of litter in Thornton; Thornton’s rating was 1.13, which translates to minimal-to-no-litter found

9,481 9,218

11,70312,480

9,673

1,964 1,730 1,984 1,962 2,096

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2011 2012 2013 2014 2015

Code Violations

Code Violations Code Violations - Calls for Service

88%

91%

94%95%

96%

84%

86%

88%

90%

92%

94%

96%

98%

2011 2012 2013 2014 2015

Voluntary Compliance

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.

373


• 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 properties. This organization has not developed in Thornton previously but has purchased properties in Denver to develop or redevelop for affordable housing and community facility needs.

• Hosted seven free homebuyer education workshops in partnership with Housing and Urban Development (HUD)-approved housing counseling organizations in which 265 people attended.

• The number of home foreclosures continues to decline from 939 in 2011 to 170 in 2015. This is a reflection of the improved national and local economy.

939

760

386

306

170

0

100

200

300

400

500

600

700

800

900

1,000

2011 2012 2013 2014 2015

Foreclosure Petitions

374

City of Thornton 36

• 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.

375


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


Prospect Activity (Number of Inquiries) 101 99 63Site Selector Visits/Meetings 36 37 42Existing Primary Employer Visits 24 39 40

Economic Development - Community DataVacancy 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.

376

City of Thornton 38

125,000164,000

366,000

320

400

90

0

50

100

150

200

250

300

350

400

450

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

2013 2014 2015

Net

New

Cre

ated

/Ret

aine

d Pr

imar

y Jo

bs

Empl

oym

ent S

quar

e Fe

et A

bsor

bed

Primary Employment Growth

Employment Square Feet Absorbed Net New Created/Retained Primary Jobs

Primary Employer Attraction

• 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 the relocation of the Northern Group and Appliance Factory Outlet, which will result in the creation of 290 jobs and the occupation of around 366,000 existing square feet of office or industrial space.

• Supported 63 primary employer inquiries and 53 potential projects in the past 12 months. Inquiries are requests from industries that we cannot meet due to land and building requirements or other factors.

• Promoted Thornton to the real estate community, developers, companies and site selectors, resulting in 47 new inquiries from these high 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.

101 99

63

36 37 42

2439 40

0

20

40

60

80

100

120

2013 2014 2015

Primary Employer Attraction Efforts

Prospect Activity (Number ofInquiries)Site Selector Visits/Meetings

Existing Primary Employer Visits

377


• 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.

378

City of Thornton 40

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.

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.

o A 15,000 square foot restaurant and sports bar is to locate on the southeast corner of 136th 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.

Community Outcome 8 2013 2014 2015

Economic DevelopmentCompanies Assisted through SBDC Small Business Counseling 177 147 116

Business Improvement Grant Dollars Allocated $257,878 $325,455 $274,702Percent of Available Business Improvement Grant Dollars Allocated 94% 100% 99%

Economic Development - Community DataVacancy 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.

379


• 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 opened on July 3, 2015.

• Developed a new retail promotional brochure designed to enhance the image of Thornton, showcase new development areas, and highlight two distinct demographic markets for prospective retailers.

• Retail vacancy rate increased from 7 percent in 2014 to 9.9 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.

7.0% 7.0%

9.9%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

2013 2014 2015

Retail Vacancy Rate

380

City of Thornton 42

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.

381


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.

382

City of Thornton 44

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.

383


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.

384

City of Thornton 46

• 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.

385


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.


Patrol Calls for ServicePriority 1 - High Emergency n/a n/a n/a 8,512 9,235Priority 2 - Low Emergency n/a n/a n/a 17,728 18,810Priority 3 - Non Emergency n/a n/a n/a 13,843 14,843Other Calls* n/a n/a n/a 66,253 70,868Total Calls for Service* n/a n/a n/a 106,336 113,756

Average Response TimePriority 1 Calls n/a n/a n/a 7:50 8:00Priority 2 Calls n/a n/a n/a 20:14 22:24Priority 3 Calls n/a n/a n/a 30:36 35:20

AccidentsTotal Accidents 2,484 2,452 2,545 3,229 3,145Total Injury Accidents 159 161 122 175 190Percent Injury Accidents 6% 7% 5% 5% 6%

Animal ControlCalls for Service 9,562 9,392 8,535 10,733 9,407Animals Impounded 1,386 1,336 1,170 1,223 1,205Animal Bite Reports 176 143 180 208 180

Emergency Communication ServicesTotal Calls 212,629 214,892 215,818 234,221 256,475Percent Calls Answered within 20 Seconds 100% 100% 100% 99% 99%

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.

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.

386

City of Thornton 48

2,452 2,545

3,229 3,145

7%

5%5%

6%

0%

1%

2%

3%

4%

5%

6%

7%

0

500

1,000

1,500

2,000

2,500

3,000

3,500

2012 2013 2014 2015

Perc

ent I

njur

y Ac

cide

nts

Police Traffic Accidents

Total Accidents Percent Injury Accidents

• Made 403 driving under the influence arrests in 2015.

• Conducted multiple Crime Enforcement Response Team (CERT) operations focusing on pattern crimes, repeat offenders and high priority issues throughout Thornton.

o CERT operations in 2015 resulted in 197 individual contacts, 66 felony arrests, 12 misdemeanor arrests, 11 summonses and 57 cases filed with the Adams County District Attorney’s Office.

• Responded to 3,146 accidents during the reporting period, of which 190 resulted in injuries.

Animal Control

• During the reporting period, received 180 reports involving animal 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.

8,512 9,23517,728 18,81013,843 14,843

66,253 70,868

0

20,000

40,000

60,000

80,000

2014 2015

Police Patrol Calls for Service

Priority 1 - High Emergency Priority 2 - Low Emergency

Priority 3 - Non Emergency Other Calls

387


• 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.

• Upgraded the phone system to add texting to 911 capabilities.

• Implemented Electronic Stakeout which is a GPS bait item that allows for electronic surveillance of criminal activity in high crime corridors.

• Certified two 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.

212,629 214,892 215,818

234,221 256,475100%

100% 100%

99% 99%

99%

99%

100%

100%

101%

050,000

100,000150,000200,000250,000300,000

Communications Center

Total Calls Percent Answered within 20 Seconds

388

City of Thornton 50

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.

389


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.

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.

4,67

4

4,70

6

5,39

2

5,69

6

30%29%

30%

27%

25%

26%

27%

28%

29%

30%

31%

0

1,000

2,000

3,000

4,000

5,000

6,000

2012 2013 2014 2015 Part

1 C

rime

Clea

ranc

e Ra

te

Police Part 1 Crime

Part 1 Crimes Part 1 Clearance Rate (30% Goal)

6,423

5,550

6,128 5,987

87%89%

83%

80%

74%76%78%80%82%84%86%88%90%

5,0005,2005,4005,6005,8006,0006,2006,4006,600

2012 2013 2014 2015 Part

2 C

rime

Clea

ranc

e Ra

te

Police Part 2 Crime

Part 2 Crimes Part 2 Clearance Rate


InvestigationsPart 1 Crimes 4,740 4,674 4,706 5,392 5,696Part 1 Crimes Cleared 1,340 1,384 1,357 1,641 1,563Part 1 Clearance Rate (30% Goal) 28% 30% 29% 30% 27%

Part 2 Crimes 7,155 6,423 5,550 6,128 5,987Part 2 Crimes Cleared 6,020 5,570 4,951 5,105 4,800Part 2 Clearance Rate 84% 87% 89% 83% 80%

Victim ServicesNumber of Victims Served 4,678 4,325 4,527 5,168 8,567Volunteer Hours (On-scene and In-office Support) 510 336 504 1,036 521

• 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.

390

City of Thornton 52

• 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.

• Before 2015, only one victim was counted per case. Software changes in 2015 allowed for multiple victims to be recorded per case, which is the reason for the significant increase in victims served in 2015.

• A total of 809.22 hours of on-scene crisis intervention services was provided to crime victims.

4,678 4,325 4,5275,168

8,567

510 336 5041,036

521

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

2011 2012 2013 2014 2015

Victim Services

Number ofVictims Served

VolunteerHours

391


• 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.

392

City of Thornton 54

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.

20,30518,255 17,486

13,76067%

65%

66%

71%

62%

63%

64%

65%

66%

67%

68%

69%

70%

71%

72%

0

5,000

10,000

15,000

20,000

25,000

2012 2013 2014 2015

Case

s Dis

pose

d Pr

ior t

o Ar

raig

nmen

t

Municipal Court Case Filings

Case Filings Percentage of Cases Disposed Prior to Arraignment

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 CourtCase Filings 21,937 20,305 18,255 17,486 13,760Percentage of Cases Disposed Prior to Arraignment 60% 67% 65% 66% 71%Customer Service Rating Good-Excellent 79% 83% 89% 86% 86%

393


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.

Ongoing Fire and Emergency Medical Services

• 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.

• Documented five cardiac arrest saves, which means a patient was resuscitated before suffering significant brain damage.

• Identified 69 patients who were experiencing signs and symptoms of stroke.

• 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.

5,949 5,7576,389

6,862

1,986 2,1592265

2,313245 190214

212

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

2012 2013 2014 2015

Fire and EMS Incidents

EMS/Rescue Incidents Other Incidents Fire Incidents


IncidentsFire Incidents 218 245 190 214 212Other Incidents 2,089 1,986 2,159 2265 2,313EMS/Rescue Incidents 5,800 5,949 5,757 6,389 6,862Total Calls for Service 8,107 8,180 8,106 8,868 9,387Percent EMS/Rescue Calls 72% 73% 71% 72% 73%

Travel Time - Fire IncidentsAverage Fire Emergency Travel Time 3:26 4:03 4:19 4:09 4:11

Travel Time - EMS/Rescue IncidentsAverage EMS Emergency Travel Time 4:03 4:08 4:08 4:10 4:12Ambulance Transports 4,481 4,517 4,194 4,624 5,129Percent Transports per EMS Incident 77% 76% 73% 72% 75%

394

City of Thornton 56

• 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.

395


• 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.

396

City of Thornton 58

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.

Ongoing Fire Prevention Programs

• Performed over 800 plan reviews, 560 construction inspections, and 715 fire safety inspections in a continued effort to maintain a fire safe community.

• Continued the Juvenile Firesetter Diversion Program. Seven participants successfully completed the program by learning about the dangers of playing and experimenting with fire.

Public Education and Engagement Programs

• 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.


Prevention and InspectionsNumber of Plans Reviewed 497 528 657 774 809Fire Safety Inspections 1,065 955 794 907 715

497

528 65

7 774

8091,

065

955

794 90

7

588

0

200

400

600

800

1,000

1,200

2011 2012 2013 2014 2015

Fire Prevention and Inspection

Number of Plans Reviewed Fire Safety Inspections

397


• 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.

398

City of Thornton 60

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.

Street Preservation

• The percentage of streets in fair condition or better remained at 100 percent throughout 2015.

• Improved the road quality by adding road base and asphalt millings to the following unpaved roads:

o Holly Street from 144th Avenue to E-470

o 144th Avenue from Colorado Boulevard to Holly Street

• Completed the 2015 Street Rehabilitation Program:*

o Colorado Boulevard from north of Cottonwood Lakes Boulevard to 141st Avenue.

o Grant Street from Thornton Parkway South to 84th Avenue

o Ash Street from Cottonwood Lakes Boulevard to 129th Way

o Dorothy Boulevard from Thornton Parkway to Hoffman Way

o 95th Avenue/Hoffman Way from Washington Street to 88th Avenue

o 108th Avenue from Garfield Street east to Riverdale Road


Street MaintenanceStreets 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 27.0Pot Holes Repaired n/a n/a n/a n/a 7,397

Ice Jams Removed n/a n/a n/a n/a 59Winter Storm Events n/a n/a n/a n/a 24Citizen Survey: Ease of Driving in the City (very or some-what) n/a 86% n/a 81% n/a

97% 97%

100%

99%

100%

96%

96%

97%

97%

98%

98%

99%

99%

100%

100%

101%

2011 2012 2013 2014 2015

Streets in Fair Condition or Better

399


o Lafayette Street/High Street from 128th Avenue north to 131nd Circle

o Steele Street from 120th Avenue north to 121st 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.

400

City of Thornton 62

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.

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.

Community Outcome 17 2015 QI 2015 QII 2015 QIII 2015 QIV

Stormwater MaintenanceStormwater Channels Inspected (miles) 0.01 7.1 27.0 14.7 Street Debris Removed (tons) 294 529 693 1,017Stormwater Pipes Flushed (feet) 0 2,000 2,533 2,080Inlets and Grates Inspected 205 1,511 49 973Miles of Open Channels Inspected 0.1 9.9 15.1 0.0Detention Ponds Inspected 100 5 0 0

401


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.

402

City of Thornton 64

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.

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:

o Washington Street, between 83rd Drive and 104th 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.*


iWatch ProgramiWatch Meetings 37 33 21 9 6Cumulative iWatch Neighborhoods 15 16 16 18 19Traffic Calming Tools Installed 18 15 21 9 5

Multimodal TransportationMiles of New Bike Lanes Installed 0.0 4.0 5.8 6.0 3.3

403


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

• 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:

o Riverdale Park, located northeast of 128th Avenue and Holly Street


o Parkwood (South), located west of 94th Drive and Steele Street

• Existing iWatch Program Neighborhood Partners (not noted above):

o East 125th Avenue, Dexter Way to Eudora Street

o Glen Eagle Estates, located northwest of 128th Avenue and Riverdale Road

o Sundown at Skylake Ranch, located east of 119th Avenue and Holly Street

o Woodglen Meadows, located northeast of 124th Avenue and Colorado Boulevard

o Holly Point, located northwest of 117th Avenue and Holly Street

o Riverdale Heights, located northeast of 100th Avenue and Steele Street

15 16 16

18

19

18

15

21

9

5

0

5

10

15

20

25

2011 2012 2013 2014 2015

iWatch Program

Cumulative iWatch Neighborhoods Traffic Calming Tools Installed

404

City of Thornton 66

o Cherrywood Park (West), located north of 136th Avenue and Clayton Street

o Grange Creek (Southwest), located northeast of 108th Avenue and Colorado Boulevard

o Quebec Run (North), located northwest of Quebec Street and 132nd Place

o Quebec Run (South), located northwest of Quebec Street and 128th Avenue

o Terra Lago (Emerald Estates), located southwest of East 128th Avenue and Colorado Boulevard

o Homestead Hills, located northeast of 136th Avenue and Colorado Boulevard

o North Creek Farms, located east of State Highway 7 and 166th Avenue

o Sage Creek, located east of Holly Street and Holly Circle South


o Ivy Street, Holly Street to 138th 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:

o Colorado Boulevard from north of Cottonwood Lakes Boulevard to 141st Avenue

o Grant Street from Thornton Parkway South to 84th Avenue

o Dorothy Boulevard from Thornton Parkway to Hoffman Way

o 95th Avenue/Hoffman Way from Washington Street to 88th Avenue

o 108th Avenue from Garfield Street East to Riverdale Road

o Lafayette Street/High Street from 128th Avenue north to 131st Circle (N)

o Steele Street from 120th Avenue north to 121st 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.

405


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.

406

City of Thornton 68

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.

Ongoing Recycling Efforts

• 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.

• Collected 439 tons of recyclables from the community recycle drop-off centers. These drop-off centers provide convenient recycle disposal options throughout the community.

32,729 34,029 34,249 34,574

4,594 4,654 4,712 4,729

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

2012 2013 2014 2015

Environmental Services Tons

Waste Tons Collected Recycle Tons Collected


Curbside ServiceTotal Customers 25,919 26,623 26,919 27,060 27,317Recycle Customers (Carts) 22,321 23,017 23,509 23,771 24,086Percent of Recycle Customers (Carts) 86% 86% 87% 88% 88%Waste Tons Collected 32,344 32,729 34,029 34,249 34,574Recycle Tons Collected 4,601 4,594 4,654 4,712 4,729Total Tons Collected 36,945 37,323 38,683 38,961 39,303Diversion Rate* 12% 12% 12% 12% 12%Recycle Revenue $150,859 $165,397 $110,108 $60,994 $2,817

Special EventsDrop-off Site Recycle Tons* 495 470 502 425 439Bulk Item Collection (Tons) 1,587 1,778 1,864 1,954 1,858Household Hazardous Waste (Tons) 52 61 60 95 118Electronics (Tons) 13 12 19 40 23Citizen Survey: Satisfaction with Trash Collection (very or some-what) 96% 92% n/a 97% n/a

Citizen Survey: Satisfaction with Recycling Services (very or some-what) 90% 84% n/a 90% n/a

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.

407


• Recyclable materials collected at the Infrastructure Maintenance Center (IMC) included: 1,079 gallons of motor oil, 255 gallons of antifreeze, 110 gallons of cooking oil, 45 automotive batteries, 51 tons of scrap metal, and 29 used refrigerators. All collected items are processed for recycling by local companies.

• Received $9,222 through the State of Colorado’s Recycling Rebate Program, an incentive for offering recycling at the community drop-off sites.

• Presented five educational 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.

26,6

23

26,9

19

27,0

60

27,3

17

23,0

17

23,5

09

23,7

71

24,0

86

20,000

21,000

22,000

23,000

24,000

25,000

26,000

27,000

28,000

2012 2013 2014 2015

Environmental Services Customers

Total Customers Recycle Customers (Carts)

408

City of Thornton 70

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.


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 MaintenanceWater 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.

409


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.

• Completed the West Cooley Emergency Temporary Repair Project that was necessary due to additional flooding on the South Platte River that began on June 24, 2015.

• The City is developing a request for proposals to perform designs of the permanent repairs for the 2015 FEMA West Cooley Reservoir Project. The project would provide a permanent solution to flood control issues at the reservoir. The City applied and obtained additional funding from FEMA to 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.

22,1

17

32,1

19

30,5

24

28,9

84

63%

96%86%

81%

0%

20%

40%

60%

80%

100%

120%

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

2012 2013 2014 2015

Water Resources

Amount of Water in Reservoirs (Acre Feet)* Percent of Capacity of Water in Reservoirs

410

City of Thornton 72

• 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.

411


• 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.*

412

City of Thornton 74

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.

413


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.

414

City of Thornton 76

• 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.

415


97

8281

70

75

80

85

90

95

100

2012 2013 2014

Daily Residential Water Use Per Capita (Gallons)

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 conservation public service announcements to be viewed on Channel 8, YouTube, and ThorntonWater.com.

o Conducted an end-of-year campaign evaluation survey. Report of findings will be used for strategy development in future campaign cycles.

• Hosted Water Conservation Ambassador informational meetings that prepare volunteers to provide water conservation 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.

416

City of Thornton 78

• 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.

417


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.

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.

Community Outcome 21 2012 2013 2014 2015

Sanitary Sewer MaintenanceSanitary Sewer Backups 3 3 4 5Sewer Main Washing (Linear Feet) n/a n/a n/a 521,682Sewer Main Inspection - existing (Linear Feet) n/a n/a n/a 76,350Sewer Main Inspection - new (Linear Feet) n/a n/a n/a 52,564

418

City of Thornton 80

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.

419


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.

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.


WebsiteWebsite Views 2,145,086 2,452,880 2,615,607 2,295,131 2,036,896Unique Website Visitors 351,372 435,441 491,148 456,792 426,128

Thornton Connected*Website Hits 18,400 10,534 9,286 9,799 17,514Service Requests - Entered 2,018 3,408 7,345 10,058 13,540Percent Service Requests Closed in 5 Days 91% 88% 94% 95% 96%

Thornton Connected Survey ResultsEmployee 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 CommunicationSocial Media Following (Facebook and Twitter) n/a n/a n/a n/a 5,000/2,184On Demand Video Views n/a n/a n/a 7,663 9,653T-Alert Subscribers n/a n/a n/a n/a 8,797Citizen Survey: Satisfaction with Website (very or some-what) n/a 59% n/a 70% n/a

420

City of Thornton 82

Ongoing Social Media and Electronic Communications

• The Facebook page and Twitter account continue to increase their reach and popularity. The City currently has 5,000 Facebook “Likes” and 2,184 Twitter followers.

• The Communications Division launched its Nextdoor account in December of 2015 to increase communications efforts at a more granular neighborhood level and has experienced very positive feedback from residents.

• Residents who follow the social media accounts continue to receive updates 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.

2,45

2,88

0

2,61

5,60

7

2,29

5,13

1

2,03

6,89

6

435,

441

491,

148

456,

792

426,

128

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

2012 2013 2014 2015

Communication

Website Views Unique Website Visitors

421


• 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.

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.


Building MaintenanceEnergy Savings* $200,860 $159,226 $196,048 $206,278 $218,744Total Work Orders 6,741 6,774 7,030 5,989 4,597Note: 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.

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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.


BudgetPercent of General Fund Budget Expended* 97% 98% 96% 98% 99%

FinancePercent 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 $5.4MBond rating index - General Obligation (Moody's/Standards & Poor's) Aa2/AA Aa2/AA Aa2/AA Aa2/AA n/aTotal Outstanding Debt in All Funds (Principal in Millions) $136.5 $122.1 $108.2 $94.3 $107M

ITIT - 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 AdministrationVehicle Availability 97% 97% 98% 98% 97%Total Work Orders 8,197 7,672 8,231 8,520 2,037Percent of Work Orders Closed Within 3 Days 94% 94% 95% 96% 94%

Risk ManagementWorkers' Comp Injuries

Number of Claims 161 137 126 110 125Average Cost per Claim $5,355 $6,284 $12,203 $7,738 $4,453Experience Modification Factor* n/a n/a n/a n/a 0.79

Vehicle IncidentsNumber of Claims n/a n/a n/a n/a 4Average Cost per Claim n/a n/a n/a n/a $765

Property IncidentsNumber of Claims n/a n/a n/a n/a 1Average Cost per Claim n/a n/a n/a n/a $11,545

General and Police LiabilityNumber of Claims n/a n/a n/a n/a 43Average Cost per Claim n/a n/a n/a n/a $1,437

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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.

Human ResourcesTurnover rate 4.6% 6.4% 9.1% 8.8% 9.0%Number of Applications 7,884 11,404 16,394 13,107 13,506Number of Applications per Position Requisition 65 76 92 70 291Total Hours of Citywide In-house Training Attended 3,337 6,670 947 2,972 6,634Wellness Program Participation n/a n/a 214 272 311

ContractsTotal Solicitations 171 198 250 158 232

Purchasing

Number of Purchase Orders and Add-ons Awarded 1,795 1,871 739 1,454 1,506Number of P-Card Transactions 9,575 10,334 10,909 15,235 13,707Note: 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.

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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.

o This is the 24th 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).

o This is the 30th 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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2016 advance appendix

Documents