city of thornton city manager’s office...gordie olson, fire chief stephen kelley, deputy fire...

CITY OF THORNTON CITY MANAGER’S OFFICE

6/11/20

A G E N D A Planning Session

https://thorntonco.zoom.us/j/92597293709 June 16, 2020

5:45 p.m.

I. CALL TO ORDER, REVIEW OF AGENDA, AND STAFF COMMENTS

II. BRIEFINGS

A. COVID-19 Update (Estimated 30 Minutes)

B. Presentation by E-470 Regarding Hazmat Route Analysis (Estimated 15 Minutes)

C. Designating the Voting Delegate for Colorado Municipal League and National League of Cities Annual Business Meetings (Estimated 15 Minutes)

D. Naturally Thornton: A Plan for Sustainable City Landscapes (Estimated 15 Minutes)

E. Update on the City’s Americans with Disabilities Act Efforts (Estimated 30 Minutes)

F. City Council Ad Hoc Committee (Estimated 30 Minutes)

III. COUNCIL DISCUSSION

https://thorntonco.zoom.us/j/92597293709

PLANNING SESSION COMMUNICATION Meeting Date:

June 2, 2020 Agenda Item: Agenda Location:

N/A Goal(s): Legal Review:

N/A 1st Reading 2nd Reading

Subject: COVID-19 Update

Recommended by: Kevin S. Woods Approved by: Kevin S. Woods Ordinance previously introduced by:

Presenter(s): Kevin Woods, City Manager

SYNOPSIS:

Staff will provide City Council with updates on the COVID-19 pandemic.

RECOMMENDATION:

This item is for informational purposes only.

BUDGET/STAFF IMPLICATIONS:

None.

ALTERNATIVES:

This item is for informational purposes only.

BACKGROUND (ANALYSIS/NEXT STEPS/HISTORY): (includes previous City Council action)

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• Governor’s Letter to CDC Director• Governor’s Update to Residents• Can Do Colorado Community Challenge• Latest Executive Orders

Incident Overview

Emergency Business Grant Program

183 Applications– Approved: 126– Under Evaluation: 22– Denied: 35

Funding Update

– Awarded: $944,861 of $1,500,000– Pending Requests: $193,045– Remaining: $362,094

118

74

16

12

6

22

0 20 40 60 80 100 120 140

Rent

Utilities

Insurance

Payroll

Inventory

Other

Use of Funds


June 16, 2020 Agenda Item:

Agenda Location:

N/A Goal(s):

Legal Review:

N/A ___ 1st Reading ___ 2nd Reading

Subject: COVID-19 Testing CARES Budget request

Recommended by: Gordie Olson GO Approved by: Kevin S. Woods KW Presenter(s): Gordie Olson, Fire Chief Stephen Kelley, Deputy Fire Chief

Ordinance previously introduced by:

____________________

SYNOPSIS: Thornton was named the recipient of $11.7 million in funds by Adams County, as a result of the Coronavirus Aid, Relief, and Economic Security Act (CARES Act). The Thornton Fire Department has been partnering with the State of Colorado to provide COVID-19 testing of patients, City of Thornton employees, and the public. Mass COVID-19 testing is being conducted by fire department personnel approximately three days per week with up to 300 tests conducted per day. The Thornton Fire Department is requesting $600,000 of CARES Act funding to support this COVID-19 testing. The funding includes software, telemedicine equipment, testing equipment, training, and personnel costs. Individual testing is conducted on an incident or event basis with the capabilities of this funding allowing mobile on-site testing for long term care facilities, vulnerable populations, immigrant and refugee populations, uninsured or underinsured adults and children, and emergency medical response patients as needed. RECOMMENDATION: The Thornton Fire Department is recommending the allocation of $600,000 of CARES Act funding to support COVID-19 testing in the community. The $600,000 will be allocated in the following manner:

Software to support COVID testing management $31,000 Equipment to support COVID fixed and mobile testing $70,000 Peripheral equipment for Telemedicine service delivery $66,000 Critical Care Paramedic Training for mobile service delivery $10,000 COVID testing analysis equipment for mobile testing and EMS patient care and testing $55,000 Public COVID mass testing: personnel (3 days/week) $300,000 Public COVID mass testing: supplies (3 days/week) $68,000 Total CARES ACT fund budget request $600,000

BUDGET/STAFF IMPLICATIONS: If approved, $600,000 will be used to support COVID-19 testing in the community from June through December.

PLANNING SESSION COMMUNICATION PAGE 2

ALTERNATIVES: 1. Support the allocation of $600,000 to the Fire Department to conduct COVID-19 testing. 2. Decline the allocation of $600,000 to the Fire Department to conduct COVID-19 testing.

BACKGROUND (ANALYSIS/NEXT STEPS/HISTORY): (includes previous City Council action) This budgetary allocation of CARES Act funding supports the direction of continued and enhanced community and employee testing for COVID-19 throughout the remainder of the summer and through 2020. Next steps include the planning and deployment of additional community based testing sites and enhanced employee COVID-19 testing with the implementation of new software and technology to support COVID-19 testing and telehealth initiatives.

COVID-19 TestingCity of Thornton Fire Department

• Mass testing• Hotspot testing• Long Term Care facility testing• Vulnerable population testing• Immigrant and refugee population testing• Uninsured and underinsured adult and children

testing• EMS 9-1-1 patient testing• Mobile integrated EMS and healthcare

CARES ACT Budget Request

June 16, 2020CARES Funds for COVID-19

Recovery

Purpose

• Present the concept for the Thornton Business Assistance Center (Alliance) for City Council’s approval

• $1,000,000 of CARES funding (estimated)

Alliance Thornton Business Assistance Center

An alliance of private, public and non-profit small business resource providers joined under one

roof to collaborate programming and services to creatively support and assist local businesses as

they learn how to re-establish their business operations to respond to the unprecedented

COVID-19 pandemic.

The AlliancePrimary Partners• North Metro Small Business Development Center (SBDC)• Mi Casa Resource CenterAdditional Partners to engage• Mile High United Way – United for Business• Adams County Workforce Center• Adams County Economic Development• Minority and women owned business providers• Colorado Procurement and Technical Assistance• Colorado Department of Transportation• Hispanic Chamber of Commerce

Alliance Thornton Business Assistance Center

Servicesin English and Spanish specifically designed to help businesses

recover from COVID-19• 1:1 Counseling• Technical assistance for accessing COVID-19 resources and services• Workshops related to COVID-19 recovery and sustainability• Liaison services to programs and COVID-19 regulations• Marketing and branding support to rebuild their network• Business site selection and local demographic data reports• Assistance with setting up a virtual office • Clean and controlled professional meeting and office space• Free Wi-Fi and use of technology and office equipment• Online and in person library of support for COVID-19

Thornton Pinnacle Center 550 E. Thornton Parkway (suite 170)

Start up and Operation CostsUp to $1,000,000 CARES Funds

Estimated costs:• Temporary Contracted Staff

• Partner contracts and programming and services• Startup costs, COVID related building modifications, and

monthly expenses • Rent, utilities, Office equipment, furniture, technology and

laptops for customer use, etc.• Additional programming contracts and services

Estimated Timeline• Council approval June 16, 2020

• Lease agreement and signature June 23, 2020

• Begin partner discussions and contract

negotiation June 17, 2020

• Renovations and equipment order July 1, 2020

• Signed contracts July 2020

• Center operating as quickly as possible

Questions?


June 16, 2020 Agenda Item:

Agenda Location:

N/A Goal(s):

Legal Review:


Subject: Presentation of Coronavirus Aid, Relief, and Economic Security Act Community Task Force Recommendation

Recommended by: Seve Ghose SG Approved by: Kevin S. Woods KW Ordinance previously introduced by:

____________________ Presenter(s): Jaylin Stotler, Community Connections Manager

SYNOPSIS: Staff will present the following recommendations from the CARES Act Community Task Force:

• Award Senior Hub with $328,790 to provide Thornton residents with necessary food via three different programs: material aid personal shopping, meal delivery, and Market Night fresh food box giveaways. Due to the COVID-19 public health crisis, vulnerable populations have been advised by health professionals to physically distance. These three programs aid in physical distancing while permitting households to receive healthy food options.

• Award $440,357 to four area mental health providers that, due to the COVID pandemic, have shifted in-person mental health services to telehealth services in order to address the mental health needs of Thornton residents.

RECOMMENDATION: The Task Force recommends the following organizations for funding:

Organization Name Recommended Amount FOOD Senior Hub $328,790 MENTAL HEALTH

Clinica Family Health $156,425 Community Reach Center $100,000 Regis Community Counseling Center $166,270 Richard Lambert Foundation $17,662 TOTAL $769,147 BUDGET/STAFF IMPLICATIONS: CARES Act funding will be used for this recommendation.


ALTERNATIVES: 1. Direct the Task Force to provide the funding to Senior Hub, Clinica Family Health, Community

Reach Center, Regis Community Counseling Center, and Richard Lambert Foundation as recommended.

2. Direct the Task Force to provide a different amount of funding to Senior Hub, Clinica Family Health, Community Reach Center, Regis Community Counseling Center, and Richard Lambert Foundation as recommended by Council.

BACKGROUND (ANALYSIS/NEXT STEPS/HISTORY): (includes previous City Council action) Senior Hub: Overview of Need Material Aid The Senior Hub will work with Thornton older adults (60+) with poor family support, limited mobility, and compromised health to provide monthly grocery and personal goods support. 80 older adults will be served weekly to encourage physical distancing for a vulnerable population during the COVID-19 pandemic, keeping them safer at home. Meal Delivery The Senior Hub currently provides 90 Thornton residents Volunteers of America (VOA) meals which, according to Senior Hub, often go uneaten due to poor taste and unmet dietary preferences. 45 percent of respondents in a recent survey said they do not eat all the weekly meals provided and 21 percent of respondents said that the meals are “poor quality.“ Replacing these meals with higher quality restaurant meals, that can better accommodate seniors’ dietary preferences, will increase the likelihood that seniors receive the nutrition they need to better combat illness. Purchasing meals from restaurants that have experienced lost revenue, as a result of temporary closure and reduced capacity by Governor’s order, helps Thornton businesses. Market Night In response to COVID-19, the Senior Hub launched Market Night, featuring fresh food box giveaways, with great success in Federal Heights. The Senior Hub would like to expand this event into Thornton, serving 300 families weekly. This outreach is critical during this time, as we know the community has faced job loss as evidenced by the 11.3 percent unemployment rate and a lack of availability of goods at neighboring food banks, as reported in a recent food bank survey and during the Adams County Food and Basic Essentials Task Force. Senior Hub: Funding Calculation Total Budget Amount: $328,790


Senior Hub City of Thornton -COVID 19 - Budget Proposal

Material Aid Meal Delivery-Restaurant

Market Night

General & Administration Expenses

$ 38,420.00 $ 175,210.00 $ 109,160.00

Salaries $ 21,200.00 $ 10,200.00 $ 11,800.00 Supplies -PPE $ 600.00 $ 600.00 $ 600.00 Mileage $ 1,620.00 $ 810.00 $ 210.00 Food / Personal Goods $ 15,000.00 $ 158,000.00 $ 93,600.00 Packaging-Containers $ 2,200.00 Volunteer Recognition Qtrly $ 350.00 Signage $ 750.00 RD Consultant $ 5,250.00

Marketing $ 700.00 $ 1,600.00 $ 3,700.00 Social Media $ 700.00 $ 700.00 $ 700.00 Print $ 3,000.00 Web/ Digital $ 900.00

TOTALS $ 39,120.00 $ 176,810.00 $ 112,860.00 Mental Health: Overview of Need The Center for Disease Control (CDC) reports: “The outbreak of coronavirus disease 2019 (COVID-19) may be stressful for people. Fear and anxiety about a disease can be overwhelming and cause strong emotions in adults and children.” The CDC goes on to emphasize how stress during an infectious disease outbreak can include fear and worry about your own health and the health of your loved ones, worsening of mental health conditions, and increased use of alcohol, tobacco, or other drugs. Due to the COVID-19 pandemic, local mental health providers have reconfigured traditional services for remote delivery.

Clinica Health Center Clinica Health Center is experiencing significant lost revenue, particularly with lost Medicaid reimbursement, due to severely curtailed in-clinic services, as a result of physical distancing due to COVID-19. Approximately $4 million in lost revenue was experienced in March and about 1/3 of the workforce has been furloughed as a result. The proposed funding would directly help to sustain vital behavioral health services.


Community Reach Center The stresses of social isolation, potential loss of income and loss of loved ones combine with the uneasiness of contracting COVID-19 to create a crisis environment and heightened need of professional help for community members. Some cannot afford this help. Funding will allow those without insurance to access necessary mental health services at no charge. Regis Center for Counseling and Family Therapy Reimbursement from the purchase of technology to make telemental health possible is requested in addition to funding for the upcoming fall season to both provide and enhance telemental health service delivery allowing for health expert recommended physical distancing during the COVID-19 pandemic. Richard Lambert Foundation This public health crisis has acutely increased grief and loss. At the same time, important rituals and rites connected to death and bereavement are disrupted and delayed by the demands of social and physical distancing. Teletherapy permits Richard Lambert Foundation to engage a population with necessary grief and loss therapy. Funding Recommendation and Calculation Clinica Health Center A total amount of $156,425 in funding is recommended for Clinica Family Health to provide a total of 1,607 mental health sessions to Thornton residents during a 5-month period.

• TOTAL: 1,607 sessions x $97.34 per session = $156,425 Community Reach Center A total amount of $100,000 in funding is recommended for Community Reach Center to provide 6 sessions of therapy to 125 clients.

• TOTAL: 125 Thornton residents X $800 for an episode of care (6 sessions) = $100,000

Regis Center for Counseling and Family Therapy A total amount of $166,270 in funding is recommended for the Regis Center for Counseling and Family Therapy to provide mental telehealth services to Thornton residents.

• Reimbursement of Costs to transition to telehealth: April direct mailer to Thornton residences: $1,700 Virtual cloud desktops annual subscription (March 2020 – March 2021):

$321.42 each x 14 graduate students/supervisors: $4,500 Zoom HIPAA accounts for March - April 2020:

$200 x 2 months x 65 accounts: $26,000 Total funds spent to-date due of COVID19: $32,200


• Anticipated costs to continue telehealth services at current level of access: Zoom HIPPA accounts for summer 2020 (May - August 2020):

$200 x 4 months x 54 accounts: $43,200 Marketing to Thornton residents (Summer – Fall 2020):

$2,000 x 2 (Direct Mailers): $4,000 Zoom HIPAA accounts for Fall 2020 (September - December 2020) =

$200.00 x 4 months x 75 accounts: $60,000 Total funds for Summer/Fall 2020: $107,200

• Costs for enhancing our telehealth services:

iPads to send home with clients: $329 x 30 iPads: $9,870

Speaker/ microphone sets for service providers and clients: $100 x 140 speaker/microphones: $14,000

Wi-Fi mobile hot spot to support access to telehealth: $50 X 60 Wi-Fi mobile hot spots: $3,000

Total funds for enhancing telehealth services: $26,870

• TOTAL: $166,270

Richard Lambert Foundation A total amount of $17,662 in funding is recommended for the Richard Lambert Foundation to provide 200 free mental health sessions at a value of $85 to Thornton residents.

One-on-one mental health visits: $85 per session x 200 individual sessions = $17,000 Teletherapy technology license: $16 x 6 months = $96 Monthly grief support group participation fee: $18 x 2 residents x 6 months = $216 Monthly widows/widowers support group participation fee: $14 x 2 residents x 6 months = $168 6 Week Workshop: $91 x 2 residents = $182

• TOTAL: $17,662

CARES ActCommunity Support Programs

Senior HubRecommendation

• Total Senior Hub Recommendation – $328,790– Material Aid Personal Shopping $39,120– Delicious Deliveries $176,810– Market Night $112,860

Mental Health Recommendation

• Total Telehealth Providers Recommendation – $440,357– Clinica Family Health $156,425 – Community Reach Center $100,000– Regis Center for Counseling and Family Therapy $166,270– Richard Lambert Foundation $17,662





Subject: Presentation by E-470 Regarding Hazmat Route Analysis

Recommended by: Jeff Coder JBC Approved by: Kevin S. Woods

Presenter(s): Jeff Coder, Deputy City Manager of City Development Gordie Olson, Fire Chief Kent Moorman, Regional Transportation Engineer Jon Larson, SEH Consultants, Senior Professional Engineer

Ordinance previously introduced by: ____________________

SYNOPSIS:

E-470 will be making a presentation on the E-470 Hazmat Route Analysis by E-470 Roadway Manager,Derek Slack, and SEH Consultant, Jon Larson.

E-470 staff is meeting with stakeholders to present the findings and answer questions regarding theHazardous Material (Hazmat) Route Analysis study prior to making a presentation to the E-470 Board.In Colorado, the Colorado State Patrol regulates the designation and maintenance of hazardous andnuclear materials transportation routes. E-470 is not considering designation as a nuclear materialroute, only as a hazmat route.

RECOMMENDATION:

For information purposes only.


None.

ALTERNATIVES:



• E-470 has been looking into becoming a hazmat route. Currently, I-25, I-76, I-270, I-70 east of I-270, and I-25 are designated hazardous and nuclear material routes. US 36, US 85, State Highway52, I-70 west of I-25, C-470, and US 285 west of C-470 are designated hazmat routes.

• Thornton understands designation of E-470 as a hazmat route may keep transports off local streetsor, at least, shorten the travel distance to locations within the City.

• Thornton currently has its hazmat equipment deployed to access I-25, as that is a designated route.

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E-470 HAZMAT ROUTE ANALYSIS

• Direction given by E-470 Board to perform a Hazmat Route Analysis

• Study follows State Procedural Directive 1903.1

• Performing the study does not commit the Authority to petition Colorado State Patrol to designate E-470 as a Hazmat Route

• Staff is meeting with select stake holders to present the findings and answer questions

2

CURRENT METRO AREA HAZMAT ROUTES

Designated Hazmat RouteDesignated Hazmat + Nuclear Route

E-470

Common Hazmat Generators:• Shopping

centers/supermarkets• Dry cleaners• Hardware stores• Auto repair shops• Hospitals • Oil/gas refineries (fuel ~80%)

TRAFFIC & SAFETY SUMMARY

HAZMAT ROUTE ANALYSIS

Category Metric FindingTraffic Volumes(2019)

E-470 compared to I-25, I-70, I-76, I-225 and US-85

E-470 has lowest % trucks and generally lower AADT1

compared to alternate routes

Safety Assessment(2012 – 2016)

E-470 crash rates compared to I-25, I-70, I-76, I-225 and US-85

E-470 has lowest crash rate2

Physical Condition of Route

Review of E-470’s Annual Certification and annual structural inspection reports

E-470’s bridges and pavement in excellent condition

Wetland impacts Document wetlands within one mile of E-470 2050 acres of wetlands

Environmental Justice

Fair treatment of all people regardless of race, income, national origin with respect to potential Hazmat Route designation

E-470’s EJ population per mile is less than I-25, I-70 & I-225 but higher than I-76 & US-85

School Districts Document schools within one mile of E-470 See map

EmergencyResponse and Medical Services

Document facilities within one mile of E-470 See map

Notes:1. I-76 & US-85 segments carry comparable daily traffic volumes (I-76: 40,000 – 43,000; US-85: 38,000; E-

470: 33,500 – 52,600)2. E-470 has average 4 crashes per mile per year compared to 18 – 88 for other corridors





Subject: Designating the Voting Delegate for Colorado Municipal League and National League of Cities Annual Business Meetings

Recommended by: Robb Kolstad Approved by: Kevin S. Woods Ordinance previously introduced by:

____________________ Presenter(s): Jon Whiting, Senior Management Analyst

SYNOPSIS:

Staff is requesting that Council designate the individual and alternate representatives for the Annual Business Meetings of the Colorado Municipal League (CML), on June 25, and the National League of Cities (NLC), on November 21. At both meetings, a designated representative for each municipality will vote on relevant issues for both organizations.

Per Council policy 4.3, the City Council will designate the individual and alternate, as appropriate, authorized to cast votes on behalf of the City at the CML and NLC Annual Business Meetings no later than the Council meeting prior to the Annual Business Meeting.

RECOMMENDATION:

Staff recommends Alternative No. 1, designate the individual and alternate representatives for the 2020 CML and NLC Annual Business Meetings.


None.

ALTERNATIVES:

1. Designate the individual and alternated representatives for the 2020 CML and NLC AnnualBusiness Meetings.

2. Do not designated representatives for the 2020 CML and NLC Annual Business Meetings.


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Designating the Voting Delegate for CML and NLC Annual

Business Meetings

1

Summary

• The CML Annual Business Meeting: June 25th

• NLC Annual Business Meeting: November 21st

• Municipalities vote on issues• Council policy 4.3: 1 designated representative

and 1 alternate





Subject: Naturally Thornton: A Plan for Sustainable City Landscapes

Recommended by: Seve Ghose and Brett Henry Approved by: Kevin S. Woods SG BEH

Presenter(s): Paul Burkholder, Superintendent of Parks, Golf, & Forestry Emily Hunt, Deputy Infrastructure Director

Ordinance previously introduced by: ____________________

SYNOPSIS:

The City has started implementing Naturally Thornton: A Plan for Sustainable City Landscapes (Plan), which will reduce irrigation and traditional maintenance (mowing and fertilizing) of certain turf areas in order to establish more sustainable and resilient parks and public landscapes in Thornton. The Plan will ensure that the limited resources of staff and water are being prioritized, and that the appropriate landscapes are utilized for the appropriate uses. A communication strategy has been implemented to inform the public about this Plan.

RECOMMENDATION:

For information only purposes only


• Reduction of approximately $350,000 per year Parks expenditures because of reduced irrigationand maintenance (mowing and fertilizing).

• Upon completion of the full plan, reduction of approximately $1,000,000 per year Parks expenditureson water.

• Upon completion of the full plan, a reduction of approximately $1,000,000 per year in water fundrevenue due to reduced irrigation.

• Increase of approximately $250,000 in expenditures over five years to transition Tier 3 landscapes.

ALTERNATIVES:



In 2020, service levels for turf maintenance at parks and other public spaces have been prioritized using a three-tier system:

• Tier 1: High-use turf areas, such as sport fields. No change in maintenance or irrigation. Customerswill not notice a change in levels of service in these areas.

• Tier 2: Passive turf areas. Reduced maintenance and irrigation. Customers may notice longer grassheights, occasional weeds, and intermittent turf stress in high temperatures.

• Tier 3: Passive turf areas. Minimal maintenance and no irrigation. Some of these areas will betransitioned to sustainable water-wise grasses and plants over the next three to five years. Thornton

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residents will be able to see the positive outcomes of attractive native and water-wise species that are better adapted to the Colorado environment. Prior to this transition, customers will likely see browning of turf, eventual die-off of turf, and weed growth.

A communication strategy has been implemented to inform the public of upcoming changes. This strategy includes a web page with a map application detailing the plan for each City park, social media posts, utility bill insert, newsletter communications, and on-site signage posted at each park. In addition, a demonstration of a Tier 3 transition to a Colorado-friendly landscape will be showcased so that residents can become familiar with the conversion. Colorado is experiencing continuing aridification, which is defined as the long-term transformation to an increasingly water-scarce environment. In addition, Colorado is prone to intermittent, mild to severe droughts. Efficient and prioritized use of water ensures that Thornton’s water system can withstand both the long-term stresses of aridification and intermittent droughts. Water efficiency is a key component of the City’s water security strategy because it improves the resiliency of the City’s water system. Water efficiency strategies ensure that water use can be managed and prioritized to meet critical needs first, and allow for discretionary uses of water when conditions allow. In 2019, Council adopted the Drought Management Plan, which prioritized water uses for the purpose of water demand management in times of water shortage. The priorities in the Plan are consistent with those defined in the Drought Management Plan. Irrigation of outdoor landscapes by the City, residents, and businesses comprises approximately 50 percent of the City’s annual water demand. The non-native turf grass that covers most City and private landscapes in Thornton requires four-times the amount of water that Thornton receives in natural rainfall. Community Services is the City’s largest water customer, using an average of 445,000,000 gallons a year, or seven percent of the total water supplied by the City, to irrigate approximately 635 acres of City parks and other public spaces. For over five years, the City has incentivized residential and commercial water customers to convert high water use turf to more Colorado-friendly landscapes. To date, over 63 customers have participated in these programs, converting over 30,000 square feet of turf to water-wise landscapes. Colorado-friendly landscapes reduce environmental impacts via reduced mowing, pesticide, and fertilizer applications. Colorado-friendly landscapes improved wildlife habitat by attracting pollinators, birds of prey, and other wildlife.

Naturally Thornton: Our H2Overhaul for Sustainable Landscapes

PurposeA briefing to Council to explain the longer-term transition plan to convert water- and maintenance- intensive turf to Colorado-friendly community landscapes.

Agenda1. Water Efficiency2. Three-Tier Rating System3. Tier 3 Conversion4. Implications5. Communication Strategy6. Next Steps

1

WHY? Demand Management Water Security• Aridification• Drought• Water efficiency projects are cost

effective investments• Colorado’s Water Plan prioritizes

municipal water efficiency

Water Efficiencies HOW?• ThorntonWater.com

– Customer focused programs: H2Overhaul, rebates, education, free services, home water reports

• Utility management – system audits, leak detection, Advanced

Metering Infrastructure• Landscape Code and Rules• Naturally Thornton - Our H2Overhaul

for Sustainable Landscapes

Three-tier System for Turf Maintenance• Tier 1: High-use turf areas, such as sport

fields. No change in maintenance or irrigation.

• Tier 2: Passive turf areas. Reduced maintenance and irrigation. Customers may notice longer grass heights, occasional weeds, and intermittent turf stress in high temperatures.

• Tier 3: Passive turf areas. Minimal maintenance and limited irrigation. Some of these areas will be transitioned to sustainable water-wise grasses and plants over the next three to five years.

Convert Low Use/Passive Turf to Native/Sustainable Landscapes

Process requires the chemical killing off of the current ground cover followed by seeding, watering, and weed control.

Convert Low Use/Passive Turf to Native/Sustainable Landscapes

The full process will take approximately three to five years at each site, depending on conditions.

Benefits Colorado-friendly

• Drought and climate resilient • Reduces energy use and

chemical applications• Improves wildlife habitat and

attracts pollinatorsImproved Water Security

• Prioritizes water uses• Reduces water demand

Maximize Parks Resources• Less resource intensive –

chemicals and mowing• Reduction in water bills

Lead by Example• Encourage water customers to

do the same

Communication Strategy

• Website: https://www.thorntonco.gov/thornton-parks/Pages/sustainable-parks.aspx

• Onsite signage• Social media• Utility bill insert• Newsletters• Video documentation of

transformations

https://www.thorntonco.gov/thornton-parks/Pages/sustainable-parks.aspx

Next Steps

1. Continue managing parks in 2020 using reduced resources

2. Continue implementing communication strategy3. Pilot Tier 3 conversion – 15-20 acres in 20204. Other Tier 3 conversions as resources allow

Questions?




N/A 1st Reading 2nd Reading

Subject: Update on the City’s Americans with Disabilities Act Efforts

Recommended by: Chris Molison CM Approved by: Kevin S. Woods KWOrdinance previously introduced by:

Presenter(s): Bill Rush, Director of Risk Management Brett Henry, Executive Director of Infrastructure

SYNOPSIS:

Staff will present the City’s strategic plan to address Americans with Disabilities Act (ADA) compliance, present and future.

RECOMMENDATION:

For informational purposes only.

BUDGET:

The first phase, known as the Conceptual ADA Transition Plan, is estimated to cost roughly $66,000. The Final ADA Transition Plan is expected to occur in 2021 and has not yet been budgeted.

ALTERNATIVES:



The City has hired Alfred Benesch and Company (Benesch), a national engineering firm, to assist with creating an ADA Transition Plan for the City. Benesch has put together a number of Transition Plans, including plans for several Denver-area cities (Wheat Ridge and Westminster) over the past several years.

The work involved in creating the Transition Plan will be divided into several parts. The first, which will begin this summer, will develop the framework and standards that the team will then use to formally evaluate the entire City. This will include:

• Identifying the City buildings, facilities, amenities, etc. that need to be looked at;• Reviewing City documents like the CIP Standards & Specifications, as well as, internal

policies like the Personnel Code and Administrative Directives;• Developing a classification and rating system to assist with next year’s evaluations;• Holding departmental meetings and interviews;• Holding public meetings and gaining input through a public survey; and• Developing a project website to house information regarding the project and post

announcements related to public meetings and surveys.

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PLANNING SESSION COMMUNICATION PAGE 2 In 2021, staff will work on the next phase of the project, which is where the bulk of the work will take place. This involves the team walking City buildings and facilities, examining playgrounds, walking trails and sidewalks, documenting identified ADA issues, recommending remedies for issues, estimating costs for remedies, and then putting together a list of priorities. This work is expected to be significant; by way of example, Arvada found over 9,000 issues that needed to be addressed; Larimer County over 13,000. Not all of the remedies will cost money. Some are as simple as changing a policy or practice. Some may involve adding signage or other information or instructions to assist people. Other things, however, can and will cost money, and so in the future, during the annual budget process, a list of recommendations for the more significant items would be brought forward for Council’s consideration. Smaller items costing little or no money could be handled throughout the year simply in communication with the City Manager.

In addition to the Transition Plan, there are a number of current efforts that staff is already coordinating. These include:

• Annual CIP Improvements such as Concrete Replacement, Ramp Replacement, and Hazard Mediation;

• Adaptive and Inclusive Recreation Programs; • An ADA Task Force made up of ten staff members from key operations focusing on mediating

current issues; and • An ADA Hotline advertised on the City’s homepage that can connect residents with staff

members.

Thornton ADA Strategic Plan6.16.20

Bill Rush

PurposeTo present the Thornton strategic plan to address ADA compliance, present and future.

Agenda

Phase I – Ongoing Projects & Actions

Phase II – Initial ADA Transition Plan (Planning)

Phase III – Final ADA Transition Plan (Assessment)

Phase IV – ADA Transition Plan (Implementation)

Phase I – Current Projects & Actions

• Concrete Replacement Program (Sidewalks) $151k

• Accessible ramp replacement/new detectable warnings on resurfaced streets ($65k to $365k)

• Separate one-time capital projects – 8 projects totaling $450k+

• Immediate hazard mediation (grinding/patching)

Phase I – Current Projects & Actions

• ADA Projects, Opportunities, & Priorities

• ADA Task Force - 10-member group of employees from Streets, Recreation, Building, Legal and Code actively and incrementally addressing current and ongoing deficiencies

• ADA “Hotline” – Contact information has always been on the City’s Webpage but has recently been moved to the Homepage for quicker access with more information

• City’s Adaptive & Inclusive Recreation Coordinator

Phase II – Initial ADA Transition PlanMarch – December 2020

• Have hired a company (Benesch) to develop the Thornton ADA Transition Plan.

• Initial/Conceptual ADA Transition Plan - Develop framework and standards for field evaluations including:• City Building/Facilities, Parks & Playgrounds, and

Public ROW• Engineering (CIP Standards & Specs), Program

(Recreation) & Development (Code) Evaluations• Community Outreach

Phase III – Final ADA Transition PlanJanuary – December 2021

• Final ADA Transition Plan

• Conduct field evaluations

• Practices, policies, & procedures

• Establish prioritized list of necessary ADA improvements

Phase IV – ADA Transition Plan Implementation2022 - XXX

• ADA Strategic Project List

• Task Force Assessment & Recommendations

• Annual Budget

• Consistent Repairs & Upgrades by Priority each year

Summary

9

• Phased & Systematic Approach to a Non-Negotiable City Necessity

• End state: Thornton – Safe and Accessible

• Semi-Annual Updates to City Council

Questions?

10





Subject: City Council Ad Hoc Committee

Recommended by: Robb Kolstad RK Approved by: Kevin S. Woods KW

Presenter(s): Robb Kolstad, Assistant City Manager Ordinance previously introduced by: ____________________

SYNOPSIS:

City Council has expressed interest in establishing an ad hoc committee focused on issues of equity. The City Charter prohibits standing committees, but ad hoc committees may be established by City Council pursuant to Section 2-87 of the City Code. Staff reviewed the initial concept for the ad hoc committee will provide information relevant to the proposal.

RECOMMENDATION:



None.

ALTERNATIVES:



City Charter and City Code

City Charter 4.15.(c):

There shall be no standing committees of the Council.

City Code Section 2-87:

The council may establish, by resolution, ad hoc committees to provide review and recommendations to the council on activities or projects when determined appropriate by council. An ad hoc committee shall have the duties assigned by the council and shall serve until such time as the council determines that the committee has completed its assigned duties or that no further committee review or recommendations are necessary.

Recent Ad Hoc Committees

F


City Council established three ad hoc committees in January 2017 focused on 1.) quality of life and public safety, 2.) transportation and utilities, and 3.) development and financial sustainability. The ad hoc committees reported out to the balance of City Council at the 2017 Strategic Planning Conference.

City Council established three ad hoc committees in June 2017 focused on 1.) education, 2.) housing, and 3.) Council training. The ad hoc committees reported out to the balance of City Council throughout the year and most committee work was completed by January 2018, with the education committee continuing to April 2018.

City Council established an ad hoc committee in February 2018 focused on campaign practices. The ad hoc committees was intended to report out in the third quarter of 2018 to provide recommendations to improve candidate guidelines. However, after an initial meeting the ad hoc committee determined that the current candidate guidelines were satisfactory.

City Council Ad Hoc Committee

City Council Planning SessionJune 16, 2020

Purpose and Agenda• Purpose:

– Provide background information on a potential City Council ad hoc committee focused on equity

• Agenda:– Ad Hoc Committee Background– Staff Recommendation

Ad Hoc Committee Background

• Charter and City Code– Charter 4.15(c): There shall be no standing committees of the

Council.– City Code Section 2-87: The council may establish, by resolution,

ad hoc committees to provide review and recommendations to the council on activities or projects when determined appropriate by council. An ad hoc committee shall have the duties assigned by the council and shall serve until such time as the council determines that the committee has completed its assigned duties or that no further committee review or recommendations are necessary.

• Recent Ad Hoc Committees

Ad Hoc Committee Staff Recommendation

• Communication– Recommend forming an ad hoc committee to review gaps in

communication, focused on technology, language, and disability access, and identify improvements to Council prior to 2021 Budget

• Complaints/Concerns– Recommend scheduling a staff briefing on the current Police Department

complaint process, prior to establishing the need for an ad hoc committee

• Connectivity– ADA: recommend that the current ADA Taskforce and Strategic Plan

efforts continue– Trail Connectivity: recommend review as part of Transportation Master

Plan and Parks and Open Space Master Plan– Public Transportation: recommend forming an ad hoc committee to

review public transportation services and report out findings to City Council prior to 2021 SPC

Discussion

city of thornton city manager’s office...gordie olson, fire chief stephen kelley, deputy fire...

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