2021-2022 Revised Biennial Operating and Capital Budget by City of Arvada

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2021-2022 Revised Biennial Operating and Capital Budget

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2021-2022 Revised Biennial Operating and Capital Budget

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2021-2022 Revised Biennial Operating and Capital Budget

Table of Contents Overview City Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 GFOA Distinguished Budget Presentation Award . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Budget Transmittal Letter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9-19 Council Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-44 Community Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45-46 Legal Requirements and Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47-54 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55-59 Revenue and Expenditure Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61-100 Ten-Year Assumptions and Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101-129 Work Systems Section Community and Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131-136 Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137-147 Organizational and Service Effectivness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149-158 Safe Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159-166 Vibrant Community and Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167-172 Capital Improvement Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173-277 Debt Obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279-283 Additional Information 2022 Pay Plan Position and Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285-306 2022 Budget Adoption Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307 2022 Capital Improvement Adoption Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 308 2022 Pay Plan Adoption Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 309 Mill Levy Ordinance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310 2022 Appropriating Funds Fiscal Year Ordinance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311-312 Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313-318

Cover Design: Special Thanks To:

Jenna Belec, Executive Assistant Bryan Archer, Director of Finance Lisa Yagi, Assistant Finance Director Debra Nielson, Controller Sheena Freve, Budget Analyst Chris Kelly, Budget Analyst Jenna Belec, Executive Assistant Steve Milke, Bun Heng, Print Shop 5

2021-2022 Revised Biennial Operating and Capital Budget

Mayor and City Council

Marc Williams Mayor (Term expires 2023)

Bob Fifer Councilmember At-Large (Term expires 2023)

Lisa Smith Councilmember At-Large (Term expires 2025)

Lauren Simpson Councilmember District 2 (Term expires 2023)

Randy Moorman Councilmember District 1 (Term expires 2025)

John Marriott Councilmember District 3 (Term expires 2025)

David Jones Councilmember District 4 (Term expires 2023)

Click here for more information about City Council

CITY MANAGER AND KEY STAFF

City Manager Mark G. Deven Deputy City Manager Lorie Gillis Municipal Judge Kathryn Kurtz City Attorney Rachel Morris Community and Economic Development Director of Community and Economic Development Ryan Stachelski Infrastructure Director of Public Works Don Wick Director of Utilities Sharon Israel Organizational and Service Effectiveness Director of Finance Bryan Archer Director of Human Resources Linda Haley Chief Information Officer Craig Poley City Clerk Kristen Rush Safe Community Chief of Police Link Strate Vibrant Community and Neighborhoods Director of Vibrant Communities Gordon Reusink

2021-2022 Revised Biennial Operating and Capital Budget

ORGANIZATION CHART

2021-2022 Revised Biennial Operating and Capital Budget

GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget Presentation Award PRESENTED TO

City of Arvada Colorado

For the Biennium Beginning

January 01, 2021

Executive Director

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Arvada for its Biennial Budget for the fiscal years 20192020. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The City of Arvada has received this Distinguished Budget Presentation Award for the past 26 years!

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021

December 31, 2021 Members of City Council City of Arvada 8101 Ralston Road Arvada, Colorado 80002 Members of City Council and the Arvada Community: Transmitted with this letter is the City of Arvada’s Approved 2022 Biennial Operating and Capital Budget Update. As required by City Council Policy No. 300.4, Arvada Budget and Fiscal Policy, our team must develop a Biennial Operating and Capital Budget, which is to be presented within the FOCUS Arvada framework for consideration by the City Council. Each Biennial Operating and Capital Budget is presented in late August/early September and Council approval must be completed per state law by October 31 of the even-numbered year prior to the odd-numbered year the budget is implemented. Council approval authorizes expenditure authority for only one year. Our team must develop and present a revised budget for the second year, which the Council will consider and approve in the same manner in order to authorize expenditures for the second year of the Biennial Operating and Capital Budget. The City Council approved the 2022 Biennial Operating and Capital Budget Update on October 18, 2021. The Approved 2022 Budget remains connected to the FOCUS Arvada framework, which provides the foundation for accomplishing the Council Strategic Results and other key results identified by each of the five work systems through the Strategic Planning process. This framework utilizes the following elements: • Work Systems that align to the Priority Areas that are defined in the City Council Strategic Plan; • Principles defined as high level strategies that form our business model and serve as pillars of excellence; • Strategic Results defined as specific and measurable objectives directed by the City Council that provide guidance in supporting priorities and organizational transformation; • Milestones defined as significant events or important achievements that indicate change or progress toward a strategic result; and • Performance Measures that utilize the Specific, Measurable, Achievable, Relevant and TimeBased (SMART) goal framework to help focus our efforts and ability to achieve the identified targets. The FOCUS Arvada framework defines the performance management process that creates alignment between the City Council Strategic Plan and the day-to-day work accomplished by Arvada team members. Specifically, performance management implemented through the FOCUS Arvada framework seeks to: • • • •

Connect City Council Strategic Results to individual performance goals; Drive decisions and change used to inform budgets, set priorities and allocate resources; Hold all City team members accountable for achieving results; and Define value and transparency. 9

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 As stated herein, the work implemented by the City team is organized into five work systems that align to the Priority Areas, which are defined in the City Council Strategic Plan. The following information describes the purpose of each work system and lists their associated lines of business: The purpose statement of the Community and Economic Development Work System is: Arvada’s future prosperity and quality of life will be significantly influenced by the City’s ability to ensure that development meets design values and standards, safety requirements, infrastructure needs, and supports the local economy to implement the community’s vision. Associated lines of business include Building, Economic Development, Development Review and Long Range Planning. The purpose of the Infrastructure Work System is: The community depends on a well maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community. Associated lines of business include Engineering, Facilities Management, Fleet Services, Flood Control, Geo Data, Street Infrastructure, Utility Customer Information Services, Wastewater Collection and Disposal, and Drinking Water. The purpose of the Organizational and Service Effectiveness Work System is: The community depends on a well-managed, fiscally responsible City government to guide the organization in a manner that enhances quality of life. Performance based management practices, sustainable levels of resource use, efficient application of technology, a high performing workforce, and legal and ethical compliance will ensure the long term credibility and effectiveness of City government. Associated lines of business include Business Systems, City Attorney, Community and Civic Engagement, Compensation, Benefits and Wellness, Employment, Fair and Open Government, Revenue, Accounting and Financial Analysis, Service Excellence, Economic Vitality and Infrastructure, Strategic Partnership, Technology Infrastructure and Operations, Technology and Project Management Services, and Workforce and Strategic Partnerships. The purpose of the Safe Community Work System is: Community based policing, connected neighbors, engaged local businesses, supportive community institutions, and a fair and impartial justice system, all working together, ensures that Arvada is a safe place to live, work, play and stay. Associated lines of business include the Judicial Branch (Municipal Court), and Field Services and Operations within the Police Department. The purpose of the Vibrant Communities and Neighborhood Works System is: A vibrant community is engaged in civic life, the arts and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations and participate with local government to ensure responsiveness to changing needs and resulting in Arvada being the preferred place to live, work, play and stay. Associated lines of business include Parks, Golf, Housing Preservation and Resources, and Sustainable and Vibrant Community. With full alignment of our work with the City Council Strategic Plan, implementation of a business model 10

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 that defines high-level strategies for the completion of our work and performance measures that informs our progress and achievements, we will continue to honor our commitment to the following statement: “The City desires to continue its efforts to achieve and maintain service excellence by building a Customer-Focused and Results-Driven organization.” With this commitment in mind, this letter summarizes the Approved 2022 Budget and presents a summary of the budget and the updated 2021-2030 Ten-Year Financial Plan. Background The City Council approved the 2021-2022 Biennial Operating and Capital Budget on October 19, 2020. This approval authorized expenditures of $247,918,870 for 2021 as described in the budget document. On April 19, 2021, the City Council approved an additional appropriation of $41,750,220, which consisted of $32,554,929 in carryover items primarily associated with continuing capital projects, $550,000 in one-time items primarily associated with unforeseen expenses, and $8,645,291 in new requests primarily associated with capital projects and service level issues that emerged following final approval of the 2021-2022 Biennial Operating and Capital Budget. The additional appropriation was funded through a combination of unexpended funds approved as part of the 2020 Budget, actual 2020 revenues collected over the original estimates and additional transfers from reserves in various City funds. The additional appropriation was completed in a manner that maintained our fully balanced ten-year financial models, and allocated resources to programs and projects aligned to the City Council’s direction as defined by the Strategic Plan and other relevant policy documents. The additional appropriation authorized expenditures of $289,669,090 for 2021. In addition to presenting the ordinance that amended the 2021 Budget during the April 19, 2021 City Council meeting, the Finance team presented the 2020 Fourth Quarter Financial Report, which summarized the City’s financial condition through the end of a year that started with the closures of businesses and other emergency actions associated with the COVID-19 pandemic. As the emergency measures were implemented, the City team and the City Council faced the uncertainty of economic impacts to Arvada, the Denver Metro region, Colorado and the United States. The 2020 Fourth Quarter Financial Report and year-end summary of the City’s financial condition demonstrated the resiliency of the Arvada economy and the remarkable support provided to the community through the collaboration of an array of resources. These resources included the business community, non-profit organizations, regional local government agencies and the City of Arvada government. The City Council and the City team collaborated to navigate this crisis in a manner that demonstrated our resilience, tested our financial resources and empowered our organization and community partners to “Dream Big” by implementing steps to help our community partners address the challenges associated with the pandemic. As reported by Director of Finance Bryan Archer in association with the 2020 Fourth Quarter Financial Report, total 2020 revenues ended the year positive as nearly all categories exceeded the original budgeted estimates. Total expenditures were within budgeted levels and over $9.4 million of Coronavirus Aid, Relief and Economic Security (CARES) Act funds helped to support City operations or were distributed to businesses, neighbors in need, non-profit partner agencies and others who the City collaborated with to mitigate the impacts of the pandemic. Despite the impacts of the COVID-19 pandemic, the City of Arvada 11

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 persevered as demonstrated by the following performance metrics: • Completed patching, milling, overlay and concrete work on 89.5 miles of local roads at a cost of $13.5 million; • Processed over 41,500 sales tax returns from 7,660 businesses that produced over $67 million in total sales tax revenue; and • Issued 285 building permits which generated over $6 million in building revenue. There were a few indicators of the negative impacts of the COVID-19 pandemic, including the significant increase in unemployment, which rose to 7.8%, and the fact that two of the City’s fifteen funds failed to meet the Council approved fund balance goals identified in the Budget and Fiscal Policy. While acknowledging these facts, the financial condition of the City was much better than expected. The City’s positive financial performance in 2020 carried over into 2021. As presented by Mr. Archer during the August 16, 2021 City Council meeting, which summarized the City’s mid-year financial report, the collected sales tax revenue was 22.6% over the amount estimated for the 2021 budget with all major categories trending positive. Collections for auto use and general use tax were up over 30% and 36%, respectively, compared to the amounts estimated within the 2021 budget. These results showed that the majority of our General Fund revenues were significantly exceeding our projections by approximately $16 million in 2021 compared to the estimates developed October, 2020. The 2021 actual revenue enabled the Finance team to reevaluate the General Fund Ten-Year Model. Given a two-year trend of positive sales and use tax revenues, and continuation of a resilient local economy, the Finance team revised the baseline revenue assumptions and developed updated ten-year projections. While these projections remain conservative in terms of annual growth assumptions through 2030, resetting the base assumptions added approximately $102 million to the General Fund Ten-Year Model. The assumption of the additional funds allowed the Leadership team to propose increased expenditures for the updated 2022 Budget that were not considered the previous year and address certain unmet needs that have been identified as high priorities. Examples include the unfunded mandate associated with body worn cameras imposed by the Police Integrity and Accountability Act (Senate Bill 20-217), and enhancements to our Information Technology Department that will support the City’s continued reliance on technology platforms in order to safely, securely and efficiently support City operations. In addition to addressing unfunded mandates and unmet needs, the Leadership team also reviewed the reductions approved in the 2021-2022 Biennial Operating Budget to determine the impact of restoring all or some of the reductions. As an example, the approved 2021-2022 Budget included a compensation freeze wherein there would be no salary increases for all City team members. In April, 2021, step increases were restored in response to the City’s financial performance in 2020 as described herein. As the City’s positive financial trends carried over into 2021, market range adjustments were restored last September, which allowed all team members to receive compensation increases. The operating reductions of approximately 3% for nearly all line items were reviewed and many were restored within the Approved 2022 Budget. Finally, the compensation freeze proposed for implementation in 2024 has been eliminated within the updated Ten-Year Model for all funds. Maintaining competitive compensation packages as required by our Total Compensation Philosophy is critical given the current retention challenges impacting the organization. 12

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 It is important to note that the City Council expressed support for the compensation increases described above as we consulted with all of you prior to moving forward with this decision. The Council recognized the work our team completed during the last two years. Throughout 2021, our community, City Council and City team have endured the continuing impacts of the COVID-19 pandemic, and the losses of Officer Gordon Beesley and Park Maintenance Worker Joseph Herrin. Our team has implemented major strategic initiatives such as waste hauling, the bond-funded capital projects and our commitment to address homelessness on a regional level. Our actions, supported by the improved financial condition of our organization and community compared to the condition forecasted last year, continues to emphasize the following priorities that formed our response to the pandemic beginning in March 2020: • •

•

People First – We will endeavor to maintain public service levels and avoid significant impacts to our entire City team, including furloughs, compensation reductions and layoffs. Compliance with the City Council Budget and Fiscal Policy –We will develop our two-year budget, updated second-year budget and ten-year financial models in compliance with Council policy, including meeting minimum reserve fund balances for every year of the ten-year (20212030) period, align expenditure priorities to the City Council Strategic Plan and continue strategic investments by funding capital projects. Internal Service Funds – We will maintain our projected contributions into Internal Service funds, including facilities, vehicles, technology and insurance.

Therefore, the Approved 2022 Budget update restores most of the reductions approved within the 2021 Budget and addresses several unfunded mandates and unmet needs that are critical to empowering the City team to meet our mission. Our Leadership team collaborated to review the priorities described herein and proposes a responsible budget that is responsive to the needs and priorities identified by the City Council and the community. Presentation of the Budget Document The Approved 2022 Budget begins with the City Council Strategic Plan as the foundational document that guides the allocation of resources. Inclusion of the Strategic Plan is intended to emphasize the strategic focus associated with the allocation of resources in a manner that is consistent with Council and community priorities. The Community Profile provides a description of Arvada and summarizes the key demographics and characteristics of the community. The next section summarizes the Legal Requirements and a high-level summary of the Budget Process. This section includes an explanation of the fund structure, financial management standards/policies and relevant state laws, including TABOR. The Introduction section summarizes the connection of the budget to the FOCUS Arvada framework and the City Council Strategic Plan. This section also includes an overview of the national and local economies, and the impacts of both on City revenue sources. Analysis of these impacts generates revenue and expenditure assumptions that are used to develop the 2021-2022 budget and the Ten-Year Financial Models for each of the City’s major funds. The Ten-Year Financial Models are the foundation of our Ten-Year Financial Plan, which is a key requirement of the City Council Budget and Fiscal Policy. Minimum fund balance goals which must be maintained for each year of the Ten-Year Plan are summarized for each of the major funds. By meeting or exceeding the fund balance goal for each fund over the 13

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 course of the ten-year planning horizon, the City is able to meet present and future financial challenges. The Revenue and Expenditure Summary begins on page 61 and defines each of the City’s major funds, including the General Fund, Internal Service Funds and Enterprise Funds. This section provides an overview of each fund by summarizing revenues, expenditures and changes to the fund balance for 2022. The Fund Highlights summary presents a brief description of the activity within each fund and related changes to the fund balance. Major differences between the 2021 Budget and the 2022 Budget are also summarized and include the following items: • The total 2022 budget for all funds is $262,859,447 with $239,572,877 in revenues; • Health insurance savings generated by no increase to the City health insurance program for the second consecutive year; • A total of 27 additional positions to meet several impacts associated with a wide range of issues, including the unfunded mandate to implement body worn cameras, update and secure technology platforms, timely completion of the bond-funded capital projects, support for Utilities operations and capital projects, and assist the City Manager and Deputy City Manager with the leadership of the City organization; • Long-term funding for the four police officer positions, which are partially funded by a Federal COPS grant that will end in 2024 in order to address the increasing demand for police services; • Other additions that will support operations, including an additional $125,000 allocated to snow and ice control, $175,000 to improve pavement markings, $101,000 to increase City Hall security, and $30,000 to complete sub-area planning; and • Utility rate increases of 3% for water plus a $2 per month service fee and 3% for wastewater plus a $1 per month service fee in order to meet increased service costs and future capital replacement needs. The charts beginning on page 67 present a detailed summary of the changes to the Approved 2022 Budget, including new positions, increased operating expenditures and other expenditure increases. Presentation of the Ten-Year Financial Models begins on page 101, which summarizes financial assumptions for all funds, including for personnel expenses such as market based compensation increases, benefits costs and transfers into Internal Service funds. More specific assumptions for each of the City’s major funds are presented prior to the actual tables showing the projected revenues and expenditures for each fund. Please note that two pages are required to show the projections for each year of the Ten-Year Models, 2021-2030. All of the City’s major funds are balanced for each year of the Ten-Year Financial Planning period and therefore are in compliance with the City Council Budget and Fiscal Policy with the exception of the Golf Fund and the Solid Waste Fund. Please note the following comments regarding these funds. The Golf Fund was impacted significantly by the facility closure associated with the COVID-19 pandemic last year. Since that time, golf rounds have recovered and exceeded projections throughout 2021. The Pro Shop is also performing well. In general, golf operations are meeting or exceeding expectations each month. Unfortunately, restaurant operations at West Woods and Lake Arbor, while improving, are not meeting the expectations that were set when the decision was made to improve the West Woods Clubhouse. While the actual project was a success from a facility improvement standpoint, the burden associated with the annual $400,000 debt service payment which financed the improvements have not been met by 14

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 the revenue generated from restaurant operations. As a result, the Golf Fund is not in compliance with the fund balance reserve goals established by the Budget and Fiscal Policy and is upside down through 2029. It is important to note that the Finance and Golf teams worked very hard to bring the Golf Fund into compliance with the Budget and Fiscal Policy in 2030. Nonetheless, and in recognition of the continuing challenge associated with this enterprise fund, it is recommended that the City Management, Finance and the Vibrant Community and Neighborhoods teams collaborate to explore options to transition the restaurant operation to a qualified private sector operator. The Solid Waste Fund is a new fund that was established to implement the City’s organized waste hauling and recycling program in 2021. Two new utility technician positions are charged to this fund as well as the costs necessary to implement this new initiative, including the purchase of carts for the estimated 25,000 households. Internal borrowing from the Water Fund reserves will be used to stand up the Solid Waste Fund. This fund is expected to repay the Water Fund and meet the City Council Budget and Fiscal Policy requirements within five years. The Work Systems section begins on page 131 with the Community and Economic Development Work System. This section provides additional revenue and expenditure details as well as the Strategic Results that are included within the City Council Strategic Plan for each work system. The Work Systems section is intended to illustrate the relationship of each work system to the Strategic Plan, demonstrate value and show transparency. Milestones and performance measures are included to help tell the story. Council and community members will be able to review this information and determine the performance measures that are meeting or exceeding the target, just under the target or not meeting the target. Capital Improvement Projects (CIPs) are presented beginning on page 173. The CIPs are presented within the major functional areas of General Administration, Transportation, Facilities, Parks, Golf, Water, Wastewater and Stormwater. Consistent with the Council Budget and Fiscal Policy and focus on longterm planning, the CIPs are projected over a long-term planning horizon through 2030. All capital projects that require ongoing expenditures following completion include an estimate of Operations and Maintenance (O&M) costs that are allocated from the Ten-Year Financial Models of the appropriate fund. The CIPs section summarizes the City’s focus on Taking Lasting Care (TLC) and implementing the priorities and projects identified by the Citizens Capital Improvement Project Committee (CCIPC), which was formed in 2015 at the direction of the City Council. This section also summarizes Strategic Results included in the 2020-2025 City Council Strategic Plan that determine funding priorities within the 20212030 Capital Improvement Plan. The CIPs section also presents a summary of continuing capital projects, all projects currently funded in the Ten-Year Financial Model, and a detailed description of the funding and expenditures for the 2022 projects. All funded projects demonstrate alignment with the Strategic Plan, including the related strategic priority area and associated strategic principle. Over $507 million is committed to CIPs through 2030. Please note the following limited list of high-priority projects is highlighted below as a sample of the more than 70 projects scheduled for completion or implementation in 2022, and each is explained in more detail within the CIPs Section: • Ralston Road Reconstruction, Phase II • W. 72nd Avenue and UPRR Grade Separation • Traffic Signal Replacement 15

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 • • • • • • •

W. 58th and Ward Intersection Improvements Annual Street Maintenance Asphalt and Concrete Replacement Gold Strike Park Playground Equipment Replacement Lake Arbor and West Woods Golf Course Improvements Denver Water Moffat Project Various Water System Replacement\North Trunk Sewer Line Lake Arbor Dredging and Shoreline Stabilization

The CIPs section also includes a list of over $708 million in un-prioritized projects. These projects include W. 72nd Avenue improvements – Simms to Indiana ($33 million), Indiana Street widening, W. 64th to W. 86th ($42 million), Gibbs West Community Park ($29 million), Trail Gaps ($50 million), Lake Arbor USGA Recommended Improvements ($550,000), Ralston Creek Flood Prevention Improvements ($28.5 million) and Ralston Water Treatment Plan Storage Plant Tank Expansion ($32 million). Additional projects will be added in future years related to the Americans with Disabilities Act (ADA) improvements with an estimated price tag of over $220 million. Please also remember that we are approximately $8 million to $10 million underfunded in our annual asphalt and concrete replacement street maintenance program. As we evaluate project and program priorities, we must account for continuous revaluation of the un-prioritized projects described in the CIPs section. A summary of Debt Service Obligations is presented beginning on page 279. This section summarizes the City’s long-term debt obligations, reviews state laws that regulate debt obligations and presents the City’s bond ratings. Debt service requirements for all outstanding long-term debt obligations are summarized for Council and community review. This of course includes the Series 2019 Sales and Use Tax Revenue Bonds that are funding the Ralston Road Phase II and W. 72nd - Kipling to Simms projects. The Pay Plan Schedules section presents a summary of changes to the City positions within each Work System. The summary starts on page 285 with 27 titles for the added positions and continues with changes due to new titles or reclassifications for existing positions. The title and reclassification changes are primarily associated with changes in job requirements and/or positions that take on new duties. Updating the pay plan is an important component within the City’s Total Compensation Philosophy wherein we strive to be an employer of choice within the Denver/Boulder region that attracts and retains highly talented and engaged employees. The Pay Plan Schedules section also includes the total number of positions listed by fund, department and position, and the changes between 2020 Actual, 2021 Revised and the 2022 Approved budgets. The final section of the budget is the Glossary of Terms, which is provided to assist those unfamiliar with budgeting terms and includes a few terms specific to the Arvada financial planning process. Future Challenges As we present the Approved 2022 Budget, the City organization is facing a critical shortage of team members in certain work units. The current shortage is most apparent in the Police Department, which is down by 28 sworn positions as of the date of this letter. The reasons associated with these vacancies vary from person to person. In some situations, the pandemic has caused some of our team members to reevaluate priorities associated with family and/or career interests and many have decided that public service is no longer appealing. This condition is not restricted to just Arvada or just public service. Professional sectors and employers across the entire 16

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 economy are facing a shortage of highly qualified, talented and committed team members. All employers are scrambling to implement retention and recruitment strategies to address the current talent shortage. Within the public safety sector, the retention and recruitment issues are even more critical. The current national narrative regarding policing, decriminalization of certain offenses, inability to admit offenders into the Jefferson County Jail, and the recent loss of a highly valued and respected colleague seem to be driving most of the decisions to leave. The Police command team and City leadership have been working on enhancements to the compensation package and other initiatives as retention strategies for our current Police team. We briefed the City Council regarding the status of our work on September 20, 2021 and plan to update the Council again in early 2022. As a group and as individuals, each of you have expressed your concerns for our Police team members and encouraged City management to take the steps necessary to retain officers. Our decisions to implement the market range adjustments and timing of the risk pay bonuses were, in part, our response to your encouragement. The Ten-Year Financial Models proposed herein allocate significant financial resources to address unmet needs and current challenges and to restore reductions that were approved for 2021. As stated previously herein, this includes the compensation freezes that were planned for 2024. Please note that this restoration is viewed as a retention strategy for all of our team members. Our General Fund Ten-Year Model does show approximately $4 million above the minimum fund balance amount that is not allocated in 2030. As we consider the retention of our team members and significant vacancies within the Police Department, we should also consider the strategic application of these funds to address this need. Please note that the Leadership Team will seek to engage the City Council in discussions regarding this matter in March or April. Use of One-Time Funds for Strategic Opportunities Over the last several years, the City has collected revenues that exceeded budgeted estimates while managing expenditures at or below budgeted levels. This result occurred as the regional and local economy generated building and sales tax revenue during the historic economic expansion that began in 2012 and continued through 2019. The growth economy allowed the City to generate surplus funds, which the Council considered for a supplemental allocation in order to fund strategic opportunities the following year. Examples of funded strategic opportunities include the Transit Hub, Olde Town Improvements, Ralston Road Phase I and contributions to the Street Maintenance Fund. There will be additional one-time funds generated from the higher than expected revenues generated in 2021 and we will certainly engage the City Council in discussions regarding the application of these funds. In addition, the availability of the ARPA funds also presents an opportunity to pursue strategic priorities. Other funds that may be available for strategic priorities include payments associated with the opioid settlement negotiated by the Colorado Attorney General’s Office. As noted above, we have often applied these funds to strategic infrastructure projects. These projects must remain on the list for consideration as we continue to face deficits in the area of street maintenance and improvements necessary to make our building and public infrastructure more accessible. We are also engaged on a regional level to address homelessness that is impacting Jefferson County and the entire Denver Metro Area. The ARPA funds allow recipients to allocate funds to address homelessness. The impacts of this issue are comprehensive and impact nearly all work systems within our 17

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021 organization. Homeless individuals are no longer confined to the Olde Town area as residents within neighborhoods are reporting more encounters. Many of our residents believe the Police Department should conduct sweeps and arrest homeless individuals so they can be incarcerated in the Jefferson County Jail. That is impractical for many reasons; including the fact we must have a legal basis for arresting them and the Jail will not admit homeless individuals charged with minor offenses in order to control the transmission of COVID-19. While we certainly will arrest individuals who are committing an offense, we also need to carefully consider the opportunity for longer term solutions that may be available through the ARPA funds and regional collaboration. Concluding Comments As stated previously in this letter, the City of Arvada has faced the realities, challenges and impacts of a worldwide pandemic. The City Council and the Leadership team have met these challenges while continuing to provide local government services and offer assistance and support to the Arvada community in a manner that has demonstrated our resilience. Our local economy has fared remarkably well through the nearly two years of the COVID-19 pandemic and enabled the City to address unmet needs, unfunded mandates and other challenges. The Approved 2022 Budget presents a responsible and responsive financial plan to meet these challenges. The addition of Federal CARES Act and ARPA funds lessened the City’s financial burden and helped to improve our financial position as we prepared the 2022 budget. Therefore, we are proud and fortunate to present the City Council and the Arvada community the Approved 2022 Budget and updated Ten-Year Financial Model that meets the priorities established by our Leadership team when we began the budget development process last April. Specifically, the Approved 2022 Budget funds all core government services at the present levels; retains all team members; restores compensation increases consistent with our Total Compensation Philosophy; funds strategic investments in capital projects; and continues projected contributions into internal service funds to support capital assets such as technology, vehicles and facilities, and to mitigate risk. In closing, I want to thank the Leadership team for their amazing collaboration and teamwork in developing this Budget. This team worked diligently to overcome the challenges and uncertainty associated with the pandemic, continue City operations, advance strategic initiatives and complete projects. They collaborated across work systems and with their department teams in order to identify the strategies to meet the many and varied challenges. In addition, our Finance team developed excellent revenue and expenditure projections, reviewed and validated proposed expenditures, and presented alternatives for the Leadership team to consider as we finalized the allocation of $262,859,447 in public resources. In service to the Arvada community, through adversity and with resilience, we will continue to “Dream Big and Deliver!” Respectfully submitted,

Mark G. Deven City Manager

2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021

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2020-2021 Revised Biennial Operating and Capital Budget Members of City Council September 10, 2021

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Council Strategic Plan

City Council Strategic Plan 2020 - 2025

We Dream Big and Deliver 21

Adopted by Resolution R21-095

Council Strategic Plan

CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 STRATEGIC PLANNING PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 COMMUNITY PROFILE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 GUIDING THEMES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 VISION, MISSION AND VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 CHALLENGES and ADVANTAGES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27-28 Safe Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-31 Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32-35 Community and Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-37 Vibrant Community and Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38-39 Organizational and Service Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40-42 TERMINOLOGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Click here to learn more about FOCUS 22

Council Strategic Plan

INTRODUCTION In 2013, the Arvada City Council developed the first comprehensive citywide strategic plan which was adopted by Resolution. The City Council Strategic Plan (CCSP) is the guiding document that lays the foundation for meeting current and future community needs, integrates the Biennial Operating and the Capital Improvement Budgets, and subsequently drives daily operations within the City. The CCSP identifies key operational objectives, prioritizes change initiatives, and addresses resource allocation . The CCSP has a six-year time horizon, bolstered by an annual iterative review considering shorter-term adjustments, and a 10-year outlook to incorporate long-range initiatives reflected in the financial plan. The CCSP is developed by the City Council using the strategic planning process in collaboration with the City leadership team and is reviewed on an annual basis as part of City Council strategic planning retreat with a focus on strategic results. The retreat provides a forum for in-depth discussion of strategic results progress which can either confirm the current approach or modify existing plans based on review findings. Additionally, every other year following a City Council election, a comprehensive review of all strategic results is conducted to determine whether updates, additions, or deletions are needed. The scheduling of the comprehensive review following Council election is intended to provide new Councilmembers an opportunity to influence the re-setting of priorities and a platform for agility with the potential of re-prioritization of change initiatives and identification of potential larger transformational change opportunities. In 2019, City Council and the Leadership Team began discussions for the creation of the 2020-2025 CCSP. This document builds upon the original strategic foundation and includes cycles of learning which led to the creation of a fifth priority area. The five priority areas now include Safe Community, Infrastructure, Community and Economic Development, Vibrant Community and Neighborhoods, and Organizational and Service Effectiveness. Principles and milestones were also incorporated in 2019 to provide clear alignment and progress points toward the successful completion of strategic results. The City monitors progress using an integrated performance management system called FOCUS, which aligns performance-based budgeting, strategic planning, strategic results, priorities, milestones, performance measures, and individual workforce goals to clearly define what the City needs to accomplish over a six-year timeframe. The CCSP guides FOCUS to prioritize services and programs for the community by concentrating on the value to, and experience of, the customer, and by measuring, evaluating, and reporting performance. Progress toward the achievement of strategic results is reviewed, discussed, and shared on a quarterly basis with the community, workforce, and City Council.

Council Strategic Plan

STRATEGIC PLANNING PROCESS In May of each year the City Council and Leadership Team participate in a Strategic Planning Retreat. City team members are responsible for facilitating the retreat utilizing the STRATOP framework. Steps in the process are as follows: Perspective - Where are we now? The City Council and Leadership review and update the framework of the history of the City of Arvada. We do this through identifying, updating and then profiling the turning points of the City. Understanding our story answers the question, “How did we get to where we are now?” This helps the City Council and Leadership Team continuously update our story and capture insights and learnings invaluable to perspective and planning. Focusing on this perspective ensures we capture the relevant impact and insight of each turn on strategic, operational, and financial categories. The other important aspect of this step is focusing on turning point learnings. By doing so, we gain valuable insight into how we got to where we are. Planning - Where are we headed? The City Council and Leadership Team dedicate time during the Strategic Retreat, to “Dream Big and Deliver’’, and explore what The City of Arvada will be 5 and 10 years in the future. The teams identify strategic drivers to accomplish the mission of the City, projecting a future model for the community. The teams infuse the viewpoints and requirements of our primary customers gained through the biennial Customer Survey, Speak Up Arvada and Ask Arvada. Action - What is important now? The City Council and Leadership Team come to consensus on what is important to focus resources on in order to move towards their strategic vision. This work informs new Strategic Results. The information is infused into the budget process, as all requests for resources must be tied to a strategic result, principle or performance measure. Management - How are we doing? All elements of the strategic planning process are captured live time in ClearPoint. Leadership Team members review strategic results, action initiative plans and performance measures on a monthly basis at the Leadership Team Retreat. Renewal - What must change? At the conclusion of each year, a Strategic Plan Progress Report is presented to the City Council for review and feedback. Feedback gained is gathered and used to prepare for the next City Council Strategic Retreat.

Click here to learn more about the Community Survey 24

Council Strategic Plan

COMMUNITY PROFILE Arvada is a beautiful first-ring suburb of Denver, the Mile High City. Arvada retains its small-town feel even with its estimated population of 120,000. Established in 1870, Arvada enjoys a rich history, quiet tree-lined neighborhoods, and a robust mix of parks, trails, and open space. Arvada’s strong civic leadership balances quality of life with an understanding and support of business and economic development. The City has been recognized for customer focused excellence, societal responsibility, performance management, and visionary leadership. Arvada spans 39 square miles. Three proximate interstate highways provide easy access to the larger metropolitan region and Denver International Airport. Arvada hosts three G Line transit stops which are a part of the metropolitan FasTracks commuter rail system providing direct access to downtown Denver and Denver International Airport. An extraordinary trail system links with Denver trails on the east and the foothills of the Rocky Mountains to the west, punctuated with thousands of acres of parks and open spaces. Arvada’s Historic Olde Town provides an eclectic shopping and dining experience along with farmers markets and festivals. Arvada’s low crime rate, superb quality of life, organized neighborhoods, diverse economic base, and highly-educated workforce have helped shape our community into one of the most attractive and competitive cities in the Centennial State.

GUIDING THEMES Input from the community gathered through Speak Up Arvada and City Council helps to identify major themes for the CCSP. These themes describe an Arvada that: • Provides a full range of municipal services to its residents; one that engages effectively and allocates sufficient resources to meet the growing and changing needs of our community. • Prioritizes quality of life, which is defined by connected, safe neighborhoods where we care for our neighbors and enjoy access to an incredible network of parks, trails, and open space. • Supports a safe, effective, and efficient transportation system, including access to the greater metropolitan area, transit opportunities, and improved connectivity to our many recreational assets. • Embraces small town traditions to achieve an inclusive, prosperous, and resilient community of neighborhoods where quality housing is attainable to all.

Council Strategic Plan

VISION, MISSION AND VALUES From 2015 to 2016, the City engaged in a cultural transformation initiative, using extensive internal and external input, in order to redefine its Vision, Mission, and Values. The City’s revised VMV was created through a collaborative process with representatives from all work systems and workforce levels. The City’s Values directly support and reinforce the City’s Vision, Mission, and core competencies. In July of each year, the workforce celebrates and re-confirms their commitment to the VMV. Vision We dream BIG and DELIVER. Mission We are dedicated to delivering superior services to enhance the lives of everyone in our community. Values Innovation - We excel in creativity, flexibility and the use of best practices while valuing diverse backgrounds, ideas and perspectives. Passion - We are a high performing, inclusive team inspiring each other to pursue excellence. Opportunity - We value our diversity, embrace possibilities, face challenges, persevere and take action to deliver quality results.

Council Strategic Plan

CHALLENGES AND ADVANTAGES The CCSP is the result of the integration of data gathered from City Council, community input and all work systems generating strategically relevant information to identify organizational challenges and opportunities. The City must continue to learn and adapt in order to address current challenges while leveraging existing advantages. Work System

Challenges

Advantages

National narrative on policing.

Safe Community

Tragic loss of an officer.

Supportive community

Recruitment and retention of officers.

Strong leadership in the Police Department and Municipal Court.

Implementation of body worn camera State mandate. Increase in homelessness.

Maintaining national accreditation.

Need for virtual court appearances during the pandemic.

Judicial focus on restorative justice.

Expanding service area Execution of bond projects.

Infrastructure

Community and Economic Development

Aging roads and utility assets.

Completion of Master Plans.

Funding required for asset maintenance and replacement.

Progress on long-term water needs.

Cost and availability of labor and materials.

Comprehensive road condition analysis.

Expanding service area.

Implementation of organized waste hauling. Opportunities for community engagement.

Approaching full buildout with focus shifting to redevelopment and infill. Finding a balance between new development and established neighborhoods.

Interdisciplinary development review process. Focus on infrastructure planning. Dedication to long-range land use.

Council Strategic Plan

CHALLENGES AND ADVANTAGES (continued) Work System

Challenges

Advantages

Effect of climate change on outdoor assets. Lack of affordable housing. Vibrant Community and Neighborhoods

Land available for acquisition. Community partnerships associated with recreation programming, facility use and reinvestment.

Resident and community support for parks, trails and open space. Collaboration for affordable housing options. Regional focus on addressing homelessness.

Expanding service area. Financial stability through the pandemic. Recruitment and retention of employees. Organizational and Service Effectiveness

Heightened focus on cyber security. Transitioning to and from remote work during the COVID pandemic. Increasing workloads

Focus on building organizational capacity. 2020 Top Workplace recognition. Enhancing technology infrastructure. Flexible work schedule and location options. Successful transition of leadership within the legal team.

City organization and Community

Lacking trust of government at all levels.

Stable community.

Navigating the COVID pandemic.

Engaged residents.

Economic resiliency.

Increased options for Recovering from tragic events. participation in City government Encountering controversial policy Olde Town pedestrian decisions. improvements.

Council Strategic Plan

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Council Strategic Plan

Safe Community Community-based policing, connected neighbors, engaged local businesses, supportive community institutions, and a fair and impartial justice system, all working together, to ensure Arvada is a safe place to live, work, play, and stay.

Principles To support a safe community, the City of Arvada: • Achieves and maintains the gold standard in public safety by meeting and exceeding standards set forth through the Commission of Accreditation for Law Enforcement Agencies (CALEA) to assist with the designation of one of the safest communities in Colorado. • Provides customized police services making the community feel safe and secure, including proper investigation, appropriate case filings, and crime scene investigation, resulting in an increased likelihood of identifying and prosecuting those responsible for committing crimes. • Ensures the Police Department has appropriate staffing levels; communication, information, financial management support; and leadership services to achieve strategic and operational results, including maintaining a well-informed community. • Applies inspection, enforcement, community support, and neighborhood engagement services to residents, businesses, and neighborhood partners in order to preserve safety, compliance, stability, and appearance of neighborhoods through collaborative partnerships and achievement of long-term neighborhood goals. • Provides administrative, business, communication, and investigative services to members of the community and the Police Department with a commitment to Respect, Dedication, and Responsibility. • Provides an independent, fair, and impartial justice system that efficiently processes the court docket, renders fair and just decisions, and holds all stakeholders accountable.

Council Strategic Plan

Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.

Principles To support infrastructure, the City of Arvada: • Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city build-out, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems. • Offers services focused on safe and environmentally-efficient City facilities and fleet vehicles to ensure the most efficient and maximum usage of valued assets. • Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community. • Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion. • Applies cost-effective and timely engineering design, geographic information, effective construction practices, and established standards and specifications to align public infrastructure priorities with community growth and redevelopment needs. • Provides computer-aided drafting, design services, special analysis, GIS applications, and enterprise system integration for the workforce to better visualize spatial relationships for informed decisions, while maintaining and/or replacing infrastructure and accommodating new construction projects. • Enforces the federal Clean Water Act, Safe Drinking Water Act, and Endangered Species Act through best practices for stormwater runoff protecting water quality in rivers and streams, watershed health, and groundwater as a drinking water resource.

Council Strategic Plan

Community and Economic Development Arvada’s future prosperity and quality of life will be significantly influenced by the City’s ability to ensure that development meets safety requirements, design values and standards, infrastructure needs, and supports the local economy to implement the community’s vision.

Principles To support community and economic development, the City of Arvada: • Uses the Comprehensive Plan to guide planning, land use code decisions, development management, and informational and resource services that are delivered to residents, businesses, the development community, decision-making bodies, and neighborhood partners to achieve a well-planned, aligned, sustainable, and livable community for current and future generations. • Ensures the alignment of all City Master Plans providing an aligned and integrated approach to the achievement of strategic and operational targets. • Applies a high-performing development review process that maintains the community’s standards for safety, vision, and quality design which ensures a quality and timely review for the developer. • Supports the community’s vision by cultivating an environment that attracts and retains private-sector investment, a talented workforce, and an engaged business community. • Maintains and protects the health, safety, and welfare of the public by ensuring safe buildings in the community, while providing excellent customer service.

Council Strategic Plan

Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.

Principles To support a vibrant community and neighborhoods, the City of Arvada: • Provides meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing both Arvada’s small town traditions and history and changing to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors • Improves access to quality housing that is affordable to a broad range of income levels and provides resources, housing, and neighborhood assistance services to Arvada residents, neighborhoods, property owners, and stakeholders. • Provides specialized programs, environmental education and resource conservation services to residents so they can carefully use and preserve resources and save money. • Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors. • Operates sustainable premier golf programs and facilities focusing on exceptional service and value to the community with the conservation of natural environment under economically sound and socially responsible management. • Plans and hosts conferences and events, concessions, and centralized culinary services, focusing on exceptional service and value to businesses, groups, and individuals through an economically sound and socially-responsible management, ensuring customers can have an enjoyable, memorable, productive, and personalized event experience.

Council Strategic Plan

Organizational and Service Effectiveness The community depends on a well-managed, fiscally-responsible and transparent City government to guide the organization in a manner that enhances quality of life. Performance-based management practices, sustainable levels of resource use, efficient application of technology, a high-performing workforce, and legal and ethical compliance will ensure the long-term credibility and effectiveness of the City government.

Principles To support organizational and service effectiveness, the City of Arvada: • Provides leadership, policy and guidance, communication, and engagement services to City Council, the community, and the organization utilizing a values-driven organizational culture, ethical behavior, and transparency to the community to maintain public trust. • Provides legal services to the City Council, Boards and Commissions, and all work systems, so they can enforce the law, avoid, or mitigate risks associated with City operations and protect the legal interests of the City. • Maintains appropriate staffing levels, collaborative communications, information technology and financial management support, as well as, leadership services to all work systems to achieve strategic and operational results. • Provides a well-managed, fiscally responsible government that operates effectively and efficiently while identifying revenue requirements to sustain current service levels and achieve future requested levels of service. • Leverages technology, and benchmarks to guide decisions, improve results, enhance service delivery, and maintain the highest level of data security in support of City effectiveness, now and into the future. • Provides multiple information platforms and data to the community to support its ability to engage in community governance, exercise civic responsibility, and easily access and share public information. • Fosters a top workplace environment that attracts and retains a highly engaged, inclusive workforce and fosters a culture of wellness, safety, cycles of learning and performance excellence. • Supports a resilient workforce and community that are able to withstand stresses and shocks, while maintaining essential functions and recovering quickly, effectively, and equitably.

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Council Strategic Plan

TERMINOLOGY Principle [P] – Principles are high-level business strategies that form our business model and serve as pillars of excellence. They are broad in scope and apply to all areas within the City organization and provide standards for how we do business in order to successfully support City Council priorities. They promote working collaboratively in a deliberate strategic direction. Strategic Result [SR]– A specific and measurable objective directed by City Council providing guidance in supporting priorities and organizational transformation. Strategic results are a statement of a desired end-state and are measurable and explicitly defined using outcome language. They provide guidance to organizational transformation. Milestone [M]– A significant event or important achievement that indicates change or progress toward a strategic result. Milestones signal anchors and serve as visible indicators of progress toward achievement of a strategic result. Performance Measure [PM]– Using SMART goal framework, performance measures are specific, measureable, achievable, realistic, and timely. Performance measures help focus efforts and ability to achieve targets. All strategic performance measures are directly aligned with a strategic result and all operational performance measures align with one or more principles. STRATOP – A strategic planning framework and process emphasizing perspective first helps us close the gap between the City Council’s vision and our day-to-day work.

2021-2022 Revised Biennial Operating and Capital Budget

COMMUNITY PROFILE

Arvada is a beautiful first-ring suburb of Denver, the Mile High City, with a small-town feel despite its estimated population of 124,785. Established in 1870, Arvada enjoys a rich history, quiet tree-lined neighborhoods, and a robust mix of business. Our strong civic leadership balances quality of life with an understanding and support of business and economic development. The City has been recognized at the state and national level for its business retention program. Arvada’s land encompasses nearly 23,000 acres. Three proximate interstate highways provide easy access to the larger metropolitan region and Denver International Airport. An extraordinary trail system links with Denver trails on the east and the foothills of the Rocky Mountains to the west, punctuated with thousands of acres of parks and open spaces. Arvada’s historic downtown provides an eclectic shopping and dining experience, and includes one of three area transit stops as part of the metropolitan FasTracks light rail system. Arvada’s diverse economic base, highly educated workforce, low crime rate, and superb quality of life have helped shape our community into one of the most attractive and competitive cities in the Centennial State!

2021-2022 Revised Biennial Operating and Capital Budget Work Force • Labor Force: 61,333 • Median Income: $72,010 • Unemployment Rate: 7.4% Population • (2020 Estimate) 124,785 • Households: 45,246 • Average Family Size: 3.0 • Owner Occupied: 73% (vs. 27% Renter Occupied)

Real Estate - Residential • Median Rent: $1,139 • Median Single Family Home Sales Price: $445,000 • Median Townhouse/Condo Sales Price: $283,750 Real Estate - Office • Average Rent: $16 • Vacancy Percentage: 1.81% • Vacant Sq Ft: 53,486 Real Estate - Retail • Average Rent (Sq Ft): $20 • Vacancy Percentage: 2.28% Vision: • Vacant (Sq Ft): 233,492 We Dream Big and Deliver Real Estate - Industrial • Average Rent (Sq Ft): $10 Mission: • Vacancy Percentage: 2.18% We are dedicated to delivering superior services to • Vacant (Sq Ft): 240,669 enhance the lives of everyone in our community Values: Innovation - We excel in creativity, flexibility and the use of best practices while valuing diverse backgrounds, ideas and perspectives. Education • K-12 Schools: 34 • Students: 17,694 • Teachers: 1,194 Other Staff: 1,426

Passion - We are a high performing, inclusive team inspiring each other to pursue excellence. Opportunity - We value our diversity, embrace possibilities, face challenges, perservere and take action to deliver quality results. 46

2021-2022 Revised Biennial Operating and Capital Budget LEGAL REQUIREMENTS AND BUDGET PROCESS

The City of Arvada is a political subdivision of the State of Colorado, located in Jefferson and Adams Counties in the Northwest quadrant of the greater Denver, Colorado, metropolitan area. The City Charter establishes a Council-Manager form of government. The City’s governing body consists of an elected Mayor and six -member Council. The Mayor and Council appoint a City Manager. The City of Arvada is a “home rule” City, governed by its City Charter, the Colorado State Constitution, and City ordinances as adopted by the City Council. The City Charter requires the adoption of budgets for the general fund, special revenue funds, debt service funds, capital projects funds, and proprietary funds. Budgets are not required for fiduciary funds. A fiduciary fund is custodial in nature and is used to account for assets that the government holds for others in an agent or trustee capacity. City Council annually appropriates all budgeted funds with the exception of the capital projects funds. Project-length budgets are adopted for these funds. The City adopts budgets for all funds using the modified accrual basis of accounting, the same basis used in the entity’s financial statements, consistent with generally accepted accounting principles (GAAP). The City Manager submits a proposed budget to the City Council for each of two budget years (January 1 to December 31). The budget includes an explanatory message and is submitted in early September. The proposed budget contains a complete and detailed financial plan for all City funds. The proposed budget is open for public inspection and review. By October 15th, City Council conducts at least one public hearing on the proposed budget. Not less than sixty days prior to the first day of the next fiscal year, City Council adopts the City budget by resolution and the annual appropriation by ordinance. The City prepares a combination line-item and program budget, but the legal level of control is at the fund level which is the amount approved by ordinance.

2022 BUDGET PROCESS CALENDAR JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY SEPTEMBER OCTOBER DECEMBER

Council Strategic Retreat Revenue assumption criteria completed Funding criteria developed for expenditures Departments present capital requests with associated operating costs City Manager & departments develop CIP recommendations/ Update 10-year Model Departments develop Operating Budgets for 2021-2022 Council begins review of Proposed CIP and 10-Year Plan Council reviews recommended 2021-2022 operating budget with 10-year revenue and expenditure plans Adoption of 2021-2022 Revised Operating Budget and CIP with 10-year considerations Publication of final Budget and CIP 47

2021-2022 Revised Biennial Operating and Capital Budget FUND STRUCTURE

A brief description of the City of Arvada’s fund structure follows: Governmental Funds (General, Special Revenue and Debt Service) • General Fund - This fund accounts for all the financial resources of the City which are not required to be accounted for in another fund. • Streets Fund - This fund accounts for costs associated with street repair and replacement including concrete, crack sealing, chip sealing, seal coating, milling and overlay and reconstruction. Revenues are derived from the City’s General Fund and the Highway Users Tax Fund which is the City’s share of state-collected tax revenue. This fund is budgeted separately, but included with the General Fund in the City of Arvada Comprehensive Annual Financial Report (CAFR). • Arvada Housing Authority Fund – The Section 8 Housing Assistance Payments Program is administered by the Arvada Housing Authority. • Community Development Fund – This fund accounts for all entitlements, revenues and expenditures of the Community Development Block Grant (CDBG), the Home Rehabilitation and the Essential Home Repairs programs. • Parks Fund – This fund accounts for costs associated with the acquisition, design, development, maintenance and beautification of parks, open space and trails within the City. • Police Seizure – Colorado State Statutes authorize local law enforcement agencies to seize cash and other assets belonging to persons convicted of public nuisance crimes. This fund was established to account for these resources as they are awarded and expended by the City’s law enforcement agency. • Police Tax Increment Funds – The purpose of the tax increment funds is to account for the voter-approved sales tax increment (.21 and .25) to fund expanded police services. • Grants Fund – This fund accounts for receipt of lottery monies through the Conservation Trust Fund. • COP Debt Service Fund – This fund accounts for the payment of principal and interest on the $11,820,000 Series 2015 Refunding Certificates of Participation and the $11,180,000 Series 2016 Certificates of Participation. • Debt Service Fund – This fund accounts for the payment of principal and interest on the $70,825,0000 Series 2019 Sales and Use Tax Bonds. • Capital Improvement Projects Fund – This fund accounts for the financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by the Enterprise or Internal Service Funds). This fund also accounts for the proceeds from the $70,825,000 Series 2019 Sales and Use Tax Revenue Bonds. The major Governmental Funds, as reported in the 2020 City of Arvada Comprehensive Annual Financial Report (CAFR), were the General Fund, Community Development Fund, Parks Fund, Construction Fund and the General Capital Improvement Projects Fund. Internal Service Funds • Insurance Service Fund – This fund accounts for the activities associated with the City’s worker’s compensation and property and liability insurance activities. • Print Shop Fund – This fund accounts for the activities associated with the print shop operations. • Computer Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s computers. • Vehicles Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s vehicles and equipment. 48

2021-2022 Revised Biennial Operating and Capital Budget • Building Fund – This fund accounts for the accumulation of financial resources necessary for the maintenance of City buildings. Enterprise Funds • Water Fund – This fund accounts for administration, operations, capital outlay, maintenance, financing and related debt service and billing and collection for the water utility operations. • Wastewater Fund – This fund accounts for administration, operations, capital outlay, maintenance, billing and collection for the collection, transmission and disposal of sewage and wastewater. • Stormwater Fund –This fund accounts for all activities necessary to maintain a stormwater management plan. • Solid Waste Fund – This fund accounts for all activities necessary to maintain the solid waste and recycling program. This is a new fund in 2021. • Golf Course Fund – This fund accounts for all revenues and expenses of the Lake Arbor and West Woods Golf Courses. The major Enterprise Funds, as reported in the 2020 City of Arvada CAFR, were the Water Fund, the Wastewater Fund, the Stormwater Fund and the Golf Course Fund.

2021-2022 Revised Biennial Operating and Capital Budget The following table shows each City Work System and its associated fund(s):

Fund General Fund

Community Vibrant Organizational and Community Infrastructure and Service Economic and NeighEffectiveness Development borhoods X

Grants Fund Street Maintenance Fund

Safe Community

Community Development

Arvada Housing Authority

Parks

Police Seizure

Police Tax Increment Fund .21

Police Tax Increment Fund .25

COP Debt Service

Debt Service Fund

Capital Projects Fund

Special Assessments Fund

Water Fund

Wastewater Fund

Stormwater Fund

Solid Waste Fund

Golf Course Fund Insurance Fund

Computer Fund

Print Shop

Vehicle Fund

Building Fund

Basis of Budgeting Annual budgets for governmental funds (General, Special Revenue and Debt Service funds) are prepared separately using the modified accrual basis of accounting, the same basis of accounting that is used in the entity’s financial statements. Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they become available and measurable, and expenditures are recognized in the accounting period when the liability is incurred, if measurable.

2021-2022 Revised Biennial Operating and Capital Budget Annual budgets are also created for all Enterprise and Internal Service funds. This basis used to budget these funds is also a modified accrual basis of accounting which includes capital expenditures and current debt service principal and interest payments and excludes depreciation, amortization and adjustments for accrued compensation absences. Budget Control and Budget Transfers Control of expenditures is exercised at the fund level. Once the City Council adopts the budget, the City’s financial management system is used to monitor activity. Quarterly financial reports are prepared for City Council and compare actual expenditures and revenues against the budgeted and prior year amounts. Reviewing actual expenditures to budgeted amounts on a fund-by-fund basis ensures that expenditures are within the legal appropriated limits required by the City’s Charter. Once the budget is adopted, transfers between line items for regular operating expenses, within funds and programs, can be accomplished with the approval of the department director. Transfers from any personnel accounts require the approval of the department director and the City Manager. Budget Amendments and Supplemental Appropriation The adopted budget can be amended during the year. This action requires City Council approval in the form of a resolution. At the end of the year City Council approves a supplemental appropriation by ordinance for the budget amendments approved throughout the year for any unforeseen changes arising after the adoption of the annual appropriation. A supplemental appropriation can be made as long as the total amount budgeted does not exceed the actual or anticipated revenues and the available fund balance. Lapsed Appropriations All appropriations not spent at the end of the year lapse into the fund balance applicable to the specific fund except for appropriations in the Capital Improvement Fund which do not lapse until the project is complete or abandoned. Ten-Year Financial Models In 2015, City Council adopted a budget and fiscal policy that utilizes long-range planning for each of the City’s major operating funds to maintain the fiscal health of the City. Specifically, the City prepares a twoyear budget based on a ten-year financial model. This method of budgeting is used to determine if future impacts of the current proposed budget are fiscally sound. Using this ten-year model, the City is able to test the effects of current financial decisions on future years’ financial conditions when approving funding requests throughout the organization. There are many variables and factors that impact the ten-year model. These components include the following: beginning fund balance, projected revenues, projected expenditures (including capital expenditures), ending fund balance and required Council established fund balance goals. Revenue and expenditure projections are based on historical trends, various economic and inflation forecasts, and known changes in operations, legislation and capital outlay requirements. The budget process begins with the estimated beginning fund balance for the current year. Projected revenues and expenditures are applied to the beginning balance to calculate the ending balance for the proposed budget year. This process is continued for the next ten years. The resulting calculation of the ending balance in year ten is compared to the calculation of the minimum required fund balance goal. 51

2021-2022 Revised Biennial Operating and Capital Budget The bottom line is that each fund should work towards maintaining a fund balance that is equal to, or exceeds, the required fund balance goal in the tenth year. The “Ten-Year Models” section of this document includes summaries of ten-year financial models for the City’s major operating funds. The comparison of ending balances to the required fund balance goal in the tenth year reveals whether or not adjustments in the current level of proposed expenditures are necessary in order to maintain long-term financial stability. If the ending balance is equal to or exceeds the fund balance goal, no adjustment in the current proposed budget is necessary. The fund may also contemplate additional expenditures based on the needs in the fund. However, if it is less than the ending fund balance and the fund balance goal, the City has ten years to either eliminate one-time capital expenditures, reduce on-going operating expenditures, or some combination of the above to work toward the fund balance goal. Taking a long-term view of the City’s current operations insures that the City acts in a fiscally responsible manner. Budgeting in this manner also allows management time to react and respond to changes in the economy and minimizes the effect of budget fluctuations on service delivery. The City defines a balanced budget when estimated expenditures do not exceed estimated revenues and available fund balance for each year of the two-year budget. For the 2022 budget, the City proposed a balanced budget. Financial Planning Policies • The City Manager is responsible for recommending a balanced budget to the City Council sixty days prior to the first day of the next fiscal year. • The City defines a balanced budget when estimated expenditures do not exceed estimated revenues and available fund balance. • The City’s budget is prepared on the modified accrual basis for all funds, and assumes that prior year ending fund balances may be utilized to balance the budget. • The City avoids the use of non-recurring and unpredictable revenues to fund ongoing expenditures. • The City will create and maintain a ten year financial forecast for each budgeted fund and work towards maintaining a fund balance that is equal to, or exceeds the fund balance goal in the tenth year. • The City will provide ongoing funding for required capital replacement through the Computer Maintenance and Replacement Fund, Vehicle Maintenance and Replacement Fund and Building Maintenance Fund. The City will create a ten-year Capital Improvement Plan that lists all capital improvements proposed for the ten year period including a project description, estimated project cost and timeline and alignment with any City Council Strategic Results. Fund Balance Policy A top priority of the City Council is to maintain the fiscal health of the City. Revenue projections are conservative and expenditures are monitored throughout the year. In stable economic times, the combination of these two strategies leads to revenue collections being higher than budgeted and expenditures being lower than budgeted. The combination of the two usually leads to additional monies in the fund balance which can be used for unanticipated increases in expenditures, unforeseen reductions in revenues, financing of one-time capital expenditures, adding to the fund balance or a combination of all the above. If these monies are used for expenditures, their use is not approved until the next year.

2021-2022 Revised Biennial Operating and Capital Budget Included in the budget and fiscal policy adopted by City Council in 2015, is a required fund balance reserve that is established to mitigate current and future risks (e.g. revenue shortfalls or unanticipated expenditures). The City maintains a fund balance in its General Fund equal to 17% of annual expenditures. Three percent is reserved for emergencies as required by Article X of the Colorado Constitution. The remaining 14% protects the City from cyclical fluctuations in revenues or unanticipated expenditures. The City also establishes an individualized fund balance requirement for various operating funds. Use of fund balance reserves must be recommended by the Finance Director, and approved by the City Manager and City Council. Cash Management and Investment Policy The Colorado statutes and the City of Arvada Investment Policy govern general provisions for the City’s investment strategies. The investment policy for the City shall apply to the investment of all general and special funds of the City of Arvada over which it exercises financial control. The City’s objectives for cash management and investments are: • Preservation of capital through and protection of investment principal • Maintenance of sufficient liquidity to meet the City’s cash needs • Diversification to avoid incurring unreasonable market risks • Maximization of the rate of return for prevailing market conditions for eligible securities The Investment Policy further restricts the investment of City funds to the following types of securities and transactions: • U.S. Treasury Obligations • Federal Agency and Instrumentality Securities • Repurchase Agreements • Commercial Paper • Corporate Debt • Municipal Bonds • Certificates of Deposit • Local Government Investment Pools • Money Market Mutual Funds • Securities of the City of Arvada Debt Policies • Short-term borrowing or lease-purchase contracts may be considered for financing major operating capital equipment when the Finance Director, with approval of the City Manager and City Council, determines that this is in the City’s best financial interest. • Long-term debt will not be used to finance current operating expenses. When long-term debt is warranted for a project, the payback period for bonds used for the project must not exceed the useful life of the project. • The City of Arvada will attempt to obtain a minimum AA bond rating, although is currently rated AAA, and maintain a favorable rating through prudent financial management and adherence to a policy of full disclosure on financial reports. • As required by State Statute, appropriate elections will be held to obtain voter approval for debt issuance. • The City will hire qualified bond counsel and financial advisors and market its debt on a competitive basis. 53

2021-2022 Revised Biennial Operating and Capital Budget • Refunding or prepayment of outstanding debt may occur when the possibility of interest cost reduction exists, or the City wishes to restructure its debt service. Taxpayers’ Bill of Rights (TABOR) In 1992, voters approved an amendment to the Colorado Constitution (Article X, Section 20) that places limits on revenue and expenditures of the state and local governments. Even though the limit is placed on both revenue and expenditures, the constitutional amendment ultimately applies to a limit on revenue collections. Growth in revenue is limited to the increase in the Denver-Boulder Consumer Price Index plus local growth (new construction and annexation). This percentage is added to the preceding year’s revenue base, giving the dollar limit allowed for revenue collection in the ensuing year. Any revenue collected over the limit must be refunded to the citizens. Federal grants or gifts to the City are excluded in the revenue limit. In November 1996, the qualified electors of the City approved Resolution R96-127 which reads as follows: Without creating any new tax or increasing any current taxes, shall the City of Arvada be permitted, in 1996 and each year thereafter, to retain and spend City revenues in excess of the spending, revenue raising, or other limits in Article X, Section 20 of the Colorado Constitution, utilizing such revenues for public safety, municipal services, transportation and other public improvements, parks and recreational facilities, and any other lawful public purpose?

2021-2022 Revised Biennial Operating and Capital Budget INTRODUCTION Arvada is continuing to make decisions under the FOCUS performance-management system. This integrated performance-management system is not a project with a defined end date. Rather, this is a process that defines how staff looks at what they do each day and how this supports the City Council Strategic Results. It provides data for decision making and helps drive funding decisions for the many programs Arvada citizens want and need. Citizens will be able to see the value they receive for their investment through the performance measures and strategic results. All the revenue and expenditure assumptions for the 2021-2022 Revised Biennial Operating Budget were made in the context of the FOCUS Arvada framework. Each department’s budget was based upon five key elements: a mission statement, a vision statement, department strategic results, lines of business and programs. Using this framework and keeping the customer experience in mind, key results are identified that are to be accomplished during the two-year budget. In addition, on September 16, 2019, City Council adopted a new six-year City Strategic Plan 2020 to 2025. Their plan outlined five priority areas and 29 strategic goals to be accomplished over the next six years. City staff uses the Council’s identified strategic measures to develop milestones and measures to identify what results are being achieved and what needs refined. With these measures in place, discussions follow pertaining to process and budget, with the resulting goal of a true performance-based system. City Council adopts annual revisions to the strategic plan (the most recent revision on July 19, 2021) to recognize updates to current goals and remove goals that have already been achieved. National Economy In 2020, the swift and massive shock of the COVID-19 pandemic and shutdown measures to contain it, caused the worst recession since World War II. Although this recession was particularly deep with major indices dropping 20 – 30% and the loss of approximately 22 million jobs, the recession was short lived at only two months. The quick actions of the Federal Government, Congress and the Federal Reserve through the Paycheck Protection Program (PPP), the Coronavirus Aid, Relief and Economic Security (CARES) Act, lowering short term interest rates and initiating two stimulus programs provided much needed relief. Funding through the Paycheck Protection Program (PPP) allowed small businesses to apply for a forgiveness loan that would help offset salary and wages. Funding was also allocated to States, Counties and large Cities to help offset the challenges of the COVID-19 virus. The City received $9.4 million in CARES funding. 78% of the funding was used for business and non-profit assistance while the remaining 22% was used for housing and human service and internal city use. While the stimulus packages helped to reduce the depth of the recession, US Gross Domestic Product (GDP) still declined 3.5% in 2020, the worst in the US since the end of World War II. In March of 2021, the $1.9 trillion American Rescue Plan Act (ARPA) was signed into law. The City received half of its $11 million allotment in May and is working through completing the planning phase with recommendations for funding scheduled to go to City Council this fall. Second quarter GDP grew just above 6%. Total GDP growth is projected at 6% for 2021, falling to 5% by 2022. Local Economy The City’s general revenue base has several different influences. Two of the major contributors are sales tax and building activity. As illustrated in the discussion below, the City has experienced very positive results in nearly every major revenue category for the past ten years. In 2020, the City started the year in a positive manner, with the first quarter exceeding budget expectations. The second quarter was somewhat of a roller coaster, with April sharply down but May and June showing high levels of growth. The City finished the year with a 9% increase. The City’s retail offerings include many essential businesses such as grocery, warehouse, online retail and home improvement stores. This has allowed sales tax, the 55

2021-2022 Revised Biennial Operating and Capital Budget City’s largest revenues source, to be more stable than many other government entities. 2021 appears to be following the positive results of 2020. All major City revenues are up compared to 2020 except for court revenues. Sales Tax A 3% sales tax rate on all goods sold within the city limits pays for more than 53% of the General Fund services. In addition, it pays for 80 police positions through a dedicated 0.46% tax on the same goods. The overall City rate is 3.46%. In seven of the past ten years, there has been significant sales tax growth. The following graph illustrates the percentage increase each year since 2012. Since 2012, sales tax grew an average of 6%, significantly higher than the expected growth rate of 2%. In the last two years, sales tax growth has slowed to an average of 2% per year. Initial estimates for sales tax growth in 2020 were conservative given all the COVID-19 restrictions. The City saw an incredible increase of 9% in 2020. The increase in sales tax can be attributed to the City’s main sales tax generators which are grocery stores and general department stores each experiencing double digit increases in the first several months of the pandemic. The City also saw a 48% increase in its on-line retailer’s category as a result of the Marketplace Facilitators Act that was passed in October 2020. Sales tax in the first half of 2021 is continuing at an unprecedented growth rate of 20% through the second quarter, although the City is conservatively budgeting sales tax at an increase of 11% for 2021 as there are signs that sales tax may level off in the second half of the year. For the 2022 budget, the City has projected sales tax to be flat.

Sales Tax Growth (%) 8% 6% 4% 2% 0% -2% -4% % change

2012 6%

2013 6%

2014 7%

2015 6%

2016 5%

2017 6%

2018 1%

2019 3%

2020 9%

2021 11%

2022 0%

Building Activity The following graph demonstrates the trend in single-family housing permits. The majority of this growth from 2012- 2016 is due to two new housing developments in northwest Arvada. However, the City also saw an increase in the smaller in-fill developments around the G Line transit stations. In 2017, the City saw the first decrease in single-family detached home permits since 2011. This trend continued in 2018 and 2019 before reversing in 2020. In 2020 and beyond, the City expects a base level of building activity.

2021-2022 Revised Biennial Operating and Capital Budget Single-Family Detached Home Permits 1000 900 800 700 600 500 400 300 200 100 0

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

While the decrease in building activity directly affects building revenues, the City conservatively budgets for building activity and bases building revenue on an average year. Revenues from building activity generated almost $6.6 million of the City’s 2020 revenues for general operating purposes, including building use tax and building permits for both the General Fund and the Police Tax Increment Funds. This amount is reduced to $5.8 million in 2022 to account for the base level of building activity. Economic Environment Unemployment Unemployment hit a peak of almost 15% in April 2020, the highest observed rate since data collection began in 1948. At the state level and local level, this number reached 12%. A large percentage of the jobs that were lost were in the service industry. By October of 2020 the unemployment rate dropped to 7%. Unemployment still remains high, but has declined to just over 5% at the end of July. The extended Federal unemployment benefits programs are scheduled to end on September 4, 2021. Around 7.5 million US workers will lose benefits at that time, almost equaling the estimated job vacancies of 7.6 million. Unemployment forecasts call for unemployment to average over 4% by the end of 2021 and to drop below 4% by 2023.

2021-2022 Revised Biennial Operating and Capital Budget Ten-Year Planning All of these indicators and more went into development of the assumptions for the “Ten-Year Models.” The 2021-2022 Proposed Revised Biennial Operating Budget document has a separate section for each Fund and the assumptions included in the ten-year plan. The ten-year model is not a budget, but a planning tool. It is important to understand the long-term implications of all current decisions and their impact on the City’s long-term financial plan. Each recommendation that is included in the ten-year plan includes all operating costs for any new capital or ongoing recommendation. Ten-year plans typically anticipate both upticks and downward trends. The prior ten years have reflected the benefits of economic growth, and the resulting increased revenues. With that said, projections in this ten-year plan include impacts of a slowing economy. Revenue growth is expected to continue through 2021 and stabilize in 2022. Following is a summary of significant revenue and expenditure assumptions in this updated ten-year plan. Revenues • Sales Tax revenue assumes an average growth rate of 2%. • Building use tax revenue assumes an increase of 3% in 2022 to reset building use tax to a base of $3,306,000. Increases of 1% - 4% are estimated for 2023 and beyond with a 0% in 2028 to reset the base. • Open Space revenues are derived from sales tax throughout the region. Open Space revenues are budgeted to increase at 2% - 3% for all years of the model. • Water rates are budgeted to increase 3% in 2022 with a $2 per month increase in the service fee. Increases are estimated at 7% in the years thereafter. • Wastewater rates increase 3% in 2022 with a $1 per month increase in the service fee. Increases are estimated at 6% in the years thereafter. Over 67% of the change in rates is due to the regional costs of cleaning wastewater. • Stormwater rates will remain unchanged for 2022. A 2% rate increase is projected for the years thereafter. Expenditures • Personnel-related costs were calculated based upon each employee’s current grade and step and include an assumption for future market-range adjustments (MRA’s). The MRA methodology is not based on cost of living adjustments, but rather an analysis of each job class in an identified market. There was no MRA adjustment in 2021 based on the uncertainty in the economy when the budget was prepared in 2020. There will be a retroactive 1.5% MRA adjustment in 2021 as the financial outlook for the City is much better than anticipated. The MRA for 2022 is budgeted at 3%. • Medical cost increases are the most unknown due to external national forces and the full implementation of the Affordable Care Act. At this time, the increases are budgeted to be 3% in 2022, 6% in 2023 and 5% through the rest of the model. • Internal Service costs – insurance, building maintenance, vehicle maintenance and replacement and computer maintenance and replacement all have increase of 1% - 3% throughout the model. • Staff vacancy savings have been assumed in many of the funds. These are not the same across each fund due to the analysis of change in personnel by fund. Vacancy savings range from 1% to as high as 3%. 58

2021-2022 Revised Biennial Operating and Capital Budget •

Ongoing street maintenance is budgeted at $10 million, with variable growth rates from 2%-3%, for the entire model.

Fund Balances Over time, each fund needs a well-considered fund balance goal. In 2015, City Council adopted a budget and fiscal policy setting out minimum required reserve levels. All expenditures and revenues have to be considered within the context of ten-year implications. The goal is to ensure all funds have a positive balance, meeting or exceeding the established goal, within the end of the ten-year planning horizon. • • • • •

General Fund: 17% of fund expenditures. Parks and Golf: 11% of fund expenditures. Utility Enterprise Funds: 25% of fund expenditures. These funds include: Water, Wastewater and Stormwater. Enterprise Funds: 11% of fund expenditures. This includes the Golf fund. Internal Service Funds: These funds have no adopted levels, except for the Print Shop which is 11%. All funds except the Enterprise funds are balanced throughout the model. The Enterprise funds fall under the required fund balance goal in the ten year model, but recover and meet the fund balance goal by the end of the model.

SUMMARY The factors noted above were all evaluated in developing the 2021-2022 Revised Biennial Operating Budget. As presented in the following sections, changes to the budget continue to focus on City Council’s Strategic Plan and each individual department’s strategic results and performance measures. In addition, there are changes to ensure that the City continues to offer a competitive compensation package to attract top personnel. Overall, the City has benefitted from a healthy economy for the past ten years and the funds had healthy reserves going into the recession. Although the recession was short lived, the City fared much better than many of the comparable Cities and the State of Colorado. Half way through 2021, the City is continuing to see revenue growth in many areas that will help to fund the increasing cost of City operations. The next few years are still unpredictable and as such, the 2021 - 2022 Revised Biennial Operating Budget offers an appropriately conservative direction for 2022.

Bryan Archer Director of Finance

Revenue and Expenditure Summary

Intentionally left blank

Revenue and Expenditure Summary A brief description of the City of Arvada’s fund structure follows: Governmental Funds (General, Special Revenue and Debt Service) • General Fund - This fund accounts for all the financial resources of the City which are not required to be accounted for in another fund. • Streets Fund - This fund accounts for costs associated with street repair and replacement including concrete, crack sealing, chip sealing, seal coating, milling and overlay and reconstruction. • Arvada Housing Authority Fund – The Section 8 Housing Assistance Payments Program is administered by the Arvada Housing Authority. • Community Development Fund – This fund accounts for all entitlements, revenues and expenditures of the Community Development Block Grant (CDBG), the Home Rehabilitation and the Essential Home Repairs programs. • Parks Fund – This fund accounts for costs associated with the acquisition, design, development, maintenance and beautification of City parks, open space and trails. • Police Seizure – This fund accounts for seized assets awarded under the Colorado State Statutes as they are awarded and expended by the City. • Police Tax Increment Funds – The purpose of the tax increment funds is to account for the voter-approved sales tax increment (.21 and .25) to fund expanded police services. • Grants Fund – This fund accounts for receipt of lottery monies through Conservation Trust Fund. • Debt Service Funds – These funds account for the payment of principal and interest on the Series 2019 Sales and Use Tax Revenue Bonds, Series 2015 Refunding Certificates of Participation (COP) and the Series 2016 Certificates of Participation. • Capital Improvement Projects Fund – This fund accounts for the financial resources to be used for the acquisition or construction of major capital projects. This fund also accounts for the proceeds from the Series 2019 Sales and Use Tax Revenue Bonds. Internal Service Funds • Insurance Service Fund – This fund accounts for the activities associated with the City’s worker’s compensation and property and liability insurance activities. • Print Shop Fund – This fund accounts for the activities associated with the print shop operations. • Computer Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s computers. • Vehicles Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s vehicles and equipment. • Building Fund – This fund accounts for the accumulation of financial resources necessary for the maintenance of City buildings. Enterprise Funds • Water Fund – This fund accounts for administration, operations, capital outlay, maintenance, debt service and billing and collection for the water utility operations. • Wastewater Fund – This fund accounts for administration, operations, capital outlay, maintenance, billing and collection for the collection, transmission and disposal of sewage and wastewater. • Stormwater Fund – This fund accounts for all activities necessary to maintain a stormwater management plan. • Solid Waste Fund – This fund accounts for all activities necessary to maintain the solid waste and recycling program. • Golf Course Fund – This fund accounts for all revenues and expenses of the Lake Arbor and West Woods Golf Courses.

Revenue and Expenditure Summary 2021-2022 BIENNIAL OPERATING AND CAPITAL BUDGET The following pages provide an overview of revenues and expenditures including changes by fund. All Funds Summary: The total 2021 Revised Budget is $299,242,930 with $232,354,173 in revenues to meet these expectations. Funds General Fund

Beginning Funds Available

2021 Budget Revenues

2021 Budget Expenditures

2021 Funds Available

Change in Fund Balance

$47,115,113

$101,111,173

$97,315,653

$50,910,633

$1,071,755

578,894

1,165,000

$485,649

-55%

$362,778

10,070,504

10,332,062

$101,220

-72%

Community Development

$6,061,235

711,017

3,216,800

$3,555,452

-41%

Arvada Housing Authority

$126,532

5,854,938

5,734,362

$247,108

95%

$6,055,456

10,537,041

10,115,189

$6,477,308

$532,058

381,834

778,423

$135,469

-75%

Police Tax Increment Fund .21

$6,771,052

5,846,449

5,278,733

$7,338,768

Police Tax Increment Fund .25

$7,642,085

6,789,615

6,374,357

$8,057,343

Total Special Revenue Funds:

28,622,953

40,770,292

42,994,926

26,398,319

COP Debt Service

$178,854

2,126,749

2,135,749

$169,854

-5%

Debt Service Fund

$446,794

5,364,532

$446,794

625,649

7,491,281

7,500,281

616,649

$107,190,168

7,811,522

16,222,301

$98,779,389

-8%

$11,427

107,201,595

7,811,522

16,222,301

98,790,816

$108,708,233

32,014,643

80,173,478

$60,549,398

-44%

Wastewater Fund

$8,242,059

14,034,600

19,484,034

$2,792,625

-66%

Golf Course Fund

$(705,265)

6,071,951

6,479,403

$(1,112,717)

-58%

Stormwater Fund

$7,352,232

4,035,390

7,884,039

$3,503,583

-52%

Food Services Fund

$(342,847)

565,398

222,551

-100%

6,320,085

6,280,117

$39,968

100%

123,254,412

63,042,067

120,523,622

65,772,857

Insurance Fund

$3,829,661

2,513,742

2,438,957

$3,904,446

Computers

$7,718,385

2,682,512

2,443,505

$7,957,392

Print Shop

$406,299

358,518

347,300

$417,517

$6,651,346

5,707,343

7,822,642

$4,536,047

-32%

$(83,930)

865,723

1,633,743

$(851,950)

-915%

18,521,761

12,127,838

14,686,147

15,963,452

$325,341,483

$232,354,173

$299,242,930

$258,452,726

Special Revenue Funds: Grants Fund Streets Maintenance Fund

Parks Police Seizure

Debt Service Funds:

Total Debt Service Funds Capital Projects Funds: Capital Projects Fund Special Assessments Fund Total Capital Projects Funds Enterprise Funds: Water Fund

Solid Waste Fund Total Enterprise Funds Internal Service Funds:

Vehicles Buildings Total Internal Service Funds: Total All Budgeted Funds

Revenue and Expenditure Summary All Funds Summary: The total 2022 Budget is $262,859,447 with $239,572,877, in revenues to meet these expectations. Funds

Beginning Funds Available

2022 Budget Revenues

General Fund

$50,910,633

$101,455,282

$102,764,645

$49,601,270

-3%

Grants Fund

$485,649

584,683

187,999

$882,333

82%

Streets Maintenance Fund

$101,220

10,269,631

$101,220

Community Development

$3,555,452

1,095,280

1,288,602

$3,362,130

-5%

Arvada Housing Authority

$247,108

5,913,795

5,827,286

$333,617

35%

$6,477,308

10,773,360

11,585,697

$5,664,971

-13%

$135,469

32,067

29,864

$137,672

Police Tax Increment Fund .21

$7,338,768

5,844,771

6,059,185

$7,124,354

-3%

Police Tax Increment Fund .25

$8,057,343

6,806,333

6,965,343

$7,898,333

-2%

Total Special Revenue Funds:

26,398,319

41,319,920

42,213,607

25,504,632

COP Debt Service

$169,854

2,124,211

2,133,211

$160,854

-5%

Debt Service Fund

$446,794

5,364,782

$446,794

616,649

7,488,993

7,497,993

607,649

$98,779,389

7,948,150

6,997,769

$99,729,770

$11,427

98,790,816

7,948,150

6,997,769

99,741,197

$60,549,398

32,915,035

52,546,099

$40,918,334

-32%

Wastewater Fund

$2,792,625

14,749,036

17,393,680

$147,981

-95%

Golf Course Fund

$(1,112,717)

6,674,261

7,015,082

$(1,453,538)

-31%

Stormwater Fund

$3,503,583

4,037,876

4,903,344

$2,638,115

-25%

Solid Waste Fund

$39,968

6,611,768

6,238,247

$413,489

935%

65,772,857

64,987,976

88,096,452

42,664,381

Insurance Fund

$3,904,446

2,578,422

2,487,138

$3,995,730

Computers

$7,957,392

5,739,949

5,674,966

$8,022,375

Print Shop

$417,517

335,000

443,526

$308,991

-26%

Vehicles

$4,536,047

6,626,094

6,217,114

$4,945,027

Buildings

$(851,950)

1,093,091

466,237

$(225,096)

74%

Total Internal Service Funds:

15,963,452

16,372,556

15,288,981

17,047,027

$258,452,726

$239,572,877

$262,859,447

$235,166,156

2022 Budget Expenditures

2022 Funds Available

Change in Fund Balance

Special Revenue Funds:

Parks Police Seizure

Debt Service Funds:

Total Debt Service Funds Capital Projects Funds: Capital Projects Fund Special Assessments Fund Total Capital Projects Funds Enterprise Funds: Water Fund

Total Enterprise Funds Internal Service Funds:

Total All Budgeted Funds

Revenue and Expenditure Summary All Funds Summary Fund Balance Goals All ending fund balances meet or exceed the City Council Fund Balance Goal except for the Golf Course, Wastewater and Building funds which are discussed in the Fund Highlights section. Fund Highlights Grants Fund The Grants fund balance decrease of 55% in 2021 is due to funding for Capital Projects which include Holistic Park, Gold Strike Park and three projects at the Golf Courses. The fund balance increase of 82% in 2022 is due to a reduction in funding for capital projects. Streets Maintenance Fund The Streets Maintenance fund balance decrease of 72% in 2021 is due to projects not completed in 2020, carried forward to 2021 and planned to be completed in 2021. Community Development Fund The Community Development fund balance decrease of 41% in 2021 is due to emergency rental assistance due to the COVID 19 pandemic. Arvada Housing Authority Fund The Arvada Housing Authority fund balance increase of 95% in 2021 and 35% in 2022 is due to the fund manager taking a more strategic approach to expenditures and reducing expenditures in areas of training and supplies and expenses. This is to ensure the program is able to continue assisting families through the Section 8 Housing assistance program at current levels. Parks Fund The Parks fund balance decrease of 13% in 2022 is due to the one time purchase of several pieces of equipment and resurfacing of a tennis court in 2021. Police Seizure Fund The Police Seizure fund balance decrease of 75% in 2021 is due to the purchase of a large piece of equipment in 2021. Water Fund The Water fund balance decrease of 44% in 2021 and 32% in 2022 is due to capital expenditures for the Gross Reservoir project. The City has entered into an agreement with Denver Water for the expansion of Denver’s Moffat system which will add to the City’s water supply to meet the needs of the City at full build out. Estimated expenditures for this project are $22,020,000 in 2021 and $35,146,000 in 2022. Although, the fund balance of this fund is declining, it will still meet its City Council appointed fund balance goal at the end of ten years.

Revenue and Expenditure Summary Wastewater Fund The Wastewater fund balance decrease of 66% in 2021 and 95% in 2022 is due to capital expenditures for the North trunk sewer line at 81st and Kipling in 2021 and the trunk line at 61st and Tennyson in 2022. Although, the fund balance of this fund is declining and does not meet the fund balance goal in 2021 and 2022, it will still meet its City Council appointed fund balance goal at the end of ten years. Stormwater Fund The Stormwater fund decrease of 52% in 2021 and 25% in 2022 is due to capital expenditures for Lake Arbor dredging in 2021 and Ralston improvements in 2022. Although, the fund balance of this fund is declining, it will still meet its City Council appointed fund balance goal at the end of ten years. Solid Waste Fund The Solid Waste fund is a new fund added in 2021 to account for activities of the waste hauling and recycling program in the City of Arvada. 2021 included start-up costs and 2022 includes a full year of operation. This fund does not yet have an established fund balance goal. Golf Course Fund The negative fund balance in the Golf fund is due to the West Woods Golf Course Clubhouse remodel in 2018. Increased revenues from the expanded restaurant area were expected to help the fund balance recover. However in early 2020, the COVID 19 pandemic closed the Golf Course and restaurants for several months. In addition, the Food Service fund provided management and special event assistance to the Golf Course. With Food Service ceasing operations in June 2021, the Golf Course will add two positions to manage special event operations at the Golf Courses. This fund is forecasted to meet its City Council appointed fund balance goal at the end of ten years. Food Services Fund The Food Services fund that operated Arvada Events in the Arvada Center is ceasing operations in June 2021 and their space will transfer to the Arvada Center for the Arts non-profit. Print Shop Fund The Print Shop fund balance decrease of 26% in 2022 is due to a scheduled capital expenditure to replace equipment. Vehicle Fund A detailed replacement schedule is maintained for this fund. Because each vehicle has its own replacement schedule, the replacement dollars spent each year can vary depending on what type of vehicle is being replaced. The Vehicles fund balance decrease of 32% in 2021 is due to the increased replacement of vehicles and equipment. Building Fund The negative fund balance in the Buildings fund is due to an energy efficiency agreement signed in 2020. The agreement replaced lighting, heating, ventilation and air conditioning units, compressors and other building equipment with more energy efficient units. The fund balance will recover as the energy savings will be transferred into the Building fund over the next ten years.

Revenue and Expenditure Summary 2021-2022 Budget Changes: When the 2021-2022 budgets were prepared in 2020, the City was seeing the sudden and dramatic drop in many revenue sources such as sales tax, auto and general use tax, court revenue, passport revenue and interest income. The City was faced with reducing expenditures to balance the ten-year model for many funds. All work systems reduced their operating budgets by 3%. In addition, City step increases and market range adjustments were eliminated in lieu of lay-offs or furloughs. In the later part of the 2nd quarter, the shut-down was lifted and businesses started to re-open. Through the third and fourth quarter, the City saw a surge in sales tax from on-line retailers, grocery stores, hardware stores and wholesale merchants. In addition, the City saw sales tax from new vendors due to the Marketplace Facilitators Act that was passed in October 2019. By the end of 2020, sales tax increased 9%, which is the largest increase in over 20 years. The City continues to see the growth in sales tax into 2021. The shortage of new cars has increased prices of used cars and the City is also seeing an increase in auto use tax. These changes in revenue have positively affected the financial outlook of the City. There are normally very few changes in the second year of the two year budget; however, this budget will have many changes as the City strives to maintain operations and customer service levels while continuing to address changes brought on by the pandemic. The budget changes will address the following themes in the 2022 budget:

• • • • • •

Maintaining a competitive compensation package for existing employees Adding positions to several work systems to maintain existing levels of service Complying with SB 217, the body worn camera mandate for police officers Reinstating some expenses that were cut in the previous budget Addressing shortages in the building and computer maintenance internal service funds Adding new equipment and replacing aging equipment as the City continues to grow

The major differences between the 2021 and 2022 budget are in the following areas: • Step increases and market range adjustments were eliminated in 2021. Step increases were retroactively added in June of 2021 and a market rate adjustment of 1.5% will be retroactively added in September of 2021. The market rate adjustment for 2022 is estimated at 3% • The near-site health clinic combined with the City of Arvada employee’s continued efforts to make well informed healthcare decisions have resulted in favorable claim experience in 2020 and year to date in 2021. Based on claim experience, the increase in health insurance was reduced from 5% to 3% • A portion of the budget reductions from 2021 will be reinstated • The “Taking Lasting Care” program which is the City’s continued commitment to take care of existing assets, has necessitated additional contributions to the City’s building and computer maintenance internal service funds to insure that buildings and computers are maintained • SB 217 which mandates body worn cameras for all police officers will be implemented in 2022. Seven new positions and ongoing support and maintenance of equipment totaling $500,000 each year will be added to comply with this mandate • An additional 20 new positions will be added to address issues such as aging street and utility infrastructure, homelessness and increasing cyber security threats • New equipment and vehicles will be added in public safety, utilities, fleet and parks to increase efficiency and safety for City personnel and to comply with regulatory guidelines • Arvada Economic Development funding to continue small business grants 66

Revenue and Expenditure Summary • A safe, reliable, high quality water supply, drainage system and wastewater disposal service is a top priority of the City. A water rate increase of 3% and a service fee increase of $2 every month and a wastewater increase of 3% and a service fee increase of $1 every month are necessary to maintain these services. Even with these increases, the City’s rates are very low compared the surrounding cities • A program to install smart meters for all households by 2026 will be initiated in 2022 All changes to the 2022 budget are presented in the following table: Work System

Fund

Description

One Time Costs (Reduction)

Community and Economic Development

General Fund

Training

$2,000

Professional development for the administration team. Reinstated cut from 2021.

CED Principles

Community and Economic Development

General Fund

Training

$3,000

Building official credentials. Reinstated cut from 2021.

CED Principles

Community and Economic Development

General Fund

Training

$3,500

Continuing education for certifications. Reinstated cut from 2021.

CED Principles

Community and Economic Development

General Fund

Sub-area Planning

$30,000

Additional funding for sub-area planning efforts related to the comprehensive plan.

Infrastructure

Capital Improvement Fund

Civil Engineer III

$168,078

New position to support the transportation and mobility engineering projects. Salaries and benefits.

Infrastructure Challenges

Infrastructure

General Fund

Assistant City Engineer

$176,358

New position to support the City's capital improvement projects. (mid-cycle) Salaries and benefits.

Infrastructure Challenges

Infrastructure

Streets Fund

Municipal Inspector

$107,710

New position to assist with inspection of street capital maintenance. Funded from street maintenance monies. Salaries and benefits.

Infrastructure Challenges

Infrastructure

Water/ Wastewater/Stormwater/Solid Waste Funds

Utilities Business Manager

$149,629

New position to manage financial and general business activities for Utilities Funds. Salaries and benefits.

Infrastructure Challenges

Infrastructure

Water/ Executive Assistant Wastewater/Stormwater/Solid Waste Funds

$99,960

New position to provide office assistance for Utilities Funds. Salaries and benefits.

Infrastructure Principles

Infrastructure

Water/ Wastewater Funds

Two Utilities Engineers

$336,156

New positions to assist with Water and Wastewater capital improvement projects. (mid-cycle)

Infrastructure Milestone 3C

Infrastructure

General Fund

Administrative Coordinator

$90,735

New position to provide Infrastructure office assistance for GIS Staff (mid-cycle) Principles.

Notes

Strategic Alignment

CED Milestone 1B

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Infrastructure

Water Fund

Three GIS Analysts

$309,777

Infrastructure

Vehicle Fund

Lube Tech

$78,831

New position to improve on-time performance and offset armory services effort. Salaries and benefits.

Infrastructure Principles

Infrastructure

Stormwater Fund

Civil Engineer III

$166,078

New position to assist with Flood Plain management. Salaries and benefits.

Infrastructure Milestone 3C

Infrastructure

Stormwater Fund

GIS Analyst

$103,259

Part-time positions converted to regular positions to provide GIS assistance. Salaries and benefits.

Infrastructure Principles

Infrastructure

General Fund

Computer Hardware/Software

$108,889

Maintenance fees for project management software and consulting support for a project integration for financial data.

Infrastructure Principles

Infrastructure

General Fund

Training

$8,336

Continuing education training. Reinstated cut from 2021.

Infrastructure Principles

Infrastructure

General Fund

Snow and Ice Control Materials

$125,000

Additional funding for snow and ice control materials.

Infrastructure Challenges

Infrastructure

General Fund

Security System Licenses

$16,000

Annual maintenance for security cameras.

Infrastructure Principles

Infrastructure

General Fund

Pavement Marking Program

$175,000

Upgrade and maintain citywide pavement marking and striping.

Infrastructure Challenges

Infrastructure

General Fund

Repair and Maintenance

$75,000

Additional funding for roadway lighting.

Infrastructure Challenges

Infrastructure

Streets Fund

Streets Safety Program

$5,000

Additional funding for high visibility work wear and safety toe work boots.

Infrastructure Challenges

Infrastructure

Streets Fund

Training

$10,000

Additional funding for simulator training and OSHA/Safety related training.

Infrastructure Principles

Infrastructure

Water Fund

Denver Water Rate Increase

$236,000

Denver Water rate increase.

Infrastructure Challenges

Infrastructure

Water Fund

Pump Station Maintenance

$15,000

Annual maintenance for two new pump stations.

Infrastructure Principles

Infrastructure

Water Fund

Smart Meter Upgrades

$1,200,000

Transition all city meters to smart meters by 2026. $600,000 to be offset from water main replacement program.

Infrastructure Principles

Infrastructure

Wastewater Fund

Payment Processing Fees

$25,000

Additional funding for credit card processing fees.

Infrastructure Challenges

Infrastructure

Wastewater Fund

Billing and Smart Meter Support

$80,000

Annual support and cloud storage for a smart meter implementation.

Infrastructure Challenges

Infrastructure

Wastewater Fund

Metro Wastewater Increase

$100,000

Annual Metro Wastewater increase.

Infrastructure Challenges

Notes Part-time positions converted to regular positions to provide GIS assistance. Salaries and benefits.

Strategic Alignment Infrastructure Challenges

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Infrastructure

Buildings Fund

Annual increase to the Buildings Fund

$125,689

Increased capital maintenance costs for roof, carpet, HVAC and parking lot replacement.

Infrastructure Challenges

Infrastructure

Buildings Fund

Arvada Center

$126,198

Capital maintenance costs for the Arvada Center

Infrastructure Challenges

Infrastructure

Buildings Fund

Parks/Fleet Building

$18,930

Increased capital maintenance costs for the Parks/Fleet building.

Infrastructure Challenges

Infrastructure

Buildings Fund

Olde Town Transit Hub

$128,012

Increased capital maintenance costs for the Olde Town Transit Hub.

Infrastructure Challenges

Organizational and Service Effectiveness

General Fund

Deputy City Manager

$247,783

Reinstated position from 2019 budget cut.

OSE Challenges

Organizational and Service Effectiveness

General Fund/City Attorney's Office

Assistant City Attorney

$141,861

New position for SB 217 (body worn camera mandate). Salaries and benefits.

Safe Community Challenges

Organizational and Service Effectiveness

General Fund/City Attorney's Office

Legal Specialist

$108,827

New position for SB 217 (body worn camera mandate). Salaries and benefits.

Safe Community Challenges

Organizational and Service Effectiveness

General Fund/Information Technology

Cloud System Administrator

$138,892

New position to administer cloud based solutions. Salaries and benefits.

OSE Challenges

Organizational and Service Effectiveness

General Application Systems Fund/InAdministrator formation Technology

$148,058

New position to assist with upgrading and patching of the City's software applications.

OSE Principles

Organizational and Service Effectiveness

General Fund/Information Technology

Associate Technical Support Analyst

$130,428

New position to assist with the increasing number of information technology service desk tickets. Salaries and benefits.

OSE Principles

Organizational and Service Effectiveness

General Fund/Information Technology

Security Operations Analyst

$138,892

New position to assist with the increasing number of cyber threats.

OSE Challenges

Organizational and Service Effectiveness

General Fund/Information Technology

Training and Supplies

$40,860

Hardware/software, cell phone, training and supplies for four new employees.

OSE Challenges

Organizational and Service Effectiveness

General Fund/City Manager's Office

Diversity, Equity and Inclusion

$50,000

Consulting for the diversity, equity and inclusion initiative.

OSE, Strategic Result 5

Organizational and Service Effectiveness

General Fund/City Manager's Office

Arvada.org

$25,000

Ongoing maintenance for the Arvada.org solution.

OSE, Strategic Result 2

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Organizational and Service Effectiveness

General Fund/City Attorney's Office

Training

$19,000

Continuing education and new employee training. Reinstated cut from 2021.

OSE Principles

Organizational and Service Effectiveness

General Fund/ Finance

Training

$5,000

Continuing education and new employee training. Reinstated cut from 2021.

OSE Principles

Organizational and Service Effectiveness

General Fund/ Finance

Professional Services

$20,000

Additional funding for property tax collection fees paid to Jefferson and Adams County (based on a % of taxes collected)

OSE Principles

Organizational and Service Effectiveness

General Fund/ Human Resources

Human Resources Coordinator

$88,361

Temporary wages, social security, Medicare and insurance for a Human Resources Coordinator until 6/30/24.

OSE Challenges

Organizational and Service Effectiveness

General Fund/ Human Resources

Electronic Document Management System

$25,000

Electronic document management system for filing and storage of personnel files.

OSE Principles

Organizational and Service Effectiveness

General Fund/Information Technology

New Employee Expenses

$40,860

New position due to the increasing number of cyber security threats. Salaries and Benefits

OSE Principles

Organizational and Service Effectiveness

General Fund/Information Technology

Internet Connectivity

$12,330

Additional funding for Citywide internet connectivity.

OSE Principles

Organizational and Service Effectiveness

Computer Replacement Fund

Cyber Security

$45,000

Funding for a security operation center monitoring contract.

OSE Challenges

Organizational and Service Effectiveness

Computer Replacement Fund

MARC Core upgrade

$150,000

Upgrade the Harris VIDA software platform that runs the MARC Core, the backbone of the Metro Area Radio Consortium.

Safe Community Principles

Organizational and Service Effectiveness

Computer Replacement Fund

Network Monitoring Tool

$45,000

Annual subscription for the monitoring tool to allow for proactive response, data security and data gathering.

OSE Principles

Organizational and Service Effectiveness

Computer Replacement Fund

JIRA and Power BI Software tools

$12,000

Work management tool to track case workload of the information technology team.

OSE Principles

Organizational and Service Effectiveness

Computer Cloudflare Web App ReplaceFirewall ment Fund

$4,800

Web application firewall that is use to protect arvada.org and arvadapermits.org

OSE Challenges

Organizational and Service Effectiveness

Computer Replacement Fund

$44,000

Annual subscription for the automated patching tool.

OSE Principles

Automax software

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Organizational and Service Effectiveness

Computer Replacement Fund

Crowdstrike

$49,500

Annual subscription for the Endpoint Detection and Response solution for cyber security planning.

OSE Challenges

Organizational and Service Effectiveness

Computer Privileged Access Replace- Management (PAM) ment Fund solution

$50,000

PAM tool to provide secure privileged access to critical assets and meet compliance requirements.

OSE Challenges

Organizational and Service Effectiveness

Computer RiskSense software Replacement Fund

$36,000

Annual subscription for software that tracks and prioritizes vulnerabilities for cyber security planning.

OSE Challenges

Organizational and Service Effectiveness

Computer Replacement Fund

Veeam backup software license

$115,000

One part of the disaster recovery and incident response plan to store copies of backups in a secure, non-mutable cloud location.

OSE Challenges

Organizational and Service Effectiveness

Computer Replacement Fund

Microsoft SQL licenses

$72,000

Annual licensing for the Microsoft AQL server.

OSE Principles

Organizational and Service Effectiveness

Computer Replacement Fund

Netmotion remote access software

$15,000

Annual subscription licensing to manage all the City's remote devices (laptops) and provide VPN connectivity.

OSE Principles

Organizational and Service Effectiveness

Computer Replacement Fund

MobileIron license

$42,000

Annual subscription licensing to manage all the City's mobile devices (cell phones/I pads).

OSE Principles

Organizational and Service Effectiveness

Computer Replacement Fund

Hybrid meeting spaces

$65,000

Conference room upgrades for hybrid meetings.

OSE Challenges

Organizational and Service Effectiveness

Computer Replacement Fund

Computer Replacement/Maintenance

$736,700

Increased replacement costs for radio system support and maintenance. Increased replacement costs for Hyper Converged, Google enterprise, zoom, DUO, Windows enterprise, LogRhythm and KnowBe4.

OSE Challenges

Safe Community

General Fund/ Judicial

Relief Judges

$64,590

Temporary wages, social security and Medicare for relief judges.

Safe Community, Principles

Safe Community

General Fund/Public Safety

Crime Analyst

$115,068

New position due to additional workload from increasing calls for service.

Safe Community Challenges

Safe Community

General Fund/Public Safety

Two Police Records Specialists

$168,362

New position for SB 217 (body worn camera mandate). Salaries and benefits.

Safe Community Challenges

Safe Community

General Fund/Public Safety

Two Digital Media Technicians

$194,074

New position for SB 217 (body worn camera mandate). Salaries and benefits.

Safe Community Challenges

Safe Community

General Fund/Public Safety

Crime Analyst

$115,068

New position for SB 217 (body worn camera mandate). Salaries and benefits.

Safe Community Challenges

Safe Community

General Fund/Public Safety

Police Records Specialist

$84,181

New position to assist wtih increased workload. Saleries and benefits. End dated December 2023.

Safe Community Challenges

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Safe Community

T22 Fund/ Public Safety

Police Records Specialist

$84,181

New position to assist wtih increased workload. Saleries and benefits. End dated December 2023.

Safe Community Challenges

Safe Community

General Fund/Public Safety

Two Police Service Technicians

$97,009

New position to assist wtih increased workload. Saleries and benefits. End dated December 2023.

Safe Community Challenges

Safe Community

General Fund/Public Safety

Software

$500,000

Software as a service agreement for SB 217 (body worn camera mandate).

Safe Community Challenges

Vibrant Community and Neighborhoods

Parks Fund/ Parks and Urban Design

Training

$2,654

Professional development and licensure. Reinstated cut from 2021

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/ Parks and Urban Design

Postage

$631

Postage. Reinstated cut from 2021.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/ Parks and Urban Design

Program Expense

$10,000

Program expenses. Reinstated cut from 2021.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Supplies and Expense

$4,000

Supplies and expense. Reinstated cut from 2021.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Small Equipment

$17,434

Small equipment . Reinstated cut from 2021.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Emerald Ash Borer

$15,000

Treatment to protect trees from the Emerald Ash Borer.

VCN Challenges

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Tree Removal/ Planting

$30,000

Additional funding for removal and planting of new trees due to Emerald Ash Borer.

VCN Challenges

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Chip Truck and Chipper

$21,105

Ongoing replacement and maintenance for the chip truck and chipper.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Stump Grinder

$6,996

Ongoing replacement and maintenance for the stump grinder.

VCN Principles

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Skid Steer

$4,196

Ongoing replacement and maintenance for the skid steer.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Water Charges

$7,836

Additional funding for annual water increases.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Electricity

$30,000

Additional funding for electricity for the new parks building due to size and more work systems.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Restroom Cleaning

$35,000

Contractor to clean restrooms at Stenger and Ralston Central. Previously performed by APEX.

VCN Challenges

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Splash Pad Contractor

$75,000

Contractor to monitor the splash pad. Previously performed by APEX.

VCN Challenges

Vibrant Community and Neighborhoods

Parks Fund/Festivals

Sponsorship Revenue

($30,000)

Reduce revenue from festival events.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Festivals

Temporary Wages

$12,500

Temporary wages for festival events.

VCN Principles

Vibrant Parks Community and Fund/MaNeighborhoods jestic View

Temporary Wages

$6,771

Temporary wages for educators and interns. Reinstated cut from 2021.

VCN Principles

Vibrant Parks Community and Fund/MaNeighborhoods jestic View

Contract Services

$3,000

Additional funding for cleaning services to accommodate 500 visitors per week.

VCN Principles

Vibrant Parks Community and Fund/MaNeighborhoods jestic View

Credit Card Payments

$3,000

Point of sale system to allow for secure and contactless credit card payments.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Office of the Director

Operating Expenses

$5,000

Operating expenses for the Arvada Arts and Culture Commission.

VCN Principles

Vibrant Community and Neighborhoods

Golf Fund

Temporary Wages

$40,000

Additional temporary wages to maintain customer service levels in the Player Support Program.

VCN Principles

Vibrant Community and Neighborhoods

Golf Fund

Supplies and Expense

$35,450

Additional supplies and expense.

VCN Principles

Vibrant Community and Neighborhoods

Golf Fund

Golf Cart Lease

$42,951

Renew four year golf cart lease and add GPS to the fleet.

VCN Principles

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Vibrant Community and Neighborhoods

Community Development Block Grant (CDBG)

Housing Navigator

$103,160

New position through 6/30/24 to locate suitable housing for people experiencing homelessness. Funded by a grant from CDBG. Salaries and benefits.

VCN Milestone 2E

Vibrant Community and Neighborhoods

General Fund

Homeless Navigator

$103,160

Vibrant Community and Neighborhoods

General Fund

Senior Wheels Program

($139,292)

Elimination of the Senior Wheels program.

VCN Principles

Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Community and Economic Development

General Fund

Transfer to AEDA

$250,000

Transfer to AEDA for small business grants.

CED Principles

Infrastructure

General Fund

Street Light Study

$150,000

Professional services to study street lights in the City.

Infrastructure Principles

Infrastructure

Water Fund

TOC Analyzer

$40,000

Water quality monitoring equipment for regulatory compliance.

Infrastructure Principles

Infrastructure

Water Fund

PLC Control Panel

$50,000

Replace three water treatment control system components.

Infrastructure Challenges

Infrastructure

Water Fund

SCADA Controls

$100,000

Third party security assessment

Infrastructure Principles

Infrastructure

Water Fund

Facilities Repair

$400,000

Repair leaking roof, broken sidewalks and electrical panels.

Infrastructure Challenges

Infrastructure

Water Fund

Skid Steer

$120,000

New skid steer for site support and small constructions projects.

Infrastructure Principles

Infrastructure

Water Fund

Arvada Reservoir Fencing

$50,000

Replace fencing around Arvada Reservoir to secure City infrastructure. Shared with VCN.

Infrastructure Challenges

Infrastructure

Water Fund

Water Distribution Monitoring

$200,000

Water quality and flow monitoring stations to predict and identify system failures and water quality issues.

Infrastructure Principles

Infrastructure

Water Fund

Model Updates

$100,000

Water rate model updates to support modeling new development projects, optimization of operations and siting new infrastructure.

Infrastructure Principles

Infrastructure

Water Fund

Indiana Shops Remodel

$50,000

Second floor shops remodel to modify and upgrade workspace to meet current business needs.

Infrastructure Principles

Infrastructure

Water Fund

Trailer with Boom

$45,000

New trailer for controls system and tower access.

Infrastructure Principles

New position to assist with the VCN Milestone homelessness strategy. Funded 2E with elimination of the Senior Wheels program. Salaries and benefits.

One Time Costs

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Infrastructure

Water Fund

Mini-excavator

$75,000

New mini-excavator for small footprints and a second crew for some projects.

Infrastructure Principles

Infrastructure

Water Fund

CIS/Cityworks Bridge

$200,000

New software bridge required to support the smart meter implementation.

Infrastructure

Wastewater Fund

Metro Wastewater Adjustment

$550,000

Metro Wastewater 2020 adjustments.

Infrastructure Principles

Infrastructure

Wastewater Fund

Collection System Monitoring

$200,000

Monitoring program to detect the source of increased loading in the system.

Infrastructure Principles

Infrastructure

Wastewater/Stormwater Fund

Jet-Vac truck

$275,000

Additional funding for a jet-vac truck due for replacement.

Infrastructure Challenges

Infrastructure

Vehicle Fund

Fuel System Replacement

$120,000

Fuel system replacement for regulatory compliance.

Infrastructure Challenges

Organizational and Service Effectiveness

General Fund/City Attorney's Office

Facility Needs

$26,750

Work space for two new employees.

Safe Community Challenges

Organizational and Service Effectiveness

General Fund/Finance

Software

$16,200

Software to manage the City's leases for compliance with GASB 87.

OSE Principles

Organizational and Service Effectiveness

General Fund/City Manager's Office

Arvada.org

$200,000

Replacement of Arvada.org.

OSE, Strategic Result 2

Safe Community

General Fund/Public Safety

Body Worn Cameras

$400,000

Equipment for SB 217 (body worn camera mandate).

Safe Community Challenges

Safe Community

General Fund/Public Safety

Two Trucks

$120,000

Two Neighborhood Services trucks.

Safe Community, Principles

Safe Community

General Fund/Judicial

Metal Detector

$85,000

Funding to move the metal detector to allow screening before entering the building.

Safe Community, Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Fox House Demolition

$50,000

Demolition of the Fox house due to deteriorating condition.

VCN Challenges

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Arvada Reservoir Fencing

$50,000

Replace fencing around Arvada Reservoir to secure City infrastructure. Shared with Infrastructure.

VCN Challenges

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Tennis Court Resurface

$180,000

Resurface Alice Sweet Thomas Park tennis courts.

VCN Challenges

Revenue and Expenditure Summary Work System

Fund

Description

One Time Costs (Reduction)

Notes

Strategic Alignment

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Alarm System

$45,000

Alarm system and proxy cards for the new parks building.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Chip Truck and Chipper

$235,000

New chipper and chip truck to keep up with current workload.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Grinder

$88,000

New stump grinder to keep up with current workload.

VCN Principles

Vibrant Community and Neighborhoods

Parks Fund/Park Maintenance

Skid Steer

$53,000

New skid steer to assist with regular maintenance and snow removal operations.

VCN Principles

Summary of Changes Between Proposed and Adopted Budget Two police records specialists and two police service technicians were added after the proposed budget was presented to City Council. These positions were added to assit with additional workload. The Positions will be funded from salary savings from vacant police officer positions. These positions are end dated in Decmeber 2023 and will be reevaluated at that time.

Revenue and Expenditure Summary 2019 City Actual Fund Balance, Revenues and Expenditures by Fund Type Special Revenue Funds

General Fund Beginning Fund Balance

Enterprise Funds Capital Projects Funds Water Fund Non-Major Funds

Debt Service Funds

$44,574,540 $26,562,072

$212,414

Internal Service Funds

Total Funds

$26,356,330 $106,154,324 $20,792,034 $19,005,450 $243,657,164

Revenues Taxes

73,749,340

10,533,657

4,524,722

88,807,719

Licenses, Permits and Fees

3,274,232

48,469

7,687,515

1,741,643

12,751,859

Intergovernmental

6,423,491

11,283,786

843,913

10,661,392

29,212,582

Charges for Services

4,507,673

48,904

409,172

23,167,483

23,341,089

106,750

51,581,071

Fines and Forfeits

1,282,130

Miscellaneous

5,217,596

2,461,868

35,154

8,776,632

3,443,365

(231,518)

1,195,998

20,899,095

Revenue Transfer

130,996

13,238,864

2,127,829

15,574,745

510,428

346,995

1,125,933

33,055,790

80,038,080

(511,352)

79,526,728

94,585,458

37,615,548

6,687,705

105,642,542

34,297,439

25,198,209

13,090,073

317,116,974

Other Funding Sources Total Revenues

Total Amount $139,159,998 $64,177,620 $6,900,119 Available

$131,998,872 $140,451,763 $45,990,243

$32,095,523 $560,774,138

Expenditures Personnel

$45,374,289 $14,503,165

$7,266,536

$6,514,200

$2,373,932

$76,032,122

Services and Charges

12,546,421

7,505,339

2,500

1,661,263

7,882,236

1,828,568

2,687,380

34,113,707

Supplies and Expenses

6,017,301

2,964,239

201,381

1,057,841

1,568,673

3,475,217

15,284,652

Contract and Leases

8,215,368

6,880,360

6,000

2,914,425

1,021,773

8,649,283

283,204

27,970,413

6,218,901

217,392

2,246,432

228,347

8,911,072

23,297

1,387

(27,482)

1,249,097

15,695

1,261,994

Capital Maintenance

353,549

138,733

886

5,451,993

3,082,610

790,057

9,817,828

Capital Outlay

138,218

41,595

10,535,022

5,930,654

937,029

2,495,727

20,078,245

24,538,952

2,448,849

1,923,509

3,497,276

3,334,587

598,748

36,341,921

36,163

185

2,724

39,072

97,243,558

34,483,667

6,227,401

17,453,876

34,327,444

27,395,118

12,719,961

229,748,264

Debt Service Inventory

Transfers Other Total Expenditures

Ending Fund $41,916,440 $29,693,953 Balance

$672,718 $114,544,995 $106,124,319 $18,595,125

$19,375,562 $330,923,112

Revenue and Expenditure Summary 2020 City Actual Fund Balance, Revenues and Expenditures by Fund Type General Fund

Special Revenue Funds

Debt Service Funds

$41,916,440

29,693,953

$672,718

78,867,246

11,335,269

Licenses, Permits and Fees

3,492,294

Intergovernmental

Enterprise Funds

Capital Projects Funds

Internal Service Funds

Total Funds

Water Fund

Non-Major Funds

$114,544,995

$106,124,319

$18,595,125 $19,375,562 $330,923,112

5,335,593

95,538,107

755

5,837,986

1,171,266

10,502,301

14,295,066

12,009,521

2,248,204

Charges for Services

4,408,737

20,322

220,065

27,129,634

21,867,072

37,403

53,683,232

Fines and Forfeits

960,719

Miscellaneous

5,340,113

2,636,566

44,093

7,540,320

5,107,712

698

1,067,399

21,736,901

Revenue Transfer

99,823

13,491,201

2,063,268

8,194,678

549,238

1,549,848

1,058,577

27,006,633

Other Financing Sources

1,286,831

(373,789)

60,684

973,726

Total Revenues

108,750,828

39,493,634

7,442,954

18,203,267

38,250,781

24,588,884 13,354,254

250,084,601

Total Amount Available

$150,667,268 $69,187,587

$8,115,672

$132,748,262

$144,375,100

$43,184,009 $32,729,816 $581,007,713

$46,801,823 $14,751,257

$7,379,946

$6,550,128 $2,486,409

Beginning Fund Balance Revenues Taxes

11,130,192

39,682,982

Expenditures Personnel

$77,969,564

Services and Charges

21,321,925

8,182,160

1,900

13,887,873

9,120,840

951,286

1,755,700

55,221,685

Supplies and Expenses

6,156,836

3,001,254

59,535

1,440,408

1,312,786

2,595,241

14,566,059

Contract and Leases

6,132,046

13,586,753

6,000

5,081,689

548,859

8,473,041

171,927

34,000,314

7,482,123

2,247,420

163,200

9,892,744

Inventory

166,432

1,953

(6,439)

538,631

(46,738)

653,895

Capital Maintenance

355,900

196,618

2,000

4,171,664

630,088

982,370

6,338,640

Capital Outlay

201,615

288,073

5,284,690

7,967,409

6,970,727

5,638,540

26,351,054

22,408,161

556,567

1,230,823

2,795,921

3,044,577

616,730

30,652,779

7,417

839

3,365

7,876

19,497

Total Expenditures

103,552,155

40,564,634

7,490,023

25,546,667

35,666,867

28,637,829 14,208,055

255,666,230

Ending Fund Balance

$47,115,113 $28,622,953

Debt Service

Transfers Other

$625,649 $107,201,595 $108,708,233 $14,546,179 $18,521,761 $325,341,483

Revenue and Expenditure Summary 2021 City Budget Fund Balance, Revenues and Expenditures by Fund Type Special Revenue Funds

General Fund Beginning Fund Balance

Debt Service Funds

$47,115,113 $28,622,953

Enterprise Funds

Capital Projects Funds

Internal Service Funds

Non-Major Funds

Water Fund

$625,649 $107,201,595 $108,708,233

Total Funds

$14,546,179 $18,521,761 $325,341,483

Revenues Taxes

84,379,289

12,155,397 5,361,532

101,896,218

Licenses, Permits and Fees

3,005,288

62,988

4,061,295

396,716

7,526,287

Intergovernmental

4,510,552

13,348,110

700,000

11,528,988

30,087,650

Charges for Services

4,139,800

68,590

26,536,736

25,467,706

108,893

56,321,725

Fine and Forfeits

1,019,059

Miscellaneous

3,749,319

1,279,834

3,000

300,000

956,222

1,219,342

254,668

7,762,385

Revenue Transfer

307,866

13,855,373 2,126,749

7,511,522

460,390

927,660

160,289

25,349,849

2,316,000

75,000

2,391,000

7,811,522

32,014,643

31,027,424

12,127,838

232,354,173

Other Financing Sources

Total Revenues

101,111,173

40,770,292 7,491,281

Total Amount Available

$148,226,286

$69,393,245

$8,116,930

$115,013,117

$140,722,876

$45,573,603

$30,649,599

$557,695,656

$46,601,110 $15,632,014

$7,642,827

$6,445,586

$2,338,271

$78,659,808

Expenditures Personnel Services and Charges

12,450,131

11,013,506

3,000

9,647,770

2,357,719

1,942,777

37,414,903

Supplies and Expenses

6,857,687

3,219,047

1,540,982

4,474,875

2,958,076

19,050,667

Contract and Leases

6,304,894

10,255,582

10,000

3,353,454

11,591,703

207,434

31,723,067

- 7,487,281

449,033

7,936,314

Debt Service

Inventory

2,460

778,789

781,249

Capital Maintenance

550,783

185,128

6,030,393

3,068,567

2,249,943

12,084,814

Capital Outlay

213,976

999,808

16,222,301

49,483,866

8,325,733

4,900,315

80,145,999

24,333,186

1,683,282

2,467,849

2,858,038

89,331

31,431,686

3,886

4,099

6,337

101

14,423

42,994,926 7,500,281

16,222,301

80,173,478

40,350,144

14,686,147

299,242,930

$98,790,816

$60,549,398

$5,223,459

$15,963,452

$258,452,726

Transfers Other Total Expenditures

97,315,653

Ending Fund Balance

$50,910,633 $26,398,319

$616,649

Revenue and Expenditure Summary 2022 City Budget Fund Balance, Revenues and Expenditures by Fund Type Special Revenue Funds

General Fund Beginning Fund Balance

Debt Service Funds

Enterprise Funds

Capital Projects Funds

Internal Service Funds

Total Funds

Water Fund

Non-Major Funds

$5,223,459 $15,963,452

$50,910,633

$26,398,319

$616,649

$98,790,816

$60,549,398

$258,452,726

85,100,460

12,217,437

5,361,782

108,780

102,788,459

Licenses, Permits and Fees

3,009,925

64,878

3,907,339

396,819

7,378,961

Intergovernmental

4,035,817

13,555,061

- 14,157,993

31,748,871

Charges for Services

4,260,821

70,648

975,206

Miscellaneous

3,755,951

1,244,296

3,000

1,200,000

Revenue Transfer

317,102

14,167,600

2,124,211

101,455,282 $152,365,915

Revenues Taxes

Fine and Forfeits

Other Financing Sources Total Revenues Total Amount Available

27,515,151 29,931,064

110,222

61,887,906

975,206

1,018,793

1,470,764

734,000

9,426,804

6,639,370

473,752

274,294

1,295,341

25,291,670

75,000

41,319,920

7,488,993

7,948,150

32,915,035 32,072,941 16,372,556

239,572,877

$67,718,239

$8,105,642

$106,738,966

$51,508,243 $17,304,533

$142,710

$93,464,433 $37,296,400

$32,336,008

$498,025,603

$8,577,032 $7,177,268 $2,567,201

$87,276,987

Expenditures Personnel Services and Charges

13,691,830

9,119,732

3,000

1,902

10,056,930

1,935,278

1,930,575

36,739,247

Supplies and Expenses

8,887,894

3,939,028

5,208

1,841,082

1,713,710

6,216,574

22,603,496

Contract and Leases

5,226,032

10,507,549

10,000

905,028 15,202,791

185,616

32,037,016

7,484,993

653,200

8,138,193

20,000

2,534

873,461

895,995

Capital Maintenance

504,660

240,661

4,871,873

2,610,374

1,204,984

9,432,552

Capital Outlay

547,383

832

6,847,949

23,556,637

2,146,281

3,092,020

36,191,102

22,374,640

1,094,639

2,731,070

3,237,884

92,011

29,530,244

3,963

4,099

6,447

106

14,615

Total Expenditures

102,764,645

42,213,607

7,497,993

6,997,769

52,546,099 35,550,353 15,288,981

262,859,447

Ending Fund Balance

$49,601,270 $25,504,632

$40,918,334

$235,166,156

Debt Service Inventory

Transfers Other

$607,649 $99,741,197

$1,746,047 $17,047,027

Revenue and Expenditure Summary 2022 Revenue by Source

Fines & Forfeits Licenses & Permits 0% 3%

Miscellaneous 4%

Other Financing Sources 0%

Transfers 11%

Taxes 43%

Intergovernmental Revenues 13%

Taxes $102,788,459 Charges for Services $61,887,906 Intergovernmental Revenues $31,748,871 Transfers $25,291,670 Licenses & Permits $7,378,961 Fines & Forfeits $975,206 Miscellaneous $9,426,804 Other Financing Sources $75,000 Total $239,572,877

Charges for Services 26%

2022 Expenditures by Category Miscellaneous 0%

Transfers 11% Personnel Costs 33%

Debt Service 3% Supplies 9%

Professional Services 12% Services & Charges 14%

Capital Maintenance & Replacement 18%

Personnel Costs

$87,276,987

Capital Maintenance & Replacement Services & Charges Professional Services Supplies Debt Service Miscellaneous Transfers Total

$45,623,654 $36,739,247 $32,037,016 $22,603,496 $8,138,193 $910,610 $29,530,244 $262,859,447

Revenue and Expenditure Summary Revenues The following table illustrates total revenues by category. Taxes, Charges for Services and Intergovernmental revenues comprise over 80% of the total revenues of the City. 2019 Actual Taxes

2020 Actual

2021 Revised

2022 Budget

$88,807,719

$95,538,107

$101,896,218

$102,788,459

Licenses, Permits and Fees

12,751,859

10,502,301

7,526,287

7,378,961

Intergovernmental

29,212,582

39,682,982

30,087,650

31,748,871

Charges for Services

51,581,071

53,683,232

56,323,525

61,887,906

1,282,130

960,719

1,019,059

975,206

Miscellaneous

20,899,095

21,736,901

7,762,385

9,426,804

Revenue Transfer

33,055,790

27,006,633

25,349,849

25,291,670

Other Funding Sources

79,526,728

973,726

2,391,000

75,000

$317,116,974

$250,084,601

$232,355,973

$239,572,877

Fines & Forfeits

Total Revenues

Taxes Taxes provide over 43% of the total budgeted revenue. The following table shows the major sources of taxes. 2019 Actual Sales Tax

2020 Actual

2021 Revised

2022 Budget

$61,498,746

$67,037,338

$74,029,884

Property and Ownership Tax

7,183,539

8,100,300

8,065,884

8,454,328

Auto Use Tax

9,375,906

9,864,747

10,147,573

10,350,525

Building Use Tax

3,839,795

4,355,411

3,590,209

3,697,915

General Use Tax

1,253,873

956,166

1,051,781

1,209,549

Other

5,655,860

5,224,145

5,010,887

5,046,258

$88,807,719

$95,538,107

$101,896,218

$102,788,459

6,730,388

6,358,111

892,241

7.6%

6.7%

0.9%

Total Taxes $ Change % Change

Revenue and Expenditure Summary Sales Taxes The City’s largest revenue source is sales tax. Currently, the City levies a 3.46% on all retail sales within the City. 3% is allocated to the General Fund and .21% and .25% are restricted for police operations which are accounted for in the two tax increment funds. Over the past ten years, the City has seen significant growth in retail sales, averaging 4% annual growth. Initial estimates for sales tax in 2020 was a decrease of 1%; however the City fared much better and sales tax in 2020 saw a 9% increase. The increase in sales tax can be attributed to the City’s main sales tax generators which are grocery stores and general department stores that had double digit increases in the first several months of the pandemic. The City also saw a 48% increase in its on-line retailer’s category as a result of the Marketplace Facilitators Act that was passed in October 2019. Sales tax in the first half of 2021 is continuing at an unprecedented rate of 20% through the second quarter, although the City is conservatively budgeting sales tax at an increase of 10% for 2021 as, there are signs that sales tax may level off in the second half of 2021. For the 2022 budget, the City has not projected any growth in sales tax. Sales tax estimates for the remaining years are based on a growth rate of 2%. Revenue from anticipated retailers is generally not included in the budget until a new store is constructed and operational. However in 2029 and 2030 of the ten year financial plan, the City included the estimated sales tax of an urban renewal area that will end in 2028. Sales Tax Collections

$90,000,000 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $-

2019 Actual

2020 Actual

2021 Revised

2022 Budget

General Fund

2023 Forecast

Tax Increment

2024 Forecast

2025 Forecast

2026 Forecast

Revenue and Expenditure Summary Property Tax Property tax is a tax assessed on all real estate. The City has had the same property tax rate since 1993, or for over 28 years. The tax rate is 4.31 mills or $4.31 for every $1,000 of assessed value. Assessed value is based on 7.15% of the residential appraised value and 29% on all other property. Real property is appraised every odd-numbered year and collections lag one year from valuations. Property tax collections in 2021 are based on a non-appraisal year and are estimated to increase 1% due to new growth in the City. 2022 collections are estimated to increase 5% and are based on a new appraisal year and the repeal of the Gallagher Amendment which freezes the assessment rates. Property tax for 2023 and beyond is based on a 3% increase in appraisal years and 1% in non-appraisal years to account for new growth. Property Tax Collections

$8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Forecast

2024 Forecast

2025 Forecast

2026 Forecast

Use Taxes The City collects three types of use tax: Auto, Building and General Use Tax. The City collected a record amount of auto use tax in 2019. The expectation for 2020 was a decrease of 15%; however, based on a strong fourth quarter, the City ended with an increase of 5%. Auto use tax in the first half of 2021 is up 31% due to strong auto sales in the used car market while new car sales are hampered by parts shortages. The 2021 budget is conservatively based on a 3% increase since sales in the fourth quarter of 2021 were so strong. 2022 estimates a small increase of 2%. Increases of 1%-2% are estimated in future years with a decrease of 4% in 2026. Building use tax has been steadily decreasing since 2017 when two housing developments in northern Arvada opened up. There are still a healthy number of new houses being built in these developments as well as in-fill development in the City. Building use tax increased 10% in 2020. A decrease of 12% is estimated for 2021 as new housing stabilizes, followed by an increase of 3% in 2022. Increases in future years are 0%-4% as the City maintains a base level of building activity.

Revenue and Expenditure Summary In the past, general use tax has been a stable source of revenue as it represents capital investment by Arvada businesses. This revenue was affected by the pandemic and declined 35% in 2020. An increase of 30% is estimated in 2021 as the City is already seeing capital investment by many businesses. Increases of 15% in 2022 and 2023 will bring the level of general use tax back to 2019 levels by 2022. Increases in future years are forecasted at 2%. Auto, Building and General Use Tax

$18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0

2019 Actual

2020 Actual

2021 Revised Auto Use

2022 Budget

2023 Forecast

Building Use

2024 Forecast

2025 Forecast

2026 Forecast

General Use

Intergovernmental This category accounts for state and county shared revenue. The Jefferson County Open Space revenue is a .5% sales tax collected in Jefferson County and shared with cities. This revenue is to be used for acquiring, maintaining, administering and preserving open space and park and recreational capital improvements. The City uses all of the Open Space revenues for ongoing park maintenance. This revenue is estimated to increase 10% in 2021, with increases of 2% in the future. The Highway Users’ Tax Fund (HUTF) is derived from the state sales tax on vehicle gas purchases and is allocated based on the number of vehicles and population in each City. In the past, the City saw increases of 1%-4% each year. In 2020, this revenue source saw a decline of 26% because of the sharp decline in gas purchases during the pandemic. A decrease of 14% is estimated for 2022 followed by no growth in 2023. A small increase of 1% is forecasted in future years. However this revenue is not estimated to reach pre-pandemic levels as alternative fuel vehicles become more popular and the mass transit system expands in the State of Colorado. The Road and Bridge tax is county shared revenue that is derived from a property tax mill levy set by the counties to be used for road and bridge construction, maintenance and administration. This revenue source has varied from year to year. As the counties have the authority to change the allocations each year, the City has conservatively estimated a 16% decrease in 2021 followed by a 6% increase in 2022. A 1% increase is estimated in future years. 85

Revenue and Expenditure Summary Intergovernmental Revenue

$12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0

2019 Actual

2020 Actual

2021 Revised

Jefferson County Open Space

2022 Budget

2023 Forecast

HUTF

2024 Forecast

2025 Forecast

2026 Forecast

County Road and Bridge

Charges for Services The majority of this revenue source is from Water, Wastewater and Stormwater charges. The City also implemented a solid waste and recycling program. The City entered into an agreement with a single waste hauler to provide services for the City. Services started in July 2021. In 2022, Water rates will increase 3.0% and there will be a $2 per month increase in the service fee, while Wastewater rates will increase 3% with a $1 per month increase in the service fee. There will be no increase in Stormwater rates. The estimated rate increases for these utilities is expected to grow 2%-7% in future years. The City has followed the methodology of small rate increases each year in order to fund large capital maintenance projects to the system. Utility Rate Revenue $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $-

2019 Actual

2020 Actual Water

2021 Revised Wastewater

2022 Budget

2023 Forecast

Stormwater

2024 Forecast

Solid Waste

2025 Forecast

2026 Forecast

Revenue and Expenditure Summary Miscellaneous The major source of miscellaneous revenue is interest earnings. The City invests its excess cash pursuant to the City’s investment policy. The primary objectives of the City’s investment activities, in priority order are safety, liquidity and yield. Consistent with this policy, the portfolio of securities is invested in U.S. Treasuries, U.S. Agencies, local government investment pools, commercial paper and corporate debt subject to rating and concentration limits. Interest Earnings Interest earnings slowly increased after the Great Recession generating 2% in 2019. Interest rates experienced a steep decline in 2020 due to the COVID-19 pandemic. The City managed a yield of 1% as many investments were “locked-in” at favorable rates. However, as these investments matured, the new investments were at much lower interest rates. Although interest rates were lower, interest revenue increased in 2020 as the City earned approximately $1.5 million on the bonds proceeds that were issued in 2019. Interest revenue is estimated to decrease through 2023 as interest rates remain low and the City spends down the bonds proceeds. After 2023, interest rates are predicted to rise at a slow pace. Interest Earnings $6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Forecast

2024 Forecast

2025 Forecast

2026 Forecast

Revenue and Expenditure Summary Expenditures by Category The following table illustrates total expenditure by category. Personnel costs comprise 33% of the total costs in 2022, with Capital Maintenance and Replacement accounting for 18% and Services & Charges at 14%. 2019 Actual Personnel Costs

2020 Actual

2021 Revised

2022 Budget

$76,032,122

$77,969,564

$78,659,808

$87,276,987

Capital

29,896,073

32,689,694

92,230,813

45,623,654

Services & Charges

34,113,707

55,221,685

37,414,903

36,739,247

Professional Services

27,970,413

34,000,314

31,723,067

32,037,016

Supplies & Expenses

15,284,652

14,566,059

19,050,667

22,603,496

Debt Service

8,911,072

9,892,744

7,936,314

8,138,193

Miscellaneous

1,301,066

673,392

795,672

910,610

36,341,921

30,652,779

31,431,686

29,530,244

$229,748,264

$255,666,230

$299,242,930

$262,859,447

2021 Revised

2022 Budget

Transfers Total Expenditures Personnel Costs

2019 Actual Salaries and Wages Temporary Wages Benefits Overtime and Other Total Personnel Costs

2020 Actual

$52,417,019

$54,669,671

$54,354,961

$60,774,276

3,226,426

2,584,946

2,543,722

2,695,892

17,892,743

17,123,834

18,303,139

20,412,146

2,495,934

3,591,113

3,457,986

3,394,673

$76,032,122

$77,969,564

$78,659,808

$87,276,987

1,937,442

690,244

8,617,179

2.5%

0.9%

11.0%

$ Change % Change

The original 2021 budget did not include market rate adjustments or step increases due to the uncertainty of the economy, revenues came in better than expected and the 2021 revised budget includes step increases as well as a 1.5% market rate adjustment. For 2022, a 3% market rate adjustment is assumed for all non-police and police positions. It is also assumed that each employee will receive their appropriate step increase in 2022, if eligible. The 2022 budget includes the addition of 31 new positions; seven positions are related to ongoing support needed for SB 217 which mandates body worn camera for all police officers. The remaining positions are added to address aging street and utility infrastructure, homelessness and increasing cyber security threats. 88

Revenue and Expenditure Summary Benefits are primarily comprised of health and dental costs. Total health costs in 2022 are expected to increase 3%. Most of the overtime and special pays are in the streets, police and water divisions, all due to general emergencies such as weather and other extraordinary events. Services and Charges 2019 Actual

2020 Actual

$4,831,007

$4,963,327

$5,374,018

$5,437,250

3,933,538

3,277,159

3,187,317

3,297,238

268,397

466,495

1,744,070

392,050

Utilities

8,943,241

10,470,632

10,888,361

11,417,566

Program Expense

2,650,642

10,803,600

3,592,436

3,597,775

Training

1,010,029

524,491

1,089,176

1,330,778

Contract Services

2,614,667

2,010,134

1,937,441

2,198,859

Other

9,862,186

22,705,847

9,602,084

9,067,731

$34,113,707

$55,221,685

$37,414,903

$36,739,247

21,107,977

(17,806,782)

(675,656)

61.9%

-32.2%

-1.8%

Housing Program Insurance CDBG Program

Total Services and Charges $ Change % Change

2021 Revised

2022 Budget

Services and charges include expenses related to paying other agencies or organizations. Examples include: the utility costs the City pays for electricity, natural gas, water, wastewater and stormwater, monies paid to Denver Water for the purchase of raw water and the services to Metro Wastewater for the treatment of the City’s sewage. The City pays outside consultants for a variety of trainings, including state and federal mandated training. Support to the Arvada Center for the Arts and Humanities of $3.9 million is included in this expenditure category. Capital The City has a Capital Improvement Plan (CIP) detailing the 2021 and 2022 appropriations as well as a ten-year plan for the City’s capital expenditures. For specific projects, please see the Capital Improvement Plan section in this document. The City has a legal provision to dedicate 60% of the first cent of sales tax to infrastructure, major capital maintenance, new construction or debt service. This is referred to as 98-101 money after the section of the City’s code authorizing the sales tax dedication for capital projects. In 2022 a total of $12.6 million will be generated from sales tax for capital needs. Of this total $6.5 million will be used to pay for debt service for previous capital needs. The remainder will be dedicated to capital improvement projects. 89

Revenue and Expenditure Summary 2022 Budget 98-101

$12,651,113

Debt Service Obligations Bond Payments

(5,361,782)

COP Payments

(1,132,796)

Transfer to the capital improvement program

$6,156,535

In addition to these monies, the CIP recommendations include using water, wastewater and stormwater revenues for major utility projects. There will also be a variety of grants and other intergovernmental revenues to meet various needs. The table below is an overview of the types of capital expenditures. 2022 Budget General Administration

$2,202,661

Transportation

3,412,078

Parks and Golf

886,916

Water

25,412,362

Wastewater

3,683,646

Stormwater

876,227

Total

$36,473,890

Debt Service In 2019, the City issued $79.5 million in bonds to finance two road projects. Debt service also includes the City’s two Certificates of Participation (COP) - the 2005 COP, refinanced in 2015 and set to retire in 2025, and the 2016 COP set to retire in 2036.

Revenue and Expenditure Summary Transfers There are a host of transfers to and from various departments. Examples include the following highlights: From

Amount

General Fund

Streets Maintenance

$10,148,631

General Fund

Parks

$3,899,043

General Fund

COP

$2,129,808

General Fund

Capital Projects

$6,639,370

General Fund

Golf

Water

General Fund

$2,461,645

Wastewater

General Fund

$615,872

Stormwater

General Fund

$473,519

$274,294

The largest transfers are from the General Fund to help support the activities of other departments’ missions. The Water and Wastewater Funds pay the General Fund for building, utility and overhead expenses of operating these lines of business.

Revenue and Expenditure Summary Revenue Trend Analysis 2019 Actuals, 2020 Actuals, 2021 Revised and 2022 Budget 2019 Actual General Fund

2020 Actual

2021 Revised

2022 Budget

$94,585,458

$108,750,828

$101,111,173

$101,455,282

718,623

646,112

578,894

584,683

9,814,839

10,018,112

10,070,504

10,269,631

Community Development

862,995

1,411,848

711,017

1,095,280

Arvada Housing Authority

5,250,210

5,394,601

5,854,938

5,913,795

Parks

9,886,641

9,440,461

10,537,041

10,773,360

19,717

17,511

381,834

32,067

COP Debt Service

2,146,443

2,080,668

2,126,749

2,124,211

Police Tax Increment .21

5,080,987

6,039,146

5,846,449

5,844,771

Police Tax Increment .25

5,981,537

6,525,842

6,789,615

6,806,333

Debt Service

4,541,263

5,362,285

5,364,532

5,364,782

105,642,542

18,199,213

7,811,522

7,948,150

4,054

Water

34,297,438

38,250,781

32,014,643

32,915,035

Wastewater

13,852,164

13,613,598

14,034,600

14,749,036

Golf Courses

5,799,730

6,466,313

6,071,951

6,674,261

Stormwater

3,811,872

4,188,773

4,035,390

4,037,876

Food Services

1,734,443

320,200

565,398

6,320,085

6,611,768

Insurance

2,945,781

2,829,371

2,513,742

2,578,422

Computers

3,292,724

2,740,235

2,682,512

5,739,949

Print Shop

416,406

330,846

358,518

335,000

5,873,920

6,396,052

5,707,343

6,626,094

561,241

1,057,750

865,723

1,093,091

$317,116,974

$250,084,601

$232,354,173

$239,572,877

Grants Streets Maintenance Fund

Police Seizure

Capital Projects Special Assessments

Solid Waste

Vehicles Buildings Total All Budgeted Funds

Revenue and Expenditure Summary Expenditure Trend Analysis 2019 Actuals, 2020 Actuals, 2021 Revised and 2022 Budget 2019 Actual General Fund

2020 Acutal

2021 Revised

2022 Budget

$97,243,558

$103,552,155

$97,315,653

$102,764,645

Grants

1,013,000

117,000

1,165,000

187,999

Streets Maintenance Fund

6,234,663

13,523,998

10,332,062

10,269,631

Community Development

738,051

867,820

3,216,800

1,288,602

Arvada Housing Authority

5,238,151

5,333,288

5,734,362

5,827,286

Parks

9,301,014

9,485,357

10,115,189

11,585,697

778,423

29,864

COP Debt Service

2,132,829

2,127,842

2,135,749

2,133,211

Police Tax Increment .21

5,448,679

5,120,702

5,278,733

6,059,185

Police Tax Increment .25

6,510,108

6,116,469

6,374,357

6,965,343

Debt Service

4,094,572

5,362,181

5,364,532

5,364,782

17,051,115

25,546,667

16,222,301

6,997,769

300,000

Water

34,327,444

35,666,867

80,173,478

52,546,099

Wastewater

15,055,536

17,742,223

19,484,034

17,393,680

Golf Courses

6,438,730

5,645,578

6,479,403

7,015,082

Stormwater

4,046,818

3,862,735

7,884,039

4,903,344

Food Services

1,854,032

1,387,294

222,551

6,280,117

6,238,247

Insurance

3,144,067

2,114,991

2,438,957

2,487,138

Computers

2,823,873

2,296,532

2,443,505

5,674,966

Print Shop

322,729

325,673

347,300

443,526

5,953,957

4,935,878

7,822,642

6,217,114

475,338

4,534,981

1,633,743

466,237

$229,748,264

$255,666,230

$299,242,930

$262,859,447

Police Seizure

Capital Projects Special Assessments

Solid Waste

Vehicles Buildings Total All Budgeted Funds

Revenue and Expenditure Summary General Fund The General Fund pays for the City’s basic services. This includes police, planning, transportation planning, street light maintenance and costs, building activity and general administration. In addition, the General Fund also provides for the following: • Operational support to the Parks Department • General Debt Service Payments • Transfer to the Capital Improvements Fund for new parks, transportation and other infrastructure projects • Grant support to the Arvada Center Funding Sources Taxes

2019 Actual

2020 Actual

2021 Revised

2022 Budget

$73,749,340

$78,867,246

$84,379,289

$85,100,460

Licenses, Permits and Fees

3,274,232

3,492,294

3,005,288

3,009,925

Intergovernmental

6,423,491

14,295,066

4,510,552

4,035,817

Charges for Services

4,507,673

4,408,737

4,139,800

4,260,821

Fine and Forfeits

1,282,130

960,719

1,019,059

975,206

Miscellaneous

5,217,596

5,340,113

3,749,319

3,755,951

130,996

99,823

307,866

317,102

1,286,831

$94,585,458

$108,750,828

$101,111,173

$101,455,282

Revenue Transfer Other Funding Sources Total Revenues Expenditres/Uses Personnel

2019 Actual

2020 Actual

2021 Revised

2022 Budget

$45,374,289

$46,801,823

$46,601,110

$51,508,243

12,546,421

21,321,925

12,450,131

13,691,830

Supplies and Expenses

6,017,301

6,156,836

6,857,687

8,887,894

Contract and Leases

8,215,368

6,132,046

6,304,894

5,226,032

23,297

166,432

20,000

Capital Maintenance

353,549

355,900

550,783

504,660

Capital Outlay

138,218

201,615

213,976

547,383

24,538,952

22,408,161

24,333,186

22,374,640

36,163

7,417

3,886

3,963

$97,243,558

$103,552,155

$97,315,653

$102,764,645

Services and Charges

Inventory

Transfers Other Total Expenditures

Revenue and Expenditure Summary Special Revenue Funds Special Revenue Funds account for revenues that are to be used for specific purposes. Funds included in Special Revenue funds are Streets Maintenance Fund, Grants Fund, Community Development, Arvada Housing Authority, Parks, Police Seizure and the two Police Tax Increment Funds.

Funding Sources Taxes Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous Revenue Transfer Total Revenues

Expenditures/Uses Personnel

2019 Actual

2020 Actual

2021 Revised

2022 Budget

$10,533,657

$11,335,269

$12,155,397

$12,217,437

48,469

755

62,988

64,878

11,283,786

12,009,521

13,348,110

13,555,061

48,904

20,322

68,590

70,648

2,461,868

2,636,566

1,279,834

1,244,296

13,238,864

13,491,201

13,855,373

14,167,600

$37,615,548

$39,493,634

$40,770,292

$41,319,920

2021 Revised

2022 Budget

2019 Actual

2020 Actual

$14,503,165

$14,751,257

$15,632,014

$17,304,533

Services and Charges

7,505,339

8,182,160

11,013,506

9,119,732

Supplies and Expenses

2,964,239

3,001,254

3,219,047

3,939,028

Contract and Leases

6,880,360

13,586,753

10,255,582

10,507,549

1,387

1,953

2,460

2,534

138,733

196,618

185,128

240,661

41,595

288,073

999,808

832

2,448,849

556,567

1,683,282

1,094,639

4,099

$34,483,667

$40,564,634

$42,994,926

$42,213,607

Inventory Capital Maintenance Capital Outlay Transfers Other Total Expenditures

Revenue and Expenditure Summary Debt Service Funds Debt Service Funds account for the debt issued by general government and include 2015 Certificates of Participation, 2016 Certificates of Participation and 2019 Sales and Use Tax Revenue Bonds. Funding Sources Taxes Miscellaneous Revenue Transfer Total Revenues

Expenditures/Uses Services and Charges Contract and Leases Debt Service Total Expenditures

2019 Actual

2020 Actual

2021 Revised

$4,524,722

$5,335,593

$5,361,532

$5,361,782

35,154

44,093

3,000

2,127,829

2,063,268

2,126,749

2,124,211

$6,687,705

$7,442,954

$7,491,281

$7,488,993

2019 Actual

2020 Actual

2021 Revised

2022 Budget

$2,500

$1,900

$3,000

6,000

10,000

6,218,901

7,482,123

7,487,281

7,484,993

$6,227,401

$7,490,023

$7,500,281

$7,497,993

Revenue and Expenditure Summary Capital Projects Funds The Capital Projects Funds account for capital projects for streets, traffic and parks. Funding Sources

2019 Actual

Taxes

2020 Actual

2021 Revised

2022 Budget

108,780

$843,913

$2,248,204

409,172

220,065

8,776,632

7,540,320

300,000

1,200,000

Revenue Transfer

15,574,745

8,194,678

7,511,522

6,639,370

Other Funding Sources

80,038,080

$105,642,542

$18,203,267

$7,811,522

$7,948,150

Intergovernmental Charges for Services Miscellaneous

Total Revenues

Expenditures/Uses Personnel Services and Charges Supplies and Expenses Contracts and Leases Debt Service Inventory Capital Maintenance Capital Outlay Transfers Total Expenditures

2019 Actual

2020 Actual

2021 Revised

2022 Budget

$142,710

1,661,263

13,887,873

1,902

201,381

59,535

5,208

2,914,425

5,081,689

217,392

886

2,000

10,535,022

5,284,690

16,222,301

6,847,949

1,923,509

1,230,823

$17,453,876

$25,546,667

$16,222,301

$6,997,769

Revenue and Expenditure Summary Enterprise Funds The Enterprise Funds account for all business type activities and include Water, Wastewater, Stormwater, Golf Courses, Food Service and Solid Waste. It is intended that all expenditures necessary, including capital and debt service costs, are captured in the fees related to the activity. Funding Sources Licenses, Permits and Fees

2019 Actual

2020 Actual

$9,429,158

$7,009,252

$4,458,011

$4,304,158

$700,000

46,508,572

48,996,706

52,004,442

57,446,215

3,211,847

5,108,410

2,175,564

2,489,557

857,423

2,099,086

1,388,050

748,046

(511,352)

(373,789)

2,316,000

$59,495,648

$62,839,665

$63,042,067

$64,987,976

2021 Revised

2022 Budget

Intergovernmental Charges for Services Miscellaneous Revenue Transfer Other Funding Sources Total Revenues

Expenditures/Uses Personnel

2019 Actual

2021 Revised

2020 Actual

2022 Budget

$13,780,736

$13,930,074

$14,088,413

$15,754,300

Services and Charges

9,710,804

10,072,126

12,005,489

11,992,208

Supplies and Expenses

2,626,514

2,753,194

6,015,857

3,554,792

Contract and Leases

9,671,056

9,021,900

14,945,157

16,107,819

Debt Service

2,474,779

2,410,620

449,033

653,200

Inventory

1,221,615

532,192

778,789

873,461

Capital Maintenance

8,534,603

4,801,752

9,098,960

7,482,247

Capital Outlay

6,867,683

14,938,136

57,809,599

25,702,918

Transfers

6,831,863

5,840,498

5,325,887

5,968,954

2,909

4,204

6,438

6,553

$61,722,562

$64,304,696

$120,523,622

$88,096,452

Other Total Expenditures

Revenue and Expenditure Summary Internal Service Funds Internal Service Funds charge internal programs and departments for use of goods and services. The Funds then pay for all associated costs of things such as purchasing insurance, vehicle purchases and maintenance, computer purchases and maintenance, and buildings maintenance. There are five Internal Service Funds - Insurance Fund (Risk Management), Computer Fund, Print Services Fund, Vehicles Fund and Building Fund. Funding Sources Intergovernmental Charges for Services Miscellaneous

2019 Actual

Total Revenues

2021 Revised

2022 Budget

$10,661,392

$11,130,192

$11,528,988

$14,157,993

106,750

37,403

108,893

110,222

1,195,998

1,067,399

254,668

734,000

1,058,577

160,289

1,295,341

1,125,933

60,684

75,000

$13,090,073

$13,354,254

$12,127,838

$16,372,556

2021 Revised

2022 Budget

Revenue Transfer Other Financing Sources

2020 Actual

2019 Actual

2020 Actual

$2,373,932

$2,486,409

$2,338,271

$2,567,201

Services and Charges

2,687,380

1,755,700

1,942,777

1,930,575

Supplies and Expenses

3,475,217

2,595,241

2,958,076

6,216,574

283,204

171,927

207,434

185,616

15,695

(46,738)

790,057

982,370

2,249,943

1,204,984

2,495,727

5,638,540

4,900,315

3,092,020

598,749

616,730

89,331

92,011

7,876

$12,719,961

$14,208,055

$14,686,147

$15,288,981

Expenditures/Uses Personnel

Contract and Leases Inventory Capital Maintenance Capital Outlay Transfers Other Total Expenditures

Revenue and Expenditure Summary 2021 Revised Expenditure Appropriations by Work System and Fund Type Capital Project Funds

General Fund

Work System

Internal Service Funds

Community and Economic Development

$4,417,335

Infrastructure

19,409,760

Organizatioal Service and Effectiveness

Special Revenue Funds

Enterprise Funds

9,456,385 10,483,828

113,727,431

47,405,059

5,229,762

270,232

30,470

Safe Community

25,559,883

- 12,100,086

Vibrant Communities and Neighborhoods

523,616

- 18,975,780

6,765,721

Capital Projects

16,222,301

1,165,000

Debt Service

7,500,281

Total

Debt Service Funds

$97,315,653 $16,222,301 $14,686,147 $42,994,926

$7,500,281 $120,523,622

2022 Expenditure Appropriations by Work System and Fund Type Work System

General Fund

Capital Project Funds

Internal Service Funds

Special Revenue Funds

Debt Service Funds

Enterprise Funds

Community and Economic Development

$4,644,200

Infrastructure

20,903,285

6,683,352

10,435,254

80,978,935

Organizational Service and Effectiveness

45,693,713

8,605,629

292,472

33,127

Safe Community

31,049,398

12,694,466

Vibrant Communities and Neighborhoods

474,049

18,603,416

7,084,390

Capital Projects

6,997,769

187,999

Debt Service Total

7,497,993 $102,764,645 $6,997,769 $15,288,981

100

$42,213,607 $7,497,993

$88,096,452

Ten Year Models 2021-2030 TEN-YEAR MODEL ASSUMPTIONS In 2015, City Council adopted a budget and fiscal policy that utilizes long-range planning for each of the City’s operating funds to maintain the fiscal health of the City. Specifically, the City prepares a two-year budget based on a ten-year financial model. This method of budgeting is used to determine if future impacts of the current proposed budget are fiscally sound. Using this ten-year model, the City is able to test the effects of current financial decisions on future years’ financial conditions when approving funding requests throughout the organization. Budgeting in this manner allows management time to react and respond to changes in the economy and minimizes the effect of budget fluctuations on service delivery. Ten-year model assumptions are reviewed on an annual basis and revised as necessary. The objective is that each fund should work towards maintaining a fund balance that is equal to or exceeds the required City Council fund balance goal in the tenth year. For the ten-year models, projections of economically-driven revenues do not factor in potential recessions or periods of robust expansion, which may occur during the ten year forecast. Instead, the revenue forecast assures continued moderate growth in the economy and the City’s population. In addition, expenditures do not take into consideration expansion of services or programs or an increase in the number of employees. All Funds • Personnel-related expenses are calculated in detail based upon each employee’s current grade and step and include future estimated market-rate adjustments. Step increases for 2021 are retroactively reinstated as well as a 1.5% market rate adjustment. The market-rate adjustment is 3% for 2022 and 2% for 2023-2030. • The increase in health insurance is estimated at 3% for 2022. Increases in the future for the City’s medical plan are 6% for 2023 and 5% for 2024 and beyond. • Transfers to fund insurance lines, vehicle replacement, computer maintenance and computer replacement have a .50% to 2% increase throughout the models. • Transfers to fund building maintenance, vehicle maintenance and risk management services have a 3% increase throughout the models. General Fund • The fund balance goal is 17% of all expenditures. • Sales tax revenue is continuing to see unprecedented growth in 2021 and is based on a 10% increase in 2021 and no increase in 2022. Sales tax in future years assumes an average growth rate of 2%. This rate is based on the historical trend of sales tax. • Auto use tax assumes a 3% increase in 2021. Increases of 2% are estimated for 2022 and beyond with a 5% decrease in 2026 as the City normally experiences a decrease in auto use tax every seven years. • Building use tax revenue assumes an increase of 3% in 2022 to reset building use tax to a base of $3,306,000. Increases of 1% - 4% are estimated for 2023 and beyond with a 0% in 2028 to reset the base. • Building permit revenue assumes no increase in 2022 to keep revenues at the base of $2,200,000. Increases of 1% are expected for 2023 and beyond. • Assumes $590,000 in additional sales tax in 2022 – 2030 since the public improvement fee in the Kipling Ridge urban renewal area ended and the City is now receiving the base of the tax increment area that the City previously waived. 101

Ten Year Models • Assumes $2,900,000 in additional sales tax in 2029 and 2030 when the Kipling Ridge urban renewal tax increment area ends. • Assumes $10,000,000 for street maintenance in 2022 with variable growth rates from 2% to 3% for 2023 and beyond. • Assumes the required transfer to the Capital Projects Fund and/or Debt Service Fund to maintain compliance with section 98-101 of the Arvada Code. • Assumes a salary vacancy savings of 2% for 2022. The salary vacancy rate in 2023 and beyond is 3%. A vacancy rate of 5% for insurance is assumed for 2022 and 6% for 2023 and beyond. A 1% vacancy rate for retirement is assumed for 2021-2030. The vacancy rates are based on actual vacancy savings rates from prior years. • All non-personnel expenditures increase 2% in 2022 and beyond. Parks • The fund balance goal is 11% of all expenditures. • Assumes a transfer from the General Fund of $3,861,910 in 2022, increasing 3% in 2023 and beyond. • Reimbursement from the Arvada Parks and Recreation District (APEX) is estimated at $500,000 for 2021 and 2022 (50% of previous reimbursements) as the reimbursement allocation is currently being discussed. • The reimbursement increases to $1,087,000 (85% of previous reimbursements) in 2023 and increases 3% each year thereafter. • Open Space revenues are budgeted to increase at 2% - 3% for all years of the model. • The City’s attributable share of Open Space revenue will continue to be used 100% for park maintenance and operations in 2022 and thereafter. Police Tax .21 • The fund balance goal is 11% of all expenditures. • Sales tax, auto and building use tax assumptions are the same as the General Fund and also assume an increase when the Kipling Ridge urban renewal area ends. • Assumes four partially grant funded police officers that were set to end in 2024 are now funded through the ten- year model. Police Tax .25 • The fund balance goal is 11% of all expenditures. • Sales tax, auto and building use tax assumptions are the same as the General Fund and also assume an increase when the Kipling Ridge urban renewal area ends. Water • The working capital goal is 25% of expenditures. • Rates are budgeted to increase 3.0% in 2022 – 2025 with increases of 7% thereafter. • Service fees are budgeted to increase $2 per month in 2022 – 2025 with no increase thereafter. • Assumes a debt service payment of $3,900,000 starting in 2025 for an anticipated debt issue for capital projects. • The Water fund does not meet its working capital goal in 2026 – 2029, but recovers and meets the working capital goal by 2030.

102

Ten Year Models Wastewater • The working capital goal is 25% of all expenditures. • Rates are budgeted to increase 3.0% in 2022 with increases of 6% thereafter. • Service fees are budgeted to increase $1 per month in 2022, with no increase thereafter. • The Wastewater fund does not meet its working capital goal in 2021 – 2026, but recovers and meets the working capital goal by 2027. Golf • The working capital goal is 11% of all expenditures. • Assumes that the Golf fund will pay for its share of the COP to finance the West Woods expansion with a transfer to the COP fund of $429,000 in 2022 increasing to $457,000 in 2030. • Assumes that the Golf fund will pay the Wastewater fund $163,000/year on the note payable used to finance the irrigation system replacement. • The Golf fund does not meet its working capital until 2030. Storm Water • The working capital goal is 25% of all expenditures. • There is no increase in rates for 2022 and a 2% increase each year thereafter. • The Stormwater fund does not meet its working capital goal in 2024 and 2026, but meets the working capital goal in all other years. Solid Waste • This was a new fund in 2021 to account for revenues and expenditures of a city-wide solid waste hauling and recycling system. • The Solid Waste fund does not meet its working capital goal in 2021 – 2025, but recovers and meets the working capital goal by 2026. Insurance Services • The fund balance goal is $3,000,000 plus the annual actuarial projection for limited loss. • Revenues for insurance lines are assumed to increase at 1% throughout the model. • Revenues for risk management services are increased at 3% throughout the model.

103

Ten Year Models Ten-Year Financial Models General Fund - Table 1 2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Forecast

2024 Forecast

REVENUES Taxes

$73,749,340

$78,867,246

$84,379,289

$85,100,460

$86,909,368

$88,823,363

Licenses, Permits and Fees

3,274,232

3,492,294

3,005,288

3,009,925

3,025,711

3,041,599

Intergovernmental

6,423,491

14,295,066

4,510,552

4,035,817

3,994,942

4,050,832

Charges for Services

4,507,673

4,408,737

4,139,800

4,260,821

4,376,370

4,495,375

Fines & Forfeits

1,282,130

960,719

1,019,059

975,206

985,808

996,532

Miscellaneous

5,217,596

5,340,113

3,749,319

3,755,951

3,885,466

4,073,431

99,823

130,996

1,286,831

307,866

317,102

326,614

336,413

$94,585,458

$108,750,828

$45,374,289

$46,801,823

$46,601,110

$51,508,243

$53,774,666

$55,589,147

12,546,421

21,321,925

12,450,131

13,691,830

13,442,696

13,667,294

Supplies & Expenses

6,017,301

6,156,836

6,857,687

8,887,894

8,308,139

8,522,469

Contract & Leases

8,215,368

6,132,046

6,304,894

5,226,032

4,917,671

4,891,560

23,297

166,432

20,000

Capital Maintenance

353,549

355,900

550,783

504,660

514,340

524,202

Capital Outlay

138,218

201,615

213,976

547,383

4,213

3,980

24,538,952

22,408,161

24,333,186

22,374,640

22,472,135

23,134,086

3,886

3,963

4,042

4,124

Other Financing Sources Revenue Transfer Total General Fund Revenue

$101,111,173 $101,455,282 $103,504,279 $105,817,545

EXPENDITURES Personnel Services & Charges

Inventory

Transfers Other

36,163

7,417

Total General Fund Expenditures

$97,243,558

$103,552,155

Fund Balance, Beginning

$44,574,540

$41,916,440

$47,115,113

$50,910,633

$49,601,270

$49,667,647

Fund Balance, Ending

$41,916,440

$47,115,113

$50,910,633

$49,601,270

$49,667,647

$49,148,330

Fund Balance Goal (17% of Expenditures)

$16,531,405

$17,603,866

$16,543,661

$17,469,990

$17,584,443

$18,077,267

Excess/(Deficiency)

$25,385,035

$29,511,247

$34,366,972

$32,131,280

$32,083,204

$31,071,064

$97,315,653 $102,764,645 $103,437,902 $106,336,862

104

Ten Year Models Ten-Year Financial Models General Fund - Table 1 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

REVENUES Taxes

$90,565,512

$91,861,114

$93,552,949

$94,064,685

Licenses, Permits and Fees

3,057,591

3,073,685

3,089,884

3,106,189

3,122,599

3,138,316

Intergovernmental

4,107,523

4,165,025

4,223,349

4,282,509

4,342,515

4,403,381

Charges for Services

4,617,938

4,744,163

4,875,166

5,008,057

4,765,950

5,287,965

Fines & Forfeits

$98,946,051 $100,959,893

952,887

963,317

973,870

984,546

995,348

1,006,277

4,163,658

4,243,719

4,326,180

4,321,114

4,408,510

4,588,438

346,505

356,901

367,607

378,635

389,993

401,693

$107,811,614

$109,407,924

$111,409,005

$112,145,735

$116,970,966

$119,785,963

$57,324,628

$59,082,003

$60,767,970

$62,475,002

$64,030,318

$65,626,090

14,102,407

14,459,677

14,872,647

15,171,994

15,510,892

15,826,890

Supplies & Expenses

8,734,835

8,935,544

9,183,472

9,410,313

9,639,546

9,887,147

Contract & Leases

4,988,534

5,039,244

5,137,433

5,237,601

5,339,804

5,444,084

534,249

544,483

554,908

565,529

576,346

587,367

3,731

3,468

3,189

2,895

2,584

2,255

23,773,313

24,467,434

25,147,797

25,599,661

26,310,079

27,070,595

4,206

4,290

4,376

4,464

4,553

4,644

$109,465,903

$112,536,143

$115,671,792

$118,467,459

$121,414,122

$124,449,072

Fund Balance, Beginning

$49,148,330

$47,494,041

$44,365,822

$40,103,035

$33,781,311

$29,338,155

Fund Balance, Ending

$47,494,041

$44,365,822

$40,103,035

$33,781,311

$29,338,155

$24,675,046

Fund Balance Goal (17% of Expendtures)

$18,609,204

$19,131,144

$19,664,205

$20,139,468

$20,640,401

$21,156,342

Excess/(Deficiency)

$28,884,838

$25,234,678

$20,438,830

$13,641,843

$8,697,754

$3,518,704

Miscellaneous Other Financing Sources Revenue Transfer Total General Fund Revenue EXPENDITURES Personnel Services & Charges

Inventory Capital Maintenance Capital Outlay Transfers Other Total General Fund Expenditures

105

Ten Year Models Ten-Year Financial Models Parks - Table 2 2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Forecast

2024 Forecast

REVENUES Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous Revenue Transfer Total Revenues

$48,469

$755

$62,988

$64,878

$66,824

$68,829

5,035,853

5,397,002

5,964,343

6,083,712

6,205,472

6,329,667

48,904

20,322

68,590

70,648

72,767

74,950

1,204,822

325,155

656,251

656,153

1,237,862

1,265,364

3,697,227

3,784,869

3,897,969

4,014,462

4,134,446

3,548,593 $9,886,641

$9,440,461 $10,537,041

$10,773,360 $11,597,387 $11,873,256

$5,306,613

$5,397,430

$5,510,041

$5,829,322

$6,062,609

$6,292,967

Services & Charges

1,897,785

1,889,461

2,221,028

2,559,363

2,391,615

2,455,688

Supplies & Expenses

1,754,565

1,786,238

1,991,047

2,163,126

2,193,992

2,270,882

202,657

147,535

222,887

432,618

397,970

408,629

1,387

1,953

2,460

2,534

2,610

2,688

77,957

103,064

167,626

222,634

177,791

183,102

60,051

159,676

376,000

100

EXPENDITURES Personnel

Contract & Leases Inventory Capital Maintenance Capital Outlay Transfers Other Total Expenditures

$9,301,014

$9,485,357 $10,115,189 $11,585,697 $11,226,687 $11,614,056

Fund Balance, Beginning

$5,514,725

$6,100,352

$6,055,456

$6,477,308

$5,664,971

$6,035,671

Fund Balance, Ending

$6,100,352

$6,055,456

$6,477,308

$5,664,971

$6,035,671

$6,294,871

Fund Balance Goal (11% of Expenditures)

$1,023,112

$1,043,389

$1,112,671

$1,274,427

$1,234,936

$1,277,546

Excess/(Deficiency)

$5,077,240

$5,012,066

$5,364,637

$4,390,544

$4,800,735

$5,017,325

106

Ten Year Models Ten-Year Financial Models Parks - Table 2 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

REVENUES Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous Revenue Transfer Total Revenues

$70,894

$73,020

$75,211

$77,467

$79,791

$82,185

6,456,350

6,585,570

6,783,137

6,986,632

7,196,231

7,412,118

77,198

79,514

81,900

84,357

86,888

89,495

1,300,406

1,336,498

1,373,667

1,411,947

1,451,371

1,491,972

4,385,200

4,516,482

4,651,694

4,790,962

4,934,409

4,258,025 $12,162,873

$12,459,802 $12,830,397 $13,212,097 $13,605,243 $14,010,179

EXPENDITURES Personnel

$6,516,894

$6,741,536

$6,965,883

$7,190,100

$7,400,320

$7,607,992

Services & Charges

2,521,631

2,589,204

2,659,361

2,731,262

2,805,267

2,881,438

Supplies & Expenses

2,363,063

2,450,781

2,545,090

2,625,982

2,703,002

2,777,248

419,572

430,829

442,390

454,272

466,482

479,031

2,768

2,852

2,937

3,025

3,116

3,209

Contract & Leases Inventory Capital Maintenance

188,573

194,206

200,009

205,985

212,141

218,480

Capital Outlay

Transfers

100

Other Total Expenditures

$12,012,601

$12,409,508 $12,815,770 $13,210,726 $13,590,428 $13,967,498

Fund Balance, Beginning

$6,294,871

$6,445,143

$6,495,437

$6,510,064

$6,511,435

$6,526,250

Fund Balance, Ending

$6,445,143

$6,495,437

$6,510,064

$6,511,435

$6,526,250

$6,568,931

Fund Balance Goal (11% of Expenditures)

$1,321,386

$1,365,046

$1,409,735

$1,453,180

$1,494,947

$1,536,425

Excess/(Deficiency)

$5,123,757

$5,130,391

$5,100,329

$5,058,255

$5,031,303

$5,032,506

107

Ten Year Models Ten-Year Financial Models Police Tax Increment .21 - Table 3 2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Budget

2024 Forecast

REVENUES Taxes

$4,861,125

$5,116,472

$5,499,782

$5,528,104

$5,649,702

$5,766,566

297,507

226,667

216,667

50,000

219,862

625,167

120,000

100,000

88,000

94,800

$5,080,987

$6,039,146

$5,846,449

$5,844,771

$5,954,369

$5,911,366

$3,314,573

$3,603,760

$3,925,219

$4,645,816

$4,866,875

$5,089,253

Services & Charges

205,962

167,377

439,060

238,382

244,154

250,080

Supplies & Expenses

431,428

544,377

444,636

700,543

575,122

592,605

Contract & Leases

467,839

414,020

365,075

367,027

369,038

377,109

8,628

14,886

9,110

9,384

9,665

9,954

41,595

288,073

978,654

88,209

95,634

98,033

100,504

103,049

Total Expenditures

$5,448,679

$5,120,702

$5,278,734

$6,059,185

$6,165,358

$6,422,050

Fund Balance, Beginning

$6,220,300

$5,852,608

$6,771,052

$7,338,767

$7,124,353

$6,913,364

Fund Balance, Ending

$5,852,608

$6,771,052

$7,338,767

$7,124,353

$6,913,364

$6,402,680

$594,779

$531,589

$580,661

$666,510

$678,189

$706,426

$5,257,829

$6,239,463

$6,758,106

$6,457,843

$6,235,175

$5,696,254

Intergovernmental Miscellaneous Total Revenues EXPENDITURES Personnel

Capital Maintenance Capital Outlay Transfers

Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)

108

Ten Year Models Ten-Year Financial Models Police Tax Increment .21 - Table 3 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

$5,838,184

$5,954,199

$6,070,007

$6,084,646

$6,258,138

$6,384,177

50,000

106,020

110,000

100,000

90,000

70,000

60,000

$5,994,204

$6,114,199

$6,220,007

$6,224,646

$6,378,138

$6,494,177

$5,263,135

$5,441,478

$5,585,372

$5,727,575

$5,873,542

$6,021,707

Services & Charges

256,165

262,415

268,831

275,120

281,871

288,805

Supplies & Expenses

607,706

624,413

642,743

658,731

673,906

690,796

Contract & Leases

385,362

393,801

402,431

411,257

420,283

429,513

10,251

10,559

10,876

11,202

11,539

11,885

105,672

108,374

111,157

114,024

116,978

120,021

Total Expenditures

$6,628,291

$6,841,040

$7,021,410

$7,197,909

$7,378,119

$7,562,727

Fund Balance, Beginning

$6,402,680

$5,768,593

$5,041,752

$4,240,349

$3,267,086

$2,267,105

Fund Balance, Ending

$5,768,593

$5,041,752

$4,240,349

$3,267,086

$2,267,105

$1,198,555

Fund Balance Goal (11% of Expenditures)

$729,112

$752,514

$772,355

$791,770

$811,593

$831,900

Excess/(Deficiency)

$5,039,481

$4,289,238

$3,467,994

$2,475,316

$1,455,512

$366,655

REVENUES Taxes Intergovernmental Miscellaneous Total Revenues EXPENDITURES Personnel

Capital Maintenance Capital Outlay Transfers

109

Ten Year Models Ten-Year Financial Models Police Tax Increment .25 - Table 4 2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Budget

2024 Forecast

REVENUES Taxes

$5,731,643

$6,218,797

$6,655,615

$6,689,333

$6,836,890

$6,978,868

249,894

307,045

134,000

117,000

102,365

110,601

$5,981,537

$6,525,842

$6,789,615

$6,806,333

$6,939,255

$7,089,469

$5,214,557

$5,109,008

$5,265,739

$5,628,046

$5,870,511

$6,086,353

Services & Charges

171,995

123,205

177,469

200,464

205,102

209,861

Supplies & Expenses

682,021

566,315

634,255

837,135

710,424

736,888

Contract & Leases

199,364

112,228

154,689

153,697

153,248

156,346

52,148

78,667

5,761

5,934

6,112

6,296

808

832

857

883

190,023

127,046

135,636

139,235

142,942

146,761

Total Expenditures

$6,510,108

$6,116,469

$6,374,357

$6,965,343

$7,089,196

$7,343,388

Fund Balance, Beginning

$7,761,283

$7,232,712

$7,642,085

$8,057,343

$7,898,333

$7,748,392

Fund Balance, Ending

$7,232,712

$7,642,085

$8,057,343

$7,898,333

$7,748,392

$7,494,473

$716,112

$672,812

$701,179

$766,188

$779,812

$807,773

$6,516,600

$6,969,273

$7,356,164

$7,132,145

$6,968,580

$6,686,700

Miscellaneous Total Revenues EXPENDITURES Personnel

Capital Maintenance Capital Outlay Transfers

Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)

110

Ten Year Models Ten-Year Financial Models Police Tax Increment .25 - Table 4 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

$6,437,041

$7,208,121

$7,349,018

$7,366,444

$7,516,849

$7,669,746

124,191

139,820

130,000

110,000

90,000

70,000

$6,561,232

$7,347,941

$7,479,018

$7,476,444

$7,606,849

$7,739,746

$6,242,593

$6,394,073

$6,549,321

$6,708,027

$6,871,170

$7,037,708

Services & Charges

214,745

$219,756

224,897

$230,172

235,586

$241,142

Supplies & Expenses

759,395

780,939

805,778

825,537

847,431

870,662

Contract & Leases

159,506

162,731

166,021

169,378

172,803

176,297

6,484

6,679

6,879

7,086

7,298

7,517

909

936

965

994

1,023

1,054

150,695

154,747

158,922

163,222

167,652

172,215

Total Expenditures

$7,534,327

$7,719,861

$7,912,783

$8,104,416

$8,302,963

$8,506,595

Fund Balance, Beginning

$7,494,473

$6,521,378

$6,149,458

$5,715,693

$5,087,721

$4,391,607

Fund Balance, Ending

$6,521,378

$6,149,458

$5,715,693

$5,087,721

$4,391,607

$3,624,758

Fund Balance Goal (11% of Expenditures)

$828,776

$849,185

$870,406

$891,486

$913,326

$935,725

Excess/(Deficiency)

$5,692,602

$5,300,273

$4,845,287

$4,196,235

$3,478,281

$2,689,032

REVENUES Taxes Miscellaneous Total Revenues EXPENDITURES Personnel

Capital Maintenance Capital Outlay Transfers

111

Ten Year Models Ten-Year Financial Models Water Fund - Table 5 2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Budget

2024 Forecast

REVENUES Licenses, Permits and Fees

$7,687,515

$5,837,986

$4,061,295

$3,907,339

$4,824,681

$5,970,858

Charges for Services

23,167,483

27,129,634

26,536,736

27,515,151

29,392,937

31,401,580

3,443,365

5,107,712

956,222

1,018,793

813,191

681,130

510,428

549,238

460,390

473,752

487,515

501,690

Other Financing Sources

(511,352)

(373,789)

Total Revenues

$34,297,438

$38,250,781

$32,014,643

$7,266,536

$7,379,946

$7,642,827

$8,577,032

$8,934,179

$9,281,887

Services & Charges

7,882,236

9,120,840

9,647,770

10,056,930

10,647,361

10,635,500

Supplies & Expenses

1,057,841

1,440,408

1,540,982

1,841,082

1,876,845

1,913,899

Contract & Leases

1,021,773

548,859

3,353,454

905,028

933,092

962,200

Debt Service

2,246,432

2,247,420

Miscellaneous Revenue Transfer

$32,915,035 $35,518,324 $38,555,258

EXPENDITURES Personnel

Inventory

(27,482)

(6,439)

Capital Maintenance

5,451,993

4,171,664

6,030,393

4,871,873

4,964,263

5,110,880

Capital Outlay

5,930,654

7,967,409

49,483,866

23,556,637

30,347,461

7,926,912

Transfers

3,497,276

2,795,921

2,467,849

2,731,070

2,616,494

2,694,186

185

839

6,337

6,447

6,560

6,675

Other Total Expenditures

$34,327,444

$35,666,867 $80,173,478 $52,546,099 $60,326,255 $38,532,139

Working Capital, Beginning

$106,154,324

$106,124,319

$108,708,233 $60,549,398 $40,918,334 $16,110,403

Working Capital, Ending

$106,124,319

$108,708,233

$60,549,398 $40,918,334 $16,110,403 $16,133,522

$7,099,197

$6,924,865

Working Capital Goal (25% of Expenditures) Excess/(Deficiency)

$99,025,121 $101,783,368

$7,672,403

$7,247,366

$7,494,699

$7,651,307

$52,876,995 $33,670,968

$8,615,704

$8,482,215

112

Ten Year Models Ten-Year Financial Models Water Fund - Table 5 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

Licenses, Permits and Fees

$6,085,498

$6,180,439

$6,299,489

$5,690,982

$5,143,305

$4,650,373

Charges for Services

33,551,065

35,824,653

38,285,219

40,917,979

43,734,980

46,749,112

Miscellaneous

501,443

276,156

228,536

169,951

168,831

183,994

Revenue Transfer

671,552

691,249

711,537

732,432

753,955

776,122

Other Financing Sources

Total Revenues

$40,809,558

$42,972,497

$45,524,781

$47,511,344

$49,801,071

$52,359,601

Personnel

$9,624,476

$9,967,824

$10,310,947

$10,651,177

$10,964,058

$11,268,562

Services & Charges

10,942,113

11,267,134

11,476,609

11,690,426

11,908,648

12,131,376

1,966,646

2,025,237

2,083,787

2,136,687

2,188,242

2,252,996

992,404

1,023,752

1,051,918

1,080,876

1,110,652

1,141,268

3,900,000

REVENUES

EXPENDITURES

Supplies & Expenses Contract & Leases Debt Service Inventory

Capital Maintenance

5,261,849

5,417,300

5,577,366

5,742,185

5,911,899

6,086,653

Capital Outlay

8,826,719

12,642,890

11,301,466

6,776,358

9,793,674

8,811,389

Transfers

2,774,214

2,856,649

2,941,563

3,029,031

3,119,130

3,211,938

6,791

6,911

7,015

7,120

7,227

7,335

Total Expenditures

$44,295,212

$49,107,697

$48,650,671

$45,013,860

$48,903,530

$48,811,517

Working Capital, Beginning

$16,133,522

$12,647,868

$6,512,668

$3,386,778

$5,884,262

$6,781,803

Working Capital, Ending

$12,647,868

$6,512,668

$3,386,778

$5,884,262

$6,781,803

$10,329,887

Working Capital Goal (25% of Expenditures)

$8,867,123

$9,116,202

$9,337,301

$9,559,376

$9,777,464

$10,000,032

Excess/(Deficiency)

$3,780,744 $(2,603,534) $(5,950,524)

$(3,675,114) $(2,995,661)

$329,855

Other

113

Ten Year Models Ten-Year Financial Models Wastewater Fund - Table 6 2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Budget

2024 Forecast

REVENUES Licenses, Permits and Fees

$1,739,443

$1,169,171

$396,716

$396,819

$396,923

$397,028

Charges for Services

12,590,980

12,789,493

12,789,684

13,525,017

14,303,829

15,128,715

(478,259)

(345,066)

848,200

827,200

833,200

841,200

$13,852,164

$13,613,598

$14,034,600

$14,749,036

$15,533,952

$16,366,943

$1,497,446

$1,551,014

$1,830,831

$2,006,889

$2,087,658

$2,165,665

Services & Charges

180,015

170,195

635,472

620,833

638,781

657,029

Supplies & Expenses

445,827

445,170

497,349

514,832

520,467

534,614

Contract & Leases

8,475,540

8,122,117

8,517,321

9,507,840

9,315,976

9,688,431

Capital Maintenance

3,029,036

580,265

3,020,910

2,561,997

829,016

853,887

Capital Outlay

526,498

5,834,907

4,158,705

1,239,154

790,731

582,597

Transfers

901,104

1,038,138

823,445

942,135

873,565

899,759

418

Total Expenditures

$15,055,536

$17,742,223

$19,484,033

$17,393,680

$15,056,194

$15,381,982

Working Capital, Beginning

$13,574,056

$12,370,684

$8,242,059

$2,792,626

$147,982

$625,740

Working Capital, Ending

$12,370,684

$8,242,059

$2,792,626

$147,982

$625,740

$1,610,701

Working Capital Goal (25% of Expenditures)

$3,763,884

$4,435,556

$4,871,008

$4,348,420

$3,764,049

$3,845,496

Excess/(Deficiency)

$8,606,800

$3,806,503 $(2,078,382) $(4,200,438) $(3,138,308) $(2,234,794)

Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel

Other

114

Ten Year Models Ten-Year Financial Models Wastewater Fund - Table 6 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

REVENUES Licenses, Permits and Fees

$397,134

$397,241

$397,349

$397,458

$397,569

$397,680

16,002,429

16,927,885

17,908,174

18,946,573

20,046,554

21,211,798

848,200

853,200

893,201

894,718

243,200

$17,247,763

$18,178,326

$19,198,724

$20,238,749

$20,687,323

$21,852,678

$2,243,675

$2,320,582

$2,398,802

$2,476,382

$2,548,993

$2,616,629

Services & Charges

675,811

695,146

712,227

729,766

747,776

766,269

Supplies & Expenses

547,088

562,136

581,713

594,744

611,843

628,821

10,075,777

10,478,614

10,897,558

11,440,805

11,898,226

12,373,935

Capital Maintenance

879,503

905,888

933,065

961,057

989,889

1,019,585

Capital Outlay

838,885

618,078

889,974

655,718

3,944,173

3,695,652

1,082,001

1,114,452

1,147,877

1,182,306

1,217,768

1,254,295

$16,342,740

$16,694,896

$17,561,216

$18,040,778

$21,958,668

$22,355,186

Working Capital, Beginning

$1,610,701

$2,515,724

$3,999,154

$5,636,662

$7,834,633

$6,563,288

Working Capital, Ending

$2,515,724

$3,999,154

$5,636,662

$7,834,633

$6,563,288

$6,060,780

Working Capital Goal (25% of Expenditures)

$4,085,685

$4,173,724

$4,390,304

$4,510,195

$5,489,667

$5,588,797

Excess/(Deficiency)

$(1,569,961)

$(174,570)

$1,246,358

$3,324,439

$1,073,621

$471,984

Charges for Services Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel

Contract & Leases

Transfers Other Total Expenditures

115

Ten Year Models Ten-Year Financial Models Golf Course - Table 7 2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Budget

2024 Forecast

REVENUES Charges for Services

$5,524,285

$4,983,001

$5,704,760

$6,391,502

$6,595,527

$6,824,373

24,543

9,767

929

8,465

8,861

9,401

250,902

1,473,544

366,262

274,294

282,570

291,098

$5,799,730

$6,466,313

$6,071,951

$6,674,261

$6,886,958

$7,124,872

$3,292,041

$3,139,306

$3,468,712

$3,839,516

$3,936,387

$4,067,919

Services & Charges

608,414

560,637

489,507

506,546

514,519

522,660

Supplies & Expenses

860,643

667,694

807,406

873,020

879,457

897,375

23,491

196,677

202,950

246,320

246,746

247,178

Debt Service

228,347

163,200

Inventory

964,802

469,869

778,789

873,461

770,118

790,763

42,830

40,864

47,657

48,377

49,109

49,850

Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel

Contract & Leases

Capital Maintenance Capital Outlay

100,000

30,900

30,000

415,638

407,311

421,082

433,636

431,998

437,878

2,525

100

106

100

Total Expenditures

$6,438,730

$5,645,578

$6,479,403

$7,015,082

$7,021,634

$7,206,923

Working Capital, Beginning

$(887,000)

$(1,526,000)

$(705,265)

$(1,112,717)

$(1,453,538)

$(1,588,214)

Working Capital, Ending

$(1,526,000)

$(705,265)

$(1,112,717)

$(1,453,538)

$(1,588,214)

$(1,670,265)

$644,588

$558,257

$637,463

$702,608

$703,608

$723,343

$(2,170,588)

$(1,263,523)

$(1,750,181)

$(2,156,147)

$(2,291,822)

$(2,393,608)

Transfers Other

Working Capital Goal (11% of Expenditures) Excess/(Deficiency)

116

Ten Year Models Ten-Year Financial Models Golf Course - Table 7 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

$7,093,463

$7,441,136

$7,734,735

$8,114,140

$8,434,489

$8,848,529

9,857

10,447

10,944

11,588

12,131

12,834

299,884

300,181

300,488

300,803

301,129

301,464

$7,403,204

$7,751,764

$8,046,167

$8,426,531

$8,747,749

$9,162,827

$4,198,526

$4,330,028

$4,461,799

$4,587,148

$4,708,042

$4,857,741

Services & Charges

530,940

539,363

547,931

556,648

565,513

574,532

Supplies & Expenses

915,941

938,847

959,771

982,257

1,005,716

1,027,346

Contract & Leases

247,616

205,110

205,562

206,020

206,485

206,958

Debt Service

163,200

Inventory

812,082

830,164

848,695

867,686

887,150

907,099

50,604

51,369

52,145

52,934

53,735

54,548

REVENUES Charges for Services Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel

Capital Maintenance Capital Outlay

30,000

443,160

447,843

451,120

454,429

457,764

461,125

100

$7,392,169

$7,536,024

$7,720,323

$7,900,422

$8,077,705

$8,282,649

Working Capital, Beginning

$(1,670,265) $(1,659,230) $(1,443,490) $(1,117,646)

$(591,537)

$78,507

Working Capital, Ending

$(1,659,230) $(1,443,490) $(1,117,646)

$(591,537)

$78,507

$958,685

$797,807

$816,942

$839,116

$(1,896,007) $(1,389,345)

$(738,435)

$119,569

Transfers Other Total Expenditures

Working Capital Goal (11% of Expenditures) Excess/(Deficiency)

$743,139

$758,448

$(2,402,369) $(2,201,938)

$778,360

117

Ten Year Models Ten-Year Financial Models Stormwater Utility - Table 8 2019 Actual

2020 Actual

2021 Revised

2022 Budget

2023 Budget

2024 Forecast

REVENUES Licenses, Permits and Fees Charges for Services Miscellaneous Revenue Transfer Total Revenues

$2,200

$2,025

3,635,577

3,852,729

3,935,577

4,014,288

4,094,573

174,095

296,920

99,813

102,299

101,421

102,245

37,099

$3,811,872

$4,188,773

$4,035,390

$4,037,876

$4,115,709

$4,196,818

$655,823

$726,069

$817,913

$1,170,580

$1,222,285

$1,273,197

827,326

146,711

1,224,723

797,073

820,514

844,652

EXPENDITURES Personnel Services & Charges Supplies & Expenses

73,664

106,581

92,286

126,264

125,621

138,873

Contract & Leases

150,252

154,247

167,228

172,246

177,413

182,735

Capital Outlay

321,780

1,129,209

4,067,028

876,227

1,043,222

1,074,375

2,017,845

1,599,128

1,514,861

1,760,954

1,552,119

1,571,256

128

790

Total Expenditures

$4,046,818

$3,862,735

$7,884,039

$4,903,344

$4,941,174

$5,085,088

Working Capital, Beginning

$7,261,140

$7,026,194

$7,352,232

$3,503,583

$2,638,115

$1,812,650

Working Capital, Ending

$7,026,194

$7,352,232

$3,503,583

$2,638,115

$1,812,650

$924,380

Working Capital Goal (25% of Expenitures)

$931,260

$683,381

$954,253

$1,006,779

$974,488

$1,002,678

Excess/(Deficiency)

$6,094,935

$6,668,850

$2,549,330

$1,631,336

$838,162

$(78,298)

Transfers Other

118

Ten Year Models Ten-Year Financial Models Stormwater Utility - Table 8 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

REVENUES Licenses, Permits and Fees

4,176,465

4,259,994

4,445,194

4,532,098

4,520,740

4,611,155

103,082

103,933

104,590

105,254

105,923

106,598

$4,279,547

$4,363,927

$4,549,784

$4,637,352

$4,626,663

$4,717,753

$1,319,525

$1,363,918

$1,408,734

$1,453,630

$1,490,246

$1,527,807

Services & Charges

869,510

895,108

918,826

947,302

975,217

1,003,964

Supplies & Expenses

141,911

144,985

148,692

151,361

154,015

157,323

Contract & Leases

188,217

193,863

199,678

205,669

211,839

218,194

1,106,606

1,289,804

846,908

870,358

894,512

919,390

729,774

751,668

774,217

797,443

821,365

846,006

Charges for Services Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel

Capital Outlay Transfers Other

$4,355,543

$4,639,346

$4,297,055

$4,425,763

$4,547,194

$4,672,684

Working Capital, Beginning

$924,380

$848,384

$572,965

$825,694

$1,037,283

$1,116,752

Working Capital, Ending

$848,384

$572,965

$825,694

$1,037,283

$1,116,752

$1,161,821

Working Capital Goal (25% of Expenditures)

$812,234

$837,386

$862,537

$888,851

$913,171

$938,324

Excess/(Deficiency)

$36,150

$(264,421)

$(36,843)

$148,432

$203,581

$223,497

Total Expenditures

119

Ten Year Models Ten-Year Financial Models Solid Waste - Table 9 2021 Revised

2022 Budget

2023 Forecast

2024 Forecast

2025 Forecast

2026 Forecast

REVENUES Licenses, Permits and Fees

700,000

3,037,685

6,078,968

6,177,073

6,368,771

6,567,138

6,772,405

266,400

532,800

Other Financing Sources

2,316,000

Total Revenues

$6,320,085

$6,611,768

$6,709,873

$6,901,571

$7,099,938

$7,305,205

$124,836

$160,283

$168,531

$176,914

$185,291

$193,841

10,826

11,050

11,279

11,510

11,752

Supplies & Expenses

3,066,594

199,593

200,700

205,011

209,260

213,634

Contracts & Leases

2,704,203

5,276,385

5,362,683

5,542,221

5,728,065

5,920,431

285,833

490,000

253,661

98,650

101,160

103,744

106,407

109,149

111,973

$6,280,116

$6,238,247

$6,336,708

$6,531,832

$6,733,275

$6,705,292

Working Capital, Beginning

$41,768

$415,289

$788,454

$1,158,193

$1,524,856

Working Capital, Ending

$41,768

$415,289

$788,454

$1,158,193

$1,524,856

$2,124,769

$1,570,029

$1,559,562

$1,584,177

$1,632,958

$1,683,319

$1,676,323

$(1,528,261)

$(1,144,273)

$(795,723)

$(474,765)

$(158,463)

$448,446

Intergovernmental Charges for Services Miscellaneous

EXPENDITURES Personnel Services & Charges

Debt Service Capital Outlay Transfers Total Expenditures

Working Capital Goal (25% of Expenditures) Excess/(Deficiency)

120

Ten Year Models Ten-Year Financial Models Solid Waste - Table 9 2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

REVENUES Licenses, Permits and Fees

6,984,815

7,204,614

7,432,060

7,667,419

532,800

Other Financing Sources

Total Revenues

$7,517,615

$7,737,414

$7,964,860

$8,200,219

$202,470

$211,109

$217,937

$223,845

11,999

12,253

12,512

12,773

218,139

222,772

227,552

232,468

6,119,552

6,325,667

6,539,008

6,759,852

114,882

117,879

120,965

124,144

Total Expenditures

$6,667,042

$6,889,680

$7,117,974

$7,353,082

Working Capital, Beginning

$2,124,769

$2,975,342

$3,823,076

$4,669,962

Working Capital, Ending

$2,975,342

$3,823,076

$4,669,962

$5,517,099

Working Capital Goal (25% of Expenditures)

$1,666,761

$1,722,420

$1,779,494

$1,838,271

Excess/(Deficiency)

$1,308,582

$2,100,656

$2,890,469

$3,678,829

Intergovernmental Charges for Services Miscellaneous

EXPENDITURES Personnel Supplies & Expenses Contracts & Leases Debt Service Capital Outlay Transfers

121

Ten Year Models Ten-Year Financial Models Insurance Services - Table 10 2019 Actual

2020 Actual

2021 Budget

2022 Budget

2023 Budget

2024 Forecast

REVENUES Intergovernmental

$2,485,223

$2,565,700

$2,433,742

$2,518,422

$2,549,180

$2,582,748

Miscellaneous

299,862

263,672

80,000

60,000

66,000

75,000

Revenue Transfer

160,697

$2,945,781

$2,829,371

$2,513,742

$2,578,422

$2,615,180

$2,657,748

Total Revenue EXPENDITURES Personnel

$309,680

$329,104

$326,907

$347,922

$362,490

$377,397

Services & Charges

2,552,043

1,616,059

1,789,054

1,795,936

1,956,733

1,995,473

89,342

67,807

238,760

255,617

264,360

274,971

189,154

72,021

84,236

87,663

91,193

94,829

Supplies & Expenses Contract & Leases Capital Outlay Carryover

Transfers

3,848

30,000

Total Expenditures

$3,144,067

$2,114,991

$2,438,957

$2,487,138

$2,674,776

$2,742,670

Fund Balance, Beginning

$3,313,567

$3,115,281

$3,829,661

$3,904,446

$3,995,730

$3,936,134

Fund Balance, Ending

$3,115,281

$3,829,661

$3,904,446

$3,995,730

$3,936,134

$3,851,212

122

Ten Year Models Ten-Year Financial Models Insurance Services - Table 10 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

REVENUES Intergovernmental Miscellaneous Revenue Transfer Total Revenue

$2,616,773

$2,651,260

$2,686,218

$2,721,651

$2,757,567

$2,793,974

80,000

$2,696,773

$2,731,260

$2,766,218

$2,801,651

$2,837,567

$2,873,974

EXPENDITURES Personnel

$392,454

$408,024

$423,465

$439,130

$452,559

$465,329

Services & Charges

2,055,350

2,140,600

2,205,266

2,372,457

2,567,563

2,796,839

285,767

297,017

306,817

316,919

327,444

338,414

98,573

102,430

103,966

105,525

107,107

108,713

Capital Outlay

Carryover

Transfers

Total Expenditures

$2,832,144

$2,948,071

$3,039,514

$3,234,031

$3,454,673

$3,709,295

Fund Balance, Beginning

$3,851,212

$3,715,841

$3,499,030

$3,225,734

$2,793,354

$2,176,248

Fund Balance, Ending

$3,715,841

$3,499,030

$3,225,734

$2,793,354

$2,176,248

$1,340,927

Supplies & Expenses Contract & Leases

123

Ten Year Models Ten-Year Financial Models Computers - Table 11 2019 Actual

2020 Actual

2021 Budget

2022 Budget

2023 Budget

2024 Forecast

REVENUES Intergovernmental

$2,294,194

$2,381,172

$2,590,844

$5,152,949

$4,137,042

$4,219,169

33,443

37,403

28,000

Miscellaneous

361,587

321,660

63,668

559,000

210,000

211,000

Revenue Transfer

603,500

$3,292,724

$2,740,235

$2,682,512

$5,739,949

$4,375,042

$4,458,169

$125,977

$100,869

$99,801

$104,086

$107,885

$111,594

867

848

811

944

956

967

2,697,029

2,127,593

2,315,843

5,569,936

5,025,982

3,626,688

27,050

Charges for Services

Total Revenue EXPENDITURES Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance

17,522

Capital Outlay

49,700

Transfers

Total Expenditures

$2,823,873

$2,296,532

$2,443,505

$5,674,966

$5,134,823

$3,739,249

Fund Balance, Beginning

$6,805,831

$7,274,682

$7,718,385

$7,957,392

$8,022,375

$7,262,594

Fund Balance, Ending

$7,274,682

$7,718,385

$7,957,392

$8,022,375

$7,262,594

$7,981,514

124

Ten Year Models Ten-Year Financial Models Computers - Table 11 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

$4,302,807

$4,388,192

$4,493,226

$4,582,296

$4,673,075

$4,765,675

28,000

212,000

213,000

214,000

215,000

216,000

217,000

$4,542,807

$4,629,192

$4,735,226

$4,825,296

$4,917,075

$5,010,675

$115,018

$118,560

$122,003

$125,337

$126,940

$128,622

979

992

1,004

1,016

1,029

1,042

4,100,265

4,143,624

4,519,834

7,751,580

5,825,235

6,754,486

Contracts & Leases

Capital Maintenance

Total Expenditures

$4,216,262

$4,263,176

$4,642,841

$7,877,933

$5,953,204

$6,884,150

Fund Balance, Beginning

$7,981,514

$8,308,059

$8,674,075

$8,766,460

$5,713,823

$4,677,694

Fund Balance, Ending

$8,308,059

$8,674,075

$8,766,460

$5,713,823

$4,677,694

$2,804,219

REVENUES Intergovernmental Charges for Services Miscellaneous Revenue Transfer Total Revenue EXPENDITURES Personnel Services & Charges Supplies & Expenses

Capital Outlay Transfers

125

Ten Year Models Ten-Year Financial Models Vehicles - Table 12 2019 Actual

2020 Actual

2021 Budget

2022 Budget

2023 Budget

2024 Forecast

REVENUES Intergovernmental

$5,036,090

$5,391,758

$5,567,343

$5,347,094

$5,513,340

$5,684,541

Miscellaneous

433,304

376,322

65,000

73,000

71,000

74,000

Other

404,526

627,972

75,000

1,206,000

75,000

$5,873,920

$6,396,052

$5,707,343

$6,626,094

$5,659,340

$5,833,541

Total Revenue EXPENDITURES Personnel

$1,669,503

$1,785,826

$1,651,662

$1,842,143

$1,908,016

$1,965,584

Services & Charges

128,525

133,748

146,654

123,029

125,791

128,624

Supplies & Expenses

674,095

369,769

358,412

348,582

351,278

362,981

Contract & Leases

25,080

30,619

15,250

15,708

16,179

16,665

Inventory

15,695

(46,738)

Capital Maintenance

693,586

735,404

670,417

799,622

700,011

721,011

2,345,282

1,340,520

4,890,916

2,996,019

1,542,300

2,590,998

244,900

586,730

89,331

92,011

94,771

97,615

Total Expenditures

$5,796,667

$4,935,878

$7,822,642

$6,217,114

$4,738,346

$5,883,478

Fund Balance, Beginning

$5,113,919

$5,191,172

$6,651,346

$4,536,047

$4,945,027

$5,866,021

Fund Balance, Ending

$5,191,172

$6,651,346

$4,536,047

$4,945,027

$5,866,021

$5,816,084

Capital Outlay Transfers

126

Ten Year Models Ten-Year Financial Models Vehicles - Table 12 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

$5,891,647

$6,096,604

$6,355,073

$6,555,528

$6,750,767

$6,970,212

Miscellaneous

80,000

86,000

92,000

98,000

104,419

111,285

Other

75,000

$6,046,647

$6,257,604

$6,522,073

$6,728,528

$6,930,186

$7,156,497

REVENUES Intergovernmental

Total Revenue EXPENDITURES Personnel

$2,020,914

$2,072,369

$2,180,228

$2,235,493

$2,289,600

$2,344,542

Services & Charges

131,531

134,514

136,386

138,284

140,209

142,162

Supplies & Expenses

373,417

384,086

394,807

404,626

414,595

424,715

17,164

17,679

18,210

18,756

19,319

19,898

Contract & Leases Inventory Capital Maintenance

742,641

764,921

787,868

811,504

835,850

860,925

2,830,529

5,083,263

1,304,413

1,586,186

3,698,537

3,420,615

100,543

103,559

106,666

109,866

113,162

116,557

Total Expenditures

$6,216,739

$8,560,391

$4,928,578

$5,304,715

$7,511,272

$7,329,414

Fund Balance, Beginning

$5,816,084

$5,645,992

$3,343,205

$4,936,700

$6,360,513

$5,779,427

Fund Balance, Ending

$5,645,992

$3,343,205

$4,936,700

$6,360,513

$5,779,427

$5,606,510

Capital Outlay Transfers

127

Ten Year Models Ten-Year Financial Models Buildings - Table 13 2019 Actual

2020 Actual

2021 Budget

2022 Budget

2023 Budget

2024 Forecast

$440,619

$453,837

$578,541

$804,528

$828,666

$853,526

$80,893

$82,222

$83,598

$85,023

REVENUES Intergovernmental Charges for Services Miscellaneous

120,622

103,913

46,000

42,000

25,000

30,000

500,000

160,289

164,341

168,530

172,862

$561,241

$1,057,750

$865,723

$1,093,091

$1,105,794

$1,141,411

$57,026

$63,916

$63,473

$67,507

$70,661

$73,721

Services and Charges

4,554

3,656

2,711

3,019

3,054

3,089

Supplies and Expenses

2,750

2,808

2,672

5,208

4,909

5,094

61,008

215,781

1,564,887

390,503

720,104

390,618

Revenue Transfer Total Revenue EXPENDITURES Personnel

Capital Maintenance Transfers

350,000

4,248,819

$475,338

$4,534,981

$1,633,743

$466,237

$798,728

$472,522

Fund Balance, Beginning

$3,307,398

$3,393,301

$(83,930)

$(851,950)

$(225,096)

$81,970

Fund Balance, Ending

$3,393,301

$(83,930)

$(851,950)

$(225,096)

$81,970

$750,859

Capital Outlay Total Expenditures

128

Ten Year Models Ten-Year Financial Models Buildings - Table 13 2025 Forecast

2026 Forecast

2027 Forecast

2028 Forecast

2029 Forecast

2030 Forecast

REVENUES Intergovernmental

$879,132

$905,507

$932,672

$960,653

$989,472

$1,019,157

$86,499

$88,026

$89,608

$91,245

$92,941

$94,695

35,000

40,000

177,341

181,973

186,761

191,712

196,831

202,123

$1,177,972

$1,215,506

$1,249,041

$1,283,610

$1,319,244

$1,355,975

$76,753

$78,584

$80,464

$82,394

$84,382

$86,429

Services and Charges

3,124

3,159

3,196

3,232

3,269

3,306

Supplies and Expenses

5,199

5,305

5,414

5,524

5,637

5,753

541,316

97,695

431,731

619,967

395,933

628,665

Transfers

Capital Outlay

Total Expenditures

$626,392

$184,743

$520,805

$711,117

$489,221

$724,153

Fund Balance, Beginning

$750,859

$1,302,439

$2,333,202

$3,061,438

$3,633,931

$4,463,954

Fund Balance, Ending

$1,302,439

$2,333,202

$3,061,438

$3,633,931

$4,463,954

$5,095,776

Charges for Services Miscellaneous Revenue Transfer Total Revenue EXPENDITURES Personnel

Capital Maintenance

129

2021-2022 Revised Biennial Operating and Capital Budget

Intentionally left blank

130

Community and Economic Development Work System Summary Arvada’s future prosperity and quality of life will be significantly influenced by the City’s ability to ensure that development meets safety requirements, design values and standards, infrastructure needs, and supports the local economy to implement the community’s vision.

PRINCIPLES AND SERVICES: To support community and economic development, the City of Arvada:

•

Uses the Comprehensive Plan to guide planning, land use code decisions, development management, and informational and resource services that are delivered to residents, businesses, the development community, decision-making bodies, and neighborhood partners to achieve a well-planned, aligned, sustainable, and livable community for current and future generations.

•

Ensures the alignment of all City Master Plans providing an aligned and integrated approach to the achievement of strategic and operational targets.

•

Applies a high-performing development review process that maintains the community’s standards for safety, vision, and quality design which ensures a quality and timely review for the developer.

•

Supports the community’s vision by cultivating an environment that attracts and retains private-sector investment, a talented workforce, and an engaged business community.

•

Maintains and protects the health, safety, and welfare of the public by ensuring safe buildings in the community, while providing excellent customer service.

Click here for more information about Arvada Economic Development

131

Community and Economic Development Work System Summary

Budget Summary REVENUES BY TYPE Licenses, Permits and Fees Charges for Services Miscellaneous Total Revenues

2019 ACTUAL

2020 ACTUAL

2021 REVISED

2022 BUDGET

2,378,743

2,458,417

2,341,653

633,843

613,568

375,000

325,000

10,453

(141)

$3,023,039

$3,071,844

$2,716,653

$2,666,653

Revenue Highlights •

Licenses, Permits and Fees include charges for building permits, plan inspection fees and other miscellaneous permits. The reduction in 2021 reflects lower activity due to decreased building activity. The 2022 budget assumes a return to a minimum level of activity.

•

Charges for Services include plan review fees including building, zoning and engineering. The City of Arvada is a land locked City with only infill projects remaining. A lower level of planning activity is expected.

•

The annual budgeted revenue is built upon a base level of service. This guarantees that on-going expenditures are not funded by growth.

132

Community and Economic Development Work System Summary EXPENDITURES BY TYPE

2019 ACTUAL

Personnel

2020 ACTUAL

2021 BUDGET

2022 BUDGET

$3,964,933

$4,296,863

$3,518,462

$3,732,037

Services and Charges

436,097

354,837

342,601

351,767

Supplies and Expenses

280,534

256,454

346,523

366,579

Contracts and Leases

211,656

220,333

204,537

188,500

Capital

1,326

1,353

Other

3,886

3,964

$4,893,220

$5,128,508

$4,417,335

$4,644,200

37.00

36.00

39.00

Total Expenditures Employees

Expenditure Highlights •

Personnel include salaries and benefits for all of the CED employees. This includes the programs of economic development, building, development review, long range planning and administration. The increase in budget for 2020-2022 includes budget for 100% staffing levels.

•

A large part of the Service and Charges category are support expenses to run the CED operations including credit card fees, software support and fees. The drop in 2021 represents budget cuts related to COVID-19 with a reinstatment of a portion of the budget in 2022.

•

Contracts and Leases include the outside building inspection contract, the retail consulting contract and professional services related to the development of the Land Development Code. The Code rewrite project was completed in 2020 allowing the budget to return to normal levels.

Challenges

Advantages

Approaching full buildout with focus shifting to redevelopment and infill.

Opportunities for community engagement.

Finding a balance between new development and established neighborhoods.

Interdisciplinary development review process. Focus on infrastructure planning Dedication to long-range land use.

133

Community and Economic Development Work System Summary Strategic Result 1 Annually 95% of development project approvals conform to the City’s Comprehensive Plan COMPLETED MILESTONES: a By 12/20, complete and implement the updated Land Development Code through adoption and remapping MILESTONES: • By 12/22, Create a sub-area plan for NW Arvada focused on place making • By 12/23, fully align Master Plans contained within the City’s Comprehensive Plan Performance Measures

Target

2016

2017

2018

2019

2020

Staff recommendations to City Council are adopted by City Council

98%

99%

Comprehensive Plan implementation strategies will be initiated, on-going or complete

90%

N/A

97%

98%

The team proactively updated several areas of the Comprehensive Plan (CP) in May and June of 2020 in association with the approval of the new Land Development Code (LDC). The new LDC updated all zoning districts within the city and, as a result, some of the zoning was inconsistent with the intent of the new zoning. As a result, the team updated several areas in the CP to provide better continuity between the new zone districts and the CP. During 2020, no comprehensive plan amendments were requested by a developer.

Strategic Result 2 By 12/21 85% of development customers rate the development review process as ‘good’ and/or ‘excellent’ MILESTONES: • By 12/21, 90% of development reviews will be returned to the applicant within 15 business days • By 12/20, implement a development customer service survey with at least a 50% response rate • On an ongoing basis, resolve all temporary certificates of occupation (TCO) within 6 months of issuance Performance Measures Building permit inspections will be conducted on the day scheduled 1st review of non-over the counter commercial building permits will be within 20 business days Development review comments will be returned to the applicant within 15 business days Development review applications will be approved within the designated review tracks

Target

2016

2017

2018

2019

2020

98%

N/A

97%

94%

99%

N/A

90%

N/A

68%

47%

134

Community and Economic Development Work System Summary Improvements have been made in two of the performance measures with the other two showing reductions. Incomplete development applications have lead to a majority of the delays. On an ongoing basis, an average of all non-over the counter building permits will be reviewd within 20 business days

By tracking the average time it takes an application to be approved from the time it is submitted, we can see the low, high, and average length a time it takes an application to get through the city development review process. This can help us set the expectation for developers up front so they better know what to expect. We can also use this data to look for ways to improve our review times, and analyze whether or not we are allocating the appropriate resources to development review.

98% of inspections conducted on the day scheduled

Performing and providing inspection results to customers in a timely fashion helps ensure corrections can be completed as soon as possible and the inspection and construction process can proceed quickly for our customers.

Strategic Result 3 By 12/23, encourage development of pocket neighborhoods MILESTONES: • By 12/21, develop a resource plan to ensure appropriate implementation • By 6/22, complete City Council led meetings to identify potential locations and community interest in the development of pocket neighborhoods • By 12/22, create a policy framework with choices for potential financial operations and/or modifications to development standards congruent with community input This is a new City Council measure created during the 2021 retreat. Milestones have been identified and measures will follow in the upcoming budget cycles.

135

Community and Economic Development Work System Summary Strategic Result 4 By 12/25, fully align the City’s economic development efforts with the community’s vision expressed in the Community Survey and Business Survey COMPLETED MILESTONES: a By 12/20, complete and implement the updated Land Development Code through adoption and remapping MILESTONES: • By 12/21, establish a community outreach program that helps the community define its economic development goals Performance Measures

Target

2016

150,000

N/A

75%

N/A

62%

N/A

64%

N/A

Community Survey - Creating a competitive business environment

75%

N/A

81%

N/A

83%

N/A

Community Survey - Impact of growth change

65%

N/A

62%

N/A

Annually facilitate the development of 150,000 square feet of new commercial real estate. Community Survey - Planning for growth that add value to quality of life

2017

2018

2019

2020

355,796 505,611 224,939 225,392

The City of Arvada performs a biennial community survey. The results of the survey are used to help the City identify the areas where the City delivers excellent services and areas that need to be improved. The City was rated as a 3.5 star community in the 2017 and 2019 survey. The 2021 survey will be completed in the fall.

a 136

Meets or Exceeds Target Just Under Target Does Not Meet Target Complete

Infrastructure Work System Summary The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.

PRINCIPLES AND SERVICES: To support infrastructure, the City of Arvada:

•

Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city build-out, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.

•

Offers services focused on safe and environmentally-efficient City facilities and fleet vehicles to ensure the most efficient and maximum usage of valued assets.

•

Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.

•

Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.

•

Applies cost-effective and timely engineering design, geographic information, effective construction practices, and established standards and specifications to align public infrastructure priorities with community growth and redevelopment needs.

•

Provides computer-aided drafting, design services, special analysis, GIS applications, and enterprise system integration for the workforce to better visualize spatial relationships for informed decisions, while maintaining and/or replacing infrastructure and accommodating new construction projects.

•

Enforces the federal Clean Water Act, Safe Drinking Water Act, and Endangered Species Act through best practices for stormwater runoff protecting water quality in rivers and streams, watershed health, and groundwater as a drinking water resource.

137

Infrastructure Work System Summary

Budget Summary REVENUES BY TYPE Licenses, Permits and Fees Intergovernmental Charges for Services Fines and Forfeits Miscellaneous Revenue Transfer Other Financing Sources Total Revenues

2019 ACTUAL

2020 ACTUAL

2021 REVISED

2022 BUDGET

$11,407,244

$8,361,509

$4,603,011

$4,449,158

5,476,709

5,845,595

6,845,884

6,151,623

39,468,962

43,775,851

46,413,712

51,170,073

43,303

83,232

84,896

3,994,144

6,645,176

2,445,635

2,760,092

10,447,435

11,392,887

10,571,183

11,918,724

(871,085)

2,391,000

75,000

$70,794,494

$75,193,236

$73,353,657

$76,609,566

Revenue Highlights •

Licenses, Permits and Fees include water tap and sewer tap fees, drilling fees, inspection fees and, as part of the Waste Hauling program, new Waste and Recycling fees. The decline in revenue is largely due to a decrease in water tap fees.

•

Intergovernmental revenues increased in 2021 due to a one-time state grant for the implementation of the Waste Hauling program.

•

Charges for services increased both due to an increase in water rates and due to new charges associated with implementation of the Waste Hauling program.

•

Miscellaneous revenues include interest on investments and recovered costs, including payments received as part of the 50/50 sidewalk replacement program.

•

The increase in other financing sources is the use of a loan to support the initial cost of the new Waste Hauling program.

138

Infrastructure Work System Summary EXPENDITURES BY TYPE Personnel

2019 ACTUAL

2020 ACTUAL

2021 REVISED

2022 BUDGET

$20,143,106

$20,569,674

$22,683,851

$25,334,479

13,733,006

14,947,517

17,006,936

17,180,656

4,555,683

4,835,668

8,449,209

6,286,576

16,505,399

22,677,812

24,735,777

26,196,596

Debt Service

2,246,432

2,247,420

285,833

490,000

Capital Maintenance

9,548,248

6,019,866

11,754,521

9,046,364

Capital Outlay

9,858,373

20,604,211

63,000,514

28,668,038

Transfers

7,084,431

6,089,508

5,154,426

5,791,671

(4,732)

(23,006)

6,337

6,446

$83,669,946

$97,968,670

$153,077,404

$119,000,826

205.25

209.25

213.25

229.25

Services and Charges Supplies and Expenses Contracts and Leases

Other Total Expenditures Employees

Expenditure Highlights •

Personnel costs and the position count increased due to new traffic technicians in Public Works, a SCADA Process and Controls Technician GIS Analysts and a Utility Business Manager .

•

Utilities and water disposal charges are included in the services and charges category. The annual increase in utilities was mitigated by implementation of the Ameresco Energy program in 2020 which is expected to reduce water, electric, and natural gas expenses.

•

The largest components of contracts are payments to Denver Metro Wastewater Reclamation District for wastewater processing, asphalt and concrete work in the Street Maintenance program, and services associated with the new Waste Hauling program.

•

Debt Service decreased due to the full repayment of bonds in the Water Fund.

•

Capital Maintenance and Capital Outlay decreased as a result of the carryover of project funding from 2019 to 2020. The increase in capital outlay in 2020-2022 is due to the Gross Reservoir project.

•

Transfers include transfers from the Water, Wastewater, and Stormwater utilities to the general fund and transfers from the Stormwater fund for payment of COP’s. Challenges

Advantages

Aging roads and utility assets

Execution of bond projects

Funding required for asset maintenance and replacement Completion of Master Plans Cost and availability of labor and materials

Progress on long-term water needs

Expanding service area

Comprehensive road condition analysis Implementation of organized waste hauling 139

Infrastructure Work System Summary Strategic Result 1 By 12/20 complete and implement a Street Maintenance Master Plan MILESTONES: • Through 12/25 prepare an annual street maintenance report for City Council and the community Performance Measure: Funds allocated toward street maintenance and the dollars required to maintain streets 2016

2017

2018

2019

2020

Level of Funding

$5,500,000 $12,164,988 $11,664,806

Funding needed to stabilize streets

16,200,000

16,200,000 15,500,000

15,500,000

Gap in Funding

$10,700,000 $4,035,012 $4,535,194 $5,876,964

$2,305,681

16,200,000

$9,623,036 $13,194,319

Over the past decade, the cost of repairs to the street system has outpaced the money the City is able to dedicate to street maintenance projects. In November 2016, the City placed a measure on the ballot to increase City sales and use tax by 1/2 cent to fund only street maintenance and improvements. The ballot measure did not pass. Nevertheless, the City remains committed to protecting this asset and is working diligently to increase funding for street maintenance. This performance measure demonstrates that the City is making progress towards closing the gap in funding needed to stabilize streets.

Performance Measures Pavement Quality Index

Target

2020

In 2020, the City transitioned from a Pavement Condition Index to a more comprehensive Pavement Quality Index (PQI). The PQI provides an overall indication of a pavement section’s condition with regard to present and future service to the user. The present service to the user is reflected in the Riding Comfort Index, which reflects the traveling public’s opinion of the pavement’s smoothness, hence the quality of service it provides. Future service to the user is measured through measurement of surface distress and structural adequacy. The city-wide averages of these measures make up the PQI, which is rated from a low of 0 to a high of 100. The PQI helps the City to create its maintenance plan and efficiently allocate resources. 140

Infrastructure Work System Summary Performance Measure 75% of Traffic Signals connected by 2025

Target

2019

89 by 2025

The City of Arvada operates and maintains 118 traffic signals and 73 school zone flashers placed throughout the City. Signal connectivity will allow the Traffic and Transportation Division to monitor, troubleshoot, and adjust signal timing in order to improve traffic flow and safety. Fifteen additional signals are expected to be connected by the end of 2020 with future connections planned in coordination with signal rebuilds and the City’s fiber project. Performance Measures - Community Survey Results

2017

2019

Overall street condition

5.58

5.45

Traffic Signal Timing

5.26

5.29

Level of congestion on the streets

4.64

4.83

Road convenience and accessibility

6.22

6.58

Plowing of streets in Arvada

6.84

6.5

The Arvada Community (Citizen) Survey is conducted every other year, and functions as a consumer report card for the City by providing residents the opportunity to rate their satisfaction with their quality of life, community amenities, and local government. The survey has a scale from 0 to 10 where 0-4 means “Does not meet expectations”, 5 means “Meets expectations”, and 6-10 means “Exceeds expectations”.

Strategic Result 2 By 12/21, complete full implementation of waste hauling options COMPLETED MILESTONES: a By 5/20 the first reading of the proposed ordinance will be complete a By 6/20 a public hearing at a City Council Business Meeting will be held and City Council will be provided with the option for contract approval a By 12/20 develop a waste hauling engagement and outreach plan if contract is approved by City Council a By 4/21 complete initial house-hold component selects to prepare for Cart Deployment in June a By 6/21 stage and deploy waste and recycle carts a By 7/21 begin waste and recycle collection services with contracted vendor 141

Infrastructure Work System Summary Performance Measure Support for Single-Hauler Waste Collection Service in Arvada Somewhat or Strongly Support Neither Support nor Oppose Somewhat or Strongly Oppose

2017

2019

66% 13% 21%

62% 13% 24%

The Arvada Community (Citizen) Survey is conducted every other year, and functions as a consumer report card for the City by providing residents the opportunity to rate their satisfaction with their quality of life, community amenities, and local government. Overall, two-thirds of residents either “somewhat” or “strongly” support the idea of single-hauler waste collection service.

Strategic Result 3 By 12/23 update water, sewer, and stormwater master plans and develop an implementation plan to address all findings COMPLETED MILESTONES: a By 12/21 complete the Water Master Plan MILESTONES: • By 12/21 complete the Sewer and Stormwater Master Plans • By 12/23 actions including conceptual project and operational changes to utilities programs necessary to implement the Master Plans are included in the 10-year CIP and performance budget Performance Measure

Target

2016

2017

2018

2019

2020

Water related urgent response events will have a technician on site within 60 minutes

100%

Water distribution pipeline breaks

The City is committed to maintaining the investment in the water system infrastructure. Timely response to all urgent situations minimizes property damage and inconvenience to all customers. By investing in water main replacement and taking the time to analyze and prioritize existing infrastructure, pipeline breaks have remained under the target in recent years.

142

Infrastructure Work System Summary Performance Measure Stormwater assets inspected and cleaned annually.

Target

2016

2017

2018

2019

2020

25%

28%

39%

52%

62%

52%

Routine cleaning and maintenance of the stormwater system is needed to prevent blockages from forming in the pipelines. Inspecting and cleaning each pipe segment an average of once every 4 years is effective in preventing the buildup of materials that lead to blockages. This work helps minimize local flooding and maintain maximum flow capacity. Timely responses to water breaks, sewer overflows, and flooding help minimize damage.

Performance Measure Miles of sanitary sewer pipeline installed prior to 1980 rehabilitated or replaced Annual replacement or rehabilitation of sanitary sewer Portion of the sewer system cleaned annually

Target

2016

2017

2018

2019

2020

Zero miles remaining 63 53 38 29 24 by 2023 60,000 feet 70,650 56,099 75,022 48,745 37,770 annually a minimum 56% 57% 57% 52% 48% of 66%

Sanitary sewer backup events resulting in 2 or fewer claims Underground infrastructure locates which result in damage to the City's water, sewer, 2 or fewer or stormwater systems

143

Infrastructure Work System Summary Upgrading the sewer system installed prior to 1980 will increase the lifecycle of the pipes. With this goal in mind, the City has a target of rehabilitating and/or replacing 60,000 lineal feet of sanitary sewer each year. Routine cleaning of the system prevents blockages from forming in the pipelines; the City target of 66% of the system to be cleaned each year is double the industry standard of 33%. Mainline backups are caused by debris that builds up over time. If a mainline is blocked and sewage backs up into the basement of a nearby home, the City assumes responsibility. The City is responsible for locating all underground infrastructure; if the assets are not precisely located, any damage becomes the City’s responsibility and cost.

Miles of 15" and Smaller Sanitary Sewer

As of the end of 2020, only 7% of sanitary sewer pipe 15" and smaller still need rehabilitation or replacement 500 450 400 350 300

Needs Rehabilitation

250

Replaced/Rehabilitated

200

Previously Rehabilitated

150 100 50 0

2016

2017

2018

2019

2020

Strategic Result 4 By 12/23 provide financial options for City Council in order to eliminate the street maintenance deficit MILESTONES: • By 8/21 evaluate and develop policy direction for streets maintenance including ADA compliance requirements • By 12/21 all new development in the City complies with ADA requirements and 2021 updated engineering standards • By 6/22 complete research and create the business case for dedicated funding to street maintenance • By 7/22 obtain council support and direction for dedicated streets funding • By 12/22 have a business case for maintaining infrastructure in the future

144

Infrastructure Work System Summary Strategic Result 5 By 12/25 effectively utilize voter approved bond funds for the completion of Ralston Road phase 2 and the expansion of 72nd Avenue MILESTONES: • By 3/22 85% of bond funds will be expended • By 12/24 the required 5-year bond arbitrage calculation will be completed on time Performance Measure

Bond Budget

72nd Underpass

64,500,000

Ralston Road - Yukon to Garrison

15,300,000

2019

2020

2,202,151 6,203,229 638,141

4,432,573

In 2018, Arvada citizens approved Ballot Issue 3F to fund $79.8 million of improvements to Ralston Road and West 72nd Avenue. By March 2022, 85% of those funds ($67.8 million) must be expended.

As of the end of FY 2020, 13% of the $79.8 million in bond proceeds had been spent $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

72nd Underpass

Ralston Road - Yukon to Garrison 2019

2020

145

Infrastructure Work System Summary Strategic Result 6 By 12/25 complete a comprehensive plan for City facilities and properties that would be utilized for City business operations post COVID-19 including the City Hall campus, Indiana Shops, and other appropriate satellite facilities to ensure optimal usage of space COMPLETED MILESTONES: a By 12/20 update the conceptual plan for the Post Office property a By 12/21 present the conceptual plan for the Post Office property with cost, funding, and schedule to City Council MILESTONES: • By 12/24 develop a financial plan for improvements to existing City facilities and/or purchase of additional properties • By 12/22 complete an evaluation of utilization of all currently operating City facilities • By 12/23 determine need for additional facilities to support City operations Performance Measure Asset Management Program: Maintain less than 3% facility cost index (FCI)

Target

2019

2020

Less than 3%

0.9%

0.4%

The Facility Condition Index (FCI) is the ratio of current year required renewal cost to current building replacement value. It assesses the current and projected condition of the City’s building assets. Usage of the City Hall campus as a whole will be subject to future study. Currently, the post office has a lease through 2021 which it is anticipated they will renew. In addition, the recent COVID situation has potentially changed the way the City uses the workspace within City Hall. Between the anticipated lease renewal and the likely potential change in the use of workspace at City Hall, the post office expansion plan has been placed on hold until the current situation stabilizes and the City has a better long-term view of how workspace will be used.

146

Infrastructure Work System Summary Strategic Result 7 Through 12/25 continue progress on having 100% of water needed for build out based upon the water supply master plan and current schedule for completion of Gross Reservoir by 2028 MILESTONES: • By 12/24 develop a water supply master planDate TBD Convene citizen’s working group • Through 12/25 maintain funds to meet water supply financial commitments • Through 12/25 monitor Denver Water participation contract requirements Performance Measure Responsible water use at golf courses - West Woods Responsible water use at golf courses - Lake Arbor

FY 2016 Target

2016 Actuals

2017 Actuals

2018 Actuals

2019 Actuals

2020 Actuals

Average use for the prior three years

315

287

295

239

331

117

116

124

111

153

The ability to use water in a responsible manner while maintaining USGA golf course appearance and play-ability standards requires the monitoring of water usage at both courses. Pump station flow meter readings are collected at both pump stations and converted from gallons to acre feet. The target is based on the average usage on the courses for the prior three years. In 2018 a new irrigation system was installed at West Woods which has reduced water usage.

Strategic Result 8 By 12/25 the engineering standards and City code framework will be updated COMPLETED MILESTONES: a By 12/20 create new development agreement terms and template MILESTONES: • By 12/20 complete an inventory of engineering ordinances and specifications and by 12/22, adopt new/revised ordinances and specifications • By 12/21 complete draft engineering standards and specifications update

Strategic Result 9 Date TBD continue progress working with regional partners and jurisdictions to complete construction of the regional toll road MILESTONES: • Date TBD resolve legal issues • Date TBD Convene citizen’s working group • Date TBD Complete concession agreement

a 147

Meets or Exceeds Target Just Under Target Does Not Meet Target Complete

2021-2022 Revised Biennial Operating and Capital Budget

Intentionally left blank

148

Organizational and Service Effectiveness Work System Summary The community depends on a well-managed, fiscally-responsible and transparent City government to guide the organization in a manner that enhances quality of life. Performance-based management practices, sustainable levels of resource use, efficient application of technology, a high-performing workforce, and legal and ethical compliance will ensure the long-term credibility and effectiveness of the City government.

PRINCIPLES AND SERVICES: To support organizational and service effectiveness, The City of Arvada:

•

Provides leadership, policy and guidance, communication, and engagement services to City Council, the community, and the organization utilizing a values-driven organizational culture, ethical behavior, and transparency to the community to maintain public trust.

•

Provides legal services to the City Council, Boards and Commissions, and all work systems, so they can enforce the law, avoid, or mitigate risks associated with City operations and protect the legal interests of the City.

•

Maintains appropriate staffing levels, collaborative communications, information technology and financial management support, as well as, leadership services to all work systems to achieve strategic and operational results.

•

Provides a well-managed, fiscally responsible government that operates effectively and efficiently while identifing revenue requirements to sustain current service levels and achieve future requested levels of service.

•

Leverages technology, and benchmarks to guide decisions, improve results, enhance service delivery, and maintain the highest level of data security in support of City effectiveness, now and into the future.

•

Provides multiple information platforms and data to the community to support its ability to engage in community governance, exercise civic responsibility, and easily access and share public information.

•

Fosters a top workplace environment that attracts and retains a highly engaged, inclusive workforce and fosters a culture of wellness, safety, cycles of learning and performance excellence.

•

Supports a resilient workforce and community that are able to withstand stresses and shocks, while maintaining essential functions and recovering quickly, effectively, and equitably. 149

Organizational and Service Effectiveness Work System Summary

Budget Summary REVENUES BY TYPE Taxes Licenses, Permits and Fees Intergovernmental Charges for Services Fines and Forfeits Miscellaneous Other Financing Sources Revenue Transfer Total Revenues

2019 ACTUAL

2020 ACTUAL

2021 REVISED

2022 BUDGET

$73,749,340

$78,867,246

$84,379,289

$85,100,460

513,948

481,907

518,635

523,272

11,573,133

19,568,237

9,893,656

12,042,188

3,905,657

3,828,577

3,759,662

3,930,683

308

5,435,157

5,636,979

3,848,987

4,330,951

1,286,831

893,341

99,823

307,866

317,102

$96,070,883

$109,769,600

$102,708,095

$106,244,656

Revenue Highlights •

Taxes include sales tax, general use, auto use, building use tax and property tax. This revenue increases 7% in 2021, primarily due to the increase in sales tax revenue. Revenues in 2022 show a 1% increase in 2022 as these revenue sources stabilize.

•

Intergovernmental revenue includes Highway User Tax Fund (HUTF)and Road and Bridge revenue that is used for street maintenance. Intergovernmental revenue also includes internal service charges for the Computer Replacement/Maintenance fund. Intergovernmental revenue declines in 2021 as 2020 revenue includes CARES Act funds of $9.4 million. The revenue increases in 2022 due to increased contributions to the Computer Replacement/Maintenance fund.

•

Charges for services represent transfers from Water, Wastewater, Stormwater and Solid Waste funds to the General fund for administrative services performed by Finance, Human Resources, City Attorney’s Office and Information Technology. These charges increase 3% each year. The Achievement of Excellence in Procurement Award is earned by public and non-profit agencies that demonstrate a commitment to procurement excellence. This annual program recognizes procurement organizations that embrace Innovation, Professionalism, Productivity, Leadership and e-Procurement.

150

Organizational and Service Effectiveness Work System Summary EXPENDITURES BY TYPE

2019 ACTUAL

Personnel

2020 ACTUAL

2021 REVISED

2022 BUDGET

$13,054,439

$13,433,172

$13,396,388

$14,055,534

Services and Charges

8,822,806

17,085,552

8,020,762

8,382,311

Supplies and Expenses

3,501,165

2,847,661

3,508,266

7,271,132

Contracts and Leases

4,865,251

2,958,259

3,741,314

2,490,722

Inventory

23,297

138,737

20,000

Capital Maintenance

43,249

34,676

57,161

55,993

Capital Outlay

12,596

124,389

38,735

138,950

24,295,313

22,368,570

24,172,897

22,210,299

255

$54,618,114

$58,991,272

$52,935,523

$54,624,941

106.10

109.10

110.10

115.00

Transfers Other Total Expenditures Employees

Expenditure Highlights •

Personnel includes salaries and benefits for the City Manager’s Office, City Attorney’s Office, Finance, Human Resources and Information Technology departments. The increase in 2022 reflects seven new positions in the City Manager’s Office, City Attorney’s Office and Information Technology.

•

The supplies and expense line item increases in 2022 due to increased maintenance and replacement spending in the Computer Replacement/Maintenance fund.

•

The contracts and leases line item increases in 2021 due to several one-time increases for legal fees, professional services and security projects. Spending returns to normal levels in 2022.

•

Transfers from the General Fund to the Parks, Streets, Golf, Capital Improvement Projects and Debt Service funds comprise the transfer line. Transfers in 2021 include a one-time transfer to the Capital Projects fund, the Golf fund and the Food Service fund. Transfers return to normal levels in 2022.

Challenges Heightened focus on cyber security.

Advantages Focus on building organizational capacity.

Transitioning to and from remote work during the 2020 Top Workplace recognition. COVID pandemic. Increasing workloads.

Enhancing technology infrastructure. Flexible work schedules and location options. Successful transition of leadership within the legal team. 151

Organizational and Service Effectiveness Work System Summary Strategic Result 1 a By 12/20, in alignment with established recovery principles, the City will provide services with necessary modifications while remaining agile and able to respond to changing circumstances related to the COVID-19 pandemic COMPLETED Milestones: a By 5/20, all work systems teams will have a recovery plan in place a By 7/20, develop and implement a framework for remote work including policy updates, equipment needs, and performance metrics a By 9/20, present a 2-year budget and 10-year financial plan that accounts for the effects of COVID-19 a By 12/20, CARES funding will be fully utilized to support the community and City operations “Cares Act Allocation”

Strategic Result 2 By 12/21, implement a comprehensive City communications and engagement strategy COMPLETED MILESTONES: a By 1/20, complete the overarching communications and engagement strategy MILESTONES: • By 12/20, implement external communications, engagement plans and an internal communication plan • By 6/21, develop a marketing plan highlighting the City successes, presenting information using engaging content and using shared partner messaging

Strategic Result 3 By 12/23, develop an organizational framework for the effective advancement of data utilization, system integration, and digital capacities across all work systems COMPLETED MILESTONES: a By 6/20, identify all performance measures with a potential smart city component and create a city wide inventory a By 12/20, complete first draft of the Smart Arvada Plan MILESTONES: • By 6/21, develop a data governance framework • By 1/22, increase the data governance maturity score from the 1.4 to 2.2 • By 6/22, select a Cloud partner and implement the Could platform • By 1/23, increase the data governance score to 2.9 152

Organizational and Service Effectiveness Work System Summary Strategic Result 4 By 12/22, implement an organizational performance excellence framework as evidenced by obtaining a Malcolm Baldrige National Quality Site Visit COMPLETED MILESTONES: a By 12/21 achieve Denver Post Top Workplace designation MILESTONES: • Annually maintain a “AA” or better bond rating • Annually enhance Arvada University programming to support workplace growth and development • On an ongoing basis, prepare and present a balanced biennial budget and 10-year financial plan

Performance Measure Bond Rating

Target

2016

2017

2018

2019

2020

AAA

AAA is the highest possible rating and reflects an opinion that the City has the current capacity to meet is debt obligations.

153

Organizational and Service Effectiveness Work System Summary Performance Measures

Target

2016

2017

2018

2019

2020

Annually update the City's ten-year financial plan

Yes

GFOA Certificate of Achievement in Financial Reporting received

Yes

*GFOA Certificate of Distinguished Budget Presentation received

Yes

Businesses voluntarily compliant with City 85%/95% tax codes

91%

90%

92%

94%

Licensed businesses that file and pay sales and use tax returns online

40%/99%

27%

39%

80%

91%

95%

Audits completed within timeframes specified by industry standards

80%

88%

79%

58%

91%

77%

Grant proposals awarded

50%

61%

29%

67%

69%

73%

These performance measures demonstrate that the City is a well-managed, fiscally responsible government that can sustain current service levels and also utilizes long range planning to maintain the fiscal health of the City. * The Certificate of Distinguished Budget is awarded every other year.

154

Organizational and Service Effectiveness Work System Summary Performance Measures

Target

2016

2017

2018

2019

2020

85%

89%

95%

94%

81%

6% or less

City employees enrolled in the City's healthcare plan who receive an annual physical

70%

80%

77%

78%

81%

83%

Employees participating in wellness awareness and incentives

50%

47%

63%

51%

53%

50%

Recruitments resulting in a hire during the first recruitment process

90%

94%

93%

89%

97%

Vacancies posted where a conditional offer occurs within 45 days of the application deadline

90%

88%

93%

99%

95%

Evaluations completed by the January 31 deadline

N/A

97%

98%

89%

City's matched jobs graded according to their market value Annual healthcare increase over previous year

*Achieve Denver Post Top Workplace designation

Yes

The City is an employer of choice and fosters a culture of safety, wellness, cycles of learning and process improvement that attracts and retains a highly-engaged and diverse workforce. *Denver Post Top Workplace only entered in 2018 and 2020

155

Organizational and Service Effectiveness Work System Summary Performance Measures

Target

2016

2017

2018

2019

2020

70% or less average storage space in use

70%

N/A

76%

61%

65%

80% or less system memory is in use for host servers

80%

43%

44%

31%

37%

These technology performance measures track performance of the overall system and ensure that there is room for growth.

Strategic Result 5

By 6/22, develop and launch an annual behavioral community survey focusing on access to city services, civic engagement and overall wellbeing of the community to fully understand quality of life in Arvada COMPLETED MILESTONES: a By 12/20 identify all lower-rated items in the 2019 Community Survey and develop an action plan to address all items MILESTONES: • By 12/21, identify and select a survey vendor • By 6/22, develop survey questions with input from the community • By 8/22, launch an annual Arvada Community Survey Performance Measures

Target

2016

2017

2018

2019

2020

Ask Arvada expectations met or exceeded

90%

86%

77%

81%

84%

95%

91%

94%

97%

85%

84%

83%

77%

80%

82%

90%

87%

85%

87%

90%

88%

79%

84%

86%

Ask Arvada questions answered without submitting a service request Ask Arvada customers report employee was effective Ask Arvada customers report employees were courteous Ask Arvada customers report receiving timely responses

Ask Arvada is a customer relationship management software that automatically sends a survey to all individuals/businesses who submit a service request. The survey provides direct feedback from customers regarding their interaction with the City to foster a culture of learning and performance excellence.

156

Organizational and Service Effectiveness Work System Summary Service Excellence, Economic Vitality and Infrastructure

This measure provides direct feedback from citizens regarding whether staff responses and action met of exceeded expectations. It should be noted that we cannot always provide citizens with the answer they are seeking

Once a service request is closed in the Customer Relationship Management system, citizens who provided an email address receive a satisfaction survey via email. Surveys focus on employee effectiveness, timeliness of response and employee courtesy. The effectiveness of staff is defined as the level of customer service required to produce a desired result in the eyes of the customer. We do recognize that some citizens may rate staff poorly in some instances when the answer provided was not what the customer was anticipating or seeking

157

Organizational and Service Effectiveness Work System Summary Strategic Result 6 By 12/23 launch a citywide resilience collaborative sharing resources, building partnerships and ensuring community ownership of meeting identified resilience targets MILESTONES: • By 12/21, develop a municipal resilience strategy to prepare and adapt for the urgent threat of changing environment and resources

Strategic Result 7 By 12/214, construct a regional Navigation Center to deliver coordinated homeless services located out of Olde Town MILESTONES: • By 12/21, enter into an IGA with Jefferson County, Lakewood, Wheat Ridge, Golden, Edgewater and Westminster to develop two navigation centers with Jefferson County • By 10/22, complete Low Income Housing Tax Credits (LIHTC) application and receive award from CHFA • By 10/23, complete all closing actions and begin construction • By 12/24, complete constriction of a Regional Navigation Center

a 158

Meets or Exceeds Target Just Under Target Does Not Meet Target Complete

Safe Community Work System Summary Community-based policing, connected neighbors, engaged local businesses, supportive community institutions, and a fair and impartial justice system, all working together, to ensure Arvada is a safe place to live, work, play, and stay.

PRINCIPLES AND SERVICES:

Click here to learn more about the Arvada Police Department

To support a safe community, the City of Arvada:

•

Achieves and maintains the gold standard in public safety by meeting and exceeding standards set forth through the Commission of Accreditation for Law Enforcement Agencies (CALEA) to assist with the designation of one of the safest communities in Colorado.

•

Provides customized police services making the community feel safe and secure, including proper investigation, appropriate case filings, and crime scene investigation, resulting in an increased likelihood of identifying and prosecuting those responsible for committing crimes.

•

Ensures the Police Department has appropriate staffing levels; communication, information, financial management support; and leadership services to achieve strategic and operational results, including maintaining a well-informed community.

•

Applies inspection, enforcement, community support, and neighborhood engagement services to residents, businesses, and neighborhood partners in order to preserve safety, compliance, stability, and appearance of neighborhoods through collaborative partnerships and achievement of long-term neighborhood goals.

•

Provides administrative, business, communication, and investigative services to members of the community and the Police Department with a commitment to Respect, Dedication, and Responsibility.

•

Provides an independent, fair, and impartial justice system that efficiently processes the court docket, renders fair and just decisions, and holds all stakeholders accountable. The gold standard in public safety by achieving and maintaining standards set forth through The Commission of Accreditation for Law Enforcement Agencies (CALEA) to assist with the designation of one of the safest communities in Colorado.

Mission Statement:

Focusing on safety through community-based policing, connected neighbors, engaged local businesses, supportive community institutions, and a fair and impartial justice system working together will ensure that Arvada is a safe place to live, work, and play. 159

Safe Community Work System Summary

Budget Summary REVENUES BY TYPE Taxes

2019 ACTUAL

2020 ACTUAL

2021 REVISED

2022 BUDGET

$10,533,657

$11,335,269

$12,155,397

$12,217,437

Intergovernmental

94,152

308,612

576,667

216,667

Fines and Forfeits

1,281,821

917,416

935,827

890,310

719,055

1,076,735

285,384

249,067

$12,628,686

$13,638,033

$13,953,275

$13,573,481

Miscellaneous Total Revenues

Revenue Highlights •

The primary sources of revenue are a .21 of sales tax increment and a .25 of sales tax increment generated from a voter-approved measure to fund expanded police services. Revenue trends closely follow those in the General Fund.

•

Miscellaneous revenue include court fines and fees. A decrease in court cases is reflected in the decrease from 2019 to 2020.

•

Intergovernmental revenue increases between 2019 and 2020 from a West Metro Drug Task Force grant for the purchase of a command vehicle. Intergovernmental revenue remains elevated in 2021 and 2022 from a COPS grant for four additional police officers.

160

Safe Community Work System Summary EXPENDITURES BY TYPE

2019 ACTUAL

Personnel

2020 ACTUAL

2021 REVISED

2022 BUDGET

$28,523,611

$29,206,053

$29,143,797

$33,353,257

Services and Charges

1,568,159

943,127

1,393,540

1,845,739

Supplies and Expenses

3,696,407

3,814,408

3,675,944

5,353,506

Contracts and Leases

3,190,296

2,534,186

2,377,074

2,393,708

93,915

129,111

55,221

56,474

167,218

331,131

783,122

503,913

1,416,164

215,255

231,271

237,267

29,492

6,586

$38,685,262

$37,179,857

$37,659,969

$43,743,864

243.00

246.00

249.00

259.00

Capital Maintenance Capital Outlay Transfers Other Total Expenditures Employees

Expenditure Highlights •

70% of Supplies and Expenses are maintenance and replacement costs for vehicles and computers.

•

Contracts and Leases is comprised of support for the operation of the Jefferson County Communication Center and contributions to the regional crime lab and the Juvenile Assessment Center.

•

Services and Charges fluctuate from year to year due to the timing of Public Safety Department trainings.

•

The sharp decline in 2020 for Transfers is due to the completion in 2019 of the Whisper Creek police substation.

•

Capital Outlay and Capital Maintenance increase in 2020 due to the purchase of a command vehicle and for improvements to a police substation. Challenges

Advantages

National narrative on policing.

Supportive community.

Tragic loss of an officer.

Strong leadership in the Police Department and Municipal Court.

Recruitment and retention of officers.

Maintaining national accreditation.

Implementation of body worn camera State mandate. Judicial focus on restorative justice. Increase in homelessness. Need for virtual court appearances during the pandemic. Expanding service area. 161

Safe Community Work System Summary Strategic Result 1 By 12/20, Public Safety staffing levels will be at 95% filled

COMPLETED MILESTONES: a By 12/20, create performance measures documenting the amount of and reasons for officer attrition a By 12/20, implement a recruitment and retention plan a By 12/20, continue use of an over-hire strategy to leverage access to quality candidates Performance Measures

Target

2016

2017

2018

2019

2020

Sworn Officers earned a Bachelor's Degree

100%

Yes

---

Yes

Police Officer / 1,000 Ratio

** Performance measure is being revised A bachelor’s degree is a minimum educational requirement for all Arvada police officers. The Bureau of Justice Statistics state only 1% percent of U.S. police agencies require a four-year college degree.

Strategic Result 2 By 12/20, Public Safety will implement a community engagement and education plan COMPLETED MILESTONES: a By 12/20, formalize and integrate the CORE unit to work with those experiencing homelessness by providing resources, education, and criminal violation enforcement a By 12/20, implement a plan that outlines services and education provided to juveniles within Arvada a By 12/20, implement a plan that outlines strategies to enhance positive police and community interaction Performance Measures Number of contacts officers have with high utilizers of mental health-related calls for service Percentage of calls for service in which a mental health co-responder is dispatched Percentage of time contributed by co-responders on mental health-related calls and services

Target

2016

2017

2018

2019

2020

30%

18%

15%

29%

40%

---

32%

35%

29%

19%

162

Safe Community Work System Summary Provides customized police services to the community to assist in making the community feel safe and secure, including proper investigation, crime scene investigation, and appropriate case filings, resulting in an increased likelihood of identifying and prosecuting those responsible for committing crimes. % of Calls for service in which a mental health co-responder is dispatched

Performance Measures

Target

2016

2017

2018

2019

2020

ANIMAL MANAGEMENT: By 2019, increase the strength of the relationship between dog licenses issued or renewed and dog license violations.

0.5

---

0.6

0.3

0.4

-0.1

Applies inspections, enforcement, community support, and neighborhood engagement services to residents, businesses and neighborhood partners in order to preserve compliance, stability, safety and appearance of neighborhoods through partnerships and achievement of long-term neighborhood goals.

Strategic Result 3 By 12/21, obtain the safest city designation according to the National Incident-Based Reporting System (NIBRS) MILESTONES: • By 12/21, implement a comprehensive Traffic Safety Strategy and Operational Plan with collaboration between the police department, traffic engineering, and streets maintenance programs to ensure high level traffic safety and operation standards • Annually, 80% of calls for service with a priority of “0” or “1” will have less than 5 minute response time

163

Safe Community Work System Summary Performance Measures

Target

2016

2017

2018

2019

2020

LAB: # High Impact Crime Scene Reported

---

168.3

175.4

193.9

165.7

222.6

LAB: # of CODIS and/or AFIS hits

---

32.8

40.0

58.0

22.3

40.3

32%

19%

35%

29%

12%

10%

16%

11%

17%

40%

22%

24%

23%

20%

LAB: By 2022 32% of cases CSI responded to that result in a case filing LAB: Annually, 20% of CSI investigations will result in a CODIS or AFIS hit LAB: Annually, 40% of high impact crimes will be processed by a crime scene investigator

** Performance measure is being revised

Provides customized police services to the community to assist in making the community feel safe and secure, including proper investigation, crime scene investigation, and appropriate case filings, resulting in an increased likelihood of identifying and prosecuting those responsible for committing crimes. By 2018 8% of CSI Investigations will result in a CODIS or AFIS hit

Performance Measures

Target

2016

2017

2018

2019

2020

80% of calls with a priority of 0 or 1 will have less than five (5) minute response times.

90% / 80%

80%

84%

76%

73%

76%

Appropriate staffing levels, communication, information, and financial management support as well as leadership services to the Police Department to achieve strategic and operational results including maintaining a well-informed community.

164

Safe Community Work System Summary 80% of calls with a priority of 0 or 1 will have less than five (5) minute response times 100%

75%

50%

25%

Performance Measures

Target

2016

2017

2018

2019

2020

Arvada will have a crime rate lower than 80% of Colorado cities with 100,000 and over in populations, as bench marked by Uniformed Crime Reports (UCR).

20%

29%

32%

---

** Performance measure is being revised Advanced Law Enforcement Accreditation results in a highly performing organization with the capacity to address any operational or administrative challenges, and serve as an industry leader. CALEA has awarded Arvada with Flagship Agency Status. Performance Measures

Target

2016

2017

2018

2019

2020

70% of multi-housing complexes that do not participate in crime-free multi-housing programs will be re-contacted by CRIT to reconsider participating in CFMH programs.

70%

50%

52%

53%

The gold standard in public safety by achieving and maintaining standards set forth through The Commission of Accreditation for Law Enforcement Agencies (CALEA) to assist with the designation of one of the safest communities in Colorado.

Strategic Result 4 By 12/22, 100% of juveniles charged with criminal offenses will receive measurable risk-based pre-sentence assessments MILESTONES: • Annually, 90% of pre-sentence reports will be completed and provided to juvenile within 72 hours of sentence • Annually, 80% of pre-sentence reports contribute to evidenced based sentencing recommendations - Municipal Judge • Annually, 80% pre-sentence reports contribute to evidenced based sentencing recommendations - City prosecution team 165

Safe Community Work System Summary Strategic Result 5 By 12/24, 50% of juveniles sentenced to probation will not obtain additional charges within Arvada during the probation period MILESTONES: • By 6/22, a comprehensive and agile tool kit of existing services and resources specifically for juveniles will be implemented • By 12/22, 75% of juvenile offenders rate Arvada Municipal Court employees and services as meeting or exceeding expectations • By 6/23, 30% of juveniles will express positive behavior changes after completing recommended sentencing requirements Performance Measures 75% of Juvenile defendants who complete probation specific sentencing requirements

Target

2016

2017

2018

2019

2020

75% / 100%

---

65%

74%

100%

** Performance measure is being revised Provides an independent, fair and impartial justice system that efficiently processes the court docket, renders fair and just decisions and holds all stakeholders accountable.

a 166

Meets or Exceeds Target Just Under Target Does Not Meet Target Complete

Vibrant Community and Neighborhoods Work System Summary A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations and participate with local government to ensure responsiveness to changing needs resulting in an Arvada being the preferred place to live, work, play and stay.

PRINCIPLES AND SERVICES:

To support vibrant communities and neighborhoods, The City of Arvada:

•

Provides meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing Arvada’s small town traditions and history to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors.

•

Improves access to quality housing that is affordable to a broad range of income levels and provides resources, housing, and neighborhood assistance services to Arvada residents, businesses, property owners, and stakeholders.

•

Provides specialized programs and resource conservation services to the workforce, the community, and businesses so they can carefully use and preserve resources and save money.

•

Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks, open space, and trails system. Completing park projects and identifying trail gaps, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.

•

Operates sustainable premier golf facilities focusing on exceptional service and value to the community with the conservation of natural environment under economically sound and socially responsible management.

•

Plans and hosts conferences and events, concessions, and centralized culinary services, focusing on exceptional service and value to businesses, groups, and individuals through an economically sound and socially-responsible management, ensuring customers can have an enjoyable, memorable, productive, and personalized event experience.

Click here to learn about the City’s Parks and Open Space 167

Vibrant Community and Neighborhoods Work System Summary

Budget Summary REVENUES BY TYPE Licenses, Permits and Fees

2019 ACTUAL

2020 ACTUAL

2021 REVISED

2022 BUDGET

$ 48,469

$ 755

$ 62,988

$ 64,878

10,540,682

11,089,005

12,205,287

12,766,577

Charges for Services

7,163,436

5,245,172

5,773,350

6,462,149

Miscellaneous

1,763,684

1,443,299

866,190

870,828

Revenue Transfer

4,010,588

5,254,976

4,832,529

4,292,263

$ 23,526,858

$ 23,033,207

$ 23,740,344

$ 24,456,695

Intergovenmental

Total Revenues

Revenue Highlights •

Intergovernmental revenues include $5.8 million in federal grants for housing and community development, and $6 million for Jefferson County Open Space funds.

•

Charges and services reflect the revenue generated from the golf and restaurant operations at both Westwoods Golf Course and Lake Arbor Golf Course and education classes at Majestic View Nature Center. In early 2020, the COVID 19 pandemic closed the Golf Course restaurants for several months and limited the number of guests allowed in the restaurants for several more months. Education classes at Majestic View Nature Center were also closed due to the pandemic in early 2020, these closures contributed to the revenue reduction in 2020. As the restaurants and Majestic View Nature Center recover from the effect of the COVID 19 pandemic, it will take some time to build up to pre-pandemic revenue levels. The restaurants are currently experiencing staffing shortages which reduces the number of hours the restaurants can be open.

•

Miscellaneous revenues include interest income, recovered costs which includes funding from APEX Recreation District in support of maintenance performed by the Parks Department. The amount received from APEX Recreation District for 2021 and 2022 has been reduced to reflect a recovery period by the district due to the COVID 19 pandemic.

•

A transfer from the General Fund in support of Parks operations is reflected in the Revenue Transfer.

168

Vibrant Community and Neighborhoods Work System Summary EXPENDITURES BY TYPE Personnel

2019 ACTUAL

2020 ACTUAL

2021 REVISED

2022 BUDGET

10,326,586

10,463,801

9,917,309

10,658,968

Services and Charges

7,889,877

8,001,079

10,648,063

8,973,873

Supplies and Expenses

3,049,482

2,752,334

3,070,725

3,320,494

Contract and Leaes

457,976

522,035

654,365

757,490

Debt Service

163,200

1,250,484

540,584

781,249

875,994

131,531

152,887

217,914

273,720

88,751

6,611

100,000

30,900

609,504

631,623

708,094

1,103,008

2,525

2,185

4,198

4,208

23,969,916

23,236,339

26,265,117

26,161,855

Inventory Capital Maintenance Capital Outlay Transfers Other Total Expenditures Employees

Expenditures Highlights •

The Food Services fund that operated Arvada Events at the Arvada Center ceased operations in June, 2021 and will reduce the work force which accounts for the reductions in personnel expenditures in 2021. Two new positions are added in 2022 to assist with homelessness, which accounts for the increase in 2022.

•

The largest component of services and charges are the Section 8 Housing voucher program accounting for $5.3 million, utility charges account for $1.7 million of this expenditure type.

•

Supplies and Expenses include $1.4 million to support vehicle maintenance and replacement.

•

Food, beverage and merchandise purchases at both golf courses are shown in the inventory expenditure type. This expenditure type is decreased due to the closure of the Golf Courses, Restaurants and Arvada Events in early 2020 due to the COVID 19 pandemic.

•

The largest component of transfers is a transfer to the COP Fund for the payment of the debt related to the West Woods Golf Clubhouse remodel.

Challenges

Advantages

Effect of climate change on outdoor assets

Resident and community support for parks, trails and open space

Lack of affordable housing

Collaboration for affordable housing options

Land available for acquisition

Regional focus on addressing homelessness

Community partnerships associated with recreation programming, facility use and reinvestment Expanding service area 169

Vibrant Community and Neighborhoods Work System Summary Strategic Result 1 By 12/21 complete a History Master Plan MILESTONES: • By 6/21 identify all historical resources to include in the plan • By 12/21 develop a collaboration system between the Chamber, Visitor’s Center, Historical Society and the City • By 12/23 develop a plan for activation of the Flour Mill in Olde Town

Strategic Result 2 By 12/21 implement a tool kit of housing mix and style plan to improve access to quality housing affordable for a board range of income levels COMPLETED MILESTONES: a By 12/20 create a regional strategy to address homelessness a By 12/20 complete an affordable housing assessment including incentive options in the area a south of Arvada Cemetery a By 12/20 complete a list of current projects under development or planning MILESTONES: • By 6/21 evaluate the Human Services Advisory Committee’s process for recommending funding • By 12/21 research and develop the implementation for up to three strategic options outlined in the affordable housing assessment Performance Measure Number of households served by Essential Home Repairs Program Annual costs associated with Essential Home Repairs Program Number of household served by Housing Choice Voucher Program

2016

2017

2018

2019

2020

N/A

205,585

352,857

299,294

240,192

195,532

484

441

518

463

487

These performance measures support access to quality housing that is affordable to a broad range of income levels and provides resources, housing and neighborhood assistance services to Arvada residents, businesses, property owners, and stakeholders.

170

Vibrant Community and Neighborhoods Work System Summary Strategic Result 3 By 12/22 complete strategic investments and initiatives to ensure parks, trails, open space, and amenities are in alignment with our diverse, changing and growing community MILESTONES: • By 12/21 complete a Community Events Plan • By 12/21 establish a centralized volunteer coordination program • By 12/21 adopt a strategic Land Pursuit and Acquisition Plan • By 12/21 develop policies, procedures and standards for all the events occurring in Olde Town to ensure safety and quality for the community • By 6/22 with 3 years of Ralston Rd. construction, develop options for the Harvest Festival targeting the alignment of the Committee and City goals • By 12/22 replace Meyers Pool with a new 50 meter natatorium Performance Measures

Target

2016

2017

2018

2019

2020

95%

97%

99%

97%

94%

82%

100%

Open Space per Capita

31.00

31.21

30.72

29.33

29.12

Trails per Capita

1.30

1.34

1.25

1.30

1.29

100%

91%

84%

1,750

1,026

1,630

1,865

1,685

415

95%

96%

100%

90%

100%

96%

100%

91%

95%

51%

100%

Published Maintenance Standards Met for All Park Areas % of Priority 1 Trails Cleared Once within 24 Hours of Snowfall

Park Level of Service - Park within 10 minute walk of every residence Hours contributed by festivals commission Nature Center: educators/aids with Elementary Exploration groups report students enjoyed learning about wildlife and nature Nature Center: educator/aides surveyed answered excellent or above average when asked how the program ties to curriculum Golf course maintenance performance standards met

The City provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks, open space, and trails system. Completing parks projects and identifying trail gaps, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.

171

Vibrant Community and Neighborhoods Work System Summary 2019 Citizen Survey shows that nearly all residents have visited a City park and/or used the trails and open spaces in Arvada. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

90%

83%

28%

Visited a City Park

Used Trails or Open Spaces

Visited the Majestic View Nature Center

Strategic Result 4 By 12/25 50% of neighborhoods complete a project or initiative that reshapes or activates shared neighborhood spaces COMPLETED MILESTONES: a By 12/20 offer leadership development opportunities and training to volunteers to foster future City leaders MILESTONES: • By 6/21 develop a neighborhood engagement plan Performance Measure # of neighbors engaged through neighborhood incentives

Target

2016

2017

2018

2019

300

N/A

2020

These performance measures demonstrate meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing Arvada’s small town traditions and history to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors. Community Survey: Do you have a space in your neighborhood where you can gather together as a neighborhood and get to know your neighbors?

No 43%

Yes 57%

a 172

Meets or Exceeds Target Just Under Target Does Not Meet Target Complete

Capital Improvement Projects Capital Program Introduction The Capital Improvement Plan (CIP) for 2022 represents the second year of a ten-year plan that encompasses a strategic approach for the City’s capital investments for the next decade. This plan reflects a dual approach to utilizing scarce capital resources for capital improvement and major capital maintenance needs: Taking Lasting Care and the continued implementation of the Citizens Capital Improvement Planning Committee’s recommendations under the guidance of City Council’s current Strategic Plan. First, the City is continuing its focus on “Taking Lasting Care” (TLC) of its vast inventory of assets. Preserving existing infrastructure is a chief priority of the capital plan. Among TLC plans for the coming two years are: • Allocation of resources for the replacement of aging traffic signals, guardrails, and street infrastructure • Reinvestment in the City’s park system with a focus on playground renovation, trail renovation, irrigation systems, and tree replacements • Water system and sewer system repair and maintenance, including mains and ancillary infrastructure Second, the City is focused on the long-term implementation of many of the recommendations of the 2015 Citizens Capital Improvement Planning Committee (CCIPC). The 21-member CCIPC was charged by the Arvada City Council to prioritize capital projects and recommend funding strategies. The Committee recommended 19 projects, of which 11 have been completed or have received significant funding. CCIPC-recommended projects in the 2022 plan include: • Ongoing funding for installation of conduit and a backbone fiber network • Significant resources for missing sidewalks, transit-oriented development, bike and pedestrian access, and trails • Funding for streetscaping through the Arvada Urban Redevelopment Authority as part of the Ralston Road Corridor project Total budgeted capital expenditures by major category for 2022 are listed below. The remainder of the capital improvement section explains what capital projects are, how the City pays for them, and how projects are identified and prioritized. This section also includes individual project pages detailing each capital improvement within the 10-year plan. 2022 CIP Projects by Category Category Debt Service Personnel General Administration Transportation Street Maintenance Parks Water Wastewater Stormwater Grand Total 173

2022 Budget $6,494,578 145,000 2,202,661 3,412,078 9,513,851 886,916 25,412,362 3,683,646 876,227 $52,627,320

Capital Improvement Projects What are Capital Improvements? The Capital Improvement Plan (CIP) is a ten-year road map for creating, maintaining, and paying for Arvada’s present and future infrastructure needs. The CIP outlines the project costs, funding sources, and estimated future operating costs associated with each capital improvement. The plan is designed to ensure that capital improvements will be made when and where they are needed and that the City will have the funds to pay for and maintain them. Capital improvement projects are non-routine capital expenditures that result in the acquisition of land, design and construction of new assets, or the renovation, rehabilitation, or expansion of existing capital assets. Capital projects usually have an expected useful life of at least five years. Capital improvements make up the physical infrastructure that all cities must have in place to provide essential services to current residents and support new growth and development. They are also designed to prevent the deterioration of the City’s existing infrastructure, such as roads, parks, buildings, and underground pipes for water and sewer systems, and to respond to and anticipate future growth of the City. Ongoing capital projects receive consistent funding for recurring capital infrastructure needs throughout the City and ensure that General CIP dollars are available for improvements in particular areas. Their creation grew out of the recognition that, while some recurring needs are relatively small in scope, it was still imperative that resources be reserved to fund necessary work. Routine capital expenditures generally will have no significant impact on the operating budget. One-time capital projects generally receive funding for the construction of a public facility or acquisition of land for a future public facility. These projects may have ongoing operating and maintenance costs, which have been included in the operating budget. Capital maintenance expenditures represent recurring capital expenditures intended specifically to sustain existing infrastructure and capital capacity, such as with water and sewer main replacements. Paying for Capital Improvements Funding for the City’s capital program comes from a variety of sources. 98-101 Funding – Since the electors of Arvada adopted a sales tax in 1969, the City Code has required that 60% of the first cent of sales tax revenue must be appropriated annually for capital projects or debt service. Codified as §98-101 in the Arvada Code of Ordinances, this funding is referred to as 98-101 funding. The funding for 2021 and 2022 is calculated as follows: 2022 98-101 Funding Funding 98-101 Debt Service Obligations Bond Payments COP Payments Transfer to the Capital Improvement Program 174

2022 Budget $12,651,113 (5,361,782) (1,132,796) $6,156,535

Capital Improvement Projects Water Fund – The Water Fund accounts for capital outlay and related debt service relating to the water utility operation. Typically, water rates pay for ongoing maintenance and replacement costs while water tap fees cover projects related to growth and expansion. Wastewater Fund – The Wastewater Fund accounts for capital outlay and related debt service relating to the collection, transmission, and disposal of sewage and wastewater. Typically, wastewater rates pay for ongoing maintenance and replacement costs while wastewater tap fees cover projects related to growth and expansion. Stormwater Fund – The Stormwater utility fee pays for capital improvements and debt service necessary to maintaining a stormwater management plan. Using the Stormwater Fund to pay for joint capital projects with the Mile High Flood District (MHFD) also qualifies the City for MHFD funding to operate and maintain stormwater improvements within the District. Golf Fund – Revenue from the Golf Fund is expected to meet all of the identified capital needs and debt service for the Golf programs at Lake Arbor and West Woods Golf Courses. Bond Proceeds – Proceeds from the sale of bonds fund specific capital improvement projects. A bond is a written promise to pay a designated sum of money at a specific date in the future, together with periodic interest at a specified rate, used as a long term financing tool. Bonds are used to fund the 72nd underpass project and the Ralston Road project included in the Continuing Projects list. Grant Funding – Funding received from an outside agency for a specific capital improvement project. Grant funding does not need to be repaid, but it may require the City to match a certain percentage of the award. Developer Funding – Contributions that developers make to the City in support of public improvements, such as traffic signals, roadway improvements, or park development, often to help respond to population growth. Streets Fund – The Streets Fund accounts for costs relating to the asphalt and concrete replacement programs. Revenues are derived from the City’s General Fund, the Highway Users Tax Fund, 50/50 sidewalk payments, and street degradation fees. Other Funding Sources – Other funding sources included in the current CIP include: • Conservation Trust – Profits from the sale of state lottery products are distributed to local governments by the Colorado Department of Local Affairs for park and recreation services • Adams County Transportation Sales Tax – Each year the City receives funds through a transportation sales tax from Adams County that can only be used in Adams County for transportation purposes • Adams County Open Space Sales Tax –Each year the City receives funds through an open space sales tax from Adams County that can only be used in Adams County for open space purposes • Lands Dedicated Opt-Out Fee – A fee in lieu of dedicating land to the City during development; used for park development • 3-Cent per Thousand Gallon Fee – This fee, which is based on annual water consumption, funds irrigation system upgrades 175

Capital Improvement Projects •

Park Water Tap Fees – As part of new construction, park tap fees are collected to fund new park construction

Operating Impact – Each year, as capital projects are planned and others are completed, the costs related to maintaining those capital assets are examined. Many times those costs can be absorbed in the City’s operations. Other times, additional staff and supplies are needed to maintain these projects. The operating impact of the 2022 CIP is detailed later in this section and the operating impact of each project is included within the individual project pages. Capital Budgeting Process In many respects, the planning process for selecting, scheduling, and financing capital improvements parallels the way someone might plan to buy a house or a car. The process involves assessing many competing needs, determining priorities, evaluating costs and financing options, and establishing a realistic timeline for completing the projects. The following graphic outlines the City of Arvada’s ten-year Capital Improvement Plan process: • Council reviews progress of past successes in first quarter of year. • Re-establishes priorities in context of new information, studies, surveys.

• Departments begin various legal processes to begin the construction processes. • Quarterly reporting on all progress.

Development of Strategic Plan

Develop ten-year capital maintenance and new projects to meet long-term strategic needs

Build and Measure

Council adopts both the two-year appropriations and the ten-year plans

• Analyze prior year expenditures. • Identify all possible sources of resources. • Develop prioritization methodology to meet Strategic Plan. • Analyze and select proposed projects for plan and for the ten-year planning horizon.

• Council reviews Proposed Plan. • Adopts two-year appropriations. • Prioritizes unfunded priorities and projects. • Adds operating costs into the operating budget.

The prioritization of projects is done as part of the biennial budget process, with a preference towards funding projects that are mandated, remove a risk, and/or align with Council’s Strategic Plan. Mandates can include orders from the federal or state government that require action of the City, court orders, action required by health and life safety codes, and regulations regarding ADA accessibility. The criteria used for each priority is as follows: Priority 1 • Eliminates a hazard • Satisfies an obligation, such as federal and state mandates, City Council Strategic Plan priorities, developer agreements, and legal contracts • Funded entirely by sources other than CIP dollars – for example, Open Space funds, developer contributions, CDBG funds, the Regional Transportation District funds, etc. 176

Capital Improvement Projects Priority 2 • Eliminates a hazard • Satisfies an obligation, such as federal and state mandates, City Council Strategic Plan priorities, developer agreements, and legal contracts • Receives funding from other sources as well as CIP dollars Priority 3 • May eliminate a hazard • Does not satisfy an obligation • Does not have funding available other than CIP dollars Strategic Plan The City’s Performance-based Budgeting program, FOCUS, acts as the foundation of Arvada’s budget process. In 2019, City Council adopted a new Strategic Plan to lay the foundation for meeting current and future community needs. The following strategic results and milestones have provided guidance in determining funding priorities for the 2021-2030 capital improvement plan: • • • • • • • • • •

By 2021 Arvada will have a traffic accident rate lower than the national average Through 2025 prepare an annual street maintenance report for City Council and the community By 2021 complete the Sewer and Stormwater Master Plans By 2021 complete the Water Master Plan By 2023 actions including conceptual project and operational changes to utilities programs necessary to implement the Master Plans are included in the 10-year CIP and performance budget By 2021 all new development in the City complies with ADA requirements and 2021 updated engineering standards By 2024 develop a financial plan for improvements to existing City facilities and/or purchase of additional properties Through 2025 continue progress on having 100% of water needed for build out based upon the water supply master plan and current schedule for completion of Gross Reservoir by 2028 Through 2025, maintain funds to meet water supply financial commitments By 2022, complete strategic investments and initiatives to ensure parks, trails, open space, and amenities are in alignment with our diverse, changing, and growing community

2015 Citizens Capital Improvement Planning Committee The current Capital Improvement plan is also driven by the recommendations of the 2015 Citizens Capital Improvement Planning Committee (CCIPC). The Committee was charged by the Arvada City Council with prioritizing capital projects and recommending funding strategies. To do this, the Committee learned about the projects, developed and applied evaluation criteria, and then deliberated on which projects to recommend to Council for funding and at what level. The CCIPC recommended $73 million dollars of funding for nineteen different projects. Below is a table identifying the CCIPC-recommended projects that have previously received funding or that are receiving funding as part of the 2022 budget. 177

Capital Improvement Projects CCIPC Recommended Projects Project W. 72nd Ave. & Indiana St. Intersection Park Maintenance, Fleet, and Central Stores Bldg W. 72nd Ave. & UPRR Grade Separation Ralston Road Reconstruction (Phases 1 & 2) Gold Strike Park Utility Undergrounding Missing Sidewalks/TOD/Bike & Trail Gaps ATMS, Conduit, and Fiber Interconnect Guardrails Playground Renovation Irrigation Total

Funding to Date $11,109,523 10,218,612 64,500,000 23,365,263 2,172,691 210,820 1,840,000 1,836,807 132,729 1,763,835 643,082 $117,793,363

2022 Budget

Status

$- Complete - Complete - Underway 3,500,000 Underway - Underway 57,964 Ongoing 700,000 Ongoing 238,810 Ongoing 97,858 Ongoing 433,813 Ongoing 166,071 Ongoing $5,194,516

In the five years since the Committee released its report, the City has dedicated nearly $118 million to CCIPC-recommended projects, several million more than the level of funding recommended in the report. The 2022 CIP contains an additional $5 million and the ten-year capital improvement plan includes a substantial dedication of resources for CCIPC-recommended projects. The performance measure below shows the number of CCIPC projects completed since 2015. 2016 Number of Citizen's Capital Improvement Planning Committee Projects Funded (ongoing projects) or Completed (one-time projects)

2017 5

2018 5

2019 6

2020 7

Included in the CCIPC projects that received funding in recent years are two bond-funded projects. As the previous sales and use tax bonds retired in 2018, a ballot question for reissuance of the bonds was voted on and approved in November 2018. This approval allowed for the reissuance of bonds for two major road capacity projects: a grade separation on W. 72nd Avenue at the Union Pacific Railroad with improvements between Simms Street and Kipling Street, and the reconstruction and improvement of much of Ralston Road along the W. 58th Avenue alignment. In addition to the project recommendations made by the CCIPC, the group particularly examined the maintenance needs of the City’s street system. While street maintenance is capital in nature, the City’s program for maintenance is funded through operating dollars within the Streets Fund. The committee recommended that the City quickly take action “to address the pressing need for additional resources to repair and maintain roads and streets in Arvada.” Although a proposed sales and use tax increase to fund additional street maintenance was rejected by voters in 2016, the City increased its annual funding for street maintenance by redirecting other operating expenditures. Over the ten years of the plan, more than $100 million is dedicated to street maintenance in order to achieve that goal.

178

Capital Improvement Projects Open Projects As part of the 2022 CIP budget process, a detailed review was conducted of all currently open capital projects. Staff evaluated the level of resources committed to active projects in order to identify and resolve any known funding issues. The following table lists all currently open Capital Improvement projects and their estimated completion dates. Continuing CIP Projects Project Name Trolley Restoration Visitability Fee City Public Art 2018 ADA Compliance Project Parks Maintenance Building Natatorium Public Art Capital Maintenance PEG Fee Control Room Short Story Dispenser LandMark Exhibit Trolley Park PEG Cable Fees PEG Fee Capital Maintenance Babe Walls Bike & Pedestrian Improvements Guardrails-Revolving ADA Ramps-Revolving Collector Streets Improvements-Revolving W. 60th Ave. (Adams County) Streets Master Plan Alkire @ 77th Sidewalks 82nd/Leyden & Indiana Improvement Leyden Rd. Improvements 2020 Bike/Ped Minor Improvements Leyden Road Study Ward Road Transit Oriented Development Structural Repairs 64th & Sheridan Intersection (FASTER) W 55th Ave Median Pierce St Sidewalk 60th-62nd Click here to see the Infrastructure projects

Existing Budget 524,482 592,674 291,102 500,000 10,218,612 600,000 195,116 186,410 8,780 20,800 460,000 529,913 50,650 59,900 875,598 323,931 763,976

Expected Completion Winter 2021/2022 Ongoing Ongoing Ongoing Fall 2020 Ongoing Ongoing Winter 2021/2022 Ongoing Ongoing Winter 2021/2022 Ongoing Ongoing TBD Ongoing Ongoing Ongoing

76,786

Ongoing

1,125,779 300,365 502,164 75,000 473,166 72,832 600,000 2,192,305 575,400 1,280,995 60,671 806,565

2022 2022 TBD 2021 Ongoing TBD 2022 2022 Ongoing TBD TBD TBD

179

Capital Improvement Projects Continuing CIP Projects (continued) Project Name 72nd Ave Underpass (Bond) Ralston Yukon-Garrison (Bond) Vehicle Detection Program Sign Replacements - MUTCD Tennyson Corridor (ADCO Grant) Olde Town Street Lighting Phase II CDHS Monument Sign Xcel Undergrounding Supplement Traffic Signal Replacement 58th & Independence (HSIP Grant) 86th & Kipling (HSIP Grant) 64th & Simms (HSIP Grant) 58th & Kipling (HSIP Grant) 80th & Vance (HSIP Grant) Intersection Safety Improvements 58th/Ward Rd LT Lanes (HSIP) W 52nd Ave Sidewalk W 57th Ave Bike Boulevard Alkire St Trail (TAP Grant) School Safety Marshall St Intersection Improvement 84th & Alkire Pedestrian Crossing Allison Street Sidewalk Traffic Signal Fiber Connection (DRCOG) 58th Place & Independence W 59th Pl and Kipling Pkwy Improvement Standley Lake Library Trailhead Trail Renovation Gold Strike Park Irrigation Systems Holistic Health & Fitness Park Majestic View - Minor Improvements Tree Replacement Program 2021 Parks Irrigation Improvement Memorial Park Lighting (CDBG)

Existing Budget 64,500,000 17,998,000 372,255 140,448 2,739,790 513,937 18,920 226,356 3,983,194 938,618 637,150 1,198,625 528,175 864,000 174,348 2,225,386 21,000 35,000 1,500,000 119,508 34,815 8,430 23,116 643,935 704,853 450,000 594,546 223,749 2,172,691 438,024 1,299,179 29,687 131,217 92,624 126,000 180

Expected Completion Spring 2024 Summer 2023 Ongoing Ongoing 2021 TBD 2021 Ongoing Ongoing Winter 2021/2022 Winter 2021/2022 Spring 2022 Fall 2021 Spring 2022 Ongoing TBD 2024 2023 2024 Ongoing Fall 2021 2022 Spring 2022 2021 2021 2021 TBD Ongoing 2022 Ongoing 2022 Fall 2021 Ongoing 2021 TBD

Capital Improvement Projects Continuing CIP Projects (continued) Project Name Seacrest Rec Center Improvements Playground Renovation Sabell Park (Dev. Agreement) Leyden Creek Trail Extension ADA Walk/Trail Compliance 2020 Playground Renovations 2019-2021 Co-Locate Conduit 2020-21 AFON Fiber Project Public Safety Radio System MARC Lake Arbor Improvements WW Tree Replacement/Removal Denver Moffat Project Water Treatment Plant Maintenance & Repairs Hwy 93 Water Tank & Pipeline Ralston Water Treatment Plant Pump Station Ralston Water Treatment Solids Handling Ralston Water Treatment Filter Improvements Hydraulic Modeling 2020/21 Castlegate Water Line 2021 Wastewater CIPP 2021 Open Cut Replacement

Existing Budget 54,061 768,593 185,953 292,279 100,000 265,000 117,385 1,123,349 250,104 30,000 23,000 38,777,443

Expected Completion TBD Ongoing 2022 TBD Ongoing 2020 Ongoing Ongoing Summer 2022 TBD Ongoing 2027

458,924

Ongoing

3,940,000

2022

3,000,000

2021

2,475,000

2022

1,500,000

2023

150,000 500,000 1,460,000 515,000

Ongoing 2022 2022 2022

460,000 424,360 281,377 350,000 690,000 900,000 20,000 350,000 3,152,217

2022 Ongoing Ongoing 2021 2023 Ongoing Ongoing 2021 2023

38,704

2021

650,000 300,000

Ongoing Ongoing

69th Ave Sewer Replacement Infiltration Elimination Oversizing of Replacement Pipe Sanitary Sewer Master Plan North Trunk Sewer 81st & Kipling Ralston Creek @ Croke Crossing UDFCD Joint MP Studies Stormwater Master Plan Lake Arbor Dredging Arvada Center Southern Detention Pond Outlet Ralston Creek at Ward Road 2021 Miscellaneous Drainage 181

Capital Improvement Projects The 2021-2030 Capital Improvement Program The following table displays the City’s full 2021-2030 capital improvement program. Funding is summarized by source. Expenditures are summarized by category of spending. Sources §98-101 $ Other City $ External $ Total Sources Total Uses

Existing

6,048,419

6,304,667

339,686

1,436,837

342,132

343,572

$60,406,382

$37,338,112

$39,168,834

2023

2024

2025

Existing

Sources §98-101 $ Other City $ External $ Total Sources Total Uses

46,065,411

23,833,762

$13,425,462

$18,629,838 $87,679,638 $52,627,320

25,399,800

2021

2022

$6,523,351

$6,494,578

$6,193,637

$6,186,297

$5,751,437

145,000

152,459

160,105

167,385

1,455,293

2,171,451

2,151,706

2,117,883

2,166,695

182,861

8,348,350

5,655,668

4,685,065

3,894,183

3,911,596

8,669,544

9,513,851

10,330,250

10,342,983

10,631,688

100,249

4,439,166

936,916

961,273

1,481,105

1,464,131

10,276,526

47,859,964

29,040,362

33,932,058

11,353,797

12,374,411

4,802,167

3,683,646

1,498,717

1,311,823

1,589,988

1,400,000

4,847,217

876,227

1,043,222

1,074,375

1,106,606

$60,948,387 $37,922,551

$39,163,937

Wastewater Total Uses

$12,904,134 $13,162,218

2025

39,636,522

Street Maintenance

Stormwater

2024

68,723,857

General Administration

Water

2023

11,719,860

Personnel

Parks and Golf

2022

$861,559 $12,651,114 $12,651,113

Debt Service

Transportation

2021

$11,959,636 $86,945,052 $58,517,699 2026

2027

2028

2029

2030

2021-2030 Total

$13,693,973 $13,967,843 $13,967,850 $14,247,208 $14,532,153 $136,064,627 29,567,285

29,064,639

24,751,580

28,518,680

27,762,304

355,043,699

345,160

346,898

348,788

350,834

353,038

16,560,030

$43,606,418 $43,379,380 $39,068,218 $43,116,722 $42,647,495 $507,668,356 2028

2029

$5,744,548

$5,748,255

$5,752,478

$5,753,204

$5,757,436

$59,905,221

175,010

182,621

190,186

194,952

199,867

1,567,585

General Administration

2,176,572

2,162,756

2,165,222

2,212,291

2,250,176

21,030,044

Transportation

3,962,045

4,109,351

4,258,078

4,953,322

5,180,886

49,141,406

10,830,676

11,043,852

11,083,895

11,160,086

11,434,250

105,041,074

1,719,155

1,874,219

1,935,055

1,707,260

1,758,477

18,377,008

16,315,013

15,701,751

11,308,653

14,461,936

13,619,700

216,244,171

Wastewater

1,391,713

1,686,819

1,476,469

1,789,546

1,566,386

20,797,274

Stormwater

1,289,804

846,908

870,358

894,512

919,390

15,168,619

Personnel

Street Maintenance Parks and Golf Water

Total Uses

2030

2021-2030 Total

2027

Debt Service

2026

$43,604,536 $43,356,532 $39,040,394 $43,127,109 $42,686,568 $507,272,402

182

Capital Improvement Projects 2022 Capital Expenditure Detail The following table details the City’s 2022 capital expenditures by project. Capital expenditures are presented in major categories with the sources of funding shown for each project. 2022 Capital Expenditures Project

98-101 $

Other City $

External $

2022 Total

Debt Service Estimated Debt Service

$6,494,578

$145,000

$1,500,000

Arvada Fiber Optic Network

238,810

Public Art

105,070

Arvada Center Kiln Roof*

250,000

108,780

$78,286

250,000

Collector Street Improvements

65,239

Guardrails

58,982

Intersection Safety Improvements

97,858

School Safety

26,095

700,000

1,132,820

57,964

Indiana Corridor Improvement Study*

274,000

Signal Interconnect

250,000

Signal Timing Implementation

151,655

Transportation Master Plan*

269,179

$9,328,613

$120,000

$9,448,613

65,239

$32,619

Irrigation Systems

166,071

Park Water Tap Fees

169,602

433,813

Trail Renovation

65,239

Tree Replacement Program

19,572

Personnel Salaries and Benefits

$145,000 General Administration

Aquatics Center

PEG Cable Fees Transportation Adams County Transportation Projects Bridge Repair

Sidewalks/TOD/Bike & Trail Gaps Traffic Signals Xcel Energy Undergrounding Fund Supplement

Street Maintenance Asphalt and Concrete Replacement ADA Compliance - Streets Parks Adams County Open Space Projects

Playground Renovation

* Denotes nonrecurring capital expenditures

183

Capital Improvement Projects 2022 Capital Expenditures (continued) Project

98-101 $

Other City $

External $

2022 Total

Water Denver Water Moffat Project Participation

$- $19,546,000

NW Improvements - Leyden Rock - Upsize Quaker Alignment Pipeline*

650,000

Raw Water Meter Project*

740,281

Water Distribution System Upgrades

530,604

Water System Replacement (Operations)

3,945,477

$508,364

North Sewer Trunk Line 61st and Tennyson*

690,000

Sewer System Replacement (Operations)

2,485,282

$237,056

Mile High Flood District Joint Maintenance Projects

27,318

Mile High Flood District Joint Master Plan Studies

57,964

Stormwater Master Plan Projects

403,889

Ralston Creek at Ward Road*

150,000

Wastewater 69th and Ward Sewer Replacement*

Stormwater Lake Arbor Dredging and Shoreline Stabilization*

Grand Total

$12,651,113 $39,636,522

* Denotes nonrecurring capital expenditures

184

$339,686 $52,627,320

Capital Improvement Projects Operating Impact The City’s operating budget is directly affected by the CIP. When certain types of capital projects are developed and completed, they also have ongoing financial impacts. For example, if the City were to construct a new building, the operating budget would increase to include capacity for any new equipment, utilities, and supplies needed to operate and maintain the facility. Park maintenance staff might be added when a new park is completed. Likewise, operating costs can decrease with certain capital improvement. For example, repair and maintenance costs could go down with the replacement of an aging traffic signal. In the 2021-2030 Capital Improvement Program, each individual project includes an estimated future operating budget impact, if it is possible to identify the cost at this time in the project’s lifecycle. The City carefully considers these operating costs when deciding which projects to move forward in the CIP. The following table summarizes the quantifiable projected annual impact of the FY 2022 CIP on the City’s operating budget: Project

Operating Impact

Arvada Center Kiln Roof

Savings on ogoing operational repairs

Arvada Fiber Optic Network

Operational cost to maintain OSP Insight software, used to document the fiber cable and fiber strand allocation

Raw Water Meter Project

Annual operating cost

Annual Cost $-

$10,000

10,000

5,000

185

Annual Savings

Capital Improvement Projects 2023-2030 Governmental Capital Expenditure Detail The planned capital expenditures from 2023 to 2030 are shown in the chart below. Some of the larger projects that make up these expenditures include: General Administration Aquatics Center - $12,000,000 Arvada Fiber Optic Network - $2,187,290 ADA Compliance for Facilities - $1,600,000 Public Art - $882,663

Water Denver Water Moffat Project - $61,392,032 Water System Replacement - $36,137,045 Highway 93 Lakes Water Storage Project - $20,500,000 Water Treatment Plant Expansion - $5,500,000

Transportation Traffic Signals - $11,433,320 Sidewalks/TOD/Bike & Trail Gaps - $5,621,000 Arterial Improvements - $4,209,618 Bridge Repair - $2,000,000 Signal Interconnect - $2,000,000 Signal Timing Implementation - $1,223,108

Wastewater Sewer System Replacement - $6,669,252 Infiltration Elimination Program - $2,987,730 Oversizing of Replacement Pipelines - $2,654,479 Stormwater Lower Ralston Creek Stabilization - $1,500,000 Ralston Creek Improvements - $1,348,077 Bates Lake Watershed Improvements - $705,741

Parks Playground Renovations - $6,743,157 Irrigations System Renovations - $3,528,566 Trail Renovation - $597,528

2023-2030 Capital Expenditures Water $128,792,318 43%

Street Maintenance $86,857,679 29%

Wastewater $12,311,461 4%

Transportation $34,048,962 11%

Personnel $1,422,585 0%

Stormwater $8,045,174 3%

186

General Administration Parks $17,465,415 $12,900,676 6% 4%

Capital Improvement Projects 2021- 2030 Individual Project Sheets Each project included in the 2021-2030 Capital Improvement Plan is presented on a separate sheet within the following program areas: General Administration, Transportation, Street Maintenance, Parks and Golf, Water, Wastewater, and Stormwater. Each project sheet contains a description, picture, project justification, strategic plan alignment, project funding source details, anticipated uses of funds, expected timeline, and operating impact.

187

Capital Improvement Projects

General Administration Overview The General Administration category includes items such as public art, the Arvada Fiber Optic Network project, and the construction, expansion, or replacement of existing facilities. From 2021-2030, the City has set aside $31.5 million for debt service for the construction of an aquatics center to replace the George Meyers Pool, $2.7 million for the fiber optic network, and $1.6 million for ADA improvements to City facilities.

Summary of General Administration Sources Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Total

98-101 $

$610,885

$2,093,881

$2,052,096

$2,060,536

$2,069,209

$10,488,113

$19,374,719

Other City $

External $

573,529

573,509

108,780

106,604

104,472

102,382

482,004

2,051,280

Total Sources

$573,529

$1,184,394

$2,202,661

$2,158,700

$2,165,008

$2,171,591

$10,970,117

$21,425,999

Summary of General Administration Uses Uses

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Design

$46,640

Acquisition

104,030

105,070

106,121

107,182

108,254

561,106

1,091,763

Construction

1,304,623

2,066,380

2,045,585

2,010,701

2,058,441

10,405,911

19,891,641

Total Uses

$1,455,293

$2,171,451

$2,151,706

$2,117,883

$2,166,695

$10,967,017

$21,030,044

188

Capital Improvement Projects General Administration Aquatics Center Description

These funds will accommodate debt service on the City’s share of resources for the construction of a facility to replace the George Meyers Pool.

Project Justification The George Meyers Pool is reaching the twilight of its useful life.

Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.

Strategic Principle: Provides meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing both Arvada’s small town traditions and history and changing to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors

Project Funding Costs will be shared between Arvada, JeffCo Public Schools, and the Apex Park and Recreation District. The funding identified below reflects the City’s share of the project cost. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$1,500,000

$7,500,000

$13,500,000

Other City $

External $

Total Sources

$1,500,000

$7,500,000

$13,500,000

Project Cost Estimate and Timeline While the project design and construction timeline are still being determined, the debt service on the project is ongoing. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

1,500,000

7,500,000

13,500,000

Total Uses

$1,500,000

$7,500,000

$13,500,000

Operating Cost Impact According to the Intergovernmental Agreement (IGA) currently under review, Arvada will take the lead in operations of the new facility. The operating cost is not yet known. An ongoing capital maintenance budget shared between all three parties will also be included in the IGA.

189

Capital Improvement Projects General Administration Arvada Fiber Optic Network Description

Arvada Fiber Optic Network (AFON) is a backbone fiber network which will allow City facilities, Jefferson County Public Schools, and the Arvada Fire Protection District to have lateral network connections to Information Communication and Technology assets. AFON will not only provide a high-speed communication network linking current City assets distributed throughout the City but will position the City to undertake yet unforeseen technology improvements that will benefit the City and its citizens.

Project Justification Due to the longevity of fiber optic cable, this project will prepare the City for other opportunities that may arise over the next 30 years. Such initiatives may include improvements in public safety, traffic management, economic development opportunities, and Smart City initiatives.

Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.

Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.

Project Funding Additional funding has come from Arvada Fire Protection District and Jeffco Schools. Over $500,000 has been contributed as of 2019 from those two entities. Other opportunities include grants related to public safety and traffic management. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$231,855

$238,810

$245,975

$253,354

$260,955

$1,427,007

$2,657,956

Other City $

External $

$231,855

$238,810

$245,975

$253,354

$260,955

$1,427,007

$2,657,956

98-101 $

Total Sources

Project Cost Estimate and Timeline As of January 2020, about 68% of the master plan conduit is installed. The initial plan will take the next 3 to 5 years to complete. The changing needs of the City will generate other opportunities to expand the conduit network and install additional fiber cable. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

231,855

238,810

245,975

253,354

260,955

1,427,007

2,657,956

Total Uses

$231,855

$238,810

$245,975

$253,354

$260,955

$1,427,007

$2,657,956

Operating Cost Impact Operational funding will be used for the cost to maintain OSP Insight software, about $10,000 a year. This software is used to document the fiber cable and fiber strand allocation.

190

Capital Improvement Projects General Administration ADA Compliance - Facilities Description

Title II of the Americans with Disabilities Act (ADA) requires that when viewed in their entirety, City services, programs, and activities are accessible to and usable by people with disabilities. This funding will be used to complete high priority projects identified by the ADA transition plan as barriers to program accessibility in City facilities.

Project Justification The ADA Transition Plan completed in 2021 outlines best practices to ensure accessibility of City facilities and programs to individuals with disabilities. In addition, the project is needed to meet federal law compliance under the ADA title II. There is potential risk of DOJ assessment of the City’s ADA program and subsequent settlement agreement negotiations. Implementation of the transition plan will lower the City’s risk of a DOJ assessment.

Strategic Principle: Offers services focused on safe and environmentally-efficient City facilities and fleet vehicles to ensure the most efficient and maximum usage of valued assets.

Project Funding This project provides ongoing funding for continuous ADA improvement, but there is an unmet need to reach full compliance with the federal requirement. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$200,000

$1,000,000

$1,600,000

Other City $

External $

Total Sources

$200,000

$1,000,000

$1,600,000

Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

200,000

1,000,000

1,600,000

Total Uses

$200,000

$1,000,000

$1,600,000

Operating Cost Impact There is no operating cost impact associated with this project.

191

Capital Improvement Projects General Administration Public Art Description

In support of the City Art in Public Places Program, this project will fund the acquisition of public art for placement throughout the City. The funds are used within the guidelines set forth by the program and purchases are approved by City Council.

Project Justification Established by City Council in 2009, program goals are to enhance and enrich the lives of Arvada’s residents, visitors, employees, and local businesses by incorporating works of art in public places, contribute to Arvada’s civic pride and sense of identity, increase access to works of art, and enhance Arvada’s reputation as a City which celebrates and supports the arts.

Project Funding This project is fully funded. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$104,030

$105,070

$106,121

$107,182

$108,254

$561,106

$1,091,763

Other City $

External $

$104,030

$105,070

$106,121

$107,182

$108,254

$561,106

$1,091,763

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

104,030

105,070

106,121

107,182

108,254

561,106

1,091,763

Construction

$104,030

$105,070

$106,121

$107,182

$108,254

$561,106

$1,091,763

Total Uses

Operating Cost Impact This project includes funding for capital maintenance on public art.

192

Capital Improvement Projects General Administration PEG Cable Fees Description

The City has franchise agreements with cable providers Comcast and TDS to authorize their use of public rights-of-way and easements. As part of these agreements, these cable providers collect from customers the full amount of Public Education and Government (PEG) fees paid to the City, as authorized by the Federal Cable Act.

Project Justification This project will provide the ability to track and monitor revenue and expenses tied to PEG. Residents who subscribe to cable television through Comcast or TDS may view Arvada Channel 8 as part of their programming lineup. Channel 8 may also be streamed live on computers or any mobile device. In addition to City Council meetings, Arvada’s Channel 8 offers hundreds of hours of programming via the City YouTube Channel about City services and the community.

Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-managed, fiscally-responsible and transparent City government to guide the organization in a manner that enhances quality of life. Performance-based management practices, sustainable levels of resource use, efficient application of technology, a highperforming workforce, and legal and ethical compliance will ensure the longterm credibility and effectiveness of the City government.

Strategic Principle: Provides multiple information platforms and data to the community to support its ability to engage in community governance, exercise civic responsibility, and easily access and share public information.

Project Funding This project is funded by Public Education and Government (PEG) fees paid to the City, as authorized by the Federal Cable Act. The project has a starting balance of $553,529 not reflected in the numbers below. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

Other City $

External $

113,509

108,780

106,604

104,472

102,382

482,004

1,017,751

$113,509

$108,780

$106,604

$104,472

$102,382

$482,004

$1,017,751

Total Sources

Project Cost Estimate and Timeline This ongoing project is fully funded. Equipment costs vary by year and are determined by the equipment inventory replacement cycle. Uses Equipment Capital Maintenance Total Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$313,758

$25,400

$45,875

$2,000

$40,479

$167,166

$594,678

50,650

52,170

53,735

55,347

57,007

311,738

580,647

$364,408

$77,570

$99,610

$57,347

$97,486

$478,904

$1,175,325

Operating Cost Impact Capital maintenance is included in this project. There are no other operating cost impacts.

193

Capital Improvement Projects General Administration #.04 Trolley Park Description

Creation of a permanent interpretive display of the restored historic streetcar in the pocket park at the corner of Grandview and Saulsbury, at the northeast corner of the Wadsworth bypass bridge. The display will include a covered structure to protect the trolley from rain and sun and it will be integrated into Olde Town as a public amenity with historical significance. Site improvements will include benches, interpretive signage, brick pavers around the installation, and additional landscaping improvements to create a destination setting and gathering place around the trolley.

Project Justification The #.04 streetcar is significant to Arvada as it provided transit service to downtown Denver for decades along route 84. It is the last Denver tramway car in restorable condition and the last to run on the system before its closure in 1950. It is listed on the Colorado State Register of Historic Places. In consultation with History Colorado, which largely funded the Trolley restoration, the site was chosen due to its adjacency to the historic location of the No. 82 line and will be visible for all G Line passengers entering Olde Town.

Project Funding This project is primarily funded by $460,000 from the Arvada Urban Renewal Authority. Depending on final design, existing capital dollars may be reallocated to this project. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

$20,000

Other City $

External $

460,000

$20,000

$460,000

$480,000

98-101 $

Total Sources

Project Cost Estimate and Timeline This project is expected to be complete by winter 2021/2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

$46,640

Acquisition

Construction

433,360

Construction

Total Uses

$480,000

Design

Operating Cost Impact There will be ongoing maintenance costs for this project which will be absorbed by the Parks Maintenance budget.

194

Start

Completion

2021

2022

Capital Improvement Projects General Administration Fire System Replacement Description

Due to age of the fire system panel and inconsistent alarm devices as older system devices have been retired, the fire system in City Hall and the Annex does not meet full compliance when it is in notification mode.

Project Justification Arvada Fire has consistently requested that the City replace older devices and has encouraged a full system upgrade that is commissioned to meet NFPA fire code. Without this work, there is concern that future permits may not be issued until the system is upgraded. The City is already facing challenges on permit approvals due to these issues.

Strategic Principle: Offers services focused on safe and environmentally-efficient City facilities and fleet vehicles to ensure the most efficient and maximum usage of valued assets.

Project Funding This project is fully funded. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

$175,000

Other City $

External $

Total Sources

$175,000

Project Cost Estimate and Timeline This project is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

175,000

Construction

Total Uses

$175,000

Operating Cost Impact There are no operating costs associated with this project.

195

Start

Completion

2021

2022

Capital Improvement Projects General Administration Indiana Gate Description

Upgrade the security gate at the Indiana Shops so that it meets the daily operational and security needs of the site.

Project Justification The current gate is open during business hours. It is not capable of heavy duty operation. The gate prevents access to police evidence, millions of dollars of parts inventories and heavy equipment, fuel station, and multiple outbuildings and storage areas deep in the property.

Strategic Principle: Offers services focused on safe and environmentally-efficient City facilities and fleet vehicles to ensure the most efficient and maximum usage of valued assets.

Project Funding This project is fully funded. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

$100,000

Other City $

External $

Total Sources

$100,000

Project Cost Estimate and Timeline This project is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

100,000

Construction

Total Uses

$100,000

Operating Cost Impact There is no operating impact associated with this request.

196

Start

Completion

2021

2022

Capital Improvement Projects General Administration Arvada Center Kiln Roof Description

The existing kiln roof structure has deteriorated due to the extreme heat of the kilns and needs to be replaced. The structure is becoming unstable and was not properly constructed for the activity of the kiln operation.

Project Justification The project is needed to maintain the City’s agreement with the Arvada Center providing a sound and safe facility for their operations. Without this work, kiln use and the pottery classes held by the Center will be impacted by exposure to weather elements.

Strategic Principle: Offers services focused on safe and environmentally-efficient City facilities and fleet vehicles to ensure the most efficient and maximum usage of valued assets.

Project Funding This project is fully funded. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

$250,000

Other City $

External $

Total Sources

$250,000

Project Cost Estimate and Timeline This project is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

250,000

Construction

Total Uses

$250,000

Operating Cost Impact Ongoing repairs to the structure will no longer be necessary. Savings are estimated at $10,000 annually.

197

Start

Completion

2022

Capital Improvement Projects

Transportation Overview The Transportation category includes all redesign and construction of transportation infrastructure within the City limits, including roads, bridges, traffic signals, intersections, guardrails, bike lanes, and sidewalks. Much of the funding for transportation is dedicated to “Taking Lasting Care” of existing transportation infrastructure. However, the ten-year plan also includes funding for specific improvements to Leyden Road, Ralston Road, Pierce Street, and the Indiana Corridor. In addition, the ten year program targets challenges relating to traffic congestion with such projects as the Transportation Master Plan, Signal Interconnect, and Signal Timing Implementation.

Summary of Transportation Sources Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Total

$367,322

$3,699,845

$3,333,792

$3,234,430

$3,179,565

$3,826,051

$21,995,883

$39,636,887

Other City $

External $

3,236,000

4,377,199

78,286

1,176,635

83,054

85,546

467,799

9,504,519

Total Sources

$3,603,322

$8,077,044

$3,412,078

$4,411,065

$3,262,619

$3,911,596

$22,463,682

$49,141,406

98-101 $

Summary of Transportation Uses Uses

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Design

$39,739

$1,790,670

$907,799

$1,620,503

$238,218

$322,015

$1,835,571

$6,754,514

Acquisition

143,122

408,333

111,378

114,719

118,161

131,106

755,561

1,782,380

Construction

6,149,347

4,636,491

2,949,843

3,537,804

3,458,476

19,872,550

40,604,511

$182,861

$8,348,350

$5,655,668

$4,685,065

$3,894,183

$3,911,596

$22,463,682

$49,141,406

Total Uses

198

Capital Improvement Projects Transportation Ralston Road Streetscape Description

The reconstruction of Ralston Road is a two-phase project to widen the corridor and provide sustainable infrastructure for the area. As part of the bond-funded Phase II project from Yukon St. to Garrison St., the Arvada Urban Redevelopment Authority (AURA) has provided funding for streetscape improvements, including public space enhancements, pedestrian lighting, planted medians, and streetscape amenities.

Project Justification Without this funding from AURA, the Ralston Road Phase II project would restore the corridor to the existing, basic roadway infrastructure that existed before the street widening with only curb, gutter, and sidewalk. AURA’s investment in this project will increase pedestrian safety and connectivity, enhance business opportunities and property values, and reduce environmental impacts along Ralston Road.

Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.

Project Funding This project is funded by the Arvada Urban Renewal Authority. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

External $

1,750,000

3,500,000

Total Sources

$1,750,000

$3,500,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by May of 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

$145,780

Acquisition

Construction

3,354,220

Construction

Total Uses

$3,500,000

Design

Operating Cost Impact There is no operating impact associated with this project.

199

Start

Completion

2020

2021

2023

Capital Improvement Projects Transportation W. 58th and Ward Road Intersection Description

This project is for the design and reconstruction of the W. 58th and Ward intersection. Improvements will include the reconstruction of curb and gutter, a median, sidewalk, and islands, as well as removal and replacement of signal heads and poles and the relocation of utilities.

Project Justification With several developments in the area near W. 58th and Ward Road, developer fees have been collected to help pay for improvement at this intersection (along with other locations).

Project Funding This project is funded through a combination of funding from the Federal Highway Safety Improvement Program and Developer Fees from Haskins Station ($1,237,000), Sabelles ($25,000), and Timberline ($25,000). Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

External $

986,000

1,237,695

2,223,695

Total Sources

$986,000

$1,237,695

$2,223,695

Project Cost Estimate and Timeline This project is fully funded. Design began in 2019. Construction is expected to be complete by 2023. Uses

Existing

2021-2030

Project Total

Design

$39,739

$178,656

$218,395

Acquisition

300,199

Construction

$39,739

Total Uses

Timeline

Start

Completion

Design

2019

2023

300,199

Acquisition

2022

2023

1,705,101

Construction

2023

2024

$2,183,956

$2,223,695

Operating Cost Impact This is currently a signalized intersection, subject to normal signal and roadway maintenance operations. With this rebuild, initial maintenance costs will be low.

200

Capital Improvement Projects Transportation Indiana Corridor Improvement Study Description

This project is for the initial study for a road widening and a new UPRR underpass along the Indiana Corridor, which is bounded by W. 82nd Ave. to W. 86th Ave. The City has requested a grant of approximately $1.1 million from Congressman Perlmutter’s office to fund the National Environmental Policy ACT (NEPA) study. The City must provide a match of 20%.

Project Justification Indiana St. is a major north/south corridor. Traffic volumes have significantly increased over the past few years since the NW area of Arvada is being built out. The additional traffic and congestion is a significant issue for motorists and the public has actively encouraged the City to address this issue. The first required step is a NEPA study.

Project Funding This grant match is funded through the City’s 98-101 funding. The remainder of this study will be funded through a pending federal grant, which has been requested but not yet approved. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

$274,000

Other City $

External $

1,096,000

Total Sources

$274,000

$1,096,000

$1,370,000

Project Cost Estimate and Timeline The NEPA study is only the first step in the Indiana Corridor Improvement. If the City receives this grant, it is expected the study will conclude in 2023. The next step will be project design which is estimated at $3.8 million. Uses

Existing

2021-2030

Project Total

Timeline

Design

$1,370,000

Acquisition

Construction

Total Uses

$1,370,000

Design

Operating Cost Impact There is no operating cost impact associated with this project.

201

Start

Completion

2022

2023

Capital Improvement Projects Transportation W. 60th Ave. Improvements Description

The improvements along W. 60th Ave. adjust the lane channelization to include bicycle lanes, parking, and travel lanes. This project also includes the expansion or construction of sidewalks.

Project Justification These upgrades result in a street that meet current City standards and adds sidewalks in areas where they are missing, improving access to the G Line Commuter Rail.

Project Funding A portion of this project is funded through the Adam’s County Transportation Tax. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

$68,779

$351,524

$420,303

Other City $

External $

500,000

205,476

705,476

Total Sources

$568,779

$557,000

$1,125,779

98-101 $

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Design

$98,266

Acquisition

143,122

Construction

$143,122

Total Uses

Timeline

Start

Completion

Design

2015

2020

143,122

Acquisition

2016

2021

884,391

Construction

2022

$982,657

$1,125,779

Operating Cost Impact There are no operating costs associated with this project.

202

Capital Improvement Projects Transportation Pierce Street Sidewalks Description

This project will construct a new sidewalk with a curb along Pierce Street from 60th Ave. to 62nd Ave. in order to provide a safer environment for students walking to Secrest Elementary School.

Project Justification Pierce St. stretches from W 52nd to W 72nd within the Secrest Elementary School boundary area and is a collector roadway with around 1,500 vehicles per day and speed limits at 25 and 30 mph. Although most of the street has sidewalks on one side, there is a segment between W 60th Ave. and W 62nd Ave. that is missing a sidewalk on both sides of the street. Parent surveys indicated that many parents would never let their kids walk to school because of the speed of traffic.

Project Funding This project is funded in part by a Safe Routes to School Grant. The balance is funded through the City’s Sidewalk/Transit-Oriented Development/Bike & Trail Gap capital program. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

$298,543

Other City $

External $

508,022

$298,543

$508,022

$806,565

Total Sources

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2024. Uses

Existing

2021-2030

Project Total

Design

$175,000

Acquisition

Construction

Total Uses

Timeline

Start

Completion

Design

2022

Acquisition

2023

631,565

Construction

2024

$806,565

Operating Cost Impact There are no operating costs associated with this project.

203

Capital Improvement Projects Transportation Leyden Road Improvement Project Description

Leyden Road needs improvement as a result of the significant development that has occurred in this area. This project intends to be a planning document to identify: 1) 10% roadway design, 2) right-of-way, 3) environmental impacts, 4) survey, 5) conceptual construction costs.

Project Justification With the significant development and increased traffic on Leyden Road and adjacent roadways, Leyden road is no longer capable of handling the traffic volume. This project intends to begin the study and design work associated with improving Leyden Road.

Project Funding This project is funded through Traffic Impact Fees from the Leyden Rock and Leyden Ranch developments. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

External $

600,000

Total Sources

$600,000

Project Cost Estimate and Timeline This project is for the initial study and project design. Once complete, construction costs and timing will be reviewed. Uses

Existing

2021-2030

Project Total

Design

$600,000

Acquisition

Construction

Total Uses

Timeline

Start

Completion

Design

2022

TBD

Acquisition

TBD

Construction

TBD

$600,000

Operating Cost Impact There are no additional operating costs associated with this project.

204

Capital Improvement Projects Transportation Sidewalks/TOD/Bike & Trail Gaps Description

This funding will provide improvements to facilitate non-vehicular transit in a coordinated fashion to link existing trails and sidewalks into each other. The City’s park trail and sidewalk networks have a number of gaps throughout the City.

Project Justification As part of the 2015 Citizens Capital Improvement Project Committee’s report to City Council, it recommended substantial funding for sidewalks, transit-oriented development, bicycle and pedestrian improvements, and trails.

Project Funding While this project provides an ongoing, annual source of funding, it does not fully meet the need for trail and sidewalk gaps identified by the City. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$650,000

$700,000

$3,521,000

$6,971,000

Other City $

External $

$650,000

$700,000

$3,521,000

$6,971,000

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Specific improvements are planned through coordination between Public Works and Parks. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$65,000

$70,000

$352,100

$697,100

Acquisition

Construction

585,000

630,000

3,168,900

6,273,900

Total Uses

$650,000

$700,000

$3,521,000

$6,971,000

Operating Cost Impact There are no operating cost impacts.

205

Capital Improvement Projects Transportation Arterial Improvements Description

This project will improve segments of arterial streets meriting work due to traffic demand. Work may include improvements to existing lanes, addition of turn lanes, etc.

Project Justification This project provides spot and intersection improvements on arterials as traffic volumes increase and as needs arise.

Project Funding This project is fully funded. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$300,000

$3,909,618

$4,209,618

Other City $

External $

Total Sources

$300,000

$3,909,618

$4,209,618

Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$30,000

$390,962

$420,962

Acquisition

Construction

270,000

3,518,656

3,788,656

Total Uses

$300,000

$3,909,618

$4,209,618

Operating Cost Impact There are no ongoing operating costs associated with arterial improvements.

206

Capital Improvement Projects Transportation Collector Street Improvements Description

This project completes isolated improvements along collector streets such as turn lanes, curb gutters, sidewalks, etc. It may also provide the City’s match for outside funding on minor projects, such as preliminary engineering studies or design needed to apply for outside grants, and it can serve as supplemental funding between a budgeted project and actual costs.

Project Justification This project completes minor projects along collector streets to bring them into compliance with the City’s collector street standards and to improve safety and capacity.

Project Funding This project is fully funded. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$63,339

$65,239

$67,196

$69,212

$71,288

$389,832

$726,105

Other City $

External $

$63,339

$65,239

$67,196

$69,212

$71,288

$389,832

$726,105

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$3,167

$3,262

$3,360

$3,461

$3,564

$19,492

$36,305

Acquisition

Construction

60,172

61,977

63,836

65,751

67,724

370,341

689,800

$63,339

$65,239

$67,196

$69,212

$71,288

$389,832

$726,105

Total Uses

Operating Cost Impact There are no new costs associated with Collector Street Improvements.

207

Capital Improvement Projects Transportation Bridge Repair Description

Non-CDOT bridges need to be regularly inspected and maintained. The City has bridges that need attention in order to ensure the safety and ongoing maintenance of the existing infrastructure.

Project Justification There are bridge infrastructure issues in the City that need repair or maintenance. If bridge maintenance issues are not addressed routinely, expensive repairs or replacement is likely. Without sufficient funding, bridge infrastructure will deteriorate.

Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.

Project Funding This project is fully funded. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$758,600

$250,000

$1,250,000

$3,008,600

Other City $

External $

$758,600

$250,000

$1,250,000

$3,008,600

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$166,010

$280,753

$50,000

$250,000

$846,763

Acquisition

Construction

561,837

200,000

1,000,000

2,161,837

$166,010

$842,590

$250,000

$1,250,000

$3,008,600

Total Uses

Operating Cost Impact There are no ongoing operating costs associated with this project.

208

Capital Improvement Projects Transportation Guardrails Description

This project will be used to conduct an inventory of the City’s guardrails, perform a structural assessment on existing guardrails, and install new guardrails or mitigate hazards that do not meet current City and AASHTO standards for roadside clear zones. Mitigation measures, in addition to the installation of guardrails, may include installing or extending culverts to eliminate a ditch or culvert end section or the removal of large roadside objects that pose a hazard to the traveling public.

Project Justification This project eliminates safety hazards to motorists and pedestrians. Funding for guardrails was included in the 2015 Citizens Capital Improvement Project Committee’s recommendations to City Council.

Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.

Project Funding This project provides consistent, ongoing funding for guardrails, but there is an additional unmet need. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$178,138

$58,982

$59,851

$60,747

$61,669

$316,060

$735,447

Other City $

External $

$178,138

$58,982

$59,851

$60,747

$61,669

$316,060

$735,447

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$80,000

Acquisition

Construction

98,138

58,982

59,851

60,747

61,669

316,060

655,447

$178,138

$58,982

$59,851

$60,747

$61,669

$316,060

$735,447

Total Uses

Operating Cost Impact There are no operating costs associated with guardrails.

209

Capital Improvement Projects Transportation Traffic Signals Description

This project is to replace, rebuild, and build new traffic signals. The City is behind on replacing traffic signals at several locations. This project replaces old, deteriorating signals and upgrades signals in order for them to meet contemporary standards. It includes not only the signals themselves, but improving sidewalk crossings, obtaining right-of-way, and installing the latest technology to help connect signals. This project allows the City to leverage the installation of fiber and connect the signal infrastructure in order to better control signals remotely, optimize signal timing, and improve traffic flow.

Project Justification Many of the City’s traffic signals are over 30 years old and are in need of replacement or rebuild. Some infrastructure is deteriorating, doesn’t meet current standards, doesn’t meet the needs of the intersection (e.g., signal lights don’t align with lanes), or vehicles are damaging the infrastructure (e.g., trucks at 80th and Chase). Without adequate funding, deterioration will lead to expensive emergency repair. In addition, some intersections now meet warrants for signalization (e.g., 64th and Quail and 64th and Easley).

Project Funding While this project provides ongoing funding for traffic signals, there is an additional unmet need to address the backlog of intersections that require new signals. This project now includes the capital dollars previously set aside for unlimited power supply installations at major intersections. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$1,099,826

$1,132,820

$1,166,805

$1,201,810

$1,337,864

$7,726,841

$13,665,966

Other City $

External $

$1,099,826

$1,132,820

$1,166,805

$1,201,810

$1,337,864

$7,726,841

$13,665,966

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Signal replacement is driven by actual conditions. The Traffic Engineering Division has a list of priorities for new and replacement signals. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$65,990

$67,969

$70,008

$72,109

$80,272

$463,610

$819,958

Acquisition

103,384

106,485

109,680

112,970

125,759

726,323

1,284,601

Construction

930,453

958,366

987,117

1,016,731

1,131,833

6,536,908

11,561,407

$1,099,826

$1,132,820

$1,166,805

$1,201,810

$1,337,864

$7,726,841

$13,665,966

Total Uses

Operating Cost Impact Inspection and maintenance costs for new signals average $950 annually. Older signals that require extensive repairs can run in the range of $9,000 - $10,000 a year. Intersections in poor repair have a higher risk of major component failure, such as a pole or cabinet failure, which can cost $20,000 or more to replace.

210

Capital Improvement Projects Transportation Intersection Safety Improvements Description

The Traffic Division analyzes intersections annually to determine if improvements are needed. Funds are used to rebuild arterial intersections, modify traffic signals, and reduce the risk of accidents.

Project Justification This project improves intersections in order to reduce road and intersection related accidents.

Project Funding This project is fully funded. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$95,008

$97,858

$100,794

$103,818

$106,932

$584,748

$1,089,157

Other City $

External $

$95,008

$97,858

$100,794

$103,818

$106,932

$584,748

$1,089,157

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Funds are used as needs are determined through analysis of intersections. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$4,750

$4,893

$5,040

$5,191

$5,347

$29,237

$54,458

Acquisition

4,750

4,893

5,040

5,191

5,347

29,237

54,458

Construction

85,507

88,072

90,714

93,436

96,239

526,274

980,242

Total Uses

$95,008

$97,858

$100,794

$103,818

$106,932

$584,748

$1,089,157

Operating Cost Impact There is no operating cost impact.

211

Capital Improvement Projects Transportation Transportation Master Plan Description

The purpose of this project is to develop a Transportation Master Plan (TMP). The TMP is the long-range plan for the City of Arvada’s transportation network. It helps guide how the City develops its Capital Improvement Program (CIP) needs, budget, expectations, challenges, and priorities. It coordinates transportation improvements with land uses, and plans for what is needed to respond to growth.

Project Justification The TMP contains policies and projects that support future land uses in the City’s Comprehensive Plan. Understanding growth allows the City to plan for appropriate transportation improvements. Policies in the TMP will address various travel modes, such as car, bus, bicycle, and on foot, and they will help the City prioritize CIP projects. CIP prioritization will allow the City to identify funding mechanisms to upgrade the transportation system. The projects listed in the TMP will ensure that adequate transportation facilities are in place to develop vibrant Communities and Neighborhoods.

Strategic Principle: Provides computer-aided drafting, design services, special analysis, GIS applications, and enterprise system integration for the workforce to better visualize spatial relationships for informed decisions, while maintaining and/ or replacing infrastructure and accommodating new construction projects.

Project Funding This project may require additional funding. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

$371,650

$269,179

$640,829

Other City $

External $

Total Sources

$371,650

$269,179

$640,829

Project Cost Estimate and Timeline This project is expected to be completed by 2022. However, the needs assessment and project prioritization are expected to result in a list of project needs. Some funding has been set aside for project implementation as well. Uses

Existing

2021-2030

Project Total

Timeline

Design

$640,829

Acquisition

Construction

Total Uses

$640,829

Design

Operating Cost Impact There is no ongoing operating cost associated with this project.

212

Start

Completion

2021

2022

Capital Improvement Projects Transportation Transportation Master Plan Implementation Description

This project is intended to fund construction of transportation improvements per the recommendations received in the Transportation Master Plan study project.

Project Justification Upon completion of the Transportation Master Plan, this project will help fund construction of the priorities identified within the plan.

Project Funding This project is fully funded. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$300,000

$1,451,066

$2,351,066

Other City $

External $

Total Sources

$300,000

$1,451,066

$2,351,066

Project Cost Estimate and Timeline This is an ongoing project. Project timing is subject to change based on need and priorities. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

300,000

1,451,066

2,351,066

Total Uses

$300,000

$1,451,066

$2,351,066

Operating Cost Impact There is no operating impact associated with this project.

213

Capital Improvement Projects Transportation Signal Interconnect Description

The purpose of this project is to develop a multi-year strategic and implementation plan to connect all signals to the city’s fiber backbone. This will allow the City to monitor realtime traffic operations effectively and better manage congestion.

Project Justification Currently, less than one-third of the signalized intersections are connected to the city’s fiber backbone. This prohibits the City from managing signal-related congestion issues in real-time. In the 2019 Community Survey, citizens indicated lower than average satisfaction levels with congestion and traffic signal timing. This project is also aligned with Arvada’s Smart City initiative.

Project Funding This project is fully funded. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$250,000

$1,250,000

$2,250,000

Other City $

External $

Total Sources

$250,000

$1,250,000

$2,250,000

Project Cost Estimate and Timeline This is an ongoing project. Connection to the fiber backbone will be prioritized by the Traffic Engineering Division. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$25,000

$125,000

$225,000

Acquisition

Construction

225,000

1,125,000

2,025,000

Total Uses

$250,000

$1,250,000

$2,250,000

Operating Cost Impact Signal maintenance costs may be reduced as aging infrastructure is replaced.

214

Capital Improvement Projects Transportation Signal Timing Implementation Description

This project is to develop a multi-year strategic and implementation plan to upgrade and maintain city-wide signal timing to ensure safe and efficient traffic operations. This request complements the new, staff-run signal timing initiative to create a comprehensive approach to signal management. This funding will allow components of the signal infrastructure to be improved as the signal timing program is rolled out.

Project Justification City-wide signal timing hasn’t been upgraded due to a lack of resources. In the 2019 Community Survey, citizens indicated lower than average satisfaction levels with congestion and traffic signal timing.

Project Funding This project is fully funded. It includes the capital dollars previously set aside for vehicle detection. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$50,150

$151,655

$203,204

$154,800

$206,444

$658,660

$1,424,913

Other City $

External $

$50,150

$151,655

$203,204

$154,800

$206,444

$658,660

$1,424,913

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Funds are used as needs are identified by Traffic Engineering staff. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

50,150

151,655

203,204

154,800

206,444

658,660

1,424,913

Total Uses

$50,150

$151,655

$203,204

$154,800

$206,444

$658,660

$1,424,913

Operating Cost Impact There is no operating cost impact associated with this project.

215

Capital Improvement Projects Transportation Xcel Energy Undergrounding Fund Supplement Description

This funding will help to cover costs for undergrounding other utilities on existing Xcel Energy poles during Xcel 1% fund undergrounding work. Utility poles cannot be removed until all lines on them are undergrounded.

Project Justification The Xcel 1% fund provides funding to underground Xcel electric lines. Often there are also phone, cable and fiber optic lines on the poles that must also be undergrounded in order to remove the poles. The Xcel 1% fund does not cover the undergrounding cost for other lines.

Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.

Project Funding Per the City’s franchise agreement with Xcel Energy, an amount equal to 1% of revenues collected on utility sales in Arvada are available for the undergrounding of utilities at locations identified by the City. This City funding supplements the Xcel 1% fund. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$56,275

$57,964

$59,703

$61,494

$63,339

$332,124

$630,898

Other City $

External $

$56,275

$57,964

$59,703

$61,494

$63,339

$332,124

$630,898

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Timing is dependent on needs identified by Public Works. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

56,275

57,964

59,703

61,494

63,339

332,124

630,898

Total Uses

$56,275

$57,964

$59,703

$61,494

$63,339

$332,124

$630,898

Operating Cost Impact There is no operating impact.

216

Capital Improvement Projects Transportation Bike Master Plan Implementation Description

This project will initiate study, design and construction of projects related to the bicycle master plan. Projects under consideration include improvements to the Ralston Creek Trail (Johnson Way), a Bike Boulevard on W. 57th Ave., and a demonstration project on Ward Road.

Project Justification The bike master plan is ready for implementation. Demand for alternative forms of transportation is increasing, as shown in the results of the citizen’s survey and comments from City Council members.

Project Funding This project provides periodic, ongoing funding for implementation of the bike master plan, but does not fully fund all needs identified. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$50,000

$100,000

$300,000

$450,000

Other City $

External $

Total Sources

$50,000

$100,000

$300,000

$450,000

Project Cost Estimate and Timeline This is an ongoing, multi-year project. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$15,000

$30,000

$90,000

$135,000

Acquisition

Construction

35,000

70,000

210,000

315,000

Total Uses

$50,000

$100,000

$300,000

$450,000

Operating Cost Impact Regular maintenance of roadway improvement.

217

Capital Improvement Projects Transportation Traffic Calming Description

This project will continue the design and experimentation of traffic calming through the lighter, quicker, cheaper strategy. The funds will be used to construct a temporary traffic circle at 59th and Brooks to address traffic and pedestrian issues. Another project is to design traffic circles and raised medians for W. 57th Ave and traffic circles along Grandview Ave.

Project Justification This project will improve safety for drivers, pedestrians, and bicyclists. It supplements traditional education and enforcement strategies currently engaged in by the traffic engineering and police teams.

Project Funding This project provides multi-year funding for various traffic-calming projects. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$50,000

$150,000

$200,000

Other City $

External $

Total Sources

$50,000

$150,000

$200,000

Project Cost Estimate and Timeline This is a multi-year, ongoing project. Individual projects will be prioritized and implemented by Transportation Mobility staff. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$15,000

$45,000

$60,000

Acquisition

Construction

35,000

105,000

140,000

Total Uses

$50,000

$150,000

$200,000

Operating Cost Impact Maintenance of traffic calming devices will be included in the operating budget. Final operating costs are currently being evaluated and will depend on traffic calming design.

218

Capital Improvement Projects Transportation School Safety Description

This project provides funding to increase the safety of students walking or biking to school and serves as a potential match for grants through the Federal Safe Routes to School program.

Project Justification This project will provide increased safety for elementary and middle school students who walk and bike to school.

Project Funding Funding can be used for smaller school safety projects or as the 20% match to grants received through the Federal Safe Routes to School program. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$25,335

$26,095

$26,878

$27,685

$28,515

$155,933

$290,442

Other City $

External $

$25,335

$26,095

$26,878

$27,685

$28,515

$155,933

$290,442

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$7,601

$7,829

$8,063

$8,305

$8,555

$46,780

$87,133

Acquisition

Construction

17,735

18,267

18,815

19,379

19,961

109,153

203,309

$25,335

$26,095

$26,878

$27,685

$28,515

$155,933

$290,442

Total Uses

Operating Cost Impact There is no operating cost impact.

219

Capital Improvement Projects Transportation Adams County Transportation Projects Description

Each year the City receives about $75,000 in a Transportation Tax from Adams County that can only be used in Adams County for transportation-related projects. The funds are captured in a holding account. The monies are used to complete missing sidewalks, upgrade street sections not meeting current City standards, and for the City match on jointly funded projects.

Project Justification The TOD Bike-Ped Access Plan describes the need for roadway retrofits along W 60th Ave, Tennyson St, W 64th Ave and Sheridan Blvd. The retrofits adjust the lane channelization to include bicycle lanes, parking, and travel lanes. The plan also identifies expansion or construction of sidewalks. These upgrades result in streets that meet current City standards and fund City matches on joint projects.

Strategic Plan Alignment Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.

Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.

Project Funding Each year the City receives about $75,000 through a transportation sales tax from Adams County that can only be used in Adams County for transportation purposes. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

Other City $

External $

76,006

78,286

80,635

83,054

85,546

467,799

871,326

Total Sources

$76,006

$78,286

$80,635

$83,054

$85,546

$467,799

$871,326

Project Cost Estimate and Timeline This is an ongoing project. Funding will be utilized as eligible needs are identified. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$3,800

$3,914

$4,032

$4,153

$4,277

$23,390

$43,566

Acquisition

Construction

72,206

74,372

76,603

78,901

81,268

444,409

827,760

Total Uses

$76,006

$78,286

$80,635

$83,054

$85,546

$467,799

$871,326

Operating Cost Impact There is no operating cost impact.

220

Capital Improvement Projects

Street Maintenance Overview The Street Maintenance category includes funding for the asphalt program, the 100% concrete replacement program, and the 50/50 concrete replacement program. Over $100 million is dedicated to street maintenance over the ten-year life of the program. The Street Maintenance program is funded through the City’s operating budget. Additional funding is provided through the capital program for ADA compliance improvements to the City’s sidewalks and curb ramps.

Summary of Street Maintenance Sources Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Total

98-101 $

$63,339

$65,239

$689,580

$485,332

$549,693

$1,433,036

$3,286,218

Other City $

8,486,206

9,328,613

9,520,670

9,737,651

9,961,995

53,519,722

100,554,856

External $

120,000

600,000

1,200,000

Total Sources

$8,669,544

$9,513,851

$10,330,250

$10,342,983

$10,631,688

$55,552,758

$105,041,074

Summary of Street Maintenance Uses Uses

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Design

Acquisition

Construction

8,669,544

9,513,851

10,330,250

10,342,983

10,631,688

55,552,758

105,041,074

Total Uses

$8,669,544

$9,513,851

$10,330,250

$10,342,983

$10,631,688

$55,552,758

$105,041,074

221

Capital Improvement Projects Street Maintenance Asphalt and Concrete Replacement Description

This project includes the asphalt program, the 100% concrete replacement program, and the 50/50 concrete replacement program. Arvada’s street infrastructure of 1,586 lane miles is the City’s largest and most valuable asset. The concrete program provides improved surface drainage, updated cross-pans and ADA ramps, and safe, attractive sidewalks. The asphalt program includes mill and overlay, extending the life of the streets 15-20 years.

Project Justification This project addresses the pressing need for additional resources to repair and maintain roads and streets in Arvada. In 2016, the electors of Arvada rejected a proposed tax to fund additional street maintenance. While the tax increase did not pass, the City redirected operating funds to address street maintenance needs.

Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.

Project Funding This project is funded by the Streets Fund, which is part of the City’s operating budget. Revenues come from the City’s General Fund and the Highway Users Tax Fund which is the City’s share of state-collected gas tax revenue. External funding comes from street degradation fees and the 50/50 sidewalk program. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Other City $

8,486,206

9,328,613

9,520,670

9,737,651

9,961,995

53,519,722

100,554,856

External $

120,000

600,000

1,200,000

$8,606,206

$9,448,613

$9,640,670

$9,857,651

$10,081,995

$54,119,722

$101,754,856

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Priorities will be determined through the annual pavement assessment. Personnel costs, testing, equipment, maintenance treatments, crack seal, and materials are not reflected in these numbers. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Asphalt

$3,939,388

$7,139,220

$7,292,990

$7,457,321

$7,634,009

$41,065,209

$74,528,137

100% Concrete

4,502,962

2,080,868

2,125,435

2,175,871

2,227,827

11,991,271

25,104,235

50/50 Concrete

163,856

228,525

222,245

224,459

220,159

1,063,241

2,122,485

$8,606,206

$9,448,613

$9,640,670

$9,857,651

$10,081,995

$54,119,722

$101,754,856

Total Uses

Operating Cost Impact This project is funded through the City’s operating budget. Additional operating expenses related to this project are reflected in the Streets fund.

222

Capital Improvement Projects Street Maintenance ADA Compliance - Streets Description

This project funds the Federal requirement to replace non-compliant sidewalks and install new sidewalk accessibility ramps on streets with significant construction. It also installs ramps along heavily used pedestrian corridors.

Project Justification This project fulfills a federal requirement per Title II of the Americans with Disabilities Act of 1990, utilizing the 2004 Accessible Guidelines adopted by the DOJ in 2010. It increases access to physically impaired individuals and installs ramps in areas of high pedestrian traffic and in neighborhoods where there are ADA ramp deficiencies and known physically impaired residents live.

Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.

Project Funding This project provides ongoing funding for continuous ADA improvement, but there is a large unmet need to reach full compliance with the federal requirement. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$63,339

$65,239

$689,580

$485,332

$549,693

$1,433,036

$3,286,218

Other City $

External $

$63,339

$65,239

$689,580

$485,332

$549,693

$1,433,036

$3,286,218

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

63,339

65,239

689,580

485,332

549,693

1,433,036

3,286,218

Total Uses

$63,339

$65,239

$689,580

$485,332

$549,693

$1,433,036

$3,286,218

Operating Cost Impact There are no additional operating costs associated with this project.

223

Capital Improvement Projects

Parks and Golf Overview The parks system includes regional, community and neighborhood parks, as well as the trails that link neighborhoods to parks. This category includes the “Taking Lasting Care” component of the parks capital improvement program which includes major capital maintenance of existing parks or park infrastructure, including playground and trail renovation, tree replacement and irrigation systems. The plan also includes funding for a major renovation of Gold Strike Park, construction of the new Holistic Health and Fitness Park, and construction of two crossings of the Rocky Mountain Greenway Trail. Projects related to the City’s Golf enterprise also fall into this category.

Summary of Parks and Golf Sources Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Total

$494,237

$1,753,694

$518,623

$581,932

$1,090,384

$1,061,688

$6,793,440

$12,293,997

Other City $

340,637

335,674

345,744

356,116

366,800

2,005,810

3,750,780

External $

804,179

1,196,669

32,619

33,598

34,606

35,644

194,916

2,332,231

$1,298,416

$3,291,000

$886,916

$961,273

$1,481,105

$1,464,131

$8,994,166

$18,377,008

98-101 $

Total Sources

Summary of Parks and Golf Uses Uses

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Design

$99,013

$316,583

$51,631

$1,680

$1,730

$1,782

$9,746

$482,165

Acquisition

Construction

1,237

4,122,583

885,285

959,593

1,479,375

1,462,349

8,984,420

17,894,842

$100,249

$4,439,166

$936,916

$961,273

$1,481,105

$1,464,131

$8,994,166

$18,377,008

Total Uses

224

Capital Improvement Projects Parks Gold Strike Park Description

This project will see major improvements to the Gold Strike Park area. Preliminary discussions with other governmental entities, such as Apex, Hyland Hills, Adams County, Jefferson County, and CDOT are underway.

Project Justification This project represents a major upgrade to a regional park servicing the southeast portion of the City.

Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.

Project Funding A portion of this project will be funded through the Conservation Trust. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

$494,237

$1,125,000

$1,619,237

Other City $

External $

570,000

$494,237

$1,695,000

$2,189,237

98-101 $

Total Sources

Project Cost Estimate and Timeline This is a one-time project that is expected to be completed in 2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

$250,000

Acquisition

Construction

1,237

1,938,000

1,939,237

Construction

Total Uses

$1,237

$2,188,000

$2,189,237

Design

Operating Cost Impact The annual operating cost for Gold Strike Park will be $25,000 a year.

225

Start

Completion

2021

2022

Capital Improvement Projects Parks Holistic Health and Fitness Park Description

The City of Arvada and Red Rocks Community College (RRCC) are working together to develop a new park in the Arvada Ridge area which seeks to meet identified public park service gaps and support higher education curriculum at the RRCC Arvada Campus.

Project Justification One of the first of its kind in the nation, Arvada’s newest park will focus on whole-body health and offer a variety of uses for all ages and abilities, provide interactive features, and improve community access to free health opportunities and solutions to chronic health issues. Residents, practitioners, faculty, students, artists, and other stakeholders are invited to help shape the vision for this new park.

Project Funding This project is funded through Park Development fees, Lands Dedicated Opt-Out fees, and through Conservation Trust funding. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

External $

804,179

495,000

1,299,179

Total Sources

$804,179

$495,000

$1,299,179

Project Cost Estimate and Timeline Design on this project began in 2017. It is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Design

$99,013

$35,000

$134,013

Acquisition

Construction

1,165,166

Construction

$99,013

$1,200,166

$1,299,179

Total Uses

Timeline Design

Operating Cost Impact The annual operating cost for Holistic Health and Fitness Park will be $8,000 a year.

226

Start

Completion

2017

2020

2021

2022

Capital Improvement Projects Parks Rocky Mountain Greenway Description

Construction of two crossings of the Rocky Mountain Greenway Trail at Indiana Street and Colorado HWY 128. In 2021, Arvada City Council authorized the approval of an Intergovernmental Agreement (IGA) between the City of Arvada, the City of Boulder, County of Boulder, City of Westminster, and Jefferson County for the funding of these Rocky Mountain Greenway Trail Crossings.

Project Justification Development of the RMG Trail directly aligns with the vision laid out in the City of Arvada Parks, Trails, and Open Space Master Plan and contributes to the following City Council Strategic Result: By 12/22, complete strategic investments and initiatives to ensure parks, trails, open space, and amenities are in alignment with our diverse, changing, and growing community. The IGA ensures Arvada’s continued participation in strategic efforts to connect Arvada’s park, open space and trail system with green spines in a regionally-focused way.

Project Funding This project is primarily funded through a Federal Highway Administration FLAP grant awarded to Jefferson County for $3,930,000, which provides funding for trail crossings at Indiana Street and Colorado Highway 128. The grant requires a 17.21% local match divided between the partner organizations. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

$243,000

Other City $

External $

Total Sources

$243,000

Project Cost Estimate and Timeline This cost represents Arvada’s portion of the project total. The project is expected to be complete by 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

243,000

Construction

Total Uses

$243,000

Operating Cost Impact Maintenance of the crossings will be shared between jurisdictions. Operating cost impact is not currently known.

227

Start

Completion

2021

2022

2023

Capital Improvement Projects Parks CO Front Range Trail Feasibility Study Description

The Colorado Front Range Trail (CFRT) project is a multi-community initiative to create a multi-purpose trail from Wyoming to New Mexico along the Front Range of Colorado. The 876-mile trail will link diverse communities, scenic landscapes, cultural and historic points, parks, open space and other attractions. In 2021, Jefferson County Open Space partnered with Arvada and the Trust for Public Lands on an Intergovernmental Agreement to conduct a feasibility study on a segment of the CFRT in Northern Jefferson County parallel to Highway 93.

Project Justification The study’s driving principles dovetail with Arvada’s 2016 Parks and Open Space Trails Master Plan’s intent to enhance multimodal connections between urban centers within Jefferson County and neighboring subregions, increase safety and reliability of transportation systems, and connect people to natural resource areas, open space, parks, and trails. Named one of the most critical trail projects in 2016, the CFRT will help to fulfill the Colorado the Beautiful Initiative where every Coloradan will live within 10 minutes of a trail, park, or green space within a generation.

Project Funding This project is a partnership with Jefferson County Open Space and the Trust for Public Lands. The funding reflected here only represents Arvada’s share of the cost. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

$50,000

Other City $

External $

Total Sources

$50,000

Project Cost Estimate and Timeline This funding is for a feasibility study and design contract. Potential future construction of the CFRT is not included in these costs. The design is expected to be complete by 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

$50,000

Acquisition

Construction

Total Uses

$50,000

Design

Operating Cost Impact There is no operating cost at this time.

228

Start

Completion

2022

2023

Capital Improvement Projects Parks Playground Renovation Description

This project is for playground renovation as evaluated and prioritized by Parks Maintenance staff.

Project Justification Playgrounds receive intensive use at all parks and could represent the greatest potential risk for public use. Adding to use and risk issues, ongoing changes to ASTM Standards, CPSC Guidelines, and ADA access requirements require manufacturers to update play equipment, making replacement of older equipment sometime impossible after 15 years.

Project Funding Playground renovation can be supplemented by Park Development and Lands Dedicated fees collected from developers located near the playground. As part of an IGA with the City, APEX funds may be available for replacing the Lake Arbor Recreation Center playground. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$253,354

$433,813

$494,577

$500,408

$719,013

$5,029,158

$7,430,323

Other City $

14,740

External $

$268,094

$433,813

$494,577

$500,408

$719,013

$5,029,158

$7,445,063

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Projects are prioritized by Parks staff. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

268,094

433,813

494,577

500,408

719,013

5,029,158

7,445,063

Total Uses

$268,094

$433,813

$494,577

$500,408

$719,013

$5,029,158

$7,445,063

Operating Cost Impact This project is for ongoing renovation of existing playgrounds; it does not have an operating cost impact.

229

Capital Improvement Projects Parks Irrigation Systems Description

This project funds renovation of the irrigation system. The irrigation system is reevaluated annually and potential sites are reprioritized.

Project Justification Older, deteriorating irrigation systems become less water efficient over time. Annual operating and maintenance costs increase as replacement parts are no longer available and repair frequencies increase.

Project Funding A 3-cent per thousand gallons of water consumed revenue source funds the irrigation system upgrades. This varies annually based on consumption. Enterprise funds may be available at the Arvada Center site and Apex funds at the Lake Arbor Recreation Center. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$500,000

$250,000

$1,257,500

$2,007,500

Other City $

161,234

166,071

171,054

176,185

181,471

992,356

1,848,371

External $

$161,234

$166,071

$171,054

$676,185

$431,471

$2,249,856

$3,855,871

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Sites are reevaluated each year. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

161,234

166,071

171,054

676,185

431,471

2,249,856

3,855,871

Total Uses

$161,234

$166,071

$171,054

$676,185

$431,471

$2,249,856

$3,855,871

Operating Cost Impact This project is expected to lead to savings on water, ongoing maintenance costs, and specialized labor.

230

Capital Improvement Projects Parks Park Water Tap Fees Description

As part of new construction, park tap fees are collected to fund new park construction.

Project Justification This project covers the cost to pay water tap fees for new City parks.

Project Funding Funded through the water fund. The fee varies based on type of development. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Other City $

164,662

169,602

174,690

179,931

185,329

1,013,454

1,887,668

External $

$164,662

$169,602

$174,690

$179,931

$185,329

$1,013,454

$1,887,668

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Projects are prioritized each year as new parks are developed. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

164,662

169,602

174,690

179,931

185,329

1,013,454

1,887,668

Total Uses

$164,662

$169,602

$174,690

$179,931

$185,329

$1,013,454

$1,887,668

Operating Cost Impact There are no operating costs associated with Park Water Tap Fees.

231

Capital Improvement Projects Parks Trail Renovation Description

These funds are used to renovate trails as evaluated and prioritized by Parks Maintenance staff.

Project Justification Trails develop potential safety issues for the public as conditions decline with age.

Project Funding Trail renovation funds may be supplemented by Park Development and Lands Dedicated fees as available. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

$63,339

$65,239

$67,196

$69,212

$71,288

$389,832

$726,105

Other City $

External $

$63,339

$65,239

$67,196

$69,212

$71,288

$389,832

$726,105

98-101 $

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Projects are prioritized by Parks staff and may be coordinated with other park maintenance efforts, such as playground renovation. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

63,339

65,239

67,196

69,212

71,288

389,832

726,105

Total Uses

$63,339

$65,239

$67,196

$69,212

$71,288

$389,832

$726,105

Operating Cost Impact Trail renovation does not have an operating cost impact.

232

Capital Improvement Projects Parks Adams County Open Space Projects Description

Each year the City receives funding for Open Space from the Adams County sales tax. This funding can only be used in Adams County for Open Space-related projects.

Project Justification The funds are used for various needs in Adams County as they arise.

Project Funding Funding is received from Adams County sales tax. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

Other City $

External $

31,669

32,619

33,598

34,606

35,644

194,916

363,052

Total Sources

$31,669

$32,619

$33,598

$34,606

$35,644

$194,916

$363,052

Project Cost Estimate and Timeline This is an ongoing project. Funding is used as needs are identified. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$1,583

$1,631

$1,680

$1,730

$1,782

$9,746

$18,153

Acquisition

Construction

30,086

30,988

31,918

32,876

33,862

185,170

344,900

Total Uses

$31,669

$32,619

$33,598

$34,606

$35,644

$194,916

$363,052

Operating Cost Impact There is no operating cost impact.

233

Capital Improvement Projects Parks Tree Replacement Program Description

This program is necessary to purchase and install new trees on City rights-of-way, medians, and parks.

Project Justification The Tree Replacement program maintains the integrity of the original design for the built environment in parks and right-of-way throughout the City.

Project Funding This project is fully funded. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

$19,002

$19,572

$20,159

$20,764

$21,386

$116,950

$217,831

Other City $

External $

$19,002

$19,572

$20,159

$20,764

$21,386

$116,950

$217,831

Total Sources

Project Cost Estimate and Timeline This is an ongoing project. Projects are prioritized by Parks staff. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

19,002

19,572

20,159

20,764

21,386

116,950

217,831

Total Uses

$19,002

$19,572

$20,159

$20,764

$21,386

$116,950

$217,831

Operating Cost Impact Tree replacement does not have an operating cost impact.

234

Capital Improvement Projects Golf Forward Tee Construction West Woods Description

This project includes the construction of forward tees at West Woods golf course. Forward tees would create more enjoyment for players that need a shorter course to keep the game fun.

Project Justification Golf architecture is currently in a trend of making courses longer so they can remain difficult for the low handicapper. However, with this increase in length of golf courses, the game is becoming very difficult and long for the new player or a player that is not yet good enough for longer tees. Forward tees will also help speed up play which will improve the experience for not only the player playing those tees, but everyone else that is golfing that day.

Strategic Principle: Operates sustainable premier golf programs and facilities focusing on exceptional service and value to the community with the conservation of natural environment under economically sound and socially responsible management.

Project Funding Funding for this project is provided through the Conservation Trust. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

External $

47,000

Total Sources

$47,000

Project Cost Estimate and Timeline This project is anticipated to be started in 2021 and to close out in 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

47,000

Construction

Total Uses

$47,000

Operating Cost Impact $500/year for all the new tees.

235

Start

Completion

2021

2022

2023

Capital Improvement Projects Golf West Woods Tree Replacement and Removal Project Description

This project is to replace and remove all dead, diseased, or damaged trees at West Woods Golf Club. These trees will be replaced with species that are more adapted to the climate at West Woods.

Project Justification There are many diseased, damaged, or dying trees at West Woods Golf Course. The new trees will include new varieties and species of trees to improve the diversity which will also help combat disease and insects. Additional trees will be removed to add needed sunlight and reduce shade for a few troubled greens and tees, as noted in the recent USGA report.

Project Funding Funding for this project is provided through the Conservation Trust. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

External $

23,000

Total Sources

$23,000

Project Cost Estimate and Timeline This project is anticipated to be started in 2021 and to close out in 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

23,000

Construction

Total Uses

$23,000

Start

Completion

2021

2023

Operating Cost Impact This project will save approximately $2,500 per year from insect treatments. It will reduce winter damage which will save $1,000-$1,500 annually.

236

Capital Improvement Projects Golf Lake Arbor Improvements Description

The USGA Study performed in August of 2019 listed renovations at Lake Arbor that would improve safety of the residents. These renovations would make the course play shorter to limit errant golf shots hit with longer clubs such as drivers and fairway woods. These renovations consist of relocating greens and tees and redesigning holes six, seven, twelve, seventeen, and eighteen.

Project Justification This project would greatly improve the safety of the residents around Lake Arbor Golf Course. It also provides an opportunity to make some other changes that would freshen the look of the golf course to grow the game while also addressing some overdue renovations.

Project Funding Funding for this project is provided through the Conservation Trust. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

External $

30,000

Total Sources

$30,000

Project Cost Estimate and Timeline The funding covers the design portion of this project. The project is anticipated to be started in 2021. Uses

Existing

2021-2030

Project Total

Timeline

Design

$30,000

Acquisition

Construction

Total Uses

$30,000

Design

Operating Cost Impact This is currently an existing asset; there is no additional operating cost associated with this project.

237

Start

Completion

2021

2023

2024

Capital Improvement Projects

Water Overview The Water category includes improvements for all water infrastructure, including water treatment plants and the drinking water distribution system. Over $117 million through the ten-year plan is included for the Gross Reservoir Expansion, which will substantially increase the availability of water for the City, ensuring a stable and adequate supply for decades to come. Other projects, including system capacity expansion to accommodate new growth in the northwest and continued water main replacements, will see to the continued provision of safe drinking water.

Summary of Water Sources Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Other City $

10,790,837

51,248,653

25,412,362

33,657,058

11,353,797

12,374,411

71,407,052

216,244,171

External $

$10,790,837

$51,248,653

$25,412,362

$33,657,058

$11,353,797

$12,374,411

$71,407,052

$216,244,171

98-101 $

Total Sources

Summary of Water Uses Uses

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Design

$979,501

$1,657,000

$139,028

$60,000

$2,000,000

$4,835,529

Acquisition

Construction

9,297,025

46,202,964

28,901,334

33,872,058

11,353,797

12,374,411

69,407,052

211,408,642

$10,276,526

$47,859,964

$29,040,362

$33,932,058

$11,353,797

$12,374,411

$71,407,052

$216,244,171

Total Uses

238

Capital Improvement Projects Water Water System Replacement (Operations) Description

Water infrastructure installed prior to 1980 generally has a 50-year life cycle. As this part of the water system reaches the end of its life cycle, the infrastructure needs to be replaced. The pipeline replacement priority is based upon leak history, age, and other known factors about the condition of the pipeline. Another major component is meters, which generally have only a 20-year life cycle.

Project Justification A proactive main replacement program is key to maintaining the reliability of the water system, an expectation and responsibility to City of Arvada rate payers.

Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city build-out, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.

Project Funding Funding is from the Water Fund, through water rates. The program is designed to grow at 3% each year to keep up with vendor costs and to grow the level of replacement over the years. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Other City $

4,063,295

3,945,477

4,063,842

4,185,757

4,311,330

23,576,117

44,145,818

External $

$4,063,295

$3,945,477

$4,063,842

$4,185,757

$4,311,330

$23,576,117

$44,145,818

98-101 $

Total Sources

Project Cost Estimate and Timeline This project is fully funded. Projects are designed in-house by the Engineering Division of Public Works. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

4,063,295

3,945,477

4,063,842

4,185,757

4,311,330

23,576,117

44,145,818

Total Uses

$4,063,295

$3,945,477

$4,063,842

$4,185,757

$4,311,330

$23,576,117

$44,145,818

Operating Cost Impact There is no operating cost impact.

239

Capital Improvement Projects Water Denver Water Moffat Project Participation Description

Arvada has entered into a financial partnership with Denver Water on the expansion of Denver’s Moffat system. Arvada’s participation in the Moffat project will result in a water system that can meet the needs of the City at full buildout.

Project Justification This project will provide additional water supplies to meet the needs of residents.

Project Funding Funding is from water tap fees. In October of 2013, $36,514,560 was placed into escrow per an agreement with Denver Water as part of the City’s financial obligation toward the expansion. That funding is reflected in the figures below. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

Other City $

9,297,025

27,530,409

19,546,000

28,434,000

6,616,000

7,500,000

18,842,032

117,765,466

External $

$9,297,025

$27,530,409

$19,546,000

$28,434,000

$6,616,000

$7,500,000

$18,842,032

$117,765,466

98-101 $

Total Sources

Project Cost Estimate and Timeline These funds represent Arvada’s portion of the project total. Construction is expected to be complete by 2027. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

9,297,025

108,468,441

117,765,466

Construction

Total Uses

$9,297,025

$108,468,441

$117,765,466

Start

Completion

2013

2020

2027

Operating Cost Impact There are no operations and maintenance costs, but water will be purchased from Denver Water at the standard out-of-city contract rate. These are different terms from the 1965 contract with Denver Water and will be subject to additional drought period limitations.

240

Capital Improvement Projects Water Raw Water Pump Station Description

Install a pump station and pipeline to pump water from Arvada Reservoir to Ralston Water Treatment Plant at 12 mgd flow rate - 8,200 feet of 18 inch pipe, 8,333 gallon per minute pump station.

Project Justification This is a top priority, critical project. The timeline is driven by the planned outage of Ralston Reservoir. If not funded, the City will not have raw water deliveries from Denver Water. Long-term, the pump station will provide needed operational flexibility for the Water Treatment and Water Resources Divisions.

Project Funding Funding is from the Water Fund water tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

Other City $

1,336,511

8,777,050

10,113,561

External $

$1,336,511

$8,777,050

$10,113,561

98-101 $

Total Sources

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Design

$829,763

Acquisition

Construction

9,283,798

Construction

$829,763

$9,283,798

$10,113,561

Total Uses

Timeline Design

Operating Cost Impact $10,000 annually, included in water operations budget.

241

Start

Completion

2019

2021

2022

Capital Improvement Projects Water Highway 93 Water Tank and Pipeline Description

Installation of a 1.5 million gallon potable water tank at the intersection of Highway 93 and Highway 72. The project requires the installation of nearly two miles of 12 inch water main east along Highway 72 to tie into the existing water distribution system.

Project Justification This project is needed to serve growth and provide improved reliable, efficient pumping operations on the west side of the City. It will provide additional fire protection to the northwest section of Arvada, including the Candelas and Leyden Rock subdivisions. This project will enhance water system operations and eliminate the current labor intensive efforts needed to maintain proper pressures and water turnover in this area.

Project Funding Funding is from the Water Fund water tap fee revenues. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

Other City $

157,301

3,782,699

3,940,000

External $

$157,301

$3,782,699

$3,940,000

98-101 $

Total Sources

Project Cost Estimate and Timeline This project is fully funded. Construction is expected in begin in 2021 and to be complete by 2022. Uses

Existing

2021-2030

Project Total

Design

$149,738

Acquisition

Construction

3,790,262

Construction

$149,738

$3,790,262

$3,940,000

Total Uses

Timeline Design

Operating Cost Impact $10,000 annually, included in water utility operations.

242

Start

Completion

2020

2021

2022

Capital Improvement Projects Water Ralston Water Treatment Plant Residuals Management Description

Analysis of the current solids production rate from backwashing filters, characterization of solids produced, and analysis of alternatives for solids handling leading to the design and construction of the system improvements. The design will include recommendations to improve process efficiencies and to make the system more reliable and cost effective while maintaining the 36 MGD rated capacity.

Project Justification The City utilizes a total of four ponds: two ponds separate filter backwash (with recycle) and two sludge ponds that process solids from the sedimentation basins. The ponds are undersized and leaking, causing operational challenges. Additionally, planned filter improvements could result in increased flows to the solids handling system. As the city is growing, there is more demand at the water treatment plant. The current facilities for water treatment plant residuals are at capacity. This project is critical in order to be able to serve safe drinking water to the public.

Project Funding Funding is from the Water Fund. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

2,475,000

External $

Total Sources

$2,475,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

$297,000

Acquisition

Construction

2,178,000

Construction

Total Uses

$2,475,000

Design

Operating Cost Impact No additional ongoing expenses.

243

Start

Completion

2021

2022

2023

Capital Improvement Projects Water Ralston Water Treatment Plant Filter Rehab Description

The Ralston Plant filters and filter media are beyond their design life. This project will fund filter design and replacement.

Project Justification Filters are the heart of any water treatment plant. The existing filters at the Ralston plant have not been rehabilitated in over 25 years. Typical filter design life is 10 years. If not funded, the city risks not being able to meet regulatory requirements in the Safe Drinking Water Act. This project will also evaluate the potential to increase capacity in the existing filters and provide resiliency and serve growth in the city as contemplated in the comprehensive plan. This was identified as a high priority in the water treatment master plan.

Project Funding Funding is from the Water Fund. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

1,500,000

External $

Total Sources

$1,500,000

Project Cost Estimate and Timeline This project is not fully funded. The design work and preliminary construction currently funded will determine the final cost of the filter rehabilitation. Uses

Existing

2021-2030

Project Total

Timeline

Design

$475,000

Acquisition

Construction

1,025,000

Construction

Total Uses

$1,500,000

Design

Operating Cost Impact No additional ongoing expenses.

244

Start

Completion

2021

2022

2023

Capital Improvement Projects Water Water Treatment Expansion Plan Description

Conduct a siting study and unit process evaluation to develop a cost model of options for replacing aging treatment infrastructure and expanding treatment capacity. Facilitate a decision workshop to define the treatment facilities expansion plan, including an implementation schedule that identifies decision milestones.

Project Justification To serve growth and replace existing Arvada Water Treatment Plant infrastructure at the end of its life, the City will either expand and rebuild existing plant, or build a new plant. This project will build a cost model and conduct an alternatives assessment to determine the best approach for increasing the total production capacity to 64 mgd as recommended in the Water Treatment Master Plan.

Project Funding This project is funded through the Water Fund. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

600,000

External $

Total Sources

$600,000

Project Cost Estimate and Timeline This project only includes the design portion of the water treatment expansion plan. Uses

Existing

2021-2030

Project Total

Timeline

Design

$600,000

Acquisition

Construction

Total Uses

$600,000

Design

Operating Cost Impact There is no operating cost associated with this project.

245

Start

Completion

2021

2022

Capital Improvement Projects Water Chemical System Improvement Description

Update and rehabilitate aging water treatment plant chemical feed systems. The original chemical building was built in 1962 and houses a number of out of service or obsolete chemical systems. Currently, the heating, ventilation, and air conditioning (HVAC) system is obsolete and the lavatories require updating. Individual chemical feed locations require backflow prevention and eyewash stations and water access are needed on all levels of the building.

Project Justification The water treatment facilities use numerous chemicals to remove contaminants and to render inactivate pathogens. Without consistent chemical feed, the plant will not be able to produce safe drinking water could violate drinking water regulatory requirements. These aging systems are at risk of failure.

Project Funding Funding is from the Water Fund. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

500,000

External $

Total Sources

$500,000

Project Cost Estimate and Timeline The initial phase of this project is funded, but it is anticipated that final project design will indicate that rehabilitation is needed for multiple chemical systems. An additional budget request may be needed. Uses

Existing

2021-2030

Project Total

Timeline

Design

$75,000

Acquisition

Construction

425,000

Construction

Total Uses

$500,000

Design

Operating Cost Impact The operating impact will be known after project design is complete.

246

Start

Completion

2021

2022

Capital Improvement Projects Water Castlegate Water Line Description

This project will enlarge the water line crossing Wadsworth at Pomona and increase the size of the green pressure zone. At this time, the water system pressure is not sufficient for fire flow conditions in the Castlegate area.

Project Justification This is the highest priority distribution system project from the water master plan.

Project Funding Funding is from the Water Fund water tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

500,000

External $

Total Sources

$500,000

Project Cost Estimate and Timeline This project is fully funded. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

500,000

Construction

Total Uses

$500,000

Operating Cost Impact $5,000 annually, included in the water operations budget.

247

Start

Completion

2020

2021

TBD

Capital Improvement Projects Water Ralston Water Treatment Plant Reaction Tank Rehab Description

This structure is in fair condition and while no major deficiencies exist, rehabilitation is needed to continue to use this asset and to extend its design life. This is a high priority recommendation from the water treatment master plan. The work includes sandblasting and recoating, replacement of key parts, and concrete patching.

Project Justification This is a high priority recommendation from the water treatment master plan. Without this work, the water treatment plant may have an emergency structural failure or be unable to treat certain raw water quality conditions.

Project Funding This project is funded through the Water Fund. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

320,000

External $

Total Sources

$320,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

$5,000

Acquisition

Construction

315,000

Construction

Total Uses

$320,000

Design

Operating Cost Impact There is no operating cost associated with this project.

248

Start

Completion

2021

2022

Capital Improvement Projects Water Arvada Water Treatment Plant Clarifier Rehab Description

These structures are in fair condition and while no major deficiencies exist, rehabilitation is needed to continue to use these assets and to extend their design life. This is a high priority recommendation from the water treatment master plan. The work includes sandblasting and recoating, replacement of key parts, and concrete patching.

Project Funding Funding is from the Water Fund. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

280,000

External $

Total Sources

$280,000

Project Cost Estimate and Timeline A structural assessment was recently completed indicating that the clarifier rehabilitation will cost approximately $1,500,000. This project is not yet fully funded. Uses

Existing

2021-2030

Project Total

Timeline

Design

$5,000

Acquisition

Construction

275,000

Construction

Total Uses

$280,000

Design

Operating Cost Impact No specific ongoing expenses. This is a rehabilitation of existing equipment.

249

Start

Completion

2021

2023

Capital Improvement Projects Water Ralston Plant Site Reinvestment and Engineering Description

There are failing sections of concrete and retaining walls at the Ralston Water Treatment Plant. This project will conduct a geotechnical analysis and engineer a site plan to address issues and identify siting for a new storage tank. The budget includes some site rehabilitation.

Project Justification The condition of the site will continue to deteriorate without this project. There are currently numerous tripping hazards creating unsafe conditions. Concrete failure may interrupt water treatment plant operations. Delaying this project will also delay the storage tank required to serve growth as contemplated in the comprehensive plan.

Project Funding This project is funded through the Water Fund. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

250,000

External $

Total Sources

$250,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

$50,000

Acquisition

Construction

200,000

Construction

Total Uses

$250,000

Design

Operating Cost Impact There are no operating costs associated with this project.

250

Start

Completion

2021

2022

Capital Improvement Projects Water Water Distribution System Upgrades Description

A water distribution system master plan was recently completed. These funds are for system upgrades identified in the master plan.

Project Justification System upgrades are needed to provide improved long term water system functionality and reliability.

Project Funding Funding is from the Water Fund water tap fees. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Other City $

520,200

530,604

541,216

552,040

563,081

2,988,903

5,696,045

External $

$520,200

$530,604

$541,216

$552,040

$563,081

$2,988,903

$5,696,045

98-101 $

Total Sources

Project Cost Estimate and Timeline This project is fully funded. Projects are determined by the water distribution master plan. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

520,200

530,604

541,216

552,040

563,081

2,988,903

5,696,045

Total Uses

$520,200

$530,604

$541,216

$552,040

$563,081

$2,988,903

$5,696,045

Operating Cost Impact There is no operating cost impact.

251

Capital Improvement Projects Water Hydraulic Modeling Description

Update the water distribution system model that was developed in the distribution system master plan to reflect current operational approaches, as well as recent construction. Use the updated model to scope and prioritize CIP projects and to test proposed operational changes.

Project Justification Understanding how changes in the distribution system, whether operational or capital project based, will impact service throughout the system is fundamental to maintaining uninterrupted service and providing water within regulatory guidelines. The model will also help evaluate the impact of changing water demands over time. The model can be used to evaluate alternatives resulting in cost savings.

Project Funding Funding is from the Water Fund. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Other City $

150,000

External $

$150,000

98-101 $

Total Sources

Project Cost Estimate and Timeline Scenario analysis is included in the initial years as the model is built upon and calibrated, continued use of the model will be budgeted as an on-going project in future years. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$150,000

Acquisition

Construction

$150,000

Total Uses

Operating Cost Impact There is no operating cost associated with this project.

252

Capital Improvement Projects Water Raw Water Meter Project Description

As part of the Denver Water North Water Treatment Plant Project, the raw water pipelines from Ralston Reservoir to the Ralston Water Treatment Plant were recently replaced, which required the original raw water meter vault to be decommissioned. Construction of a new raw water master meter vault with six water meters is needed to support the new pipelines and provide required flow metering.

Project Justification Raw water metering is a critical component of tracking water deliveries for contractual and legal requirements. The meters are also a required redundancy component for water treatment influent flow control and accurate chemical pacing.

Project Funding Funding is from the Water Fund water tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

740,281

External $

Total Sources

$740,281

Project Cost Estimate and Timeline This project is not yet fully funded. A revised construction estimate is expected after completion of the project design. Uses

Existing

2021-2030

Project Total

Timeline

Design

$74,028

Acquisition

Construction

666,253

Construction

Total Uses

$740,281

Design

Operating Cost Impact $5,000 annually, included in water operations budget.

253

Start

Completion

2022

2023

Capital Improvement Projects Water NW Improvements - Leyden Rock - Upsize Quaker Alignment Pipeline Description

This project is to replace existing 12 inch water pipeline with a 24 inch water pipeline from 82nd and Quaker Street north to Highway 72 - 3,600 feet of 24 inch pipeline and one railroad crossing.

Project Justification This is a needed expansion of the water system.

Project Funding Funding is from the Water Fund water tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

650,000

External $

Total Sources

$650,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

$65,000

Acquisition

Construction

585,000

Construction

Total Uses

$650,000

Design

Operating Cost Impact There is no operating cost impact.

254

Start

Completion

2022

Capital Improvement Projects Water Leyden Rock / Candelas Gore Street Alignment Interconnection Description

This project connects the water system at Highway 72 and Gore Street to the water system at 88th Drive and Gore Street - 2,400 feet of 18 inch pipeline, one railroad crossing, and one Highway 72 crossing.

Project Funding Funding is from the Water Fund water tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

618,000

External $

Total Sources

$618,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

$60,000

Acquisition

Construction

558,000

Construction

Total Uses

$618,000

Design

Operating Cost Impact There is no operating cost impact to this project.

255

Start

Completion

2023

Capital Improvement Projects Water Highway 93 Lakes Water Storage Project Description

This project is for construction of a raw water reservoir on the Pioneer-Blunn property.

Project Justification This project meets future water supply needs.

Project Funding Funding is from the Water Fund water tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

20,500,000

External $

Total Sources

$20,500,000

Project Cost Estimate and Timeline This project is expected to be completed by 2030. Uses

Existing

2021-2030

Project Total

Timeline

Design

$1,500,000

Acquisition

Construction

19,000,000

Construction

Total Uses

$20,500,000

Design

Operating Cost Impact The operating cost impact of this project is currently unknown.

256

Start

Completion

2028

2030

Capital Improvement Projects Water Water Treatment Plant Expansion Description

Engineering design services will expand the City’s water treatment capacity by 12 MGD. Additional studies will determine the optimal location of the expansion, which is currently anticipated to be an additional 4 MGD at the Ralston Water Treatment Plant and an additional 8 MGD at the Arvada Water Treatment Plant.

Project Justification This project is needed for additional water treatment capacity and is addressed in the 2019-2020 Water Treatment Master Plan.

Project Funding Funding is from the Water Fund water tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

5,500,000

External $

Total Sources

$5,500,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2028. Uses

Existing

2021-2030

Project Total

Timeline

Design

$500,000

Acquisition

Construction

5,000,000

Construction

Total Uses

$5,500,000

Design

Operating Cost Impact There is no operating cost impact for this project.

257

Start

Completion

2026

2027

2028

Capital Improvement Projects

Wastewater Overview The plan for the Wastewater Division, which operates and maintains the City’s sanitary sewer system and is responsible for wastewater treatment by the Metro Wastewater Reclamation District, focuses primarily on the maintenance and replacement of sewer infrastructure throughout the City. The comprehensive inspections and proactive maintenance that have marked Wastewater operations for over a decade, particularly with its cure-in-place pipe (CIPP) work, will continue in order to carry on its exemplary service record. In addition, the expansion of system capacity in the north area of the City will meet rising demands as growth continues in the coming years.

Summary of Wastewater Sources Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Total

98-101 $

Other City $

4,802,167

3,683,646

1,498,717

1,311,823

1,589,988

7,910,932

20,797,274

External $

Total Sources

$4,802,167

$3,683,646

$1,498,717

$1,311,823

$1,589,988

$7,910,932

$20,797,274

Summary of Wastewater Uses Uses

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Design

Acquisition

Construction

4,802,167

3,683,646

1,498,717

1,311,823

1,589,988

7,910,932

20,797,274

Total Uses

$4,802,167

$3,683,646

$1,498,717

$1,311,823

$1,589,988

$7,910,932

$20,797,274

258

Capital Improvement Projects Wastewater Sewer System Replacement (Operations) Description

Approximately 60% of the sanitary sewer system was constructed before 1980. Material from that earlier time period has a 50-year life cycle. Using a relatively inexpensive process, these sewer lines are being rehabilitated, resulting in an extension of their life cycle by many decades.

Project Justification This project maintains the reliability and capacity of the wastewater system.

Project Funding This project is funded through the Wastewater Fund using wastewater rates. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Other City $

2,946,430

2,485,282

750,000

772,500

795,675

4,351,077

12,100,964

External $

$2,946,430

$2,485,282

$750,000

$772,500

$795,675

$4,351,077

$12,100,964

98-101 $

Total Sources

Project Cost Estimate and Timeline This project is fully funded. At the current rate of rehabilitation, the majority of work will be completed by 2022. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

2,946,430

2,485,282

750,000

772,500

795,675

4,351,077

12,100,964

Total Uses

$2,946,430

$2,485,282

$750,000

$772,500

$795,675

$4,351,077

$12,100,964

Operating Cost Impact There is no operating cost impact.

259

Capital Improvement Projects Wastewater 69th and Ward Sewer Replacement Description

This project will replace and resize a section of 18” sewer line that is in poor condition between Xenon St. and Ward Road on W. 69th Avenue.

Project Justification When sewers fail, they start to leak. In this area, 1,100 feet of sewer line is in poor condition. It will be replaced and upsized, as the infrastructure is at the end of its useful life.

Project Funding This project is funded through wastewater tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

1,165,737

508,364

1,674,101

External $

Total Sources

$1,165,737

$508,364

$1,674,101

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

1,674,101

Construction

Total Uses

$1,674,101

Start

Completion

2020

2021

2022

Operating Cost Impact There is no additional ongoing expense. There may be a reduction in cost in payments to metro due to reduced infiltration in this new sewer line.

260

Capital Improvement Projects Wastewater North Trunk Sewer Line 81st and Kipling Description

The North Trunk of the sanitary sewer has several bottlenecks. There is not enough capacity to serve growth in the northwest part of the City. This project will upsize the sewer line in the 81st and Kipling area.

Project Justification This project is required in order to serve growth in the City. The current sewer is not large enough to accommodate the development contemplated in the comprehensive plan.

Project Funding This project is funded through wastewater tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

690,000

External $

Total Sources

$690,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

690,000

Construction

Total Uses

$690,000

Operating Cost Impact No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

261

Start

Completion

2020

2021

2022

2023

Capital Improvement Projects Wastewater North Sewer Trunk Line 61st and Tennyson Description

Project Justification This project is required in order to serve growth in the City. The current sewer is not large enough to accommodate the development contemplated in the comprehensive plan.

Project Funding This project is funded through wastewater tap fees. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

690,000

External $

Total Sources

$690,000

Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

690,000

Construction

Total Uses

$690,000

Operating Cost Impact No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

262

Start

Completion

2021

2022

2023

Capital Improvement Projects Wastewater Infiltration Elimination Program Description

Groundwater infiltration into the city’s sanitary sewer system after heavy rains has been identified at various points in the system. The City is then required to pay for treatment of this groundwater as it flows through the Metro Wastewater system. This project will fund improvements to underdrain systems and replacement of sections of sanitary sewer main where infiltration is the greatest.

Project Justification Any inflow from groundwater into the sanitary sewer system must be processed. An inflow infiltration rate of 25% costs rate payers $2 million. In 2018 alone, the City stopped about 150 gallons per minute from entering the sanitary sewer system.

Project Funding This project is funded through the Wastewater Fund. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

Other City $

450,204

231,855

477,621

1,828,051

2,987,730

External $

Total Sources

$450,204

$231,855

$477,621

$1,828,051

$2,987,730

Project Cost Estimate and Timeline This is an ongoing project. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

450,204

231,855

477,621

1,828,051

2,987,730

Total Uses

$450,204

$231,855

$477,621

$1,828,051

$2,987,730

Operating Cost Impact Elimination of groundwater infiltration results in lower operating costs.

263

Capital Improvement Projects Wastewater Oversizing of Replacement Pipelines for Additional Capacity Description

This project involves rehabilitation of the larger sewer pipelines. It provides funding for areas where larger pipeline sizes are needed to increase capacity or to remove structures that result in flow constrictions.

Project Justification This project maintains the wastewater collection system and increases flow capacity where needed.

Project Funding This project is funded through the Wastewater Fund tap fees. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

Other City $

298,513

307,468

316,693

1,731,805

2,654,479

External $

Total Sources

$298,513

$307,468

$316,693

$1,731,805

$2,654,479

Project Cost Estimate and Timeline This is an ongoing project. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

298,513

307,468

316,693

1,731,805

2,654,479

Total Uses

$298,513

$307,468

$316,693

$1,731,805

$2,654,479

Operating Cost Impact There is no operating cost impact.

264

Capital Improvement Projects

Stormwater Overview The City’s Stormwater utility has programmed a robust series of projects to span the coming decade. Major plans include improvements to Lake Arbor and Ralston Creek, as well as various outfall improvements aimed at mitigating potential threats of flash flooding and property damage. Ongoing operations include stream bank stabilizations, detention pond dredging, minor miscellaneous infrastructure replacements and upgrades, as well as joint master plan studies with the Mile High Flood District.

Summary of Stormwater Sources Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Other City $

929,022

3,846,195

876,227

1,043,222

1,074,375

1,106,606

4,820,971

13,696,619

External $

1,434,711

37,290

1,472,000

$2,363,733

$3,883,484

$876,227

$1,043,222

$1,074,375

$1,106,606

$4,820,971

$15,168,619

98-101 $

Total Sources

Summary of Stormwater Uses Uses

Existing

2021

2022

2023

2024

2025

2026-2030

Total

Design

$563,927

$57,964

$298,513

$61,494

$190,016

$426,193

$1,598,107

Acquisition

238,810

Construction

1,400,000

4,283,289

818,264

505,899

1,012,881

916,590

4,394,778

13,331,702

Total Uses

$1,400,000

$4,847,217

$876,227

$1,043,222

$1,074,375

$1,106,606

$4,820,971

$15,168,619

265

Capital Improvement Projects Stormwater Lake Arbor Dredging and Shoreline Stabilization Description

This project dredges Lake Arbor’s forebay and the western end of the lake to a depth of roughly six feet. These areas are shallower than the original design depths. Dredging the forebay and west half of the lake will improve water quality and vegetation overgrowth in the lake. It will also address shoreline stability issues by correcting ongoing erosion and making the shoreline more aesthetically pleasing.

Project Justification This project maintains the quality of the lake and prevents it from being taken over by cattails and other overgrowth due to the shallow depth of water.

Project Funding Funded through the stormwater utility fee. The shoreline stabilization is expected to be managed through Mile High Flood District (MHFD). There is currently $1.4 million in escrow through a 50/50 partnership between MHFD and the City of Arvada that is expected to be available for this work. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

Other City $

293,664

2,858,553

237,056

3,389,273

External $

1,400,000

Total Sources

$1,693,664

$2,858,553

$237,056

$4,789,273

98-101 $

Project Cost Estimate and Timeline This project is fully funded. Should the external funds not become available, the project will be reevaluated. Design is expected to begin in 2021 and construction is expected to complete in 2023. Uses

Existing

2021-2030

Project Total

Timeline

Design

$338,927

Acquisition

Construction

1,400,000

3,050,346

4,450,346

Construction

Total Uses

$1,400,000

$3,389,273

$4,789,273

Design

Operating Cost Impact Future operating costs will decrease with shoreline stabilization improvements.

266

Start

Completion

2021

2022

2023

Capital Improvement Projects Stormwater Ralston Creek at Croke Canal Crossing Description

This project will collect and direct the flood flows in Ralston Creek upstream of the Croke Canal to the existing 100-year crossing structure at Ralston Creek and the Croke Canal.

Project Justification In 2013, flood flows entered the Croke Canal at this location. Irrigation canals are not designed to convey flood flows. It is critical to keep the flows separated to protect downstream properties from being flooded due to canal overtopping and breaks in the canal embankment.

Project Funding Funded through the stormwater utility fee. This project is anticipated to be completed through 50/50 cost sharing with the Mile High Flood District (MHFD). Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

Other City $

400,000

500,000

900,000

External $

$400,000

$500,000

$900,000

98-101 $

Total Sources

Project Cost Estimate and Timeline This cost represents the City’s share of the project total. Uses

Existing

2021-2030

Project Total

Timeline

Design

Acquisition

Construction

900,000

Construction

Total Uses

$900,000

Start

Completion

2020

2021

TBD

Operating Cost Impact Joint capital projects with the MHFD qualifies the improved channel reach for the MHFD’s Maintenance Eligibility Program (MEP). Through the MEP, MHFD funding can be used to help operate and maintain the capital improvements.

267

Capital Improvement Projects Stormwater Ralston Creek at Ward Road Description

This project is a bridge widening and channel improvement project along Ralston Creek at Ward Road. The City of Arvada and Mile High Flood District plan to partner on this joint effort to widen or replace the Ward Road Bridge and increase channel conveyance capacity. The project will clear unnecessary vegetation that increases flood risk by further constricting the channel’s conveyance capacity within the corridor.

Project Justification This reach of Ralston Creek experienced flooding as a result of the 2013 floods. Additionally, it was identified as a flood mitigation project in the preferred alternative of the 2018 US Army Corps of Engineer’s Study of Ralston Creek. These funds will be used to construct channel, bridge, and vegetation clearing improvements that will reduce flood risk to residential properties and City infrastructure within the floodplain.

Project Funding Funded through the stormwater utility fee. This project is anticipated to be completed through 50/50 cost sharing with the Mile High Flood District (MHFD). Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

Other City $

199,648

450,352

150,000

800,000

External $

$199,648

$450,352

$150,000

$800,000

98-101 $

Total Sources

Project Cost Estimate and Timeline This cost represents the City’s share of the project total. This project is anticipated to be completed in the fall of 2025. Uses

Existing

2021-2030

Project Total

Timeline

Design

$80,000

Acquisition

Construction

720,000

Construction

Total Uses

$800,000

Design

Start

Completion

2022

2023

2024

2025

268

Capital Improvement Projects Stormwater Lower Ralston Creek Stabilization Description

The city received a grant from the Colorado Water Conservation Board (CWCB) for conceptual engineering to correct a trail flooding issue on Ralston Creek.

Project Justification This project addresses flooding of the bike trail and sediments deposited under the bridge, reducing hydraulic capacity. There is a safety concern from a flooding standpoint and limited capacity of the existing bridge due to 5 to 6 feet of sediments that have built up over the last few years.

Project Funding Funded through the stormwater utility fee. Grant funding has been received to supplement this project. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

Other City $

35,711

37,290

500,000

1,573,000

External $

34,711

37,290

72,000

Total Sources

$70,421

$74,579

$500,000

$1,645,000

98-101 $

Project Cost Estimate and Timeline This project is fully funded. Design is expected to begin in 2021. It is anticipated construction will run from 2024 through 2026. Uses

Existing

2021-2030

Project Total

Timeline

Design

$145,000

Acquisition

Construction

1,500,000

Construction

Total Uses

$1,645,000

Design

Start

Completion

2021

2022

2024

2026

Operating Cost Impact Operating costs will be reduced through elimination of the need to clean debris out of a drop structure and clear sediments off the bike path twice a year.

269

Capital Improvement Projects Stormwater Ralston Creek Improvements - Vance Street to Wadsworth By-Pass Description

The purpose of this project is to remove around twenty residential properties in the 100-year floodplain along Ralston Creek from upstream of Vance Street to Wadsworth By-Pass. A detailed solution has not been identified, but it will probably be a combination of structural channels and purchasing flood prone properties.

Project Justification About 20 homes in this area have been in the 100-year floodplain for years. The neighborhood is adjacent to Olde Town and with the opening of the G Line Commuter Rail, it will be difficult for those properties in the floodplain to reach their full redevelopment potential.

Project Funding Funded through the stormwater utility fee. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

477,621

368,962

260,062

241,432

1,348,077

External $

Total Sources

$477,621

$368,962

$260,062

$241,432

$1,348,077

Project Cost Estimate and Timeline This project is expected to begin in 2023 and be completed by 2026. Uses

Existing

2021-2030

Project Total

Design

$238,810

Acquisition

238,810

Construction

Total Uses

Timeline

Start

Completion

Design

2023

238,810

Acquisition

2023

870,456

Construction

2024

2026

$1,348,077

Operating Cost Impact There is no operating cost impact.

270

Capital Improvement Projects Stormwater Bates Lake Watershed Drainage Improvements Description

This is multi-phased project to rebuild the outlet works for the Bates Lake Detention area, upsize the existing stormwater pipe under the railroad tracks at Depew St., and expand the stormwater conveyance system along Sheridan Blvd. from W. 62nd Ave. to Clear Creek. The watershed boundaries are roughly Lamar St., W. 66th Ave., Tennyson St., and Clear Creek.

Project Justification The primary aim of this project is to reduce property damage caused by flooding events.

Project Funding Funded through the stormwater utility fee. Sources

Existing

2021

2022

2023

2024

2025

2026-2030

Project Total

98-101 $

Other City $

253,354

452,387

705,741

External $

Total Sources

$253,354

$452,387

$705,741

Project Cost Estimate and Timeline This project is fully funded. Design is expected to begin in 2025 and construction will close out in 2026. Uses

Existing

2021-2030

Project Total

Timeline

Design

$126,677

Acquisition

Construction

579,064

Construction

Total Uses

$705,741

Design

Start

Completion

2025

2026

Operating Cost Impact The replacement of smaller outfall pipes with larger outfall pipes will reduce the frequency that wastewater operations needs to clean the system, decreasing operating costs.

271

Capital Improvement Projects Stormwater Stormwater Master Plan Projects Description

This project is intended to fund construction of stormwater improvements per the recommendations received in the Stormwater Master Plan study project.

Project Justification Upon completion of the Stormwater Master Plan, this project will fund construction of the priorities identified within the plan.

Project Funding Funded through the stormwater utility fee. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

Other City $

403,889

477,761

114,937

3,137,720

4,134,308

External $

Total Sources

$403,889

$477,761

$114,937

$3,137,720

$4,134,308

Project Cost Estimate and Timeline Project timing is subject to change based on need and constantly reevaluated priorities. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$100,000

Acquisition

Construction

403,889

477,761

114,937

3,037,720

4,034,308

Total Uses

$403,889

$477,761

$114,937

$3,137,720

$4,134,308

Operating Cost Impact The replacement of undersized storm sewer collection systems will reduce the annual frequency of maintaining and operating these problem drainage areas.

272

Capital Improvement Projects Stormwater Mile High Flood District Joint Master Plan Studies Description

Drainageway Master Plans are updated or created through collaboration with the Mile High Flood District in order to identify solutions to basin-wide drainage problems. By contributing financial support, the City becomes eligible to receive Mile High Flood District construction funds as they are available.

Project Justification This project is for engineering analysis and the creation of drainageway master plans to identify basin-wide drainage problems. Basins can also traverse across multiple jurisdictional lines.

Project Funding Funded through the stormwater utility fee. These funds match contributions by the Mile High Flood District. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

Other City $

57,964

59,703

61,494

63,339

326,193

568,692

External $

Total Sources

$57,964

$59,703

$61,494

$63,339

$326,193

$568,692

Project Cost Estimate and Timeline This is an ongoing project. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

$57,964

$59,703

$61,494

$63,339

$326,193

$568,692

Acquisition

Construction

Total Uses

$57,964

$59,703

$61,494

$63,339

$326,193

$568,692

Operating Cost Impact There is no operating cost impact.

273

Capital Improvement Projects Stormwater Mile High Flood District Joint Maintenance Projects Description

This project funds the City’s share of the construction of jointly funded maintenance projects with the Mile High Flood District as opportunities become available.

Project Justification This project is for the maintenance of existing stormwater infrastructure on creeks and drainageways throughout the City so that the infrastructure continues to function as designed.

Project Funding Funded through the stormwater utility fee. These funds match contributions by the Mile High Flood District. Sources

2021

2022

2023

2024

2025

2026-2030

10-Year Total

98-101 $

Other City $

27,318

28,138

28,982

29,851

163,239

277,528

External $

Total Sources

$27,318

$28,138

$28,982

$29,851

$163,239

$277,528

Project Cost Estimate and Timeline This is an ongoing project. Uses

2021

2022

2023

2024

2025

2026-2030

10-Year Total

Design

Acquisition

Construction

27,318

28,138

28,982

29,851

163,239

277,528

Total Uses

$27,318

$28,138

$28,982

$29,851

$163,239

$277,528

Operating Cost Impact There is no operating cost impact.

274

Capital Improvement Projects Future Unprioritized Projects Capital projects need a long lead time for planning, environmental studies, and cost evaluation. As a result, the City maintains a list of potential future projects. While these projects may be pursued in time, they have not been prioritized and are not a part of the current capital improvement plan. Project General Administration ADA Improvements - Facilities Enterprise Resource Planning System Replacement Evidence Storage Building Post Office Master Plan Radio System Replacement Transportation Alkire St. - W. 86th Pkwy to W. 88th Ave. Bicycle / Pedestrian Overpass at Alkire St. and Union Pacific Railroad Bike Master Plan Guardrails Eldridge Street - W. 64th Ave. to Ralston Creek Indiana Street Widening -W. 64th Ave. to W. 86th Pkwy Kendrick Dr. Extension - W. 64th Ave. to Indiana St. Leyden Parkway Improvements Missing Sidewalks Oberon Road Improvements Quaker St. Improvements - W. 72nd Ave. to Leyden Road Traffic Calming Traffic Signals W 52 Ave trail/sidewalk W. 72nd Ave. Improvements - Indiana St. to McIntyre St. W. 72nd Ave. Improvements - Simms St. to Indiana St. W. 72nd Ave. Spot Widening W. 80th Ave. Improvements - Kipling St. to Simms St. W. 80th Ave. Improvements - Simms St. to Alkire St. W. 80th Avenue UP Railroad Grade Separation Ward Rd Extension - Double E Ranch Frontage Ward Rd. Extension - W. 72nd Ave. to W. 86th Pkwy. 4-lane section Ward Road Extension - W. 72nd Ave to W. 80th Ave. (Two Lane Section) Ward Road Improvements - W. 64th Ave. to W. 72nd Ave. 275

Anticipated Cost $6,842,040 92,040 3,000,000 1,500,000 50,000 2,200,000 $340,655,256 700,000 4,628,000 59,560,000 580,000 3,000,000 42,126,190 11,000,000 8,000,000 25,000,000 12,000,000 13,100,000 550,000 6,711,066 2,500,000 6,000,000 33,000,000 800,000 13,100,000 13,100,000 8,100,000 1,000,000 36,600,000 15,000,000 24,500,000

Capital Improvement Projects Future Unprioritized Projects (continued) Parks ADA Improvements - Parks Arvada Blunn Reservoir Churches Ranch National Historic District Double E Park/ Ph2 Gibbs West Community Park Hyatt Lake Park Preserve Acquisition Indiana Equestrian Center Completion Kipling Street Entrance Signage Lake Arbor Park Leyden Creek Trail Leyden Lake Open Space and Trails Majestic View Community Park-Fox Property Demolition Majestic View Facility Expansion Majestic View Nature Center Deck replacement and expansion Majestic View Nature Center Master Plan Update & Feasibility Study Majestic View Nature Center Parking lot repavement Majestic View Park-Hayes Lake Trail/outlook Median Renovation/Completion project Moore Brothers Farm and Agricultural Center Pioneer Park Quaker Acres Park Expansion Spring Mesa Open Space Acquisitions and Trail Extensions The Hills at Standley Lake Park Completion Trail Gaps Wadsworth Median Welton Reservoir Trail Golf Lake Arbor Chipping Green Lake Arbor Tree and Fencing Plan Lake Arbor USGA Recommended Renovation Lake Arbor/West Woods Cart Path Repairs West Woods North Practice Facility Remodel West Woods Silo Course Additions and Improvements Stormwater 276

$116,871,296 16,029,296 1,075,000 1,710,000 325,000 28,912,000 3,620,000 785,000 420,000 3,325,000 1,000,000 3,340,000 50,000 460,000 15,000 100,000 TBD TBD 1,500,000 1,525,000 355,000 450,000 800,000 725,000 50,000,000 TBD 350,000 $1,599,691 28,500 296,191 550,000 175,000 50,000 500,000 $107,900,000

Capital Improvement Projects Future Unprioritized Projects (continued) Allison Street Outfall Bates/Hidden Lake Clear Creek Downtown W. 56th Avenue Outfall Estes Street Outfall Independence Street Outfall Leyden Creek Miller Street Outfall Moon Gulch Pierce Street Outfall Ralston Creek Sheridan Avenue Outfall Sheridan Bridge Replacement Simms Street Outfall Trail/Creek Separation Van Gordon/Hyatt Drainage Way Yankee Doodle Drainage Way Yarrow Street Outfall Water 54" Transmission Main Sliplining Chemical Systems Improvements Ralston Plant Storage Tank Expansion Ralston Water Treatment Plant Filter Rehab Ralston Water Treatment Plant Residuals Management Water Resources Master Plan Water Treatment for Growth Water Treatment Plant Repair and Maintenance Total Unfunded Projects

277

5,600,000 8,500,000 5,000,000 700,000 2,500,000 3,000,000 19,100,000 1,500,000 4,400,000 2,500,000 28,500,000 1,500,000 3,000,000 2,400,000 1,500,000 8,500,000 8,900,000 800,000 $134,817,776 950,000 1,000,000 32,000,000 1,200,000 11,525,000 250,000 85,600,000 2,292,776 $708,686,059

Debt Service Obligations

Intentionally left blank

278

Debt Service Obligations LONG-TERM DEBT OBLIGATIONS Payments on all of the City of Arvada’s long–term obligations are included in debt service. This includes revenue bonds and lease purchase agreements. Additionally, the City has a number of lease-purchase agreements for equipment, however, such payments are handled through operating budgets, because the amounts are small and do not adversely affect operating budgets. LEGAL DEBT LIMIT General obligation debt is a direct obligation which pledges the full faith and credit of the government. The Colorado Revised Statutes provides that general obligation indebtedness for all purposes shall not at any time exceed 3 percent (3%) of actual value, as determined by the County Assessor, of the taxable property in the City. As of December 31, 2020, the City has no general obligation debt outstanding and does not intend to issue any general obligation debt at this time. The City’s debt is within the legal debt limit as demonstrated by the table below: Legal Debt Limit Actual Value

$20,432,830,598

Debt Limit: 3 percent of Actual Value

$612,984,918

Amount of General Obligation Debt

TOTAL FINANCIAL OBLIGATIONS In 2018, the City retired the 1998 Sales and Use Tax Bonds. A ballot question for the reissuance of bonds was voted on and approved in November 2018. The City issued $70,825,000 of Sales and Use Tax Bonds in February 2019 for two transportation capital improvement projects. Certificates of Participation (COPs) are a lease-financing mechanism where the City enters into an agreement to make regular lease payments for the use of an asset over a period of time, after which the title of the assets transfers to the government. Since the government can decide, at any time, to discontinue the lease, COPs do not constitute a multi-year fiscal obligation and can be issued without voter approval. While COPs are not technically debt, they are included in this graph to show the City’s total governmental financial obligations. Total debt in 2020 is $83,010,000 which decreases to $41,440,000 in 2030.

Total Outstanding Sales and Use Tax Bonds and Certificates of Participation $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

279

Debt Service Obligations The City retired its only Enterprise bonds in 2020. However, a portion of the 2015 Certificates of Participation were used to finance projects in the Stormwater Fund. The Stormwater Fund transfers twothirds of the annual debt service payment of the 2015 Certificates of Participation to the COP Debt Service Fund. In addition, approximately half of the proceeds from the 2016 Certificates of Participation were used to fund the expansion of the West Woods Golf Clubhouse. The Golf Course Fund transfers approximately half of the debt service payment of the 2016 Certificates of Participation to the COP Debt Service Fund.

Total Outstanding Enterprise Bonds $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

2017

2018

2019

2020

BOND RATING The City’s Sales and Use Tax Revenue Bond rating with Fitch Ratings is AAA, the very highest rating. The rating was assigned in January 2019 when the City issued bonds to fund two transportation capital improvement projects. Key rating drivers from Fitch’s rating report include: • Revenue growth prospects are strong, continuing a historical trend in line with U.S. GDP • The city’s predominant use of pay-go for capital improvements and the absence of a net pension liability have resulted in low fixed costs • Strong financial management practices support financial flexibility through economic cycles • Pledged revenues provide ample debt service cushion to handily withstand a moderate economic decline scenario

280

Debt Service Obligations The Fitch bond rating is a credit score that describes the general credit worthiness of a company, city or county that issues debt. Fitch rates how likely debt will be repaid from the entity in question. Letter Grade

Capacity to Repay

AAA Highest credit quality – Exceptionally strong City of Arvada capacity for repayment AA Very high credit quality - Very strong capacity for repayment A

High credit quality – Repayment capacity more vulnerable to adverse business conditions Good credit quality – Adverse business conditions more likely to impair repayment capacity Speculative - Elevated vulnerability to credit risk

BBB BB B CCC

Highly speculative – Material default risk is present Substantial credit risk - Default is a possibility

Very high levels of credit risk - Default of some kind appears probable

Near default – A default or default like process has begun

Default

The following table shows bond ratings from other cities in Colorado. City

Moody’s

Fitch

Standard & Poor’s AAA AAA

Arvada

Aurora

Aaa

*AA+

Denver

Aaa

AAA

Fort Collins

Aaa

AAA

Golden

*AAA

Lakewood

*AA+

Northglenn

AA+

Aa1

*AA

*AA+

Thornton Westminster

*Assumed issuer credit rating based off of one notch higher than COP rating

281

Debt Service Obligations DEBT SERVICE REQUIREMENTS Series 2019 Sales and Use Tax Revenue Bonds The City issued Sales and Use Tax Bonds in the amount of $70,825,000. The bonds were issued for the purpose of funding two capital improvement projects, widening an underpass at Union Pacific Railroad crossing on West 72nd Avenue between Kipling Street and Simms Street and improvements on Ralston Road between Yukon Street and Garrison Street. The bonds carry interest rates from 3% to 5% payable semi-annually June 1 and December 1 and principal due annually to December 31, 2028. Sales and Use Tax Revenue Bonds - Series 2019 Year 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 Totals

Principal 2,620,000 2,750,000 2,885,000 3,030,000 3,180,000 3,340,000 3,510,000 3,685,000 3,865,000 4,060,000 4,265,000 4,435,000 4,565,000 4,710,000 4,855,000 5,015,000 5,185,000 $65,955,000

Interest 2,741,781 2,610,781 2,473,281 2,329,031 2,177,531 2,018,531 1,851,531 1,676,031 1,491,781 1,298,531 1,095,531 924,931 791,881 649,225 502,038 344,250 174,994 $25,151,660

282

Total Payment 5,361,781 5,360,781 5,358,281 5,359,031 5,357,531 5,358,531 5,361,531 5,361,031 5,356,781 5,358,531 5,360,531 5,359,931 5,356,881 5,359,225 5,357,038 5,359,250 5,359,994 $91,106,660

Principal Balance $65,955,000 63,335,000 60,585,000 57,700,000 54,670,000 51,490,000 48,150,000 44,640,000 40,955,000 37,090,000 33,030,000 28,765,000 24,330,000 19,765,000 15,055,000 10,200,000 5,185,000 $-

Debt Service Obligations Series 2015A Certificates of Participation The City issued certificates of participation in the amount of $7,880,000 to advance refund a portion of the Series 2005 Certificates of Participation, resulting in a deferred loss on the refunding of $444,000. The certificates of participation carry an interest rate of 1.78% payable semi-annually June 1 and December 1 and principal due annually to December 1, 2024. Year 2021 2022 2023 2024 Totals

Certificates of Participation - Series 2015A Principal Interest Total Payment 1,225,000 1,250,000 1,270,000 $3,745,000

66,661 44,856 22,606 $134,123

Principal Balance $3,745,000 1,291,661 2,520,000 1,294,856 1,270,000 1,292,606 $$3,879,123

Series 2016 Certificates of Participation The City issued certificates of participation in the amount of $11,180,000 for the purpose of funding two capital improvement projects, reconstruction and widening of West 72nd Avenue and Indiana Street and to expand the West Woods Golf Clubhouse. The certificates of participation carry an interest rate of 4% payable June 1 and December 1 and principal due annually to December 31, 2036. Year 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 Totals

Certificates of Participation - Series 2016 Principal Interest Total Payment 445,000 465,000 490,000 515,000 540,000 560,000 585,000 605,000 630,000 655,000 680,000 710,000 740,000 765,000 800,000 $9,185,000

386,550 364,300 341,050 316,550 290,800 269,200 246,800 223,400 199,200 174,000 147,800 120,600 92,200 62,660 32,000 $3,267,110

283

831,550 829,300 831,050 831,550 830,800 829,200 831,800 828,400 829,200 829,000 827,800 830,600 832,200 827,660 832,000 $12,452,110

Principal Balance $9,185,000 8,740,000 8,275,000 7,785,000 7,270,000 6,730,000 6,170,000 5,585,000 4,980,000 4,350,000 3,695,000 3,015,000 2,305,000 1,565,000 800,000 $-

Debt Service Obligations

Intentionally left blank

284

Pay Plan Schedules Pay Plan Schedule by Fund Fund - Department

2019 Actual

2020 Actual

2021 Revised

2022 Budget

01 General Fund City Attorney's Office

13.00

15.00

17.00

City Manager's Office

20.10

21.00

0.00

36.00

39.00

Community Development

15.00

1.00

0.00

Finance

29.36

29.75

29.66

Human Resources

11.00

Innovation and Technology Management

26.00

28.00

Municipal Court

12.00

11.00

0.00

3.00

4.00

Public Safety

158.00

161.00

170.00

Public Works

96.50

92.50

90.75

92.00

Utilities

15.00

0.00

3.00

395.96

401.96

406.60

425.66

04 Streets

1.00

4.00

5.00

09 Community Development

2.42

3.42

4.50

10 Arvada Housing Authority

3.58

3.50

14 Parks

53.00

54.00

21 Police Tax Increment .21

33.50

34.50

40.50

38.50

22 Police Tax Increment .25

43.50

42.50

40.50

43.50

31 Capital Projects

0.00

1.00

34 2019 Bond Construction

0.00

0.75

0.00

41 Water

68.75

70.75

72.75

77.50

42 Wastewater

17.70

16.70

18.75

43 Golf Courses

22.22

21.90

23.34

44 Stormwater

5.55

7.55

6.55

8.95

45 Food Services

7.42

6.35

0.00

47 Solid Waste

0.00

2.00

2.20

51 Insurance

3.00

52 Computers

1.00

53 Print Shop

2.00

54 Vehicles

16.75

17.85

55 Buildings

1.00

86 AEDA

4.00

0.00

682.35

690.35

703.35

731.25

Community and Economic Development

Parks, Golf, and Hospitality

Total 01 General Fund Positions

Total Position FTE

285

Pay Plan Schedules Budget Position Changes Fund

Type of Change

Work System

Department

Position

Notes

General Fund

New

Infrastructure

Public Works (+) Assistant City Engineer

New

General Fund General Fund General Fund

New

Infrastructure

Public Works (+) Civil Engineer I

New

Infrastructure

New

General Fund

New

General Fund

New

General Fund

New

General Fund

New

General Fund

New

General Fund

New

General Fund General Fund General Fund General Fund General Fund Street Fund Community Development

New

Organizational and Service Effectiveness Organizational and Service Effectiveness Organizational and Service Effectiveness Organizational and Service Effectiveness Organizational and Service Effectiveness Organizational and Service Effectiveness Organizational and Service Effectiveness Safe Community

Public Works (+) Administrative Coordinator IT (+) Application Systems Administrator

New

Safe Community

01 01

01 01 01 01 04 09

New New New New New

New

(+) Security Operations Analyst

New

(+) Cloud Systems Administrator

New

(+) Associate Technical Support Analyst

New

City Attorney's Office

(+) Assistant City Attorney

New

City Attorney's Office

(+) Legal Specialist

New

City Manag- (+) Deputy City Manager New er's Office Public Safety (+) Crime Analyst (2)

New

Public Safety (+) Police Records Specialist (3) Safe Community Public Safety (+) Digital Media Technician (2) Safe Community Public Safety (+) Police Services Technician (2) Vibrant Community Housing (+) Homeless Navigator and Neighborhoods Infrastructure Public Works (+) Municipal Inspector I

New

Vibrant Community and Neighborhoods

New

Housing

286

(+) Housing Navigator

New New New New

Pay Plan Schedules Budget Position Changes (continued) Fund 22 31 41 41 41 42 44 44 54 01 01 01 01

Tax Initiative Fund Capital Projects Water Fund Water Fund Water Fund Wastewater Stormwater Stormwater Vehicles Fund General Fund General Fund General Fund

Type of Change New

Work System Safe Community

New

Infrastructure

New

Infrastructure

Utilities

(+) GIS Analyst (3)

New

Infrastructure

Utilities

(+) Executive Assistant

New

Infrastructure

Utilities

New

Infrastructure

Public Works (+) Civil Engineer III

New

Infrastructure

Utilities

New

Infrastructure

Utilities

Title

Infrastructure

Title

Safe Community

Title

Organizational and Service Effectiveness Safe Community

General Fund

ReClass

Water Fund General Fund General Fund

ReClass ReClass

Safe Community

ReClass

General Fund

ReClass

Organizational and Service Effectiveness Safe Community

New

Infrastructure

Organizational and Service Effectiveness Organizational and Service Effectiveness Infrastructure

Public Safety (+) Police Records Specialist Public Works (+) Civil Engineer III

Notes

New

Title

Position

(+) Utilities Business Manager Public Works (+) Civil Engineer I

General Fund General Fund

Department

Title

(+) GIS Analyst

(+) Fleet Lube Technician Public Works (+) City Engineer Public Safety (+) Police Records Specialist IT (+) Security Operations Analyst Municipal Court Finance Human Resources

New

New New (-) Engineering Services Manager (-) Police Administrative Assistant (-) IT Security Specialist

(+) Judicial Specialist (7) (-) Administrative Court Clerk (7) (+) Claims Specialist (-) Property and Casualty Claims Manager (+) HR Business Partner (-) Senior HR Manager Business Partner

Utilities

(+) Water Quality Technician II Public Safety (+) Police Equipment Coordinator IT (+) Infrastructure Architect

(-) Water Quality Technician (-) Police Services Technician (-) Senior Network Engineer

Public Safety (+) Lead Crime Analyst

(-) Crime Analyst

287

Pay Plan Schedules Budget Position Changes (continued) Fund 01 01 01 01 21 01 01 21 22 01 45 45 45 45 45 45

General Fund General Fund General Fund General Fund

Type of Change ReClass

Work System

Department

Infrastructure

Utilities

ReClass

Infrastructure

ReClass

Infrastructure

ReClass

Organizational and Service Effectiveness Safe Community

Position

(+) Direct Mail Specialist (-) Services Technician Public Works (+) ADA Coordinator (-) Facilities Manager Public Works (+) Executive Assistant (-) GEO Data Services Manager IT (+) Senior Technical (-) Technical Support Analyst Support Analyst

Tax Initiative Fund General Fund

ReClass

General Fund Tax Initiative Fund Tax Initiative Fund General Fund

ReClass

Organizational and Service Effectiveness Safe Community

ReClass

Safe Community

Public Safety (+) Police Lieutenant

ReClass

Safe Community

Public Safety (+) Police Lieutenant

Food Services Fund Food Services Fund Food Services Fund Food Services Fund Food Services Fund Food Services Fund

ReClass

ReClass Eliminated Eliminated Eliminated Eliminated

Notes

Public Safety (+) Police Civilian Operations Supervisor (2) IT (+) Senior SQL Data Analyst/Developer Public Safety (+) Police Lieutenant (4)

Organizational and IT Service Effectiveness Vibrant Community Parks Golf and Neighborhoods and Hospitality Services Vibrant Community Parks Golf and Neighborhoods and Hospitality Services Vibrant Community Parks Golf and Neighborhoods and Hospitality Services Vibrant Community Parks Golf and Neighborhoods and Hospitality Services Vibrant Community Parks Golf and Neighborhoods and Hospitality Services Vibrant Community Parks Golf and Neighborhoods and Hospitality Services

288

(+) Senior IT Project Manager (+) Food and Beverage Manager (+) Sales Coordinator Assistant Banquet Manager Business Development Coordinator (2) Executive Chef Hospitality Services Supervisor

(-) Records Supervisor (2) (-) Senior Applications Systems Administrator (-) Police Sergeant (4) (-) Police Commander (-) Police Commander (-) Technical Systems Project Manager (-) Food Services Manager (-) Business Development Manager Department operations concluded in 2021 Department operations concluded in 2021 Department operations concluded in 2021 Department operations concluded in 2021

Pay Plan Schedules Pay Plan Schedule by Department ARVADA ECONOMIC DEVELOPMENT ASSOCIATION (AEDA)

2019 Actual

2020 Revised

2021 Budget

2022 Budget

Economic Development Manager

1.00

0.00

Director of Growth and Economic Development

1.00

0.00

Marketing Program Manager

1.00

0.00

Senior Economic Development Specialist

1.00

0.00

4.00

0.00

2019 Actual 2.00

2020 Revised 2.00

2021 Budget 2.00

2022 Budget 3.00

City Attorney

1.00

Deputy City Attorney

1.00

2.00

Law Office Administrator

1.00

Legal Specialist Contracts

0.00

1.00

0.00

Legal Specialist Prosecution

1.00

0.00

Legal Specialist

0.00

3.00

4.00

Litigation Paralegal

1.00

Senior Assistant City Attorney

5.00

4.00

5.00

Contract Administrator Paralegal

1.00

0.00

13.00

15.00

17.00

2019 Actual 1.00

2020 Revised 1.00

2021 Budget 1.00

2022 Budget 1.00

Administrative Coordinator

1.00

Administrative Specialist

3.50

3.00

Assistant to the City Manager

1.00

0.00

1.00

Chief Communications Manager

0.00

1.00

City Clerk

1.00

City Manager

1.00

Communications Coordinator

0.60

1.00

Communications Manager

1.00

0.00

Community Engagement Coordinator

0.00

1.00

Community Resilience Coordinator

1.00

Deputy City Clerk

1.00

Deputy City Manager

1.00

2.00

Digital Content Producer

0.00

1.00

Total AEDA Positions CITY ATTORNEY Assistant City Attorney

Total City Attorney Positions CITY MANAGER’S OFFICE Administrative Analyst

289

Pay Plan Schedules Pay Plan Schedule by Department (continued) CITY MANAGER'S OFFICE (continued) Executive Assistant

1.00

Innovation and Performance Manager

0.00

1.00

Media Services Manager

1.00

Multi Media Technician

2.00

1.00

Neighborhood Engagement Coordinator

1.00

0.00

Performance Budget Manager

1.00

0.00

Records Management Coordinator

1.00

Senior Manager of Vibrant Community and Neighborhoods

0.00

1.00

0.00

20.10

21.00

0.00

1.00

0.00

1.00

0.00

Creative Services Designer

1.00

Printing Technician

1.00

Total Print Shop Fund Positions

2.00

Total City Manager's Office Positions

22.10

23.10

22.10

23.00

2019 Actual 0.00

2020 Revised 0.00

2021 Budget 2.00

2022 Budget 2.00

Administrative Specialist

0.00

4.00

Assistant Building Official

0.00

2.00

Chief Building Official

0.00

1.00

0.00

Civil Engineer I

0.00

1.00

2.00

0.00

Civil Engineer II

0.00

2.00

Civil Engineer III

0.00

1.00

Combination Inspector I

0.00

1.00

2.00

Combination Inspector II

0.00

3.00

Combination Inspector III

0.00

3.00

2.00

Deputy Director of Community and Economic Development

0.00

1.00

Director of Community and Economic Development

0.00

1.00

Economic Development Manager

0.00

1.00

Economic Development Specialist

0.00

1.00

Engineering Permit Coordinator

0.00

1.00

Land Development Technician

0.00

1.00

Manager of City Planning and Development

0.00

1.00

Total General Fund Positions Homeless Navigator Total Community Development Fund Positions

COMMUNITY AND ECONOMIC DEVELOPMENT Administrative Coordinator

290

Pay Plan Schedules Pay Plan Schedule by Department (continued) COMMUNITY AND ECONOMIC DEVELOPMENT (continued) Manager of Communication and Marketing

0.00

1.00

Manager of Development Engineering

0.00

1.00

Planner I

0.00

2.00

1.00

Planner II

0.00

1.00

2.00

Planning Technician

0.00

1.00

Plans Examiner I

0.00

2.00

1.00

Plans Examiner II

0.00

1.00

Senior Economic Development Specialist

0.00

1.00

0.00

Senior Planner

0.00

5.00

Systems and Administrative Manager

0.00

1.00

Traffic Engineer I

0.00

1.00

0.00

Total General Fund Positions

0.00

36.00

39.00

Total Community and Economic Development Positions

0.00

36.00

39.00

Administrative Assistant

2019 Actual 1.00

2020 Revised 0.00

2021 Budget 0.00

2022 Budget 0.00

Administrative Specialist

1.00

0.00

Administrative Supervisor

1.00

0.00

Deputy Director of Growth and Economic Development

1.00

0.00

Manager of City Planning

1.00

0.00

Manager of Housing Preservation and Resources

1.00

0.00

Planner I

2.00

0.00

Planner II

1.00

0.00

Planning Technician

1.00

0.00

Senior Planner

5.00

0.00

15.00

1.00

0.00

Administrative Specialist

0.50

0.00

Housing Rehabilitation / Loan Specialist

1.00

0.00

Housing Services Specialist

0.92

0.00

2.42

0.00

Administrative Specialist

0.50

0.00

Housing Services Specialist

0.08

0.00

Housing Specialist

2.00

0.00

Section 8 Program Supervisor

1.00

0.00

COMMUNITY DEVELOPMENT

Total General Fund Positions

Total Community Development Fund Positions

291

Pay Plan Schedules Pay Plan Schedule by Department (continued) COMMUNITY DEVELOPMENT (continued) Total Arvada Housing Authority Positions

3.58

0.00

Total Community Development Positions

21.00

7.00

0.00

2019 Actual 1.00

2020 Revised 1.00

2021 Budget 1.00

2022 Budget 1.00

Accounting Specialist

1.00

Accounting Supervisor

3.00

Accounting Technician II

1.00

Accounting Technician III

1.00

0.00

Accounts Payable Technician

2.00

Accounts Receivable Technician

0.00

1.00

Assistant Finance Director

1.00

Budget Analyst

2.00

Business Analyst

0.36

0.75

0.66

Controller

1.00

Director of Finance

1.00

Executive Assistant

1.00

Financial Systems Analyst

1.00

Grants Accountant

1.00

Grants Administrator

1.00

Payroll Administrator

1.00

Procurement Specialist

2.00

1.00

Purchasing Manager

1.00

Revenue Manager

1.00

Revenue Technician

2.00

Sales Tax Auditor

2.00

Sales Tax Auditor Supervisor

1.00

Senior Procurement Specialist

0.00

1.00

Storeskeeper

1.00

29.36

29.75

29.66

0.32

0.25

0.34

0.32

0.25

0.34

0.32

0.00

0.32

0.00

FINANCE Accountant

Total General Fund Positions Business Analyst Total Golf Course Fund Position Business Analyst Total Food Service Fund Position

292

Pay Plan Schedules Pay Plan Schedule by Department (continued) FINANCE (continued) Claims Specialist

0.00

1.00

Property and Casualty Claims Manager

1.00

0.00

Risk and Claims Analyst

1.00

Risk and Safety Manager

1.00

Total Insurance Fund Positions

3.00

Total Finance Department Positions

33.00

2019 Actual 1.00

2020 Revised 1.00

2021 Budget 0.00

2022 Budget 0.00

Administrative Coordinator

0.00

1.00

Benefits Specialist

1.00

Compensation Analyst

1.00

Deputy Director of Human Resources

1.00

Director of Human Resources

1.00

Employment Specialist

1.00

0.00

HR Business Partner

1.00

HR Business Partner Manager

0.00

1.00

HR Coordinator

1.00

Organizational Development Manager

1.00

Recruiting and Onboarding Manager

0.00

1.00

Senior HR Business Partner

1.00

0.00

Senior HR Coordinator

1.00

11.00

2019 Actual 1.00

2020 Revised 1.00

2021 Budget 1.00

2022 Budget 1.00

Application System Administrator

0.00

2.00

3.00

Associate Technical Support Analyst

0.00

1.00

Associate Project Manager

1.00

0.00

Business Systems Manager

1.00

0.00

Chief Information Officer

1.00

Cloud Systems Administrator

0.00

1.00

Community Connectivity Manager

1.00

0.00

Infrastructure Architect

0.00

1.00

HUMAN RESOURCES Administrative Assistant

Total Human Resources Positions INNOVATION AND TECHNOLOGY MANAGEMENT Administrative Specialist

293

Pay Plan Schedules Pay Plan Schedule by Department (continued) INNOVATION AND TECHNOLOGY MANAGEMENT (continued) IT Business Analyst

1.00

IT Security Specialist

1.00

0.00

Mobile Business Analyst

1.00

0.00

Mobile Network Systems Administrator

0.00

2.00

Network Administrator

2.00

0.00

Network Systems Administrator

0.00

1.00

Security Operations Analyst

0.00

2.00

Senior Applications Systems Administrator

0.00

1.00

0.00

Senior Database Administrator

1.00

Senior IT Project Manager

0.00

1.00

2.00

Senior Network Administrator

2.00

0.00

Senior Network Engineer

0.00

2.00

1.00

Senior Network Systems Administrator

0.00

1.00

Senior SQL Data Analyst/Developer

0.00

1.00

Service Desk Manager

0.00

1.00

Services Technician

1.00

0.00

Software Developer

1.00

Systems Administrator

3.00

0.00

Technical Support Analyst

3.00

2.00

Technical Systems Project Manager

1.00

0.00

Technology and Project Services Manager

1.00

Technology Infrastructure and Operations Manager

1.00

Web Architect

1.00

Web Systems Administrator

1.00

26.00

28.00

Applications Systems Administrator

0.00

1.00

Radio Communications Administrator

1.00

Systems Administrator

1.00

0.00

2.00

Lead Technical Support Analyst

1.00

0.00

Senior Technical Support Analyst

0.00

1.00

Technical Support Analyst

0.00

1.00

0.00

Total Computer Fund Positions

1.00

Total Innovation and Technology Positions

29.00

31.00

Total General Fund Positions

Total Tax Initiative 22 Fund Positions

294

Pay Plan Schedules Pay Plan Schedule by Department (continued) MUNICIPAL COURT

2019 Actual 8.00

2020 Revised 8.00

2021 Budget 7.00

2022 Budget 0.00

Chief Probation Officer

1.00

0.00

Court Administrator

1.00

Deputy Court Administrator

1.00

Judicial Specialist

0.00

7.00

Municipal Judge

1.00

Senior Probation Officer

0.00

1.00

12.00

11.00

2019 Actual 0.00

2020 Revised 0.00

2021 Budget 1.00

2022 Budget 1.00

Homeless Navigator

0.00

1.00

Manager of Housing Preservation and Resources

0.00

1.00

Neighborhood Engagement Coordinator

0.00

1.00

0.00

3.00

4.00

Administrative Specialist

0.00

0.50

Homeless Navigator

0.00

1.00

Housing Navigator

0.00

1.00

Housing Rehabilitation / Loan Specialist

0.00

1.00

Housing Services Specialist

0.00

0.92

1.00

0.00

3.42

4.50

Administrative Specialist

0.00

0.50

Housing Choice Voucher Program Supervisor

0.00

1.00

Housing Services Specialist

0.00

0.08

0.00

Housing Specialist

0.00

2.00

0.00

3.58

3.50

Administrative Coordinator

1.00

City Forester

1.00

Computerized Irrigation Supervisor

1.00

Computerized Irrigation System Administrator

1.00

Director of Parks, Golf and Hospitality Services

1.00

0.00

Director of Vibrant Community and Neighborhoods

0.00

1.00

Administrative Court Clerk

Total Municipal Court Positions PARKS, GOLF AND HOSPITALITY Deputy Director of Vibrant Community and Neighborhoods

Total General Fund Positions

Total Community Development Fund Positions

Total Arvada Housing Authority Positions

295

Pay Plan Schedules Pay Plan Schedule by Department (continued) PARKS, GOLF AND HOSPITALITY (continued) Executive Assistant

1.00

Forestry Technician

3.00

Irrigation Crew Supervisor

1.00

Irrigation Maintenance Leadworker

1.00

Irrigation Maintenance Worker

4.00

Municipal Services Worker

1.00

Nature Center Director

1.00

Parks and Urban Design Manager

1.00

Parks Maintenance Leadworker

6.00

Parks Manager

1.00

Parks Program Manager

1.00

Parks Supervisor

4.00

5.00

19.00

Senior Landscape Architect

2.00

Special Events Coordinator

1.00

52.00

53.00

0.75

0.25

Assistant Golf Course Superintendent

1.00

2.00

0.00

Assistant Golf Manager

1.00

Assistant Golf Professional

2.00

Assistant Restaurant Manager

1.00

Business Development Coordinator

0.30

0.00

Business Development Manager

0.15

0.00

Executive Chef

0.45

0.00

Food and Beverage Manager

0.00

1.00

Golf Course Computerized Irrigation Technician

2.00

Golf Course Equipment Mechanic Leadworker

1.00

0.00

Golf Course Equipment Specialist

1.00

2.00

Golf Course Maintenance Worker

3.00

Golf Course Manager

1.00

Golf Course Superintendent

1.00

0.00

2.00

Head Golf Professional

2.00

Parks Worker II

Total Parks Fund Positions Assistant Nature Center Director Total Water Fund Positions Assistant Nature Center Director Total Stormwater Fund Positions

296

Pay Plan Schedules Pay Plan Schedule by Department (continued) PARKS, GOLF AND HOSPITALITY (continued) Manager of Golf Course Operations

1.00

Restaurant Manager

3.00

Sales Coordinator

0.00

1.00

Sous Chef / Kitchen Manager

1.00

21.90

23.00

Administrative Coordinator

1.00

0.00

Assistant Banquet Manager

1.00

0.00

Business Development Coordinator

1.70

0.00

Business Development Manager

0.85

0.00

Executive Chef

0.55

0.00

Food Services Manager

1.00

0.00

Hospitality Services Supervisor

1.00

0.00

Total Food Service Fund Positions

7.10

6.10

0.00

Total Parks, Golf and Hospitality Positions

82.00

83.00

92.00

89.00

2019 Actual 1.00

2020 Revised 1.00

2021 Budget 1.00

2022 Budget 1.00

Animal Management Officer

4.00

Chief of Police

1.00

Code Compliance Officer

4.00

Crime Analyst

1.00

2.00

Criminalist

1.00

CSI Technician

0.00

1.00

Deputy Police Chief

2.00

Digital Media Technician

0.00

2.00

Evidence Supervisor

1.00

Evidence Technician

2.00

Executive Assistant

1.00

Lead Crime Analyst

0.00

1.00

Liquor Licensing Control Administrator

1.00

Master Police Officer

0.00

7.00

9.00

Patrol Investigative Specialist

1.00

Police Accreditation Coordinator

0.00

1.00

Police Administrative Assistant

1.00

0.00

Police Commander

6.00

5.00

Total Golf Course Fund Positions

PUBLIC SAFETY Administrative Coordinator

297

Pay Plan Schedules Pay Plan Schedule by Department (continued) PUBLIC SAFETY (continued) Police Equipment Coordinator

0.00

1.00

Police Lieutenant

0.00

4.00

101.00

94.00

92.00

Police Records Specialist

6.00

10.00

Police Recruiter

0.00

1.00

Police Sergeant

20.00

17.00

Police Services Technician

4.00

3.00

4.00

Police Training Coordinator

0.00

1.00

158.00

161.00

170.00

Animal Management Officer

1.00

Code Compliance Officer

0.00

1.00

Crime Analyst

1.00

Evidence Technician

1.00

Financial Business Analyst

1.00

Lead Police Records Specialist

1.00

0.00

Master Police Officer

0.00

1.00

NIBRS Data Specialist

0.00

1.00

Police Civilian Operations Supervisor

0.00

2.00

Police Commander

1.00

2.00

Police Lieutenant

0.00

1.00

17.00

22.00

20.00

Police Records Specialist

1.00

Police Sergeant

2.00

1.00

Police Services Technician

5.00

4.00

3.00

Records Supervisor

1.00

2.00

0.00

32.00

33.00

39.00

37.00

Animal Management Officer

1.00

Master Police Officer

0.00

1.00

2.00

Police Civilian Operations Manager

1.00

Police Commander

1.00

0.00

Police Lieutenant

0.00

1.00

33.00

30.00

31.00

Police Records Specialist

0.00

1.00

Police Sergeant

5.00

4.00

41.00

40.00

38.00

41.00

Police Officer

Total General Fund Positions

Police Officer

Total Tax Initiative 21 Fund Positions

Police Officer

Total Tax Initiative 22 Fund Positions

298

Pay Plan Schedules Pay Plan Schedule by Department (continued)

PUBLIC SAFETY (continued)

Total Public Safety Positions

231.00

234.00

238.00

248.00

2019 Actual 0.00

2020 Revised 0.00

2021 Budget 0.00

2022 Budget 1.00

Administrative Coordinator

2.00

0.00

1.00

Administrative Specialist

1.00

Assistant City Engineer

0.00

1.00

Building Craftsworker

1.00

Building Maintenance Leadworker

2.00

Building Maintenance Worker

4.00

CAD / GIS Supervisor

1.00

Chief Surveyor

1.00

City Engineer

0.00

1.00

Civil Engineer I

1.00

0.00

0.50

Civil Engineer II

2.00

1.50

1.00

Civil Engineer III

1.00

0.00

1.00

2.00

Civil Engineer IV

1.00

0.00

Community Connectivity Manager

0.00

1.00

Construction and Inspection Supervisor

1.00

Construction and Maintenance Supervisor

1.00

10.00

Deputy Director of Infrastructure

0.00

1.00

0.00

Director of Public Works

1.00

Electrician

1.00

Engineering Permit Coordinator

1.00

0.00

Engineering Services Manager

1.00

0.75

0.00

Engineering Technician II

1.00

0.00

Executive Assistant

0.00

1.00

Facilities Manager

1.00

0.00

GEO Data Services Manager

1.00

0.00

GIS Analyst

1.00

0.00

HVAC Specialist

1.00

Manager of City Facilities

1.00

Manager of Communication-Infrastructure

0.00

1.00

Mobility Planning and Innovation Manager

0.00

1.00

Municipal Inspector Foreman

1.00

Municipal Inspector I

2.00

1.00

0.00

PUBLIC WORKS ADA Coordinator

Custodian

299

Pay Plan Schedules Pay Plan Schedule by Department (continued) PUBLIC WORKS (continued)

2019 Actual 4.00

2020 Revised 4.00

2021 Budget 6.00

2022 Budget 6.00

Parking and Travel Demand Management Coordinator

0.00

1.00

Pavement Manager

1.00

0.00

1.00

Public Works Project Manager

1.00

Senior Civil Designer

0.50

Senior Civil Engineer

2.00

1.00

0.00

Senior Civil Engineer - Transportation

1.00

0.00

Senior GIS Analyst

1.00

0.00

1.00

0.00

Senior Survey Technician

0.00

1.00

Senior Transportation Planning Engineer

1.00

0.00

Soils Technician

1.00

0.00

Streets Foreman

6.00

Streets Manager

1.00

Streets Supervisor

3.00

4.00

3.00

Streets Technician

21.00

Survey Party Chief

1.00

Survey Technician II

1.00

0.00

Survey Technician III

1.00

2.00

1.00

Traffic Crew Foreman

1.00

Traffic Engineer I

1.00

0.00

Traffic Engineer II

1.00

2.00

Traffic Engineer III

1.00

0.00

Traffic Engineering Manger

0.00

1.00

Traffic Field Operations Supervisor

1.00

Traffic Technician I

2.00

Traffic Technician II

1.00

Transportation Design Manger

0.00

1.00

Transportation Planner

0.00

1.00

96.50

92.50

90.75

92.00

Civil Engineer I

1.00

0.00

Municipal Inspector I

0.00

1.00

Municipal Inspector II

0.00

1.00

Pavement Management Coordinator

0.00

1.00

Traffic Technician I

0.00

2.00

1.00

4.00

5.00

Municipal Inspector II

Total General Fund Positions

Total Streets Fund Positions

300

Pay Plan Schedules Pay Plan Schedule by Department (continued) PUBLIC WORKS (continued)

2019 Actual 1.00

2020 Revised 1.00

2021 Budget 1.00

2022 Budget 1.00

1.00

0.50

Civil Engineer II

0.00

0.50

0.00

Civil Engineer III

0.00

1.00

Engineering Services Manager

0.00

0.25

0.00

0.75

1.00

Civil Engineer I

0.00

0.25

Civil Engineer III

0.00

2.00

Custodian

1.00

Senior Civil Designer

1.50

Senior Civil Engineer

0.00

0.50

2.50

4.50

5.25

Civil Engineer I

0.00

1.25

Senior Civil Engineer

0.00

0.50

0.00

1.75

Civil Engineer III

1.00

2.00

0.00

1.00

Municipal Inspector I

1.00

0.00

Senior Utilities Design Engineer

0.00

1.00

Stormwater Administrator

0.00

1.00

Stormwater Inspector II

0.00

1.00

Stormwater Regulatory Analyst

0.00

1.00

Stormwater Projects Coordinator

1.00

0.00

3.00

5.00

4.00

5.00

1.00

Craftsworker Total Parks Fund Positions Custodian Total Police Tax Increment .21 Fund Positions Custodian Total Police Tax Increment .22 Fund Positions

Total 2019 Bond Construction Fund Positions

Total Water Fund Positions

Total Wastewater Fund Positions

Total Stormwater Fund Positions Building Maintenance Worker Total Buildings Fund Positions

301

Pay Plan Schedules Pay Plan Schedule by Department (continued) PUBLIC WORKS (continued)

2019 Actual 106.00

2020 Revised 104.00

2021 Budget 107.00

2022 Budget 113.00

2019 Actual 2.00

2020 Revised 0.00

2021 Budget 0.00

2022 Budget 0.00

Assistant Building Official

2.00

0.00

Chief Building Official

1.00

0.00

Combination Inspector I

1.00

0.00

Combination Inspector II

4.00

0.00

Combination Inspector III

2.00

0.00

Direct Mail Specialist

0.00

1.00

GIS Analyst

0.00

1.00

Plans Examiner

2.00

0.00

Senior GIS Analyst

0.00

1.00

Utility System Analyst

1.00

0.00

15.00

0.00

3.00

Chief Plant Operator

4.00

Customer Information Manager

1.00

Customer Information Supervisor

1.00

Director of Utilities

1.00

Electro Mechanical Technician

1.00

4.00

Executive Assistant

0.00

0.50

GIS Analyst

1.00

4.00

Operations Supervisor

1.00

Operations Support Supervisor

1.00

Plant Operator

6.00

Plant Supervisor - SCADA

1.00

SCADA Process and Controls Technician I

4.00

5.00

2.00

Senior Customer Information Specialist

5.00

Senior GIS Analyst

1.00

Senior Utilities Design Engineer

1.00

0.00

Utilities Business Manager

0.00

0.50

Utility Foreman

9.00

8.00

Utility Supervisor

4.00

15.00

17.00

1.00

2.00

Total Public Works Positions UTILITIES Administrative Specialist

Total General Fund Positions

Utility System Technician Utility Systems Analyst

302

Pay Plan Schedules Pay Plan Schedule by Department (continued) UTILITIES (continued)

2019 Actual 1.00

2020 Revised 1.00

2021 Budget 1.00

2022 Budget 1.00

Water Quality Analyst

2.00

Water Quality Technician

1.00

Water Resources Administrator

1.00

Water Resources Analyst

0.50

Water System Manager

1.00

Water Treatment Manager

1.00

65.50

66.50

67.50

71.50

Executive Assistant

0.00

0.20

Utilities Business Manager

0.00

0.10

Utility Foreman

4.00

Utility Supervisor

2.00

11.00

10.00

0.70

17.70

16.70

17.00

Executive Assistant

0.00

0.20

GIS Analyst

0.00

1.00

Utilities Business Manager

0.00

0.20

Stormwater Regulatory Analyst

0.00

1.00

0.00

Utility System Technician

2.00

Wastewater and Stormwater Manager

0.30

2.30

3.30

2.30

3.70

Customer Information Specialist

0.00

2.00

Executive Assistant

0.00

0.10

Utilities Business Manager

0.00

0.10

Senior Customer Information Specialist

0.00

2.00

0.00

2.00

2.20

Assistant Fleet Manager

0.00

2.00

Lead Fleet Equipment Technicians

3.00

0.00

Fleet Equipment Technician

7.00

5.00

Fleet Lube Technician

0.00

1.00

Fleet Manager

1.00

Fleet Services Coordinator

1.00

0.00

Water Quality Administrator

Total Water Fund Positions

Utility System Technician Wastewater and Stormwater Manager Total Wastewater Fund Positions

Total Stormwater Fund Positions

Total Solid Waste Fund Positions

303

Pay Plan Schedules UTILITIES (continued)

2019 Actual 0.00

2020 Revised 0.00

2021 Budget 3.00

2022 Budget 3.00

Master Fleet Equipment Technician

0.00

2.00

Parts Specialist

2.00

Police Courier

0.75

Shop Supervisor

2.00

0.00

Utilities Business Manager

0.00

0.10

Utility Systems Analyst Supervisor

0.00

1.00

16.75

17.85

1.00

Total Utilities Department Positions

118.25

105.25

106.25

116.25

Total Position Count

682.35

690.35

703.35

731.25

Lead Master Fleet Technician

Total Vehicle Fund Positions Fleet Equipment Technician Total Tax Initiative 21 Fund Positions

304

Pay Plan Schedules EXECUTIVE 6

EXEC1

86,619

89,867

93,013

96,035

98,917

101,884

104,941

108,089

110,791

113,561

116,116

118,438

EXEC2

93,600

97,110

100,509

103,776

106,889

110,096

113,399

116,801

119,721

122,714

125,475

127,984

EXEC3

101,145

104,938

108,610

112,140

115,504

118,970

122,539

126,215

129,370

132,604

135,588

138,300

EXEC4

108,680

112,755

116,702

120,495

124,110

127,833

131,668

135,618

139,008

142,484

145,689

148,603

EXEC5

118,092

122,520

126,808

130,930

134,857

138,903

143,070

147,362

151,046

154,823

158,306

161,472

EXEC6

127,610

132,395

137,029

141,482

145,727

150,099

154,602

159,240

163,221

167,301

171,066

174,487

EXEC7

140,498

145,767

150,869

155,772

160,445

165,259

170,216

175,323

179,706

184,199

188,343

192,110

EXEC8

148,226

153,784

159,167

164,340

169,270

174,348

179,578

184,966

189,590

194,330

198,702

202,676

EXEC9

154,155

159,936

165,533

170,913

176,041

181,322

186,762

192,364

197,173

202,103

206,650

210,783

INFORMATION TECHNOLOGY 1

INFT1

73,731

76,496

79,173

81,746

84,199

86,725

89,326

92,006

94,306

96,664

98,839

100,816

INFT2

79,777

82,768

85,665

88,449

91,103

93,836

96,651

99,551

102,039

104,590

106,944

109,083

INFT3

86,318

89,555

92,690

95,702

98,573

101,531

104,576

107,714

110,407

113,167

115,713

118,027

INFT4

93,397

96,899

100,290

103,550

106,656

109,856

113,152

116,546

119,460

122,446

125,201

127,706

INFT5

101,055

104,845

108,514

112,041

115,402

118,864

122,430

126,103

129,256

132,487

135,468

138,177

LABOR, TRADES, CRAFTS and UTILITIES 1

LTCU1

29,372

30,473

31,540

32,565

33,542

34,548

35,585

36,652

37,568

38,508

39,374

40,162

LTCU2

32,380

33,594

34,770

35,900

36,977

38,086

39,228

40,405

41,415

42,451

43,406

44,274

LTCU3

35,695

37,034

38,330

39,576

40,763

41,986

43,245

44,543

45,656

46,798

47,851

48,808

LTCU4

39,350

40,826

42,255

43,628

44,937

46,285

47,674

49,104

50,332

51,590

52,751

53,806

LTCU5

43,380

45,007

46,582

48,096

49,539

51,025

52,556

54,132

55,486

56,873

58,152

59,315

LTCU6

47,822

49,615

51,352

53,021

54,611

56,250

57,937

59,675

61,167

62,697

64,107

65,389

LTCU7

52,719

54,696

56,610

58,450

60,204

62,010

63,870

65,786

67,431

69,117

70,672

72,085

LTCU8

58,117

60,297

62,407

64,435

66,369

68,360

70,410

72,523

74,336

76,194

77,909

79,467

LTCU9

64,069

66,471

68,798

71,034

73,165

75,360

77,620

79,949

81,948

83,996

85,886

87,604

MANAGEMENT 5 6 7

MGMT2

52,200

54,158

56,053

57,875

59,611

61,400

63,242

65,139

66,767

68,436

69,976

71,376

MGMT3

57,556

59,714

61,804

63,813

65,727

67,699

69,730

71,822

73,618

75,458

77,156

78,699

MGMT4

63,461

65,841

68,145

70,360

72,471

74,645

76,884

79,191

81,171

83,200

85,072

86,773

MGMT5

71,597

74,282

76,882

79,380

81,762

84,215

86,741

89,343

91,577

93,866

95,978

97,898

MGMT6

78,943

81,903

84,770

87,525

90,151

92,855

95,641

98,510

100,973

103,497

105,826

107,942

MGMT7

87,042

90,306

93,467

96,505

99,400

102,382

105,453

108,617

111,332

114,116

116,683

119,017

MGMT8

95,973

99,572

103,057

106,406

109,598

112,886

116,273

119,761

122,755

125,824

128,655

131,228

MGMT9

103,411

107,289

111,044

114,653

118,092

121,635

125,284

129,043

132,269

135,575

138,626

141,398

MGMT10

114,021

118,296

122,437

126,416

130,209

134,115

138,138

142,282

145,839

149,485

152,849

155,906

MGMT11

120,862

125,394

129,783

134,001

138,021

142,162

146,427

150,819

154,590

158,455

162,020

165,260

MGMT12

128,114

132,918

137,570

142,041

146,302

150,691

155,212

159,869

163,865

167,962

171,741

175,176

MGMT13

134,519

139,564

144,449

149,143

153,617

158,226

162,973

167,862

172,058

176,360

180,328

183,935

305

Pay Plan Schedules 1

PD1

74,361

79,583

85,171

91,132

PDM

101,924

PD2

111,515

114,861

118,306

120,968

PD3

135,485

138,533

PD4

146,845

150,149

PD5

165,794

169,525

PR1

65,245

PR2

69,486

POLICE SWORN 5 97,512

PROFESSIONAL 5 6 7

PROF3

48,437

50,254

52,013

53,703

55,314

56,974

PROF4

58,683

60,443

61,954

63,503

64,932

66,231

53,523

55,531

57,474

59,342

61,122

PROF5

62,956

64,845

66,790

68,460

70,171

71,750

73,185

59,143

61,361

63,509

65,573

PROF6

67,540

69,566

71,653

73,803

75,648

77,539

79,284

80,869

65,353

67,804

70,177

PROF7

72,458

74,632

76,871

79,177

81,552

83,591

85,681

87,609

89,361

72,216

74,924

PROF8

77,546

80,066

82,468

84,942

87,490

90,115

92,368

94,677

96,807

98,744

79,798

PROF9

82,791

85,688

88,473

91,127

93,861

96,677

99,577

102,067

104,618

106,972

109,112

PROF10

88,177

91,484

94,686

97,763

100,696

103,717

106,828

110,033

112,784

115,603

118,204

120,568

PROF11

97,436

101,089

104,627

108,028

111,269

114,607

118,045

121,586

124,626

127,742

130,616

133,228

107,666

111,704

115,613

119,371

122,952

126,641

130,440

134,353

137,712

141,155

144,330

147,217

TECHNICAL and BUSINESS SUPPORT 4 5 6 7 8

TBS1

31,126

32,294

33,424

34,510

35,546

36,612

37,710

38,842

39,813

40,808

41,726

42,561

TBS2

34,286

35,572

36,817

38,013

39,153

40,328

41,538

42,784

43,854

44,950

45,961

46,881

TBS3

37,766

39,182

40,553

41,871

43,128

44,421

45,754

47,127

48,305

49,512

50,626

51,639

TBS4

41,599

43,159

44,670

46,121

47,505

48,930

50,398

51,910

53,208

54,538

55,765

56,880

TBS5

45,821

47,540

49,204

50,803

52,327

53,897

55,513

57,179

58,608

60,074

61,425

62,654

TBS6

50,472

52,365

54,198

55,959

57,638

59,367

61,148

62,982

64,557

66,171

67,660

69,013

TBS7

55,595

57,680

59,699

61,639

63,488

65,393

67,355

69,375

71,110

72,887

74,527

76,018

TBS8

61,238

63,534

65,758

67,895

69,932

72,030

74,191

76,417

78,327

80,285

82,092

83,734

TBS9

67,454

69,983

72,433

74,787

77,030

79,341

81,721

84,173

86,277

88,434

90,424

92,233

TBS10

74,300

77,087

79,785

82,378

84,849

87,394

90,016

92,717

95,035

97,410

99,602

101,594

306

2021-2022 Revised Biennial Operating and Capital Budget

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2021-2022 Revised Biennial Operating and Capital Budget

308

2021-2022 Revised Biennial Operating and Capital Budget

309

2021-2022 Revised Biennial Operating and Capital Budget

310

2021-2022 Revised Biennial Operating and Capital Budget

311

2021-2022 Revised Biennial Operating and Capital Budget

312

Glossary of Terms The City of Arvada Operating and Capital Budget is structured to be easily understood and meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar with budgeting terms and a few terms specific to the Arvada financial planning process. 98-101 Funding – Since the electors of Arvada adopted a sales tax in 1969, the City Code has required that 60% of the first cent of sales tax revenue must be appropriated annually for capital projects or debt service. Codified as 98-101 in the Arvada Code of Ordinances, this funding is referred to as 98-101 funding. Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Advance Refunding: The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions. Appropriation: Appropriation is a formal action by the City Council which approves the spending limits for the fiscal year for each fund. Arvada Economic Development Association (AEDA): Arvada Economic Development Association provides start-up, existing or expanding businesses with the latest demographic, financial, business, and consumer research necessary to succeed in the City of Arvada. Assessed Valuation: Assessed valuation is a valuation set upon real estate or other property by the County Assessor as a basis for levying taxes. Asset: Resources owned or held that have monetary value. Assigned Fund Balance: These are amounts that a government intends to use for a specific purpose. Intent can be expressed by the governing body or by an official or body to which the governing body delegates authority. Attrition: A method of achieving a reduction in personnel by not refilling the positions vacated through resignation, reassignment, transfer, retirement or means other than layoffs. AURA: AURA stands for Arvada Urban Renewal Authority. AURA acquires and assembles property in order to redevelop blighted property located in the urban renewal district. The district in Arvada includes five active areas that are located throughout the City. Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled during the year. Bond: A long-term I.O.U. or promise to pay. Often bonds are issued to finance the construction of long term capital projects. It is a promise to repay a specified amount of money (the face amount of the bond) on a particular date (maturity date). Bonds come in two types: general obligation bonds are backed by the full faith, credit and taxing authority of the government and revenue bonds are backed only by a specific revenue stream, such as water user fees or sales tax. 313

Glossary of Terms Budget: A plan of financial activity for a specified period of time (two years) indicating all planned revenues and expenditures for the budget period. Budgetary Basis: This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: Generally Accepted Accounting Principles (GAAP), cash, or modified accrual. Budgetary Control: The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. Capital Equipment: Assets of value greater than $5,000 and having a useful life greater than 36 months. Capital equipment is also called fixed assets. Capital Improvements Plan (CIP): The appropriation and spending plan for improvements to city facilities including buildings, streets, water , stormwater and sewer projects, drainage improvements, parks and trails. Capital Outlay: Classification of expenditures related to the purchase of capital equipment. Capital Project: Major construction, acquisition or renovation activities which add value to a government’s physical assets of significantly increase their useful life. Cash basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased. CCIPC: The Citizens Capital Improvement Plan Committee, a 21-member group of citizens appointed by City Council to report recommendations for capital improvement project prioritizations and funding. Certificate of Participation (COP): A certificate of participation is a lease financing agreement used by a government to improve or purchase infrastructure. CDBG: CDBG stands for Community Development Block Grant, which is money given to cities from the federal government to improve blighted conditions and to assist low and moderate income persons. City Council Strategic Plan (CCSP): The City Council Strategic Plan is the guiding document that lays the foundation for meeting current and future community needs, integrates the Biennial Operating and Capital Improvement Budgets, and subsequently drives daily operations within the City of Arvada. Committed Fund Balance: These are amounts constrained to specific purposes by a government itself, using its highest level of decision making authority. To be reported as committed, amounts cannot be used for any other purpose unless the government takes the same highest-level action to remove or change the restraint. Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of Labor. The index is used to measure the increase in the cost of living (economic inflation). Contingency: A contingency is a budgetary reserve set aside for emergency or unanticipated expenditures and/or revenue shortfalls. 314

Glossary of Terms Coronavirus Aid, Relief, and Economic Security Act (CARES): Also known as the CARES Act is a $2.2 trillion economic stimulus bill passed by the 116th U.S. Congress and signed into law by President Donald Trump on March 27, 2020, in response to the economic fallout of the COVID-19 pandemic in the United States. Debt Service: Debt Service is the principal and interest payments on outstanding bonds. Depreciation: Expiration in the service life of capital equipment attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Emergency Reserve: The Emergency Reserve is a term used in TABOR.TABOR requires Arvada to maintain 3% of total fiscal year spending as an emergency reserve. Encumbrance: An encumbrance is the formal accounting recognition of commitments to expend resources in the future. Enterprise Fund: An enterprise fund is a separate set of financial records used for operations which are financed and operated in a manner similar to a private business enterprise. City enterprise funds are set up in order to pay ongoing costs of a program using ongoing revenues and fees generated by the program such as Arvada’s utility service. Fiscal Year: A fiscal year is the one year period designated by the city for the beginning and ending of financial transactions. This is the period covered by the budget and the financial report. The city’s fiscal year begins January 1 and ends December 31. FOCUS: This is the name given to the City of Arvada’s system of performance based budgeting and the practice of developing budgets based on the relationship between program funding levels and expected outcomes from that program. Full Time Equivalent Position (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to .5 of a full-time equivalent. Full Faith and Credit: A pledge of the government’s taxing power to repay debt obligations. Fund: A fund is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, related liabilities and residual balances. Fund Balance: A fund balance is the difference between total assets and total liabilities for a fund. GASB: GASB is the Governmental Accounting Standards Board, which is the source of generally accepted accounting principles for public-sector entities like the City of Arvada. General Obligation (G.O.) Bond: This type of bond is backed by the full faith, credit and taxing power of the city.

315

Glossary of Terms General Fund: A general purpose fund supported by taxes, fees and other revenues which may be used for any lawful purpose. This fund accounts for all financial resources except those required to be accounted for in another fund. Goal: A goal is a statement of broad direction, purpose or intention based on the needs of the community. A goal is general and timeless; that is, it is not concerned with a specific achievement in a given time period. Government Finance Officers Association (GFOA): An organization founded in 1906 that represents public finance officials throughout the United States and Canada. Infrastructure: Infrastructures are facilities on which the continuance and growth of a community depend such as a road, water lines, sewer lines, public buildings, and parks. Infrastructure assets are immovable and of value only to the government. Internal Service Fund: This fund accounts for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit. An example is the insurance fund. Liability: An obligation to pay an amount in money, goods, or services to another party. Line of Business: A grouping of Programs with similar common purposes.Local Growth: Local growth is a term defined by TABOR. Local growth is the net percentage change in actual value of all real property. Maintenance and Operation Costs: The day to day operation and maintenance costs of a municipality include such things as gas and electric utility bills, telephone expense, reproduction costs, postage and vehicle maintenance. Milestone: A significant event or important achievement that indicates change or progress toward a strategic result. Milestones signal anchors and serve as visible indicators of progress toward achievement of a strategic result. Mill: Property tax rates that are based on the valuation of property are measured in units called mills. A tax rate of one mill produces one dollar of taxes on each $1,000 of assessed property valuation. Modified Accrual: Modified accrual is a basis of accounting where revenues are recognized in the accounting period in which they become available and measurable, and expenditures are recognized in the accounting period when the liability is incurred, if measurable. Non-spendable Fund Balance: These are amounts that are not in a spendable form (such as inventory) or are required to be maintained intact (such as the corpus of an endowment fund). Operating Budget: An operating budget contains the day-to-day costs of delivering city services. The operating budget is the spending plan for the entity.

316

Glossary of Terms Operating Revenue: Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings and grant revenues. Operating revenues are used to pay for day-to-day services. Operating Expenditures: The cost for personnel, materials and equipment required for a department to function. Performance Measure: Using smart goal framework, performance measures are specific, measurable, achiveable, realistic and timely. Performance measures help focus efforts and ability to achieve targets. All strategic performance measures are directly aligned with a strategic result and all operational performance measures align with one or more principles. Personnel Expenditures: Expenditures for salaries, wages and fringe benefits for employees. Principle: Principles are high-level business strategies that form our business model and serve as pillars of excellence. They are broad in scope and apply to all areas within the City organization and provide standards for how we do business in order to successfully support City Council priorities. They promote working collaboratively in a deliberate strategic direction Program: A subdivision within a department within which revenues and expenditures are organized around benefits experienced by consumers of the program’s services. Reserve: A reserve is a portion of the fund balance that is not available for appropriation or expenditure. Resolution: A resolution is a formal statement of a decision or expression of opinion put before or adopted by the city council. Restricted Fund Balance: These are amounts constrained to specific purposes by their providers (such as grantors, bondholders, and higher levels of government), through constitutional provisions or enabling legislation. Revenue Bond: This is a type of bond that is backed only by a particular source of revenue, such as water sales, road tolls, and sales taxes. Strategic Result: A specific and measurable objective directed by City Council providing guidance in supporting priorites and organizational transformation. Strategic resutls are a statement of a desired end-state and are measurable and explicity defined using outcome language. They provide guidance to organizational transformation. STRAT OP: A strategic planning framework and process emphasizing perspective first helps us close the gap between City Council’s vision and our day to day work. Supplemental Appropriation: An additional appropriation made by the governing body after the budget year has started. TABOR: TABOR (Taxpayer Bill of Rights, Article X, and Section 20 of the Colorado Constitution) is an amendment to Colorado’s State Constitution passed by election in 1992 that imposes revenue limitations for governments. 317

Glossary of Terms TABOR Caps: TABOR caps are the limits placed each year on how much money cities can receive. The caps are calculated on a yearly basis and are dependent upon local growth plus inflation. Taking Lasting Care (TLC): Taking Lasting Care is one of the key components of the City’s Capital Improvement Plan and focuses on reinvestment of resources to existing infrastructure. Taxes: Taxes are compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Tax Levy: A tax levy is the total amount to be raised by general property taxes as measured by mills. A mill equals $1,000 of assessed valuation. Transfer: A transfer is expenditure from one fund for the benefit of a receiving fund. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service is a user charge. Working Capital: The difference between the current assets and current liabilities in a fund. In other words, working capital is the amount of money available to pay for current operations.

318

City of Arvada 8101 Ralston Road, Arvada, CO 80002

2021-2022 Revised Biennial Operating and Capital Budget

Articles inside

Vibrant Community and Neighborhoods

Glossary of Terms

Safe Community

Organizational and Service Effectivness

Infrastructure

Budget Transmittal Letter

Overview City Staff

GFOA Distinguished Budget Presentation Award

Legal Requirements and Budget Process

Introduction

Council Strategic Plan

Work Systems Section Community and Economic Development

Community Profile