Finding the source of Westminster’s water debacle

There is a lot of rhetoric, questionable statements and misleading impressions from Westminster City officials and some elected officials on this whole water issue.

Two key points lead to the conclusion that all of this clutter could have been avoided. The water and sewage rates could have been lower and more bearable.

First, the city’s staff – and possibly the city’s consulting engineers – were too eager to create an overly aggressive capital improvement plan to tackle replacing existing utility infrastructure as well as expanding current capacity. Let us remember: “Rome was not built in a day”. Certainly, other parishes have not gone to as hard an effort to update pipes, equipment and water tanks as Westminster has.

In addition, the entire urban water system did not need all new water meters at once.

We should get a real assessment

I have been saying for months that the city should use an INDEPENDENT consulting firm of an outside engineer to evaluate the water and sanitation capital improvement plan so that city officials can regain some level of public confidence. The selected engineering office should not bear to derive a consulting business from the city.

In other words, this unbiased group of engineers would make a real assessment of what projects are needed, when they are needed, and the cost of maintaining reliable, high quality water and sewer systems.

Also, keep in mind that there is only 2.9% of the arable land left in the entire city of Westminster. This is based on less than a square mile of land (or approximately 640 acres) of the total of 34 square miles within the city limits. The need for increased capacity is in limited locations.

Bad mistake removing the original growth management plan

The other key factor is this huge expense on infrastructure projects like the new water treatment plant, which is driving up utility costs.

If Westminster had kept the original Growth Management Plan (GMP) in place, with or without the annual residential property competition, the city could have accelerated the amount and nature of new development each year without surpassing the capacity and reliability of the two systems. This would have avoided the “rush race” that has taken place with so many new apartment complexes and single-family homes.

The growth management plan has served the city well in strong economic times and downtime for more than 35 years. The key has always been how much NEW housing is allowed to flow into the process each year of what the city manages. In other words, how much of the remaining unpolluted water resources and capacity of the city’s sewage treatment plants should be allocated and used each year?

Contrary to previous statements by Mayor Atchison, the “throttling” of the new residential development has NOT and will NOT affect the non-residential development through the Westminster settlement. The story clearly speaks for itself: from 1976 to 2013, many successful non-residential projects were built. Do you remember Westminster Mall, Ball Office Campus, Westminster Market Place, the boardwalk, the shops on Walnut Creek and the Orchard Shopping Center?

Enough said!

Why weren’t the “unprecedented steering maneuvers” used earlier?

I find the recommendations from City Administrator Don Tripp and city officials to reduce the impact on increasing water and sewage rates quite fascinating.

Employees recommend using $ 11 million of the $ 17 million Interest Stabilization Fund money to change Westminster’s longstanding practice of issuing city bonds from 20-year payouts to 30-year payouts and utility companies’ aggressive capital improvement plans At the same time, the new $ 210 million water treatment facility will be retained for the near future.

Why were these so-called “unprecedented tax maneuvers” – as identified by the Westminster Window – not identified in 2018 when the Council voted on the sharp water price increases for 2019 and 2020? If these significant changes are relevant in spring 2021; They would have been just as relevant in the fall of 2018. You see, all this financial and political mess could have been avoided.

Always ask the why question

It’s always important to ask the “why” question.

What is City Manager Don Tripp’s motivation to develop and recommend these changes at this point in time? It is very simple: his further employment depends on a single vote.

The council approved his last employment contract 4-3, with Herb Atchison, Anita Seitz, Kathryn Skulley and Jon Voelz voting in support of Tripp.

Atchison expires this fall. So if Seitz fails her candidacy for mayor, or if Skulley or Voelz don’t keep their seats and DeMott is re-elected, the balance of power could very well switch to ending the resignation of City Managers.

This is no secret to those involved. The reduced increase in the amount of water to less than 4% in 2022 is one of the “rabbits pulled out of the hat” to maintain the status quo. Don’t think for a minute that lessening the impact of the 2022 rates was a benevolent gesture!

April is the month for the prevention of child abuse

CASA of Counties Adams and Broomfield wants us all to understand that this month is Child Abuse Prevention Month. Managing Director Lindsey Lierman encourages us to join this very rewarding program.

CASA, a non-profit organization, stands for Court Appointed Special Advocate. Sounds pretty important, doesn’t it? CASAs make a significant difference in the lives of teenagers who are victims of abuse and / or neglect. In 2020, there were over 34,000 child abuse and neglect investigations in Colorado. This should be unacceptable to all of us!

Making a difference one child at a time

The CASA volunteer, who undergoes thorough training, is assigned a child (along with any siblings) as the voice of the child or children in court. The judge overseeing such cases is highly dependent on the CASA for status reports on the child.

CASA volunteers spend time with the child, visit their homes, take the child on trips like McDonald’s, or play in the neighborhood park. You observe the family interaction. The child’s attitude and mood are noted and reported.

CASA and its volunteers promote an environment in which children feel safe and loved.

Aren’t you thinking of considering the possibility of becoming a child advocate, or helping the organization financially or otherwise? CASA Chairman Bob Grant reminds us that a better world will be realized with every child cared for and loved by his CASA attorney. Contact information is available at coloradocasa.org or by calling 303-623-5380.

Bill Christopher is a former Westminster City manager and RTD board member. His opinions are not necessarily those of the Colorado Community Media. You can contact him at [email protected].

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