Agenda Date: 04/28/2026
Subject:
Title
City Council Retreat Follow-up and Priorities Discussion
Body
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From: |
James L. Becklenberg, City Manager |
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Prepared by: |
James L. Becklenberg, City Manager |
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Mike Gent, Deputy City Manager |
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Presentations: |
City Manager’s Office and Respective Department Directors |
PURPOSE:
Following discussion about future City Council workplan priorities at the Council’s retreat on February 27-28 and at its study session on April 7, staff assessed the potential projects receiving majority Council interest for further discussion for considerations of workplan feasibility and potential timing. The purpose of this session is for the Council to review the staff assessment, discuss its priorities, and provide direction on future initiatives and relative priority.
LONG-TERM OUTCOME(S) SERVED:
High-Quality Governance, Safe Community, Vibrant Community with Rich Culture, Sustainable Community with Natural Beauty, and Robust and Resilient Economy
DISCUSSION:
At its retreat on February 27-28, and with additional discussion at the April 7 Council meeting, Council identified a number of policy topics or initiatives for future consideration for implementation. These topics are outlined below, with staff assessments regarding work required to advance the issue, resource considerations, impacts on existing workload, and timing feasibility given all other existing workplan responsibilities.
1) Neighborhood identity / Engagement strategy - The City Council suggested that the Next Generation Advisory Board could take the lead on a project to clarify neighborhood boundaries, cultivate identity (including neighborhood names), and establish points of contact in each neighborhood to help facilitate communication and engagement with residents. Staff shares this vision and aspires to achieve the associated goals. However, experience with these types of programs has taught that they require dedicated staff attention to create them and maintain them, given the technical nature of the task to establish them and the always-evolving nature of citizen liaisons, HOA boards, and management companies. If and when resources allow, staff would welcome the opportunity to work with the NGAB to develop the program envisioned.
Components of the work envisioned include:
• Updated Neighborhood/District Map: This would involve reviewing and redefining existing boundaries, coordinating with GIS staff, validating changes with internal departments and the community, and publishing updated digital and print maps. It would also require a process for ongoing updates as neighborhoods evolve.
• Updated HOA/Neighborhood Contact List: Creating and maintaining a comprehensive, accurate contact database would require outreach to HOAs and neighborhood groups, verification of leadership contacts, data management systems, and a plan for regular updates to keep information current.
• Neighborhood Liaison Program: Establishing a liaison program would involve defining roles, training staff or volunteers, creating communication protocols, and managing relationships across neighborhoods.
Staff has long envisioned a neighborhood services unit within the City. This unit would develop the type of neighborhood identity framework Council envisions. It would also foster greater connectivity within and among neighborhoods, potentially facilitating social events, clean-up events, household waste collection events. This type of unit could also manage small-scale grants for neighborhood capital improvements and household conservation efforts like water and electricity audits. This type of work unit could complement the efforts of others in the City and reinforce the social fabric of the community.
At this point, the City does not have resources to fund a neighborhood services work group. It would have to be prioritized as part of future annual budget processes. Should Council direct staff to advance the neighborhood identity and engagement initiative at this point or in 2027, it would significantly disrupt the program underway for 2026 and 2027. At present, Communications staff capacity for 2026 is fully allocated to existing priority projects and core service delivery.
In addition, a key priority for 2026 is establishing a strong, consistent community engagement program with a clear framework and processes to build relationships, improve communication, and support participation across the city. This foundational work is critical to successfully advancing several major initiatives already planned for 2026, including Blueprint Boulevard, the Transportation Master Plan, utility rate adjustment support, Main Street planning efforts, sustainability initiatives, waste diversion strategies, major facilities condition education, and others. Developing this engagement infrastructure will require significant staff focus and coordination.
To take on the proposed neighborhood initiatives would therefore require reprioritization. If accommodated within the current workplan, it would likely necessitate delaying, scaling back, or eliminating other planned efforts, particularly those involving community engagement, long-range planning, or program implementation. Given the scope of the proposed initiatives, they are not minor additions; they would represent a substantial shift in workload and focus.
Staff recommends future consideration of a Neighborhood Resources work group within the City and/or significant contract resources to advance the neighborhood identity and engagement goal.
2) Advancing consideration of reduced, default speed limits - Convincing evidence exists that lowering speed limits can reduce average travel speed and crashes in urban areas, however, results achieved depend on having sufficient enforcement and supporting public education and communications that reinforce the lower limit and enhance speeding deterrence. These efforts should be supported by physical changes to roadway design and operations to achieve speed limit credibility and compliance from a vast majority of road users. Staff has conducted significant research regarding the best practices of reducing the default speed limit including lessons learned from nearby jurisdictions. Should the City decide to implement a program to set default, lower speeds, the following work would be required:
Staff recommendation for long-term successful implementation of a lower, default speed limit policy is adopted include:
• A significant and coordinated public education and community awareness campaign addressing the reasons for reduced speed limits.
• Quick, simultaneous sign replacement estimated at $75,000 and nearly 700 of traffic operations staff hours if done with city staff, to as much as $150,000 if contracted out (please note that existing traffic operations staff time is fully programmed to assist with capital project completion, Safer Streets pilot project implementation, neighborhood traffic calming projects, and normal maintenance, repair, and replacement of existing infrastructure)
• Adding a new FTE in the police department to track warnings and citations, analyze speed and crash trends in residential areas, identify problem spots, and help respond to neighborhood complaints. Staff believe that enforcement is critical for longer-term credibility of a reduced, default speed limit program. This could be achieved without adding additional police officer FTE, but would require shifting existing resources away from enforcement on arterial roadways, where nearly all speed-influenced crashes take place, to neighborhood streets, where speed-induced crash rates are very low. To maintain existing enforcement, avoid shifting officers from patrol to traffic, which would lengthen call response time, and credibly enforce low speed limits in neighborhoods would require two additional police officer FTE, which could be considered for the 2027 budget.
• Adding/purchasing two speed trailers and additional handheld LIDAR units to measure speeds more efficiently across multiple locations
• Creation and adoption of a new policy and standard operating procedures for how and when speed limits are reviewed and changed moving forward to ensure consistency.
Options for advancing this initiative include:
Option 1: Accelerate consideration of default speed limits in neighborhoods in parallel with the ongoing TMP update process, but with discrete policy direction session for Council mid-way through the TMP process. Consideration of reduced, default speed limits is already planned in the scope for the Transportation Master Plan (TMP) underway this year. Under this options, staff would continue working through the transportation master plan (TMP) update process as currently scheduled in parallel with an accelerated citywide speed limit analysis and the community engagement process already planned as part of the TMP. In parallel with the middle phases of the ongoing TMP, Council could consider direction on the default, lower speed limit (without waiting for the results of the broader TMP) policy question in the first quarter of 2027, which would allow for infrastructure installation and community engagement in mid-2027. Enforcement could be launched with temporary staffing dedication and overtime funding in 2027, with a potential budget discussion about ongoing police resources for the 2028 budget year.
Option 2: Accelerate the reduction of the default speed limits as soon as practicable in 2026. Staff could proceed with the planning and policy work outlined above with a goal to have recommendations for the Council in late summer or 2026 with implementation in the field taking place during the late fall and winter of 2026, following procurement of signs and other necessary equipment.
The impacts of integrating this effort in 2026, given current workload range from delaying the TMP update process and its delivery timeline by approximately six months, to suspending the neighborhood traffic calming program to redirect resources and modify the program based on new eligibility thresholds, to reallocating police department resources as part of the education and enforcement of the new default speed limit away from traffic locations known to have higher incidence and severity of traffic accidents and illegal driving behavior to streets that have much lower risk of accident or traffic law violations currently.
Also, this work is not currently planned for the Communications Department team and would require significant reprioritization of work, likely de-prioritizing support for potential utility rate changes, major capital project support and potential ballot question communications and engagement, should this initiative move forward in 2026.
3) Ketring Lake long-term solutions - Since receiving direction from the Council to develop the Ketring Lake solutions as a project several months ago, staff completed a white paper about potential solutions focusing on effectiveness and feasibility (document attached). Next steps for this project include community engagement regarding preference and support for various options, then pursuit of grant funding for a specific design concept, the design, and finally construction.
The exploratory/white paper phase of this project has already been incorporated into the 2026 workplan. There is no funding identified for further action, and there is no existing capacity in the Communications Department workplan to assist. Ideally, this project would be developed and potentially managed in conjunction with partners with South Suburban Parks and Recreation District (SSPRD) Staff has tentatively scheduled a study session for September 2026 to provide an update on this project with more information on the partnership with SSPRD and considerations for community engagement plans and associated funding opportunities.
4) Single Stair Building code - Colorado House Bill 25-1273, commonly referred to as the Residential Building Stair Modernization Act, requires certain larger municipalities in Colorado to amend their building codes to permit a limited category of multifamily residential buildings to be constructed with a single exit stairway rather than the two exit stairways typically required by the International Building Code (IBC).
Under traditional building code provisions, residential buildings exceeding certain size and occupancy thresholds are required to provide two independent means of egress from each story. The redundancy is intended to ensure occupants have an alternate path of escape if one stair becomes compromised by fire, smoke, or structural damage. HB25-1273 directs jurisdictions with populations over 100,000 to allow certain smaller multifamily residential buildings to be constructed with only one interior exit stair, provided that additional safety features are incorporated. The law also establishes limitations on building height, unit count, and design features intended to mitigate the risks associated with having only a single stairway.
Although the legislation requires adoption only in larger cities, smaller jurisdictions may elect to adopt similar provisions voluntarily. Should the Council wish to consider adoption of building code provisions that would allow for single stair construction, pursuant to HB 25-1273 staff has identified three options that would balance expediency with thorough policy research and potential future adoption of similar code provisions into the National Fire Code.
Option 1: Building Code Amendment Without Land Use Implication Analysis (no planning staff support or supporting land use analysis)
The City Attorney and Building Division could amend the currently adopted building codes to include single stair provisions, along with additional fire and life safety requirements. This approach would rely heavily on the availability and capacity of the City Attorney’s Office for drafting and approval. Without input from the Planning Division, the City would not have sufficient information to determine whether appropriately zoned parcels exist to support this type of development. This option could likely be completed by June 2026.
Option 2: Building Code Amendment With Land Use Implication Analysis (Planning Team support)
The Building Division could amend the current codes to include single stair provisions, incorporating both enhanced fire and life safety requirements and Planning Division input regarding zoning applicability and land use considerations. This approach would necessarily follow completion of the Blueprint Boulevard Project (Littleton Boulevard Subarea Plan, anticipated mid-2027), to ensure availability of planner staff support capacity to inform the Council about potential implications of code changes in various zoning districts.
Option 3: Adoption Through the 2027 International Building Code
In late April 2026, the International Code Council will hold public hearings on proposed updates to the 2027 building codes. The ICC has invited Littleton’s Chief Building Official to participate and has offered to cover associated travel expenses. Single stair provisions are currently under consideration for inclusion in the 2027 code cycle. This represents the third proposal attempt, and based on prior revisions, there is a reasonable likelihood of adoption. Under this approach, the City would consider adoption of the 2027 codes in 2028, eliminating the need for local drafting and reducing demand on City resources.
Adopting single stair provisions as currently proposed presents notable life safety concerns. While proponents cite additional fire protection measures, there is limited substantiated evidence demonstrating that these measures adequately offset the reduction in egress redundancy. Redundant means of egress have been a foundational principle of modern building codes. The current proposal has been advanced primarily by development interests seeking to reduce construction costs and expand development feasibility, rather than through traditional code development channels led by code officials.
State Code Adoption Implications
An additional consideration is the timing of any action. Any adoption effort would occur after July 1, 2026, which triggers requirements for concurrent adoption of several state-mandated codes. If the City proceeds with single stair adoption outside the current adoption cycle, it would also be required to adopt:
• Colorado Model Low Energy and Carbon Code (HB22-1362)
• Updated Wildfire Resiliency Code (HB26-1334)
• Regional Building Codes for Factory Built Structures (SB25-002)
These codes are still under evaluation, with the goal of aligning them with the City’s next full code adoption cycle in 2028. Advancing adoption ahead of that timeline would place significant additional demands on existing staff resources.
Each option presents trade-offs between timing, resource allocation, policy alignment, and life safety considerations. Staff will continue to evaluate these factors and provide additional recommendations as needed.
5) Geneva Village project acceleration - Staff is hiring a broker/ advisor with expertise in redeveloping historic or challenging urban properties who regularly works to broker or develop projects like Geneva Village. The advisor would assist staff in developing a foundational study session, tentatively planned for August 11, 2026, that would educate the Council and foster discussion on the following topics:
• Likely reception of the market to redevelopment of a parcel with Geneva Village’s characteristics.
• Options for approach to the market that would optimize flexibility and creative development potential.
• The various roles the City could play in the project, ranging from developer to land seller, along with what effective partnerships could look like.
• The redevelopment process, including examples of other community’s projects.
• Council’s relative support, or alternative impressions, for the principles and land-uses outlined in the Urban Land Institute Technical Advisory Panel (TAP) process from the summer of 2025
• A discussion of potential process, costs, and associated benefits of accelerating demolition of buildings not envisioned for use as part of a redevelopment process. At this point, without bids, the cost of demolition is estimated to cost at least $500,000, due to the number of structures and hazardous materials involved. This funding is not budget in 2026, but could be appropriated from General Fund fund balance, with commensurate addition to the City’s operating gap, should Council wish to proceed directly to property demolition.
Subsequent steps in the redevelopment process would involve significant community engagement to develop a detailed vision for the project that aligns community goals with site opportunities (comparable in scale to project downtown). Then, an RFQ/RFP could be developed for a development partner, who could move into design of the project. Land entitlements and financing (depending on the City’s role in the project) would follow. The final phase would be construction.
Redevelopment projects like this usually take 5-10 years to complete. Since the City’s decision in September 2023 to move forward with relocation of former residents and redevelopment of the site, this project has been managed from the City Manager’s Office without dedicated staff capacity. There is no budget established for consulting and/or community engagement work. Without additional project manager and consulting capacity, staff would not be able to begin project planning, in earnest, until 2028, following the completion of the Main St. Improvement project, the Belleview Service Center replacement project, and the Blueprint Boulevard projects. With an additional project manager FTE and a budget for consulting, the process could accelerate in 2027 with project planning and community engagement leading to City Council decisions and commencement of design in 2028.
6) Potential for municipal election alignment with general elections - Staff has scheduled a study session for August 25, 2026, to hear Council’s direction on potential changes to the City’s campaign and election rules. The City Clerk will prepare information about potential advantages and disadvantages of aligning municipal elections with general elections for consideration at this study session.
BACKGROUND:
At its retreat on February 27-28, the City Council spent significant time reviewing its existing workplan for 2026 (attached). The workplan contains many major projects advancing the Horizon 2027 Strategic Plan and is funded by the 2026 budget. The revenue forecast for the General Fund anticipates significant growth attributable to new revenues in 2027 and 2028, but based on relatively conservative planning, the City faces an annual revenue shortfall for funding General Fund services of approximately $2 million, even in the later years of the forecast that will have to be closed wit either improved revenue performance or budget reductions. Therefore, staff cautions that direction to program new initiatives, especially those with significant staff or consulting costs, will widen the projected budget gap that will have to be addressed in 2027 and 2028.
Prior Actions or Discussions
The city council held their annual retreat on February 27 and 28 with a continuation of the 2026 council retreat workplan discussion occurring during the April 7 regular meeting.
FISCAL IMPACTS:
Variable, depending on initiatives selected for further planning.
STAFF RECOMMENDATION:
N/A
ALTERNATIVES:
N/A