2023-2024 Biennial Operating and Capital Budget

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2023-2024

Biennial Operating and Capital Budget

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Cover Design: Jenna Belec, Finance Program Coordinator

Special Thanks To: Bryan Archer, Director of Finance

Debra Nielson, Deputy Director of Finance

Vesta Weinhauer, Controller

Chris Kelly, Budget Analyst

Carolyn Ewing, Budget Analyst

Rocky Sheppard, Budget Analyst

Jenna Belec, Finance Program Coordinator

Steve Milke, Bun Heng, Print Shop

Mayor and City Council

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CITY MANAGER AND KEY STAFF

City Manager Lorie Gillis

Deputy City Manager

Deputy City Manager

Municipal Judge

City Attorney

Director of Community and Economic Development

Director of Public Works

Director of Utilities

Director of Finance

Director of Human Resources

Chief Information Officer

City Clerk

Chief of Police

Director of Vibrant Communities

Linda Haley

Don Wick

Kathryn Kurtz

Rachel Morris

Ryan Stachelski

Jacqueline Rhoades

Sharon Israel

Bryan Archer

Gabriella Boomer

Craig Poley

Kristen Rush

Link Strate

Enessa Janes

David Jones Councilmember District 4 (Term expires 2023)

Bob Fifer Councilmember At-Large (Term expires 2023)

Marc Williams Mayor (Term expires 2023)

Lisa Smith Councilmember At-Large (Term expires 2025)

Randy Moorman Councilmember District 1 (Term expires 2025)

Lauren Simpson Councilmember District 2 (Term expires 2023)

John Marriott Councilmember District 3 (Term expires 2025)

ORGANIZATION CHART

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!

2023-2024

Biennial Operating and Capital Budget

Members of City Council - September 10, 2022

December 15, 2022

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 Adopted 2023-2024 Biennial Operating and Capital Budget . 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 in alignment with the City Council Strategic Plan (CCSP) 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 Adopted 2023-2024 Budget remains connected to the Strategic Planning Process framework which provides the foundation for accomplishing the Council Strategic Results and other key results identified by each of the five work systems. This framework utilizes the following elements:

• Work Systems that align to the Priority Areas as 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 achieve the identified targets.

The Strategic Planning 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 this 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.

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Members of City Council - September 10, 2022

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 for the Community and Economic Development Strategic Plan Priority Area and 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, Long Range Planning and Housing Preservation and Resources

The purpose statement for the Infrastructure Strategic Plan Priority Area and 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, Drinking Water and Solid Waste .

The purpose statement for the Organizational and Service Effectiveness Strategic Plan Priority Area and 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 City Attorney, Community and Civic Engagement, Compensation, Benefits and Wellness, Cyber Security, Employment, Fair and Open Government, IT Infrastructure and Operations, IT Service Management, Revenue, Accounting and Financial Analysis, Service Excellence, Economic Vitality and Infrastructure, Strategic Partnership, Sustainable and Vibrant Community and Workforce and Strategic Partnerships

The purpose statement for the Safe Community Strategic Plan Priority Area and 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 Strategic Plan Priority Area and 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, and Sustainable and Vibrant Community

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Biennial Operating and Capital Budget

Members of City Council - September 10, 2022

With full alignment of our work with the City Council Strategic Plan, implementation of a business model 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 Adopted 2023-2024 Budget and presents a summary of the updated 2023-2032 Ten-Year Financial Plan

Background

The City Council approved the 2021-2022 Revised Biennial Operating and Capital Budget on October 18, 2021 This approval authorized expenditures of $262,859,447 for 2022 as described in the budget document

On April 18, 2022, the City Council approved an additional appropriation of $91,051,666, which consisted of $33,555,134 in carryover items primarily associated with continuing capital projects and delayed equipment purchases; $47,917,282 in new requests which included $35,250,000 for the construction of the replacement of Meyers Pool funded by the lease purchase agreement, the appropriation of funds received from grants, and transfers of funds collected through development fees; $9,270,000 in onetime requests, including $3,000,000 for the Enterprise Resource and Planning (ERP) financial and human capital technology platform, $3,350,000 in additional streets funding, and $309,000 associated with miscellaneous internal fund transfers . The additional appropriation was funded through a combination of unexpended funds approved as part of the 2021 Budget, actual 2021 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 $353,911,113 for 2022 .

In addition to presenting the ordinance that amended the 2022 Budget during the April 18 City Council meeting, the Finance team presented the 2021 Fourth Quarter Financial Report, which summarized the City’s financial condition through the end of a year that started with continued uncertainty associated with the COVID-19 pandemic, tragic incidents that cost the lives of two Arvada team members and economic recovery that favorably impacted the Arvada community, Denver Metro Region, Colorado and the United States The economic recovery was due, in part, to the decline in the infection and hospitalization metrics associated with the COVID-19 pandemic and easing of related restrictions

The 2021 Fourth Quarter Financial Report and year-end summary of the City’s financial condition continued to demonstrate the resiliency of the Arvada economy As reported by Director of Finance Bryan Archer on April 18, total 2021 revenues ended the year positive as nearly all categories exceeded the original budgeted estimates. As an example, the 2021 year over year increase for Sales Tax was 15.4%; Auto Use Tax increased by 16.8%; and General Use Tax increased by 30.9%. Total expenditures were within budgeted levels and nearly $9 million of American Rescue Plan Act (ARPA) funds were allocated to strategic projects . Our community and organization persevered as demonstrated by the following performance metrics recoded in 2021:

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Members of City Council - September 10, 2022

• Completed patching, milling, overlay and concrete work on 61 miles of local roads at a cost of approximately $9.1 million;

• Processed over 40,104 sales tax returns from 8,073 businesses that produced over $67 million in total sales tax revenue; and

• Issued 367 building permits which generated over $6.6 million in building revenue.

In addition, unemployment, which rose to 7 8% during 2020, dramatically decreased to 3 4% which was below the national level of 3 9% and state level of 4 2% Only one of the City’s 14 funds failed to meet the Council approved fund balance goals identified in the Budget and Fiscal Policy. The financial condition of the City, Arvada community and the region was very positive based on the 2021 economic and financial data.

During the November 7 City Council meeting, Mr. Archer presented the City’s 2022 third quarter financial report The report was mostly positive as the year over year collections for sales tax revenue and auto use tax revenue is 9 8% and 1 7%, respectively Nearly all major categories are trending positive With the exception of capital projects, expenditures are in line with the amounts budgeted

Despite the mostly positive report, a deeper dive into the financial picture suggests that there is some cause for concern. Inflation has generated a 8.2% year over year increase through August 2022. Therefore, the sales tax increase of 9.8% can be primarily attributed to inflation. In addition, inflation is significantly increasing the cost of materials and labor which is driving up the cost of capital projects . Finally, general use tax recorded a 13.1% year over year decrease which is likely due to the impact of inflation and supply chain issues that is limiting business owner reinvestment in property, buildings and other capital assets. The impact of inflation, limited reinvestment activity and other factors are generating concerns that a recession could occur in the future .

While acknowledging the risk for a future recession, many economists agree that the current economy will remain relatively strong throughout 2022 and into 2023. Therefore, near term financial projections reflect the current positive trends in sales and use tax collections through 2022 with some cooling projected to occur in 2023 and into 2024 Based on this information, we believe that a recession, if it comes, will not have a significant financial impact on the City until 2025. At that time, financial strategies will be implemented to maintain the service levels projected within the approved 2023-2024 Biennial Operating and Capital Budget

Addressing Significant and Emerging Priorities

With the additional revenue growth based on the current trends, the City has been able to address some of the higher priority needs by making immediate changes to the current budget These changes are included in the 2023-2024 budget and 10-year Financial Models for the associated funds The changes include adding positions to several work systems to maintain existing levels of service and addressing the new City Council Strategic Results identified during the March 4 Council Retreat and approved within the 2022 update to the Strategic Plan on May 16 In addition, the City Council and the Leadership Team have collaborated to implement strategies necessary to maintain a competitive compensation package for existing employees .

Additional Mid-Cycle Positions

The addition of 27 positions mid-cycle (from October 2021 to July 2022) were approved in order to make

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an immediate impact on the ability of the City to serve its customers, address operational changes, support and improve the execution of capital projects, advance 2021 Strategic Plan initiatives and address emerging priorities that have been included in the recently approved 2022 Strategic Plan . The areas addressed include: Housing, Homelessness, Parks, Public Safety, Engineering and Utilities . Please note the following brief summary of the additional positions:

Positions Approved and Funded in the 2022 Budget

• The addition of a Senior Probation Office in the Municipal Court is supporting the effective management/supervision of Court mandated probation conditions associated with the unhoused clients who participate in the One Small Step program

• The addition of four Parks Worker II positions is supporting the maintenance of additional parks and open space areas as well as addressing one of the major findings associated with the 2021 Parks Accident Investigation by adding additional full time supervision .

• The addition of five other parks positions, including a Lead worker, Supervisor, field programmer and two (2) Parks Worker II positions are supporting the transition of field scheduling from Apex to the City

• The addition of two Behavioral Health Clinicians is supporting the Police Co-Responder program and will utilize grant funds formerly allocated to a third party human services provider .

• The addition of two Police Services Specialists and two Police Services Technicians is supporting expanded administrative and records activities in the Police Department .

• The addition of one Civil Engineer in Public Works is supporting the execution of capital improvement projects, including the Ralston Road and W 72nd Avenue Bond projects

• The addition of one Municipal Inspector in Public Works is supporting the Pavement Maintenance Program .

Positions Approved in 2022 and Approved for Funding in the 2023-2024 Budget

• The addition of a Safety Specialist in the City Attorney’s Office will address the major findings associated with the 2021 Parks Accident Investigation and the need to increase the City’s focus on workplace safety .

• The addition of a Sustainability Coordinator in the City Manager ’s Office will address Council direction included in the 2022 Strategic Plan to update and implement Community Resilience and Sustainability Plans

• The addition of a Payroll Specialist will support operational needs associated with the timely completion of payroll activities and the implementation of a new ERP solution

• The addition of a Housing Supervisor will address Council direction included in the 2022 Strategic Plan to establish and support a Housing Advisory Committee and implement current and future Affordable Housing initiatives.

• The addition of an Executive Assistant and Coordinator in Human Resources will support increasing operational activities, including the expanded recruitment workload and new employment law mandates related to health care, paid leave and pay equity regulations .

• The addition of four Civil Engineers will support the planning, design, construction, and planned development coordination of the utilities infrastructure master plans .

• The addition of a Public Works Manager will support oversight of facilities and capital improvement projects .

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Members of City Council - September 10, 2022

It is important to note that the City Manager’s authority to add positions mid-year and separate from the annual budget process is evaluated very carefully . As explained herein, the decisions were associated operational gaps, the need to address current and emerging Council priorities and timely execution of capital projects . The availability of additional funding allowed these positions to be considered and ultimately approved without adversely impacting other Council and operational priorities .

New Positions Approved for the 2023-2024 Budget

New positions approved for the 2023-2024 Budget will address an expanded capital program focusing on transportation and utilities infrastructure, timely maintenance of City facilities, cybersecurity, and police services. There are a total of 15 new positions as briefly summarized below:

• The addition of a Senior Economic Development Specialist will support the increased demand for core economic development services and is partially funded by a reduction of temporary wages .

• The addition of two custodians will support the increased workload at City facilities and replace a position that was allocated to support the Arvada Center .

• The addition of a Civil Engineer will support mobility, roadway, and bridge design and construction projects

• The addition of a Traffic Engineer IV will assist with traffic engineering development review, engineering on the AFON fiber backbone project, assist with technical information and response to Ask Arvada inquiries, manage signal intersection rebuild projects and help with CIP projects that include intersections

• The addition of a Municipal Inspector will support pavement program inspections for asphalt and concrete construction

• The addition of a Pavement Management Coordinator will support additional asphalt and concrete contractors and ADA compliance and oversight .

• The addition of a Security Operations Analyst will support cybersecurity within utility operations .

• The addition of two Civil Engineers will support master planned projects sequenced on the "road map" for water and sewer rehabilitation and capacity needs .

• The addition of a Electro Mechanical Technician will support the preventative maintenance and calibration of instruments in the water distribution system .

• The addition of a Utility Foreman will help support efforts to prevent underground damage from boring operations, backflow prevention and distribution system water quality monitoring.

• The addition of a Chief Information Security Officer will be responsible for managing all City cybersecurity activities across all technology platforms This position will address a gap in dedicated leadership for cybersecurity The role will have oversight and guidance for all cybersecurity related policies and efforts across the City.

• The addition to two Police Sergeants will support the effective supervision of police officers within the community

Compensation Increases

The “Great Resignation” has continued to impact the City organization and service levels . Following the tragic death of Officer Gordon Beesley and the continuing negative national narrative regarding law enforcement, 37 individuals left the Arvada Police Department and over 30 of the 191 sworn positions have been vacant this year. Outreach to police officers through small group meetings generated a num-

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ber of issues In response, City Management, Police Command team members, Finance, and Human Resources collaborated to increase the pay for sworn officers in February by restructuring the pay range to add an additional step as well as premium pay in order to recognize the bachelor’s degree educational requirement for Arvada officers. The combined impact of the police compensation changes increased pay for most officers by about 4%.

The Police Department was not the only unit in the City impacted by the resignation of team members and the related impact on compensation Last month, the Human Resources team shared the results of the annual market benchmark study for all jobs in the City’s pay plan to determine how salaries have changed in the market year over year This information is used to recommend adjustments to the City’s pay ranges in order to stay competitive and maintain the City’s Employer of Choice Compensation Philosophy . This year’s study indicates that salaries have moved an average of 6% for all job families, with the exception of the Executive job family which has moved more aggressively at a rate of 15-18% .

Although these increases are much larger than the City is used to seeing, there are many factors that are contributing to these results . The “Great Resignation'' brought on by the COVID-19 pandemic has created higher turnover and employers are struggling to retain employees who are leaving their jobs for a variety of reasons . Furthermore, there are less available applicants in the workforce and an unprecedented number of job openings remain unfilled in the public sector.

The Human Resources team can confirm Arvada is experiencing similar challenges. Our turnover peaked at 17 .7% in 2021 compared to 12 .9% the year before, a 37% increase . The recruitment team reports a steep decline in the number of applicants for job openings, and 19% of our vacancies remained unfilled.

After checking with other local government employers within the market area, Human Resources, Finance and the Leadership Team proposed a two-part strategy in order to maintain our status as an Employer of Choice and support and acknowledge the efforts of our employees who have been working under prolonged stressful conditions with higher than usual vacancy rates and increasing demands The strategy proposed to:

• Implement a 3% increase retroactive to August 1 instead of waiting for the planned date of January 1, 2023; and

• Implement an additional 3% increase in January 2023

The cost of the proposed increase is an additional $2,026,673 for the remainder of 2022 and 2023 . This commitment also adds $13 million to the 10-year Financial Models for all funds based on current assumptions . Approximately 80% of the cost for the additional compensation was supported by current and projected vacancy savings and lower health insurance costs .

Following an informal discussion with the City Council on July 29, the Council expressed their support and an announcement was transmitted to the Arvada team on Friday, August 12 .

The actions and decisions described herein, supported by the resilient financial condition of our organization and community 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

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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 (20232032) 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 .

Presentation of the Budget Document

The Approved 2023-2024 Biennial Operating and Capital Budget begins with the City Council Strategic Plan (CCSP) 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 City Council Budget and Fiscal Policy is included to emphasize the connection of the budget to the CCSP and provide other foundational elements associated with the budget, including mandated minimum reserve levels for each fund, updated 10-year Financial Models, timely reporting of CCSP Strategic Results and Internal Service Funds

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 performance measures 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 2023-2024 budget and the 10-Year Financial Models for each of the City’s major funds The 10-Year Financial Models are the foundation of our 10Year 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 10-Year Plan are summarized for each of the major funds By meeting or exceeding the fund balance goal for each fund over the course of the 10-Year planning horizon, the City is able to meet present and future financial challenges.

The Revenue and Expenditure Summary begins on page 69 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 2023-2024 . 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 2022 Budget and the 2023-2024 Budget are also summarized and include the following items:

• The total 2023 budget for all funds is $359,784,184 with $388,519,133 in revenues;

• As previously summarized herein, a one-time 3% increase was added in August of 2022 to all grades to offset inflationary pressures. The market rate adjustment for January of 2023 will be 3%;

• The near-site health clinic combined with the City of Arvada employee’s continued efforts to

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Members of City Council - September 10, 2022

make well informed healthcare decisions have resulted in favorable claim experience in 2021 and year to date in 2022 Based on claim experience, the increase in health insurance was reduced from 5% to 0%;

• As previously explained herein, the addition of 27 positions mid-cycle (from October 2021 to July 2022) has made an immediate impact on the ability of the City to serve its customers . The areas addressed were Housing, Homelessness, Parks, Public safety, Engineering and Utilities;

• As previously explained herein, an additional 15 positions will be added in January of 2023 to IT, AEDA, Engineering, Facilities, Water and Wastewater. The justification associated with these positions will be further explained in the summaries for each Fund;

• An increase of $1 .5 million dollars annually generated by the Highway Users Trust Fund (HUTF) will be added to the Streets Maintenance Fund to continue close the funding gap;

• An increase of $500,000 in the transfer to the Parks Fund to help offset field maintenance costs and the new positions associated with the 2021 Parks accident investigation;

• Continued commitment to safe, reliable, high quality water supply, drainage system and wastewater disposal service is a top priority of the City A water rate increase of 12 3% and a service fee increase of $2 every month and a wastewater increase of 9 8% 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 to the surrounding cities; and

• Significant changes to System Development Charges (formally Tap Fees) will be implemented in 2023 to better align the charges with the true costs and allow the issuance of bonds to pay for much needed system improvements .

Presentation of the 10-Year Financial Models begins on page 105, 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, 2023-2032 .

All of the City’s major funds are balanced for each year of the 10-Year Financial Planning period and therefore are in compliance with the City Council Budget and Fiscal Policy with the exception of the Parks Fund and the Solid Waste Fund . Please note the following comments regarding these funds .

The Parks Fund has been impacted by the additional positions required to take on athletic field scheduling from Apex, address service level challenges and implement the major findings of the 2021 Accident Investigation . To address these new conditions, an additional $500,000 annual payment from the General Fund has been allocated to the Parks Fund While this additional General Fund allocation has improved the near-term financial projections for the Parks fund, the 10-Year model shows a deficit beginning in 2026

The financial impact of the field scheduling transfer and additional positions will take some time for the Vibrant Communities and Neighborhoods team to work through in order to balance the 10-Year Model

As the team fully implements and then evaluates field scheduling and programming, there may be opportunities to reduce costs, increase revenues or make other changes that will reduce the deficit over time. If the deficit cannot be reduced, the City team will need to determine other strategies to address this challenge

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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 projected to repay the Water Fund and meet the City Council Budget and Fiscal Policy requirements by 2026 .

The Work Systems begins on page 135 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 177 . 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 2032 All capital projects that require ongoing expenditures following completion include an estimate of Operations and Maintenance (O&M) costs that are allocated from the 10-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 20232032 Capital Improvement Plan

The CIPs section also presents a summary of continuing capital projects, all projects currently funded in the 10-Year Financial Model, and a detailed description of the funding and expenditures for the 2023 projects . All funded projects demonstrate alignment with the Strategic Plan, including the related strategic priority area and associated strategic principle . Over $815 million is committed to CIPs through 2032 . Please note the following limited list of high-priority projects is highlighted below as a sample of the more than 100 projects scheduled for completion or implementation in 2023, 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

• W . 58th and Ward Intersection Improvements

• Annual Street Maintenance Asphalt and Concrete Replacement

• ADA Compliance – Facilities and Streets

• Sidewalks, Trails and Mobility

• Denver Water Moffat Project

• Water Distribution System Upgrades

• Ralston Plant Storage Tank Expansion

• North Trunk Sewer Line

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Members of City Council - September 10, 2022

• Median Renovations

• # 04 Trolley Park

• Meyers Pool Replacement

• Public Safety Evidence Building

The CIPs section also includes a list of over $844 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), Missing Sidewalks ($25 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 Plant Storage Plant Tank Expansion ($33 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 301 . 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 and the Series 2021 Certificates of Participation issued by the City Jefferson R-1 School District fund the replacement of the Meyers Pool complex

The Pay Plan Schedules section presents a summary of changes to the City positions within each Work System The summary starts on page 307 with 29 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 2021 Actual, 2022 Actual and the 2023-2024 budgets .

The City Council Budget and Fiscal Policy is presented on pages 331-334 and is included to emphasize the connection of the budget to the CCSP and provide other foundational elements associated with the budget, including mandated minimum reserve levels for each fund, updated 10-year Financial Models, timely reporting of

CCSP Strategic Results and Internal Service Funds

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 Adopted 2023-2024 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 29 sworn positions as this letter is being drafted .

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Biennial Operating and Capital Budget

Members of City Council - September 10, 2022

The reasons associated with these vacancies vary from person to person . In some situations, the disruption caused by 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 . For the Police Department, the national narrative associated with policing combined with reduced sentencing for offenders and higher standards to jail suspects is creating tremendous frustration.

While personal choice is a factor in such decisions, we must also consider the information generated by our 2022 annual market benchmark study for all jobs in the City’s pay plan . This study determines how salaries have changed in the market year over year .

The 2022 study indicates that salaries have moved an average of 6% for all job families, with the exception of the Executive job family which has moved more aggressively at a rate of 15-18% . Therefore, the Leadership Team believes that compensation is a factor . Whether or not the most recent compensation increase is enough to stem the tide and retain the best and brightest of our workforce remains to be seen

We are also engaged on a regional level to address homelessness that is impacting Jefferson County and the entire Denver Metro Area. Two Navigation Centers are planned to operate within Jefferson County in the northern and southern areas. Lakewood and Arvada have committed to finding locations for these Navigation Centers

On March 7, the City Council approved an agreement and the allocation of $2 75 million of ARPA funds to purchase a site that is planned to accommodate the northern Homeless Navigation Center campus at 5045 Marshall Street The City closed on the purchase of the property in December 2022 Lakewood is working on purchasing a site to accommodate the southern Navigation Center campus The current plan is for both sites to include affordable housing units and wrap-around services that are intended to support the transition of unhoused individuals and families into a more stable life. This regional effort is still in early planning stages and will evolve over the next year . An Intergovernmental Agreement (IGA) with the other Jefferson County local governments is being drafted and will be considered by all of our partners within the next few months .

The IGA will include financial commitments associated with the development and operation of the Navigation Centers . If the IGA is approved by all parties, contributions for the development of the site from the other local governments is expected to offset approximately $1.7 million of Arvada’s cost to purchase the site based on current financial assumptions.

There will also be annual contributions for the operating cost associated with the two Navigation Centers . Arvada’s annual contribution is expected to exceed $1 million beginning in 2026 . Funding for this annual contribution has not been identified yet and will likely need to be reallocated from existing services and programs that have been implemented for the unhoused population . Our team will need to develop options for the City Council to consider if we are to remain engaged in this regional effort.

While Arvada remains in a very financially strong and resilient position, we must recognize that we will face challenges in the near future and over the long term Our commitment to increase compensation in order to retain team members, add positions in order to maintain service levels, execute capital projects and fund new initiatives such as homelessness, affordable housing and sustainability are creating a higher level of financial risk then we have in the past. Our 10-year Financial Plans will provide us with options to create a “soft landing” should economic conditions abruptly change from the assumptions that

2023-2024

Biennial Operating and Capital Budget

Members of City Council - September 10, 2022

have been factored into the Adopted Budget For example, a serious recession similar to the event that occurred from late 2007 through 2011 will require a reevaluation of priorities and potential reduction of service levels. Our current financial models will allow this to occur over multiple years so that the changes would be planned, measured and strategic .

The possible exception to the “soft landing” scenario is the Parks Fund which is faces a deficit beginning in 2026 . The VCN team is already working on possible service level changes that may need to be considered within the next two years .

As council members are well aware, transportation infrastructure remains significantly underfunded despite the increased investment of General Fund and HUTF resources of nearly $12 million annually, a nearly 500% increase over the last ten years. Our buildings and other public facilities require significant investment in order to improve accessibility for all people. This year, the Council identified the need to increase funding to improve the appearance of our medians and our proposed annual allocation of $200,000 is a modest investment

The City Council Strategic Plan includes a new Strategic Result which will require the use of our longterm financial projections and updated master plans to develop financial resiliency recommendations that will ensure adequate and on-going investment in City infrastructure and core services These recommendations are to be presented to the City Council by December 2024 The purpose of this work is to recognize our funding challenges and address them through a planned, measured and strategic process ahead of the need to make immediate decisions and choices It is anticipated that the options will include a combination of service level reductions, strategies to increase revenue, and initiatives to create efficiencies

that will reduce operating

costs

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 .

One-time funds will be limited in 2023 . While acknowledging the possibility of one-time funds, we must exercise caution as we consider any allocation of these resources . The increased compensation we have agreed to implement in order to retain Arvada team members utilized projected salary savings to fund the additional costs . We will retain capital project savings in order to build up contingency funding for the current bond projects that have faced escalating costs primarily due to inflation. Finally, we have only $700,000 remaining in uncommitted ARPA funds following the decision to allocate $500,000 in order to support the Chamber’s B O L D initative as it aligns the priorities expressed in the Strategic Plan These facts suggest that the consideration of one-time funds generated by projected revenue increases over our initial estimates and expenditures below budgeted levels will be very limited

If we do have limited one-time funds available, we should consider the application of these funds for strategic infrastructure projects that remain under-funded These projects include the annual street maintenance program, accessibility improvements for City buildings and public infrastructure, and median renovations

2023-2024

Biennial Operating and Capital Budget

Members of City Council - September 10, 2022

Concluding Comments

The challenges associated with preparing and presenting the 2023-2024 Biennial Operating and Capital Budget and updated 10-year Financial Models have been expressed within this letter . Despite the challenges, we are proud to present to the City Council and the Arvada community this document that funds current and emerging priorities and, with one exception, is consistent with the City Council Budget and Fiscal Policy. Specifically, the 2023-2024 Budget and 10-year Financial Models fund all core government services at the present levels; retains all team members; adds new team members to address significant and emerging priorities; implements 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 agree on the highest priorities, continue and improve 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 $359,784,184 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 (Retired October 7, 2022)

Lorie B Gillis City Manager (Effective October 8, 2022)

Arvada is a beautiful first-ring suburb of Denver, the Mile High City, with a small-town feel despite its estimated population of 120,492 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!

Real Estate - Residential

• Median Rent: $1,443

Work Force

• Jobs in Arvada: 27,685

• Median Income: $102,500

• Unemployment Rate: 4 .3%

Population

• 123,436

• Households: 49,411

• Average Family Size: 2 5

• Owner Occupied: 76% (vs . 24% Renter Occupied)

• Median Single Family Home Sales Price: $501,650

• Median Townhouse/Condo Sales Price: $330,500

Real Estate - Office

• Average Rent(Sq Ft): $21

• Vacancy Percentage: 6 6%

• Vacant Sq Ft: 114k

Real Estate - Retail

• Average Rent (Sq Ft): $21

• Vacancy Percentage: 3 5%

• Vacant (Sq Ft): 224k

Real Estate - Industrial

• Average Rent (Sq Ft): $12

• Vacancy Percentage: 5 5%

• Vacant (Sq Ft): 266k

Education

• K-12 Schools: 31

• Students: 15,711

• Teachers: 1,248

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, perservere and take action to deliver quality results. *

• Other Staff: 901

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

2023 BUDGET PROCESS CALENDAR

FEBRUARY Revenue & Expenditure assumptions criteria completed

MARCH City Council Strategic Retreat

APRIL Departments present capital requests with associated operating costs

MAY City Manager & departments develop CIP recommendations/ Update 10-year Model

JUNE Departments develop Operating Budgets for 2023-2024

JULY Council begins review of Proposed CIP and 10-Year Plan

AUGUST City Manager and budget team prepare recommended budget

SEPTEMBER Council reviews recommended 2023-2024 operating budget with 10-year revenue and expenditure plans

OCTOBER Adoption of 2023-2024 Operating Budget and CIP with 10-year considerations

DECEMBER Publication of final Budget and CIP

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 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 the sate-collected tax revenue . This fund is budgeted separately, but included with the General Fund in the City of Arvada Annual Comprehensive Financial Report (ACFR)

• 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 – Colorado State Statues 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, the $11,180,000 Series 2016 Certificates of Participation and the $17,605,000 Series 2021 Certificates of Participation.

• Debt Service Fund – This fund accounts for the payment of principal and interest on the $70,925,000 Series 2019 Sales and Use Tax Revenue Bonds .

• Capital Improvement Projects Fund – This fund accounts for the financial resources to be used for the acquisition or construction of major capital projects (other than those financed by the Enterprise or Internal Service Funds)

The major Governmental Funds, as reported in the 2021 City of Arvada’s Annual Comprehensive Financial Report (ACFR), were the General Fund, Community Development Fund, Parks Fund, Construction Fund and 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 .

• 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

The major Enterprise Funds, as reported in the City of Arvada ACFR, were the Water Fund, the Wastewater Fund, the Stormwater Fund, the Golf Course Fund and the Solid Waste Fund to show the activities in each fund In the Budget the City reports only the Water Fund as a major Enterprise Fund

The following table shows each City Work System and its associated fund(s):

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

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 . 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 2023 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 fund named in the City Council Budget and Fiscal Policy 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 maintenance and 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 appropriately 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 .

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 .

• 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?

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 2023-2024 Biennial Operating Budget were made in the context of the FOCUS Arvada framework . Each department’s budget was based upon six key elements: a mission statement, a vision statement, Council strategic plan, 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.

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 to recognize updates to current goals and remove goals that have already been achieved The revisions approved on June 1, 2020 changed the timelines on a few of the approved measures due to the COVID pandemic . The revisions approved on July 19, 2021 added four measures to the plan . The most recent revision approved on May 16, 2022 added seven measures to the plan and removed two measures

National Economy

US Gross Domestic Product (GDP) grew at an annualized rate of 5 7% for year ending 2021, the largest number since 1984 This was driven by a 6 9% increase in the fourth quarter alone The concept of “transitory inflation” went out the window with the Fed now trying to slow down the rapidly increasing inflationary rate. After receiving this data, the Fed telegraphed the start of rate hikes in March 2022. The Fed followed through by raising rates four times so far this year with three more expected this fall . The current short term interest rate target, as of August 2022, sits at 2 25% – 2 5% with the year-end number expected to be between 3 .25% and 4 .0% .

Unfortunately, inflation has continued to rise up to 9.1% for the 12 months ending June 2022, the highest in 40 years, consumer credit card debt has risen significantly in the past year just short of record all-time highs, vehicle debt is at a record high, consumer sentiment has fallen leading to a reduction in personal consumption, industry production has started to slow with many larger companies freezing hiring or even laying off team members and the 2-year and 10-year yield curves continue to be inverted.

Finally, the Gross Domestic Product (GDP) decreased at 0 .9% for the second quarter of 2022 . This marks the second consecutive quarter of negative growth, with the first quarter being down 1.6%. The technical definition of a recession is two consecutive quarters of negative economic growth, leaving the United States in a “technical recession” right now. What a lot people do not know is that the official pronouncement of a recession, for the United States, comes from a team of eight economists chosen by the National Bureau of Economic Research, called the Business Cycle Dating Committee . This group has been responsible for identifying recessions and has set the dates for the start and end of recession since 1978. Unfortunately, this group usually waits a while after a recession has begun to officially pronounce it, sometimes until the recession is actually over

Federal unemployment has dropped to 3 .6%, the lowest since March of 2020, and has stayed steady . Job openings still outpace the number of workers available, reducing the production of goods and increasing inflation as demand for goods has remained high.

Local Economy

The City’s general revenue collection is influenced by many different factors. 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 sales tax revenue category for the past ten years In 2021, the City experienced consistent revenue growth with every month but August showing double digit year over year increases. The majority of this growth was driven by the increase in on-line sales and inflation. The City finished the year with a 15.4% increase in sales tax revenue, the largest since 2005. 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 City’s largest revenues source, to be more stable than many other government entities . 2022 appears to be following the positive results of 2021 with some areas starting to slow down All major City revenues are up compared to 2021 except for court revenues and building use tax .

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 82 police positions through an additional dedicated 0 46% tax on the same goods .

In six of the past eight years, there has been significant sales tax growth. The following graph illustrates the percentage increase each year since 2015. Since 2015, sales tax grew an average of 6%, significantly higher than the expected growth rate of 2 5% In the last two years, sales tax growth has exploded to an average of 12% 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 and this was followed up by a 15% increase in 2021 . 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 and on-line retailers . 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 2022 is continuing at very high pace up 9 6% through the second quarter, with the budget at 9% for 2022 There are signs that sales tax may level off in the second half of 2022 with consumer spending stating to slowdown. For the 2023-2024 budget, the City has projected growth in sales tax to be 3 5% and 1 5% respectively

Sales Tax Growth (%)

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 from 2018 through 2021 In 2022 and beyond, the City expects a base level of building activity

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 2021 revenues for general operating purposes, including building use tax and building permits for the General Fund . This amount is reduced to $6 .1 million in 2022 to account for the base level of building activity . A small growth factor of 2 .5% - 3 .0% has been assumed for 2023 and beyond .

Economic Environment

Unemployment

Unemployment hit a peak of almost 14 7% in April 2020, the highest observed rate since data collection began in 1948 . At the state level and local level, this number reached 12 .2% . A large percentage of the jobs that were lost were in the service industry . By December of 2020 the unemployment rate dropped to 6 .7% with the number falling all the way to 3 .9% at the end of 2021 . Unemployment has remained steady since that time period, currently sitting at 3 6% Many industries are experiencing labor shortages, much like 2019, and have needed to cut back their service levels

Single-Family Detached Home Permits

Unemployment Rates 2019-2022

Ten-Year Planning

All of these indicators and more went into development of the assumptions for the “Ten-Year Models .” The 2023-2024 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 operation 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 2022 and stabilize in 2023 with a proposed slowdown in 2024 .

Following is a summary of significant revenue and expenditure assumptions in this updated ten-year plan .

Revenues

• Sales Tax revenue assumes a growth rate of 9% for 2022, 3 5 % for 2023 and a 1 5% for 2024

• Building use tax revenue assumes a reset of the base in 2022 to $3,292,000 with a 3% in 2023 and 2024 Increases of 1% - 4% are estimated for 2025 and beyond with a 0% in 2029 to reset the base again .

• Open Space revenues are derived from sales tax throughout the region Open Space revenues are budgeted to increase at 3 0% - 4 5% for all years of the model

• Water rates are budgeted to increase 12 3% in 2023 with an additional $2 per month increase in the service fee . Increases are estimated at 7% in the years thereafter . The large increase is to help offset inflationary increases and help fund a much needed bond issue to complete some large capital projects .

• Wastewater rates are budgeted to increase 9 8% in 2023 with an additional $1 per month increase in the service fee Increases are estimated at 6% in the years thereafter The large increase is to help offset inflationary increases; fund pass through charges from the Metro Reclamation District and help fund a much needed bond issue to complete some large capital projects .

• Stormwater rates will increase at 2% for 2023 . A 2% rate increase is projected to increase for the years thereafter until the master plan work can be completed

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. The MRA for 2022 was budgeted at 3% and came in at 3 47% This increase was covered by the increases in sales tax revenue . A mid-year 3% market rate adjustment was approved by City Council on August 1, 2022 to try and offset inflationary pressures. An additional 3% MRA is budgeted for January 1, 2023 .

• 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 0% 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%

• Ongoing street maintenance is now budgeted at $12 million with an additional $1 5 million dollar transfer added starting in 2023 . Variable growth rates from 2 .0%-3 .0% are assumed for the rest of the model .

Fund Balances

Over time, each fund needs a well-considered fund balance goal In 2015, City Council adopted a budget and fiscal policy, included in this document under the Additional Information tab, setting 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, Golf and Hospitality: 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 2023-2024 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 plus years and the funds had healthy reserves going into the pandemic induced 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 2022, the City is continuing to see revenue growth in many areas that will help to fund the increasing cost of City operations and offset some of the inflationary growth. The next few years are still unpredictable with a growing concern of a recession. As such, the 2023 - 2024 Biennial Operating Budget offers an appropriately conservative direction for 2023 .

Bryan Archer Director of Finance

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 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 the Conservation Trust Fund

• Debt Service Funds – These funds account for the payment of principal and interest on the $70,925,000 Series 2019 Sales and Use Tax Revenue Bonds, $11,820,000 Series 2015 Refunding Certificates of Participation (COP), the $11,180,000 Series 2016 Certificates of Participation and the $17,605,000 Series 2021 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 (other than those financed by the Enterprise or Internal Service Funds) .

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

2023-2024 BIENNIAL OPERATING AND CAPITAL BUDGET

The following pages provide an overview or revenues and expenditures including changes by fund All Funds Summary: The total 2023 Budget is $359,784,184 with $388,519,133 in revenues to meet these expectations

Revenue and Expenditure Summary

All Funds Summary: The total 2024 Budget is $319,493,084 with $291,719,781, in revenues to meet these expectations

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 Parks, and Golf Course funds which are discussed in the Fund Highlights section .

Fund Highlights

Grants Fund

The Grants fund balance increase of 39% in 2023 and 28% in 2024 is due to a reduction in the funding for capital projects .

Streets Maintenance Fund

The Streets Maintenance fund balance in 2022 includes projects that were not completed in 2021 and carried forward to 2022 These projects are expected to be completed in 2022 which will decrease the fund balance in 2022 The fund balance increase of 603% in 2023 and 369% in 2024 is related to the lower beginning fund balance due to projects completed in 2022

Community Development Fund

The Community Development fund balance decrease of 11% in 2024 is due to a reduction in federal grants related to emergency housing assistance .

Arvada Housing Authority Fund

The Arvada Housing Authority fund balance increase of 11% in 2023 is due to an increase in federal grant funding to assist with the Section 8 Housing assistance program .

Parks Fund

The Parks fund balance decrease of 20% in 2023 and 24% in 2024 is due to the loss of reimbursement revenue from the APEX Recreation District for athletic field maintenance. In 2022 the City took over the duties to program athletic fields and all maintenance of athletic fields resides with the City.

Police Tax Increment Fund .21

The decrease of 13% in 2023 is due to a transfer to the Capital Improvement Fund to construct a new evidence storage building

Police Tax Increment Fund .25

The decrease of 22% in 2023 is due to a transfer to the Capital Improvement Fund to construct a new evidence storage building .

Water Fund

The Water fund balance decrease of 30% in 2024 is due to capital expenditures for various capital projects, which are discussed in the Capital Improvement section . It is anticipated the City will issue debt in late 2022 or early 2023 for capital projects, as these projects are constructed the fund balance will decrease . 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 increase of 970% in 2023 is due to an anticipated bond issuance in late 2022 or early 2023 for various capital projects The fund balance decrease of 42% in 2024 is due to capital expenditures for capital projects, which are discussed in the Capital Improvement section . 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 .

Stormwater Fund

The Stormwater fund decrease of 18% in 2023 and 23% in 2024 is due to capital expenditures for Ralston Creek Improvements from Vance Street to Wadsworth By-Pass in 2023 and 2024 . 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 The fund balance decrease of 24% in 2023 and 29% in 2024 is due to the repayment of a loan to the Water Fund for cart purchases in 2021 This fund does not yet have an established fund balance goal

Golf Course Fund

The Golf Course Fund will start this budget cycle with a negative fund balance due to the West Woods Golf Course remodel in 2018 and effects from the COVID 19 pandemic which required the Golf Courses to close for a period of time . The fund balance increase of 103% in 2023 and 7,754% in 2024, is due to the restaurants operating at full capacity and the golf courses seeing unprecedented revenues due to increased golf rounds .

Computers

The computers fund balance decrease of 31% in 2023 is due to increased costs in items surrounding cybersecurity and a planned city-wide computer replacement program . The fund balance decrease of 12% in 2024 is due to increased costs in items surrounding cybersecurity .

Print Shop Fund

The Print Shop fund balance decrease of 10% in 2023 and 12% in 2025 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 increase of 36% in 2023 and 12% increase in 2024 are due to the decreased replacement of vehicles and equipment .

Building Fund

An energy efficiency agreement was signed in 2020. The agreement will replace 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 . This contributes to the fund balance increase of 63% in 2023 and 84% in 2024 .

Revenue and Expenditure Summary

2023-2024 Budget Changes:

As the City team was working on the assumptions for the 2023-2024 budget many components were going in different directions. Unemployment has returned to pre-pandemic levels, COVID cases are at their lowest levels and hard hit industries are returning to profitability. Unfortunately, inflation was increasing at levels not experienced in over 40 years, GDP was negative for the first two quarters of 2022 (a technical recession), consumer sentiment has started to fall, consumer credit card debt is just short of all-time highs, vehicle debt is at all-time highs and the 2 year and 10 year yield curves are inverted City revenues are growing at an unprecedented pace Sales tax was up 15 4% in 2021 and 9% so far in 2022 Auto use tax grew 33 5% in 2021 and is on pace to grow over 5% in 2022 Finally, the State of Colorado increased the gasoline tax that funds the Highway Users Tax Fund (HUTF) expected to increase this revenue by 8% for the foreseeable future

With the additional revenue growth, the City has been able to address some of the higher priority needs making immediate changes to the current budget and future budgets The highest priorities for the 2023-2024 budgets are as follows:

• Maintaining a competitive compensation package for existing employees

• Adding positions to several work systems to maintain existing levels of service and address the new City Council Strategic Results

• Addressing shortages in the building, vehicle, computer and insurance internal service funds

• Increasing the funding for street maintenance to close the ongoing funding gap

• Funding for increasing costs related to capital projects

• Increasing funding to the Parks Fund to help offset the additional costs related to taking over athletic field maintenance programming from APEX

The major differences between the 2022 and 2023 budgets are in the following areas:

• A one-time 3% increase was added in August of 2022 to all grades to try and offset inflationary pressures The market rate adjustment for January of 2023 is estimated to be 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 2021 and year to date in 2022 . Based on claim experience, the increase in health insurance was reduced from 5% to 0%

• The addition of 27 positions mid-cycle (from October 2021 to July of 2022) has made an immediate impact on the ability of the City to serve its customers The areas addressed were Housing, Homelessness, Parks, Public safety, Engineering and Utilities

• An additional 15 positions are proposed to be added in January of 2023 to IT, AEDA, Engineering, Facilities, Water and Wastewater

• An increase of $1 .5 million dollars annually will be added to the Streets Maintenance Fund to try and close the funding gap

• An increase of $500,000 in the transfer to the Parks Fund to help offset field maintenance costs

• Continued commitment to safe, reliable, high quality water supply, drainage system and wastewater disposal service is a top priority of the City . A water rate increase of 12 .3% and a service fee increase of $2 every month and a wastewater increase of 9 .8% 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 to the surrounding cities

• Significant changes to System Development Charges (formally Tap Fees) will be implemented in 2023 to better align the charges with the true costs and allow the issuance of bonds to pay for much needed system improvements

Revenue and Expenditure Summary

All changes to the 2023 budget are presented in the following table:

Revenue and Expenditure Summary

Revenue and Expenditure Summary

Revenue and Expenditure Summary

Revenue and Expenditure Summary

Revenue and Expenditure Summary

Summary of Changes Between Proposed and Adopted Budget: There were no changes between the proposed and adopted budget

Revenue and Expenditure Summary

2021 City Actual Fund Balance, Revenues and Expenditures by Fund Type

Revenue and Expenditure Summary

2022 City Revised Fund Balance, Revenues and Expenditures by Fund Type

Revenue and Expenditure Summary

2023 City Budget Fund Balance, Revenues and Expenditures by Fund Type

Revenue and Expenditure Summary

2024 City Budget Fund Balance, Revenues and Expenditures by Fund Type

2023 Revenue by Source 2023

Revenue and Expenditure Summary

Revenues

The following table illustrates total revenues by category . Taxes, Charges for Services and Intergovernmental revenues comprise over 57% of the total revenues of the City .

Taxes provide over 30% of the total budgeted revenue . The following table shows the major sources of taxes .

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 6.5% annual growth An increase of 9% is estimated for 2022 and is currently at a 9 6% increase over 2021 The increase in sales tax can be attributed to the City’s main sales tax generators which are grocery stores, general department stores and online sales that had double digit increases for the first six months of 2022 The City is conservatively budgeting sales tax at an increase of 3 5% for 2023 Sales tax estimates for the remaining years are based on a growth rate between 1% and 2 5% Revenue from anticipated retailers is generally not included in the budget until a new store is constructed and operational However in 2029 through 2032 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

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 30 years . The tax rate is 4 .31 or $4 .31 for every $1,000 of assessed value . Assessed value is based on 6 .8% 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 2023 are based on a non-appraisal year and are estimated to increase 1% due to new growth in the City 2024 collections are estimated to increase 4% and are based on a new appraisal year Property tax for 2025 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

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 2021 with an increase of 16 .8% . Auto use tax in the first half of 2022 is up 11.6% due to strong auto sales in the used car market while new car sales are hampered by parts shortages . The estimate for 2023 and beyond assumes a 3% increase with at 3% decrease in 2027, as the City normally experiences a reset in auto use tax every five to seven years.

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. A decrease of 15% is estimated for 2023 as new housing stabilizes, followed by increases of 0% to 4%

In the past, general use tax has been a stable source of revenue as it represents capital investment by Arvada businesses An increase of 15% is estimated in 2023 Increases in future years are forecasted at 2%

Revenue and Expenditure Summary

Auto, Building and General Use Tax

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 5% in 2023, with 4 .5% increases 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 2021 saw an increase of 7% and an increase of 14 1% for the first six months of 2022. An increase of 8.2% is estimated for 2023 with increases of 7.3% for 2024 and 2025 and 1% increases in future years

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 10% decrease in 2023 and 2024 followed by a 1% increase in future years .

Revenue and Expenditure Summary

Intergovernmental Revenue

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 2023, Water rates will increase 12 3% and there will be a $2 per month increase in the service fee, while Wastewater rates will increase 9 8% with a $1 per month increase in the service fee There will be a 2% increase in Stormwater rates The Solid Waste fund estimates a 3 5% increase in 2023 The estimated rate increases for these utilities is expected to be 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 .

Jefferson County Open Space HUTF County Road and Bridge

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 in 2021 generated a 1.1% yield with the first six months of 2022 also generating a yield of 1 1% Interest revenue is estimated to decrease in 2022 from 2021 as the City spends down bond proceeds from the 2019 Sales and Use Tax bonds Interest revenue is expected to increase in 2023 due to proceeds from anticipated bond issues in early 2023 for Water and Sewer bonds Currently, the interest is estimated to decrease due to many investments “locked-in” at lower interest rates This is an area the City will continue to monitor as the Feds are expected to raise interest rates throughout 2022 to 3 7% to 4% by years end

Interest Earnings

Revenue and Expenditure Summary

Expenditures by Category

The following table illustrates total expenditures by category . Personnel costs comprise 28% of the total costs in 2023, with Capital Maintenance and Replacement accounting for 28% and Services & Charges at 11% .

The original 2022 budget included a 3% market rate adjustment for all non-police positions A City wide market rate adjustment of 3% was implemented in August of 2022 to try and keep up with inflation. The market rate adjustment is estimated at 3% for 2023 and 2% for 2024 . It is also assumed that each employee will receive their appropriate step increase in 2023 and 2024, if eligible

An additional 27 positions were added mid-cycle (from October 2021 to July of 2022) and has made an immediate impact on the ability of the City to serve its customers The areas addressed were Housing, Homelessness, Parks, Public Safety, Human Resources, Finance, Sustainability, Engineering and Utilities . An additional 15 positions are proposed to be added in 2023 to support IT, AEDA, Engineering, Facilities, Water and Wastewater

Revenue and Expenditure Summary

Benefits are primarily comprised of health and dental costs. Total health costs in 2023 are expected to remain flat.

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 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 2023 and 2024 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 60.0% 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 2023 a total of $15 million will be generated from sales tax for capital needs . Of this total $7 .3 million will be used to pay for debt service for previous capital needs The remainder will be dedicated to capital improvement projects .

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

Debt Service

In 2019, the City issued $79.5 million in bonds to finance two road projects. Debt service also includes the City's three Certificates of Participation (COP) - the 2005 COP, refinanced in 2015 and set to retire in 2025, the 2016 COP set to retire in 2036 and the 2021 COP set to expire in 2041 .

Revenue and Expenditure Summary

Transfers

There are a host of transfers to and from various departments Examples include the following highlights:

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 and Expenditure Summary

Expenditure Trend Analysis

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

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 .

Revenue and Expenditure Summary

Debt Service Funds

Debt Service Funds account for the debt issued by the general government and include 2015 Certificates of Participation, 2016 Certificates of Participation, 2019 Sales and Use Tax Revenue Bonds and 2021 Certificates of Participation.

Revenue and Expenditure Summary

Capital Projects Funds

The Capital Projects Funds account for capital projects for streets, traffic and parks.

Revenue and Expenditure Summary

Enterprise Funds

The Enterprise Funds account for all business type activities and include Water, Wastewater, Stormwater, Golf Courses, 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 .

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

2023-2032 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 A mid-year City wide market-rate adjustment was implemented in August of 2022 to try and keep up with inflation. The market-rate adjustment is 3% for 2023 and 2% for 2024, 1% for 2025 and 2% for 2026-2032

• The increase in health insurance is estimated at 0% for 2023 . Increases in the future for the City’s medical plan are budgeted at 5% for 2024-2032 .

• Transfers to fund insurance lines, vehicle replacement, computer maintenance and computer replacement have a 50% to 3% 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 and is based on a 9% increase in 2022 with a 3 5% increase in 2023 Sales tax in future years assumes growth rates between 1% and 2 5% These rates are based on the historical trend of sales tax

• Auto use tax assumes a 5% increase in 2022 Increases of 3% are estimated for 2023 and beyond with a 3% decrease in 2027, as the City normally experiences a reset in auto use tax every five to seven years .

• Building use tax revenue assumes a decrease of 15% in 2023 to reset building use tax to a base of $3,300,000 Increases of 0% to 4% are estimated for 2023 and beyond with a 0% in 2029 to reset the base

• Building permit revenue assumes no increase in 2022 and 2023 to keep revenues at the base of $2,750,000 . Increases of .5 to 1% are expected for 2024 and beyond .

• Assumes $1,336,000 in additional annual sales tax starting in 2029 when the Kipling Ridge urban renewal tax increment area ends .

• Assumes $10,150,000 for street maintenance in 2022 with a one-time transfer of $3,350,000 to help with immediate needs An additional $1,550,000 annual transfer will start in 2023, raising the base funding to $12,000,000 per year with variable growth rates from 2% to 3% for 2024 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 .75% for 2022 . The salary vacancy rate steps up in 2023 – 2026 to 3% and then back down to 2 25% in 2027 and beyond

• All non-personnel expenditures increased at 3% (up from 1 5% in prior budgets) in 2022 and beyond

Parks

• The fund balance goal is 11% of all expenditures .

• Assumes a transfer from the General Fund of $4,560,000 in 2022, with an additional $500,000 transfer starting in 2023 and beyond . Increases for 2024 – 2032 range from 3% to 4% .

• Reimbursement from the Apex Park and Recreation District (APEX) has been removed as the City’s Park Program has taken over the programming of the field operations to go along with the maintenance

• Open Space revenues are budgeted to increase at varying amounts from 3% - 4 .5% through the model .

• The City’s attributable share of Open Space revenue will continue to be used 100% for park maintenance and operations in 2023 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 the replacement of the radio system and the creation of an evidence storage facility in the next 3 years

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 .

• Assumes the replacement of the radio system and the creation of an evidence storage facility in the next 3 years

Water

• The working capital goal is 25% of expenditures

• Rates are budgeted to increase 12 3% in 2023 with increases of 7% thereafter

• Service fees are budgeted to increase $2 per month in every year starting in 2022 – 2025 with no increase thereafter .

• System Development Charges (formally known as Tap Fees) will be placed at the market rate starting in 2023 . This will be close to a 100% increase and will be used to fund some much needed capital projects

• Assumes a debt service payment of $3,100,000 starting in 2023 for an anticipated debt issue in the fall of 2022 for capital projects .

• The Water fund does not meet its working capital goal in 2026 – 2031, but recovers and meets the working capital goal by 2032 .

Wastewater

• The working capital goal is 25% of all expenditures .

• Rates are budgeted to increase 9 .8% in 2023 with increases of 6% thereafter .

• Service fees are budgeted to increase $1 per month in every year starting in 2022 – 2025 with no increase thereafter

• System Development Charges (formally known as Tap Fees) will be placed at the market rate starting in 2023 . This will move the charge from $1,500 to $10,400 and will be used to fund some much needed capital projects .

• Assumes a debt service payment of $3,000,000 starting in 2023 for an anticipated debt issue in the fall of 2022 for capital projects

• The Wastewater fund does not meet its working capital goal in 2025 – 2030, but recovers and meets the working capital goal by 2031 .

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 $424,000 in 2022 increasing to $470,000 in 2032 .

• 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 2027 .

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 meets the working capital goal in all 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 3% throughout the model .

• Revenues for risk management services are increased at 3% throughout the model .

Ten Year Models

Ten-Year Financial Models

General Fund - Table 1

Ten Year Models

Ten-Year Financial Models

General Fund - Table 1

Ten Year Models

Ten-Year Financial Models

Parks - Table 2

Ten Year Models

Ten-Year Financial Models

Parks - Table 2

Ten Year Models

Ten-Year Financial Models

Police Tax Increment .21 - Table 3

Ten Year Models

Ten-Year Financial Models

Police Tax Increment .21 - Table 3

Ten Year Models

Ten-Year Financial Models

Police Tax Increment .25 - Table 4

Ten-Year Financial Models

Police Tax Increment .25 - Table 4

Ten Year Models

Ten-Year Financial Models

Water Fund - Table 5

Ten Year Models

Ten-Year Financial Models

Water Fund - Table 5

Ten Year Models

Ten-Year Financial Models

Wastewater Fund - Table 6

Ten-Year Financial Models

Ten Year Models

Ten-Year Financial Models

Golf Course - Table 7

Ten Year Models

Ten-Year Financial Models

Golf Course - Table 7

Ten Year Models

Ten-Year Financial Models

Stormwater Utility - Table 8

Ten-Year Financial Models

Stormwater Utility - Table 8

Ten Year Models

Ten-Year Financial Models Solid Waste - Table 9

Ten Year Models

Ten-Year Financial Models

Solid Waste - Table 9

Ten Year Models

Ten-Year Financial Models Insurance Services - Table 10

Ten Year Models

Ten-Year Financial Models Insurance Services - Table 10

Ten Year Models

Ten-Year Financial Models

Computers - Table 11

Ten Year Models

Ten-Year Financial Models

Computers - Table 11

Ten Year Models

Ten-Year Financial Models Vehicles - Table 12

Ten Year Models

Ten-Year Financial Models Vehicles - Table 12

Ten Year Models

Ten-Year Financial Models Buildings - Table 13

Ten Year Models

Ten-Year Financial Models Buildings - Table 13

Intentionally left blank

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 .

Community and Economic Development Work System Summary

Budget Summary

Note: In 2023 The Arvada Housing Authority and Community Development programs are moved to the Community and Economic Development Worksystem

Revenue Highlights

• Licenses, Permits and Fees include charges for building permits, plan inspection fees and other miscellaneous permits

• Intergovernmental revenues include federal grants for the housing and community development programs . The Housing and Community Development programs will become a part of the Community and Economic Development work-system in 2023, previously these programs were a part of Vibrant Communities and Neighborhoods

• Charges for Services include plan review fees including building, zoning and engineering .

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

Community and Economic Development Work System Summary

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, administration, Housing and Community Development .

• A largest component of services and charges are the Section 8 Housing voucher program which accounts for $5 .4 million, another $500,000 is for the Essential Home Repairs program in the Community Development Fund .

• 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 .

Challenges

Approaching full buildout with focus shifting to redevelopment and infill

Finding a balance between new development and established neighborhoods

Increasing community concerns around growth and density

Growing concerns around sustainability

Advantages

Opportunities for community engagement .

Interdisciplinary development review process .

Focus on infrastructure planning

Dedication to long-range land use

Relationship with the business community

Community and Economic Development Work System Summary

Strategic Result 1

95% of development project approvals conform to the City’s Comprehensive Plan

COMPLETED MILESTONES:

a By 12/2020 complete and implement the updated Land Development Code through adoption and remapping

MILESTONES:

• By 12/2022 create a sub-area plan for NW Arvada focused on place making

• By 12/2025 fully align the Master Plans contained within the City's Comprehensive Plan

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

Community and Economic Development Work System Summary

Strategic Result 2

By 12/2022 66% of development customers rate the development review process as ‘good’ and/or ‘excellent’

MILESTONES:

• By 12/2022 implement a development customer service survey with at least a 50% response rate

• Annually 90% of development reviews will be returned to the applicant within 15 business days A 50% response rate .

• On an ongoing basis resolve all temporary certificates of occupancy (TCOs) within 6 months of issuance

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 .

Strategic Result 3

By 12/2023 adopt land use options that allow for pocket neighborhoods

COMPLETED MILESTONES:

a By 12/2021 develop a resource plan to ensure appropriate implementation

MILESTONES:

• By 12/2022 propose new land development code zone districts which can accommodate pocket neighborhoods

Pocket neighborhoods help connect commercial and residential activity at the neighborhood scale Pocket neighborhoods integrate commercial uses into low intensity uses that can integrate into the surrounding area The concept of pocket neighborhoods is to draw from the local community and not be a regional destination . The creating of pocket neighborhoods can serve as a local placemaking and gathering spot to build community .

Community and Economic Development Work System Summary

Strategic Result 4

By 12/2025 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 12/2021 AEDA will be re-accredited by the International Economic Development Council

a By 12/2021 establish a community outreach program that helps the community define its economic development goals

MILESTONES:

• By 12/2022 develop policies, procedures and standards for all events occurring in Olde Town to ensure safety and quality for the community

• By 12/2023 establish a plan to build a hospital in Arvada in collaboration with a regional healthcare provide

• By 12/2025 develop options for the Harvest Festival targeting the alignment of the Harvest Festival Committee and City goals

Annually facilitate relationships with 100% of identified strategic partners

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

Meets or Exceeds Target Just Under Target Does Not Meet Target a 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 .

Infrastructure Work System Summary

Budget Summary

Revenue Highlights

• Licenses, Permits and Fees include water and sewer system development fees, drilling fees, inspection fees, Waste and Recycling fees The increase in 2023 and 2024 is due to an increase in system development fees to coincide with current market rates in this area System development fees were formally tap fees .

• Charges for services increased in 2022 due to increases in water and wastewater rates and the implementation of the waste hauling and recycling program The increases in 2023 and 2024 are due to water and sewer rate increases of approximately 14% and 12% respectively

• 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 in 2023 is due to planned $50,000,000 bond issues in the Water and Wastewater fund

Expenditure Highlights

• Personnel costs and the position count increased due to new positions in streets maintenance, facilities, engineering and the water and waste water funds .

• 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 increases in 2023 due to the issuance of bonds in the Water and Wastewater Funds .

• Capital Maintenance and Capital Outlay increase in 2022 due to the Gross Reservoir project and in 2023 capital projects which are discussed in further detail in the Capital Improvement section The anticipated bond issues in water and wastewater funds will fund the capital projects

• Transfers include transfers from the Water, Wastewater, and Stormwater utilities to the general fund and transfers from the Stormwater fund for payment of COPs .

Challenges

Advantages

Strategic Result 1

Infrastructure Work System Summary

By 12/2022 complete and implement a Street Maintenance Master Plan

MILESTONES:

• Through 12/2025 prepare an annual street maintenance report for City Council and the community

• By 1/2023 provide City Council with a briefing of the Streets Maintenance Master Plan Performance Measure: Funds allocated toward street maintenance and the dollars required to maintain streets

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

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

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

Strategic Result 2

a By 12/2021 complete full implementation of waste hauling options

COMPLETED MILESTONES:

a By 5/2020 the first reading of the proposed ordinance will be complete

a By 6/2020 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 12/2020 develop a waste hauling engagement and outreach plan if the contract is approved by City Council

a By 4/2021 complete initial household component selections to prepare for Cart Deployment in June

a By 6/2021 stage and deploy waste and recycle carts

a By 7/2021 begin waste and recycle collection services with a contracted vendor

Strategic Result 3

By 12/2023 update water, sewer, stormwater master plans and develop an implementation plan to address all findings

COMPLETED MILESTONES:

a By 12/2021 complete the Sewer and Stormwater Master Plans

a By 12/2022 complete the Water Master Plan

MILESTONES:

• By 12/2023 actions including conceptual project and operational changes to utilities programs necessary to implement the Master Plans are included in the 10-year ClP and performance budget

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

Infrastructure Work System Summary

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.

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

Sanitary Sewer pipe 15" and smaller still need rehabilitation or replacement

Needs Rehabilitation

Replaced/Rehabilitated

Previously Rehabilitated

Strategic Result 4

By 12/2023 provide financial options for City Council in order to eliminate the street maintenance deficit

MILESTONES:

• By 12/2022 evaluate and develop policy direction for streets maintenance including ADA compliance requirements

• By 12/2022 all new development in the City complies with ADA requirements and 2022 updated engineering standards

• By 1/2023 complete research and create the business case for dedicated funding to street maintenance

• By7/2023 obtain council support and direction for dedicated streets funding

• By 12/2023 have a business case for maintaining infrastructure in the future

Strategic Result 5

Infrastructure Work System Summary

By 12/2025 effectively utilize voter approved bond funds for the completion of Ralston Road phase 2 and the expansion of 72nd Avenue

MILESTONES:

• By 3/2023 85% of bond funds will be expended

• By 12/2024 the required 5-year bond arbitrage calculation will be completed on time

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

Strategic Result 6

By 12/2025 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 12/2020 update the conceptual plan for the Post Office property

a By 12/2021 present the conceptual plan for the Post Office property with cost, funding, and schedule to City Council

MILESTONES:

• By 12/2022 complete an evaluation of utilization of all currently operating City facilities

• By 12/2023 determine need for additional facilities to support City operations

• By 12/2024 develop a financial plan for improvements to existing City facilities and/or purchase of additional properties

Strategic Result 7

Through 12/2025 continue progress on having 100% of the water supply needed for buildout based upon the water supply master plan and current schedule for completion of Gross Reservoir by 2028

MILESTONES:

• By 12/2024 develop a Water Supply Master Plan

• Through 12/2025 maintain funds to meet water supply financial commitments

• Through 12/2025 monitor Denver Water participation contract requirements to meet water delivery scheduled for 2028

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 12/2022 the engineering standards and City code framework will be updated

COMPLETED MILESTONES:

a By 12/2020 create new development agreement terms and tern- plate

a By 12/2021 complete draft engineering standards and specifications update

MILESTONES:

• By 12/2020 complete an inventory of engineering Ordinances and specifications and by 12/22, adopt new/revised Ordinances and specificationsnew/revised ordinances and specifications

Strategic Result 9

By 12/2023 complete and implement an Arvada transportation master plan, including analysis of the current transportation network, and analysis of future multi –model opportunities including non-motored micro-mobility options, transit operations first and last mile opportunities, road system safety improvements, and emerging transportation technology

MILESTONES:

• By 6/2022 initiate a transportation master planning project with a selected contractor

• By 6/2023 begin implementation of the transportation master plan

• By 7/2023 the Transportation Committee will align with city stakeholders in the refinement and implementation of the masterplan recommendations

• By 1/2024 on an on-going basis provide semi-annual updates to the City Council regarding the implementation

Strategic Result 10

By 6/2023 create a comprehensive environmental regulatory compliance program

MILESTONES:

• By 8/2022 evaluate current City Ordinances, state and federal regulatory requirements, and the logistics for the development of an environmental regulatory compliance program

• By 12/2022 provide the analysis and recommendations regarding a comprehensive environmental regulatory compliance program to the City Manager

• By 6/2023 based upon the outcomes of previous milestones, update workforce plans and set new milestones for the resourcing of recommendations

Strategic Result 11

By 6/2024 conduct a fleet electrification transition study

MILESTONES:

• Effective 6/2022 all future vehicle purchases will include the evaluation of electric vehicle options

• By 12/2022 identify and solicit additional state, local and grant funding opportunities for charging infrastructure

• By 6/2023 complete a telematics study of city fleet vehicle use patterns

• By 6/2024 prepare a comprehensive report with vehicle use pattern assessments and recommendations for fleet electrification, including vehicles, resource needs, and charging infrastructure

Meets or Exceeds Target Just Under Target Does Not Meet Target

Complete

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 .

Organizational and Service Effectiveness

Work System Summary

Budget Summary

Revenue Highlights

• Taxes include sales tax, general use tax, auto use tax, building use tax, property tax and property tax and account for over 82% of the General Fund budget This revenue increases 3 5% in 2023 due to the increase in sales tax Revenues increase 2% in 2024 as these revenue sources stabilize

• Highway Users’ Tax Fund and Jefferson County Road and Bridge taxes account for approximately $5 .5 million of intergovernmental revenues . The remaining amount of intergovernmental revenue is composed of allocations to the Insurance fund Intergovernmental revenue declines in 2023 as the 2022 revised revenue includes American Rescue Plan funding of $5 5 million

• Charges for services reflect the cost of administrative services paid by the Enterprise funds.

• Miscellaneous revenues include interest income and recovered costs .

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

Organizational and Service Effectiveness Work System Summary

Expenditure Highlights

• Personnel include salaries and benefits for the City Manager’s Office, City Attorney’s Office, Finance, Human Resources and Information Technology departments. The increase in 2023 reflects two new positions in Information Technology and the City Manager's office, this increase also reflects four new positions added mid-year 2022 in Finance, Human Resources, and City Attorney's Office.

• The services and charges line item in 2022 includes expenses related to the receipt of funds from the American Rescue Plan as these funds will be spent from this line item

• The supplies and expense line item increases for 2023 are due to increased maintenance and replacement spending in the Computer Maintenance Fund

• The contracts and leases line item increases in 2022 are due to several one-time increases for legal fees, professional services and security projects Spending returns to normal levels in 2023

• Transfers include transfers to the Street Maintenance Fund, Capital Improvement Projects Fund, Parks Fund and Certificates of Participation Fund.

Challenges

Advantages

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 12/23, implement a comprehensive City communications and engagement strategy

COMPLETED MILESTONES:

a By 1/20, complete the overarching communications and engagement strategy

a By 12/20, implement external communications, engagement plans and an internal communication plan and by 12/21 implement an internal communications plan

MILESTONES:

• By 12/22, determine branding framework to be used in alignment with arvadaco .gov upgrade

• By 6/23, 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

a By 6/21, develop a data governance framework

a By 1/22, increase the data governance maturity score from the 1 4 to 2 2

MILESTONES:

• By 6/22, select a Cloud partner and implement the Could platform

• By 9/22 form data and analytics team

• By 6/23, select ERP replacement platform

• By 6/23, increase the data governance maturity score to 2 9

Strategic Result 4

By 12/22, continue to implement an organizational performance excellence framework

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 needs

• On an ongoing basis, prepare and present a balanced biennial budget and 10-year financial plan

• By 12/23, establish systems and structures to embed enhanced levels of sustainability, accessibility, equity and safety in our services and operations

• By 12/25 draft the application for Malcolm Baldridge National Quality site visit

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

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.

posted where a conditional offer occurs within 45 days

*Achieve Denver Post Top Workplace designation

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 2021

Organizational and Service Effectiveness Work System Summary

70% or less average storage space in use

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

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

Strategic Result 5

By 12/22 Continually measure citizen satisfaction regarding the overall well-being of the community

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 6/22, identify and select a survey vendor

• By 9/22, develop survey questions with input from the community

• By 8/22, launch an annual Arvada Community Survey

participants who rate the City's customer service is good or fair

Among residents who contaced the City in the past 12 moths, the % that rated interaction as good

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 .

Strategic Result 6

By 12/23 Community Resilience and Sustainability plans will be updated and implemented

MILESTONES:

• By 12/22, begin hiring process for a new Sustainability Coordinator

• By 12/22, develop a municipal resilience strategy to prepare and adapt for the urgent threat of changing environment and resources

• By 6/23, work with the Arvada Sustainability Advisory Committee in the development of the scope of work for the update to the Sustain Arvada Plan

• By 12/23, complete the update of the Sustain Arvada Plan including an inventory of existing sustainability actions to determine level of service needs

• By 6/24, resource and implement Council approved actions included in the Sustain Arvada Plan

Organizational and Service Effectiveness Work System Summary

Strategic Result 7

By 12/23, update the City's Total Rewards Philosophy and Strategy to improve the City's ability to attract, motivate and retain

MILESTONES:

• By 6/22, complete an Employee Total Rewards Survey and an Employment Market Benchmark Study

• By 8/22, update City Council on Total Rewards Philosophy for City Council discussions

• By 12/22, develop and recommend new Total Rewards Philosophy for City Council approval

• By 12/23, create the strategy for developing and funding Total Reward Program and begin designing and implementing program updates

Strategic Result 8

By 12/25, 50% of neighborhoods complete a project or initiative that reshapes or activates hared neighborhood spaced

COMPLETED MILESTONES:

a By 12/20, offer leadership development opportunities and training to volunteers to foster future City leaders

MILESTONES:

• By12/22, develop a neighborhood engagement plan

Strategic Result 9

By 12/24, based on long-term financial projections and updated master plans, develop financial resiliency recommendations to ensure adequate and ongoing investment in city infrastructure and core services

MILESTONES:

• By 12/22, using information assembled as part of the 2023-2024 Budget development process and current master planning efforts, prepare a summary of long range unfunded needs by work system

• By 12/23, develop a city-wide consolidated level of service summary

• By 12/23, prepare an exhaustive list of funding source opportunities for closing identified infrastructure and core service funding gaps

Meets or Exceeds Target

Just Under Target Does Not Meet Target

Intentionally left blank

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:

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 .

Budget Summary

Revenue Highlights

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

• Intergovernmental revenue is elevated in 2021 and 2023 from a COPS grant for four additional police officers.

• The revenue transfer in 2021 was a contribution toward the purchase of a command vehicle as part of a West Metro Drug Task Force grant

Expenditure Highlights

• Supplies and Expenses increased due to larger contributions toward the maintenance and replacement costs for vehicles and technology equipment .

• The Capital Outlay increase represents the purchase of body-worn camera equipment, an unfunded state mandated program implemented in 2022 .

• Transfers significantly increases in 2023 for the acquisition or construction of an evidence storage building .

narrative on policing

Tragic loss of an officer

Recruitment and retention of officers

Implementation of body worn camera State mandate

Increase in homelessness

Increase in population and calls for service

Increase in violent crime

Lack of mental health services

Lack of appropriate sentencing options

Increase in legislative mandates

Strong leadership in the Police Department and Municipal Court

Maintaining national accreditation

Judicial focus on restorative justice

Specialty Court docket addressing homeless population

Dedicated police tax increment

Strategic Result 1

By 12/23, 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

MILESTONES:

• By 12/24, continue to utilize the recruitment and retention plan on a yearly basis

• By 12/24, continue use of an over-hire strategy to leverage access to quality candidates and be fully staffed

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

a By 2/21, 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

Safe Community Work System Summary

Strategic Result 2 completed by 2021

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

AMO: Through a combination of education, community outreach and enforcement, and in accordance with the IGA between the City of Arvada and Foothills Animal Shelter (FAS), 20% of the estimated dogs in Arvada will be licensed annually

Strategic Result 2 completed by 2021

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 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 longterm neighborhood goals .

% of Calls for service in which a mental health co-responder is dispatched

Strategic Result 3

By 12/23, maintain a violent crime rate lower than 80% of the cities in the state of Colorado with a population of 100,000

MILESTONES:

• By 12/22, 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

• By 12/2022, design and implement Code Enforcement Measure focused on proactive inspections for designated retail commercial areas

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

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 .

Industry average is 10 minutes

Safe Community Work System Summary

Performance Measures

80% of the time, Sector Commanders will have 20 in person meetings per month with community members

** Measure not implemented until 2021

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 longterm neighborhood goals .

Performance Measures

Sergeants will respond to 20% of citizen initiated calls for service

LAB: Annually, 20% of CSI/CSS investigations will result in a CODIS or AFIS hit

** Measure not implemented until 2021

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

% of CSI investigations will result in a CODIS or AFIS hit

Strategic Result 4

a By 12/22, 100% of juveniles charged with criminal offenses and referred to probation will receive measurable risk-based pre-sentence assessments

COMPLETED MILESTONES:

a Annually, 90% of pre-sentence reports will be completed and provided to juvenile within 72 hours of sentence

a Annually, 80% of pre-sentence reports contribute to evidenced based sentencing recommendations - Municipal Judge

a Annually, 80% pre-sentence reports contribute to evidenced based sentencing recommendations - City prosecution team

Strategic Result 5

By 6/2025 the One Small Step (OSS) Specialty Court Docket will be successfully implemented to improve outcomes for people experiencing homelessness

MILESTONES:

• By 6/2023 the specialty court docket will be in compliance with best practices for the homeless population

• By 12/2023 reduce recidivism among One Small Step defendants by 25%

• By 6/2025 60% of One Small Step defendants are enrolled in a treatment program

Strategic Result 6

By 12/23, complete a review of the City Code and present revisions for the City Council's consideration that will improve the accountability of defendants

MILESTONES:

• By 6/23, complete revisions to Chapter 62 of the ACC to be more consistent with Colorado State criminal laws to facilitate prosecution of defendants in the Municipal Court and help hold defendants accountable for their conduct

• By 12/23, complete analysis of a Parent Accountability ordinance that would address juvenile violence in schools for the City Council's consideration

Meets or Exceeds Target Just Under Target Does Not Meet Target

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 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

Vibrant Community and Neighborhoods Work System Summary

Budget Summary

Revenue Highlights

• In 2023, the Arvada Housing Authority and Community Development programs will be moved to the Community and Economic Development work system, which will include a majority of the intergovernmental grants. The remaining intergovernmental revenue is for Jefferson County Open Space funds .

• Charges for services reflect the revenue generated from golf and resturant operations at both Westwoods Golf Course and Lake Arbor Golf Course, banquet operations at the Golf Courses, education classes at Majestic View Nature Center and participation in Athletic Field Programs

• Miscellanous revenues include interest income, but will no longer include recovered costs from the APEX Recreation District in support of maintenance performed by the Parks Department, in 2022 the City has assumed all operations of athletic fields including maintenance and field programming.

• A transfer from the General Fund in support of Parks Operations is reflected in the Revenue Transfer

Challenges

Effect of climate change on outdoor assets

Lack of affordable housing/increasing cost of housing

Limited land available for aqusition and increasing cost of property

Expanding service area

Impacts of increased use of parks, trails, and open space amenities

Increasing impact of homelessness on the Arvada community

Accessibility of parks and amenities

Lasting impacts and uncertainty of pandemic restictions

Lack of volunteers

Advantages

"Resident and community support for parks, trails and open space"

Collaboration for affordable housing options

Implementation of the regional initiative to address homelessness

Parks superior level of service

Vibrant Community and Neighborhoods Work System Summary

Expenditures Highlights

• The largest component of services and charges are the Section 8 Housing voucher program . Housing will be moving to the Community and Economic Development work system in 2023, this change accounts for the reduction in this line item

• Personnel expenditures will decrease due to Housing being moved to CED, as will many miscellaneous charges, as reflected in the Other line item.

• Food, beverage and merchandise purchases at both golf courses and banquets is shown in the inventory expenditure type .

• 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

Vibrant Community and Neighborhoods Work System Summary

Strategic Result 1

By 12/2025 complete current improvements to recognize Arvada’s history

MILESTONES:

• By 12/2023 partner with AURA in the development of a plan for activation of the Flour Mill in Olde Town

• By 12/2023 complete operational plan for display of the restored 04 Trolley

Strategic Result 2

a By 12/2022 create a Housing Advisory Committee to support the City in current/ future initiatives while also educating the broader community on issues of affordable housing

COMPLETED MILESTONES:

a By 12/2020 create a regional strategy to address homelessness

a By 12/2020 complete an affordable housing assessment including incentive options and the area south of the Arvada Cemetery

a By 6/2021 evaluate the Human Services Advisory Committee's process for recommending funding

a By 12/2020 complete a list of current projects under development or planning

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 .

Vibrant Community and Neighborhoods Work System Summary

Strategic Result 3

By 12/2025 develop a maintenance and reinvestment plan to ensure a sustainable, resilient and beautiful community of parks, trails, open space and medians in alignment with our diverse, changing and growing community

MILESTONES:

• By 8/2022 provide strategic recommendations for the Majestic View Nature Center and future city-wide interpretive programs

• By 12/2022 complete updates to the Lake Arbor Golf Master Plan

• By 12/2022 complete an inventory of all city medians with recommendations for improvement

• By 12/2023 complete Arts and Culture Master Plan workshop(s) to determine related actions to implement the plan

• By 12/2023 update the TLC program to include a communication plan and key lifecycle metrics

• By 12/2023 Complete Level of Service studies for Golf, Restaurants, Parks, Medians, Arts and Culture, Festivals, and Majestic View Nature Center

• By 12/2023 complete a Community Events Plan

• By 7/2024 replace Meyer's Pool with a new 50 meter natatorium

• By 12/2024 establish a centralized volunteer coordination program

• By 12/2024 adopt a strategic Land Pursuit and Acquisition Plan including opportunities for grants and funding partnerships

Nature Center: educators/aids with Elementary Exploration groups report students enjoyed learning about wildlife and nature

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

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

Strategic Result 4

By 12/2024 construct a regional Navigation Center to deliver coordinated homeless services located out of Olde Town

MILESTONES:

• By 7/2022 enter into an LOI with Jefferson County, Lakewood, Wheat Ridge, Golden, Edgewater, and Westminster to develop two navigation centers within Jefferson County

• By 9/2022 determine additional related actions to address homelessness in Olde Town

• By 10/2022 complete Low Income Housing Tax Credits (LIHTC) application and receive the 4% award from CHAFA

• By 12/2022 in collaboration with partner agencies, including RTD, ensure adequate transportation and accessibility to the Navigation Center for those experiencing homelessness

• By 10/2023 complete all closing actions and begin construction

• By 12/2024 complete construction of a Regional Navigation Center

Meets or Exceeds Target

Just Under Target Does Not Meet Target a Complete

Visited a City Park Used Trails or Open Spaces Visited the Majestic View Nature Center

Capital Improvement Projects

Capital Program Introduction

The Capital Improvement Plan (CIP) for 2023 and 2024 represents the first two years 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, street medians 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 upcoming two year 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

Total budgeted capital expenditures by major category for 2023 and 2024 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 .

2023-2024

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 2023 and 2024 is calculated as follows:

2023-2024 98-101 Funding

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 system development 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 system development 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 . This ten year capital improvement plan includes bond proceeds in the Water and Wastewater Funds which will be used for infrastructure projects in these funds and are identified in the 2023 and 2024 capital expenditure table and individual project sheets

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

Capital Improvement Projects

• 3-Cent per Thousand Gallon Fee – This fee, which is based on annual water consumption, funds irrigation system upgrades

• 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 2023 and 2024 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.

• 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 .

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 2023-2032 capital improvement plan:

a 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

a By 2021 complete the Sewer Master Plans

• By 2023 complete the Stormwater Master Plan

a 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

a 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.

Capital Improvement Projects

CCIPC Recommended Projects

Above is a table identifying the CCIPC-recommended projects that have previously received funding or that are receiving funding as part of the 2023 - 2024 budget .

In the seven years since the Committee released its report, the City has dedicated nearly $122 million to CCIPC-recommended projects, several million more than the level of funding recommended in the report . 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 2016

Number of Citizen's Capital Improvement Planning Committee Projects Funded

projects) or Completed (one-time projects)

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 $138 million is dedicated to street maintenance in order to achieve that goal .

Capital Improvement Projects

Open Projects

As part of the 2023-2024 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

Capital Improvement Projects

Continuing CIP Projects (continued)

Capital Improvement Projects

Continuing CIP Projects (continued)

Capital Improvement Projects

Continuing CIP Projects (continued)

Capital Improvement Projects

The 2023-2032 Capital Improvement Program

The following table displays the City’s full 2023-2032 capital improvement program . Funding is summarized by source Expenditures are summarized by category of spending

Capital Improvement Projects

2023-2024 Capital Expenditure Detail

The following table details the City’s 2023 capital expenditures by project . Capital expenditures are presented in major categories with the sources of funding shown for each project

2023 Capital Expenditures

* Denotes nonrecurring capital expenditures

Capital Improvement Projects

2023 Capital Expenditures (continued)

* Denotes nonrecurring capital expenditures

Capital Improvement Projects

2023-2024 Capital Expenditure Detail

The following table details the City’s 2024 capital expenditures by project . Capital expenditures are presented in major categories with the sources of funding shown for each project .

2024 Capital Expenditures

* Denotes nonrecurring capital expenditures

Capital Improvement Projects

2024 Capital Expenditures (continued)

* Denotes nonrecurring capital expenditures

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 2023-2032 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 2023-2024 CIP on the City’s operating budget:

Capital Improvement Projects

2025-2032 Governmental Capital Expenditure Detail

The planned capital expenditures from 2025 to 2032 are shown in the chart below . Some of the larger projects that make up these expenditures include:

General Administration

Arvada Fiber Optic Network - $2,187,290

ADA Compliance for Facilities - $1,618,180

Public Art - $911,988

Transportation

Traffic Signals - $12,661,191

Sidewalks/TOD/Bike & Trail Gaps - $5,728,539

Arterial Improvements - $7,249,289

Bridge Repair - $2,022,725

Signal Interconnect - $2,022,725

Signal Timing Implementation - $1,001,920

Parks

Playground Renovations - $7,686,434

Irrigations System Renovations - $3,659,605

Trail Renovation - $633,915

Median Renovations - $1,886,776

Water

Denver Water Moffat Project - $23,465,537

Water System Replacement - $76,675,584

Highway 93 Lakes Water Storage Project - $20,500,000

Water Treatment Plant Expansion - $48,000,000

Ralston Plant Storage Tank Expansion - $32,000,000

Water Treatment Plant Repair Program - $4,000,000

Water Treatment Plant Roof Replacement - $2,000,000

Smart Meter Upgrades - $2,900,000

Wastewater

Sewer System Replacement - $7,075,410

Infiltration Elimination Program - $2,305,672

Oversizing of Replacement Pipelines - $2,654,479

North Trunk Line Replacement - $17,570,000

Ralston Trunk Line Replacement - $9,800,000

Stormwater

Lower Ralston Creek Stabilization - $1,000,000

Ralston Creek Improvements - $501,494

Bates Lake Watershed Improvements - $705,741

Stormwater Master Plan Projects - $3,137,720

Capital Improvement Projects

2023-2032 Individual Project Sheets

Each project included in the 2023-2032 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

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 2023-2032, the City has set aside $2.8 million for the fiber optic network, and $2.0 million for ADA improvements to City facilities.

Summary of General Administration Sources

Summary of General Administration Uses

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 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.

Project Funding

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.

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

Project Cost Estimate and Timeline

This is an ongoing project. The funding will be utilized as particular needs are identified.

Operating Cost Impact

There is no operating cost impact associated with this project.

Capital Improvement Projects General Administration

Aquatics Center Description

These funds establish the required capital maintenance fund for the George Meyers Pool replacement facility.

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.

Project Funding

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

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 capital maintenance fund.

Project Cost Estimate and Timeline

While the project design and construction timeline are in the planning phase, establishing the required capital maintenance fund is ongoing.

Operating Cost Impact

According to the Intergovernmental Agreement (IGA), Arvada will take the lead in operations of the new facility. The operating cost is not yet known. An ongoing capital maintenance budget shared by all three entities has been established in the IGA.

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.

Project Funding

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.

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.

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.

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.

Capital Improvement Projects

General Administration

Median Renovations Description

This project includes a citywide assessment of medians in need of construction improvements. Medians are evaluated, and prioritized, on the basis of key criteria: safety, water efficiency, and percentage of dead/dying plant material. Improvements will include lower maintenance landscaping and drought resistant materials.

Project Justification

This project will result in minimized safety hazards for Parks Maintenance team members, improved community aesthetics, and increased water conservation and efficiency. Currently, team members need to mow and repair materials in high-traffic medians, doing so at a heightened safety risk. In addition, ongoing maintenance costs will be minimized as a result of landscaping features that require less water and irrigation equipment. The project will remove dead and dying plant material from existing medians and will greatly improve the aesthetics of our community roadways.

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.

Project Funding

This project is fully funded

Project Cost Estimate and Timeline

This is an ongoing project.

Operating Cost Impact

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

Parks Maintenance supplies and service costs will be reduced as a result of these renovations.

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: 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 highperforming workforce, and legal and ethical compliance will ensure the longterm credibility and effectiveness of the City government.

Project Funding

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.

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.

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.

Operating Cost Impact

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

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.

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.

Project Funding

This project is fully funded.

Project Cost Estimate and Timeline

This is an ongoing project.

Operating Cost Impact

This project includes funding for capital maintenance on public art.

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

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.

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.

Project Funding

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

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.

Project Cost Estimate and Timeline

This project is expected to be complete by winter 2021/2022.

Operating Cost Impact

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

Capital Improvement Projects General Administration

Meyers Pool Replacement Description

Arvada, Jefferson County School and APEX Parks and Recreations District have entered into an Intergovernmental Agreement (IGA) to replace and operate a new facility for the George Meyers Pool. Arvada and Jefferson County Schools will fund the construction of new facility 50/50 and have jointing issued Certificates of Participation to fund the construction of the facility. Arvada will own the pool according to the IGA.

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.

Project Funding

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

Arvada and Jefferson County Schools issued Certificates of Participation in 2021 to fund the replacement of the George Meyers Pool.

Project Cost Estimate and Timeline

Project design and construction are expected from 2022 through 2024.

Operating Cost Impact

According to the Intergovernmental Agreement (IGA), APEX will take the lead in operating the new facility. The operating cost is not yet known.

Capital Improvement Projects General Administration

Public Safety Evidence Storage Building

Description

Public safety is in need of larger facility to store police related evidence items in.

Project Justification

Public Safety’s current evidence storage facility is at capacity. Temporary storage solutions, using space at Indiana impound and purchasing connex units have helped but are not long term solutions. The need to obtain a new facility that will allow for current evidence storage levels and allow for growth projected as Arvada grows is critical. If not funded, evidence storage needs will continue and ability to properly store evidence will be compromised. Incorrect evidence storage will create negative impacts and a potential safety issue for citizens of Arvada.

Strategic Plan Alignment

Strategic Priority: 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. blah

Project Funding

Strategic Principle:

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.

Funding for this project is from fund balance in the General Fund and Police Tax Increment Funds.

Project Cost Estimate and Timeline

Timing for this project has not been determined.

Operating Cost Impact

Ongoing facilities maintenance and utilities expenses are still being determined. There are potentially some productivity and efficiency savings by re-purposing the current evidence storage area.

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

Summary of Parks and Golf Uses

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.

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.

Project Funding

Funding is received from Adams County sales tax.

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 Cost Estimate and Timeline

This is an ongoing project. Funding is used as needs are identified.

Operating Cost Impact

There is no operating cost impact.

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.

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.

Project Funding

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.

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.

Project Cost Estimate and Timeline

This is an ongoing project. Sites are reevaluated each year.

Operating Cost Impact

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

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.

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.

Project Funding

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

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 Cost Estimate and Timeline

This is an ongoing project. Projects are prioritized each year as new parks are developed.

Operating Cost Impact

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

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.

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.

Project Funding

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.

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.

Project Cost Estimate and Timeline

This is an ongoing project. Projects are prioritized by Parks staff.

Operating Cost Impact

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

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.

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.

Project Funding

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.

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

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.

Operating Cost Impact

Trail renovation does not have an operating cost impact.

Project Justification

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.

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.

Project Funding

This project is fully funded.

Project Cost Estimate and Timeline

This is an ongoing project. Projects are prioritized by Parks staff.

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.

Operating Cost Impact

Tree replacement does not have an operating cost impact.

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

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 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.

Project Funding

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

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 Cost Estimate and Timeline

This is a one-time project that is expected to be completed in 2022.

Operating Cost Impact

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

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.

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.

Project Funding

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.

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

Project Cost Estimate and Timeline

Design on this project began in 2017. It is expected to be complete by 2024.

Operating Cost Impact

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

Capital Improvement Projects Golf

Lake Arbor Improvements Description

Designed in 1973, Lake Arbor Golf Course is an approachable, walkable, traditionally designed 18 hole course that features some of the best quality greens in the metro area. Tucked into the urban landscape of the northeaast Arvada, the course is best suited for golfers looking to improve their accuracy off the tee and improve their iron/approach game while readily accommodating all skill and experience levels. The Arvada Golf leadership team has been working diligently to assess the playability of the Lake Arbor Golf Course and determine which, if any, course improvements could be made to improve the customer and community experience of this historic community asset.

Project Justification

With a focus on having golfers play the course as it was originally designed, the course improvement plan seeks to build upon the strengths of the course, whilenot fundamentally altering the essence of the traditional Lake Arbor Golf Course experience.

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.

Project Funding

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.

Funding for this project is provided through a combination of the General Fund and the Golf Fund..

Project Cost Estimate and Timeline

The funding covers immediate improvement services, materials and assets like trees and signage. The project is anticipated to be started in 2023.

Operating Cost Impact

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

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

Summary of Stormwater Uses

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. This project is part of a Master Drainage Study generated by Mile High Flood District and is eligible for their contributions.

Project Justification

The primary aim of this project is to reduce property damage caused by flooding events.

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.

Project Funding

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.

Funded through the stormwater utility fee and eligible for Mile High Flood District contributions in the future.

Project Cost Estimate and Timeline

This project is fully funded. Design is expected to begin in 2025 and construction will close out in 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.

Capital Improvement Projects

Stormwater

Lake Arbor Dredging and Shoreline Stabilization Description

This project dredges Lake Arbor’s forebay andstabilizes the banks around the perimeter. Dredging the forebay and west half of the lake will improve water quality and vegetation overgrowth in the lake. This project will also address shoreline stability issues by correcting ongoing erosion and making the shoreline more aesthetically pleasing, while protecting the trails. Wetland plantings on the west and north sides, as well as additional aeration, will help reduce algae.

Project Justification

This project will improve the safety of the shoreline, protect City infrastructure, and reduce algae that contributes to the unpleasant odor.

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.

Project Funding

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.

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.

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.

Operating Cost Impact

Future operating costs will decrease with shoreline stabilization improvements.

Capital Improvement Projects Stormwater

Ralston Creek at Ward Road Description

This project is a bridge widening and channel imporvement 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.

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.

Project Funding

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.

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).

Project Cost Estimate and Timeline

Project will need additional funding in future years as it becomes avalable. Design is expected to start in 2024 with construction to start in 2026 and continue through to 2027.

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.

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.

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.

Project Funding

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.

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).

Project Cost Estimate and Timeline

This cost represents the City’s share of the project total.

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.

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.

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.

Project Funding

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.

Funded through the stormwater utility fee and from a FEMA property acquisition feasibility study grant.

Project Cost Estimate and Timeline

This project is expected to begin in 2023 and be completed by 2026.

Operating Cost Impact

There is no operating cost impact.

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.

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.

Project Funding

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.

Funded through the stormwater utility fee. These funds supplement contributions by the Mile High Flood District.

Project Cost Estimate and Timeline

This is an ongoing project.

Operating Cost Impact

There is no operating cost impact.

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.

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.

Project Funding

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.

Funded through the stormwater utility fee. These funds match contributions by the Mile High Flood District.

Project Cost Estimate and Timeline

This is an ongoing project.

Operating Cost Impact

There is no operating cost impact.

Capital Improvement Projects Stormwater

Stormwater Master Plan and Misc. Drainage Projects

Description

This project is intended to fund construction of stormwater improvements per the recommendations received in the 2021 Arvada Stormwater Master Plan study project. As well address drainage issues raised by our citizens.

Project Justification

Upon completion of the Stormwater Master Plan, this project will fund construction of the priorities identified within the plan.

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.

Project Funding

Funded through the stormwater utility fee.

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 Cost Estimate and Timeline

This is an ongoing project.

Operating Cost Impact

The replacement of undersized storm sewer collection systems will reduce the annual frequency of maintaining and operating these problem drainage areas.

Capital Improvement Projects Stormwater

Van Bibber Creek from Oak St to Kipling Pkwy

Description

As a result of an updated hydraulic analysis of Van Bibber Creek, improvements are required at the Oak St and Kipling Parkway crossings as well as main and overflow channel improvements.

Project Justification

To reduce the flood water surface elevations and meet the intent of the US Army Corps of Engineers "Flood Protection Project Segment 2 Upstream of New Kipling, " completed in July 2006.

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.

Project Funding

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.

This project is anticipated to be completed through 50/50 cost sharing with the Mile High Flood District.

Project Cost Estimate and Timeline

Design is expected to start in 2023 and run through part of 2024. Construction expected to run the majority of 2025 through 2026.

Operating Cost Impact

The replacement of undersized storm sewer systems will reduce the annual frequency of maintaining and operating these problem drainage areas.

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

Summary of Street Maintenance Uses

Capital Improvement Projects Street Maintenance

ADA Compliance - Streets Description

This project funds the Federal requirement to replace non-compliant sidewalks and install or upgrade to new compliant ramps on streets with significant treatments or alterations. It also installs ramps along heavily used pedestrian corridors and at special needs locations.

Project Justification

This project fulfills a federal requirement per Title II of the Americans with Disabilities Act of 1990, utilizing the Public Right of Way Access Guidelines (PROWAG) 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 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.

Project Funding

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.

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

Project Cost Estimate and Timeline

This is an ongoing project. The funding will be utilized as particular needs are identified.

Operating Cost Impact

There are no additional operating costs associated with this project.

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 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.

Project Funding

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.

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 (HUTF), which is the City’s share of state-collected gas tax revenue and other funds from FASTER funds as part of HUTF. External funding comes from street degradation fees and the 50/50 sidewalk program.

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, and materials are not reflected in these numbers.

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.

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 related to traffic congestion with such projects as the Transportation Master Plan, Signal Interconnect, and Signal Timing Implementation.

Summary of Transportation Sources

Summary of Transportation Uses

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.

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.

Project Funding

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.

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.

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.

Operating Cost Impact

There is no operating cost impact associated with this project.

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.

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.

Project Funding

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.

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

Project Cost Estimate and Timeline

This project is for the initial study and project design. Once complete, construction costs and timing will be reviewed.

Operating Cost Impact

There are no additional operating costs associated with this project.

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

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.

Project Funding

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.

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.

Project Cost Estimate and Timeline

This project is fully funded. It is expected to be complete by 2024.

Timeline Start Completion Design 2022 2022 Acquisition 2023 2023 Construction 2024 2024 Sources Existing 2023 2024 2025 2026 2027 2028-2032 Project Total 98-101 $ $806,565 $- $- $- $- $- $- $806,565 Other City $ - - - - - - -External $ - - - - - - -Total Sources $806,565 $- $- $- $- $- $- $806,565

Operating Cost Impact

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 provide street widening and new inftrastructure such as quieter asphalt, wider sidewalks, curb, gutter and storm sewer improvements; however, the AURA investment would improve the multi-modal corridor experience with a more sustainable and attractive streetscape, thus promoting business opportunities, redevelopment, along with property value enhancement.

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.

Project Funding

This project is funded by the Arvada Urban Renewal Authority.

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 Cost Estimate and Timeline

This project is fully funded. It is expected to be complete by May of 2023.

Operating Cost Impact

There is no operating impact associated with this project.

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 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.

Project Funding

This project may require additional funding.

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 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.

Operating Cost Impact

There is no ongoing operating cost associated with this project.

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).

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.

Project Funding

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.

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).

Project Cost Estimate and Timeline

This project is fully funded. Design began in 2019. Construction is expected to be complete by 2023.

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.

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.

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.

Project Funding

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

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 Cost Estimate and Timeline

This project is fully funded. It is expected to be complete by 2023.

Operating Cost Impact

There are no operating costs associated with this project.

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 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

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.

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.

Project Cost Estimate and Timeline

This is an ongoing project. Funding will be utilized as eligible needs are identified.

Operating Cost Impact

There is no operating cost impact.

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.

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.

Project Funding

This project is fully funded.

Project Cost Estimate and Timeline

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.

This is an ongoing project. The funding will be utilized as particular needs are identified.

Operating Cost Impact

There are no ongoing operating costs associated with arterial improvements.

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.

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.

Project Funding

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.

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

Project Cost Estimate and Timeline

This is an ongoing, multi-year project.

Operating Cost Impact

Regular maintenance of roadway improvement.

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 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.

Project Funding

This project is fully funded.

Project Cost Estimate and Timeline

This is an ongoing project.

Operating Cost Impact

There are no ongoing operating costs associated with this project.

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.

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.

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.

Project Funding

This project is fully funded.

Project Cost Estimate and Timeline

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.

This is an ongoing project. The funding will be utilized as particular needs are identified.

Operating Cost Impact

There are no new costs associated with Collector Street Improvements.

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 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.

Project Funding

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.

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

Project Cost Estimate and Timeline

This is an ongoing project. The funding will be utilized as particular needs are identified.

Operating Cost Impact

There are no operating costs associated with guardrails.

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.

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.

Project Funding

This project is fully funded.

Project Cost Estimate and Timeline

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.

This is an ongoing project. Funds are used as needs are determined through analysis of intersections.

Operating Cost Impact

There is no operating cost impact.

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.

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.

Project Funding

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.

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.

Project Cost Estimate and Timeline

This is an ongoing project.

Operating Cost Impact

There is no operating cost impact.

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.

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.

Project Funding

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.

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.

Project Cost Estimate and Timeline

This is an ongoing project. Specific improvements are planned through coordination between Public Works and Parks.

Operating Cost Impact

There are no operating cost impacts.

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.

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.

Project Funding

This project is fully funded.

Project Cost Estimate and Timeline

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.

This is an ongoing project. Connection to the fiber backbone will be prioritized by the Traffic Engineering Division.

Operating Cost Impact

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

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.

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.

Project Funding

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.

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

Project Cost Estimate and Timeline

This is an ongoing project. Funds are used as needs are identified by Traffic Engineering staff.

Operating Cost Impact

There is no operating cost impact associated with this project.

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.

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.

Project Funding

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

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 Cost Estimate and Timeline

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

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.

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).

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.

Project Funding

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.

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.

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.

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.

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.

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.

Project Funding

This project is fully funded.

Project Cost Estimate and Timeline

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.

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

Operating Cost Impact

There is no operating impact associated with this project.

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 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.

Project Funding

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.

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.

Project Cost Estimate and Timeline

This is an ongoing project. Timing is dependent on needs identified by Public Works.

Operating Cost Impact

There is no operating impact.

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 and central areas of the City will meet rising demands as growth continues in the coming years.

Summary of Wastewater Sources

Summary of Wastewater Uses

Capital Improvement Projects Wastewater

North Trunk Sewer Improvements - W. 79th from Pomona to Vance (NT 6)

Description

The North Trunk Line has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life.

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.

Project Funding

This project will be funded by bond issuance. Future bond to provide full funding.

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 Cost Estimate and Timeline

Project is expected to be complete in 2027.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects

Wastewater

Alkire Force Mains

Description

Thr force mains from the Alkire Lift Station are undersized for the upgraded capacity. An additional force main will be packaged with NT 2.

Project Justification

Required to meet demand from planned development.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

Project is expected to be complete in 2026.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

Alkire Lift Station

Description

The Alkire Lift Station is at capacity and requires upgrades to serve planned development.

Project Justification

Required to meet demand from planned development.

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.

Project Funding

Project will be funded by developer contributions.

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 Cost Estimate and Timeline

Project is expected to be complete in 2023.

Operating Cost Impact

The operating cost impact of this project is currently unknown.

Capital Improvement Projects Wastewater

North Sewer Trunk Line 61st and Tennyson (NT 10)

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 61st and Tennyson area. This segment is also at end of useful life and in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

This project is funded through wastewater tap fees and bond issuance.

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 Cost Estimate and Timeline

This project is fully funded. It is expected to be complete by 2024.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

North Trunk Sewer Improvements - 68th & Sheridan to Tennyson & W. 64th (NT 8)

Description

The NTL has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

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.

This project will be funded by bond issuance and future bond to prvide full funding.

Project Cost Estimate and Timeline

Project is expected to be complete in 2026.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

North Trunk Sewer Improvements - W. 81st & Teller to W. 72nd & Sheridan (NT 7)

Description

The NTL has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

Project is expected to be complete in 2025.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

North Trunk Sewer Improvements - W. 81st from Johnson to Pomona (NT 5)

Description

The NTL has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

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.

This project will be funded by bond issuance and future bond to provide full funding.

Project Cost Estimate and Timeline

Project is expected to be complete in 2027.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

North Trunk Sewer Improvements - W. 81st from Oak to Johnson (NT 4, Phase 2)

Description

The NTL has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

Project is expected to be complete in 2024.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects

North Trunk Sewer Improvements - W. 84th from Alkire to Simms (NT 2)

Description

The NTL has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development.

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.

Project Funding

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.

This project will be funded by bond issuance andfuture bond to provide full funding.

Project Cost Estimate and Timeline

Project is expected to be complete in 2026..

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

North Trunk Sewer Line 81st and Kipling (NT 4, Phase 1)

Description

The NTL has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

This project is funded through wastewater system development changes.

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 Cost Estimate and Timeline

This project is fully funded. It is expected to be complete by 2024.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

Ralston Trunk Sewer Improvements - Simms to Pierson (CRT7)

Description

The Central Ralston Trunk Line (CRT) has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and is in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

Project is expected to be complete in 2024.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

Ralston Trunk Sewer Improvements - Union from W. 75th to W. 71st (CRT9)

Description

The Central Ralston Trunk Line (CRT) has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and is in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

Project is expected to be complete in 2025.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects Wastewater

Ralston Trunk Sewer Improvements - W. 69th from Coors to Urban (CRT 6)

Description

The Central Ralston Trunk Line (CRT) has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. This segment is also at end of useful life and is in need of rehabilitation or replacement.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development. The segment is at end of useful life and in need of replacement.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

Project is expected to be complete in 2025.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects

Ralston Trunk Sewer Improvements - W. 69th from Eldridge to Coors (CRT5)

Description

The Central Ralston Trunk Line (CRT) has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

Project is expected to be complete in 2025.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

Capital Improvement Projects

Ralston Trunk Sewer Improvements - W. 75th from Ward to Union (CRT8)

Description

The Central Ralston Trunk Line (CRT) has several areas that are at or exceed capacity. This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development.

Project Justification

This project was identified as a priority segment as part of the Sewer Master Plan and is required to meet the timeline for planned development.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

Project is expected to be complete in 2025.

Operating Cost Impact

No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.

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.

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.

Project Funding

This project is funded through the Wastewater Fund.

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 Cost Estimate and Timeline

This is an ongoing program.

Operating Cost Impact

Elimination of groundwater infiltration results in lower operating costs.

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.

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.

Project Funding

This project is funded through the Wastewater Fund tap fees.

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 Cost Estimate and Timeline

This is an ongoing program.

Operating Cost Impact

There is no operating cost impact.

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

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.

Project Funding

This project is funded through the Wastewater Fund using wastewater rates.

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.

Sources 2023 2024 2025 2026 2027 2028-2032 10-Year Total 98-101 $ $- $- $- $- $- $- $Other City $ 750,000 772,500 795,675 819,545 844,132 4,616,058 8,597,910 External $ - - - - - -Total Sources $750,000 $772,500 $795,675 $819,545 $844,132 $4,616,058 $8,597,910

Project Cost Estimate and Timeline

This is an ongoing program.

Operating Cost Impact

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, replacement and rehabilitation of treatment plants and continued water main replacements, will see to the continued provision of safe drinking water.

Summary of Water Sources

Summary of Water Uses

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 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.

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.

Project Funding

Funding is from the Water Fund.

Project Cost Estimate and Timeline

Project is funded and expected to be complete by 2024.

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.

Operating Cost Impact

No specific ongoing expenses. This is a rehabilitation of existing equipment.

Capital Improvement Projects Water

Canyon Pines Pump Station

Description

Pump station to pump water to Canyon Pines development

Project Justification

This project was required for the Canyon Pines Development. The city leads the design and construction in partnership with developer.

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.

Project Funding

Project is funded by developer contributions.

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 Cost Estimate and Timeline

Project is fully funded and expected to be complete by 2023

Operating Cost Impact

10,000 annually, included in water operations budget

Capital Improvement Projects Water

Castlegate Water Line Description

This project willprovide a new water main to improve fire protection.

Project Justification

This is the highest priority distribution system project from the water distribution master plan.

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.

Project Funding

Funding is from the Water Fund system development charges.

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 Cost Estimate and Timeline

This project is fully funded and expected to be complete by 2023.

Operating Cost Impact

There is no operating impact to this project.

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.

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.

Project Funding

Funding is from the Water Fund.

Project Cost Estimate and Timeline

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.

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.

Operating Cost Impact

The operating impact will be known after project design is complete.

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.

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.

Project Funding

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.

Funding is from water system development charges and bond issuance. 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.

Project Cost Estimate and Timeline

These funds represent Arvada’s portion of the project total. Construction is expected to be complete by 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.

Capital Improvement Projects

Distribution System Storage/Pumping/Pipe Expansion (additional water system upgrades)

Description

The water distribution master plan identified additional storage capacity needed for buildout. A storage master plan is currently underway to refine the analysis. This project contemplates an additional 3 MG of water storage for 2026-2027. Additional piping and pumping is needed to integrate new storage into the system.

Project Justification

This project is needed capacity for planned development.

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.

Project Funding

This project will be funded by bond issuance.

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 Cost Estimate and Timeline

This project is expected to be completed by 2027.

Operating Cost Impact

The operating cost impact of this project is currently unknown.

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.

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.

Project Funding

Funding is from the Water Fund water tap fees.

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 Cost Estimate and Timeline

This project is expected to be completed by 2030.

Operating Cost Impact

The operating cost impact of this project is currently unknown.

Capital Improvement Projects Water

Lead and Copper Corrosion Control and Service Line Replacement

Description

The revised lead and copper rule requires water systems to conduct service line inventories, corrosion studies, provide optimal corrosion control treatment and implement service line replacement programs.

Project Justification

This project fulfills the mandatory requirements of the revised lead and copper rule.

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.

Project Funding

This project will be funded by bond issuance and the Water Fund.

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 Cost Estimate and Timeline

This project is fully funded and expected to be complete by 2025.

Operating Cost Impact

The operating cost impact of this project is currently unknown.

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. The precise alignment will be coordinated with the additional water system upgrades and Pumped Zones Storage Tank.

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.

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.

Project Funding

Funding is from the Water Fund water tap fees.

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 Cost Estimate and Timeline

This project is fully estimated to be under. It is expected to be complete by 2024.

Operating Cost Impact

There is no operating cost impact to this project.

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. The precise alignment of upsized pipe will be confirmed with hydraulic modeling.

Project Justification

This is a needed expansion of the water system.

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.

Project Funding

Funding is from the Water Fund water tap fees.

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 Cost Estimate and Timeline

This project is fully funded. It is expected to be complete by 2024.

Operating Cost Impact

There is no operating cost impact.

Capital Improvement Projects Water

Pumped Zones Pump Station

Description

The water distribution system requires additional water storage and pumping to meet current and future demands of planned development. These projects are required for planned development to continue on the current timeline. Additional pumping is needed for the Pumped Zones Storage Tank to be fully integrated into the water system.

Project Justification

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.

Project Funding

Partially funded by developer contributions and water bond issue.

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 Cost Estimate and Timeline

This project is fully funded and expected to be complete in 2024.

Timeline Start Completion Design 2022 2023 Acquisition 2022 2022 Construction 2023 2024 Sources Existing 2023 2024 2025 2026 2027 2028-2032 Project Total 98-101 $ $- $- $- $- $- $- $- $Other City $ 250,000 6,000,000 - - - - - 6,250,000 External $ - - - - - - -Total Sources $250,000 $6,000,000 $- $- $- $- $- $6,250,000

Operating Cost Impact

Capital Improvement Projects Water

Pumped Zones Storage Tank

Description

The water distribution system requires additional water storage and pumping to meet current and future demands of planned development. The storage provided by this tank is identified in the Jefferson Cetner Metropolitan District Utility Master Plan.

Project Justification

This project is required for planned development to continue on the current timeline.

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.

Project Funding

Funding is from developer contributions.

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 Cost Estimate and Timeline

Project is fully funded and expected to be complete in 2024.

Operating Cost Impact

The operating cost impact of this project is currently unknown.

Capital Improvement Projects Water

Ralston Plant and System Storage Tanks Replacement and Expansion

Description

In order to serve the city’s growth, the water master plan identified the need to add storage capacity at the Ralston Water Treatment Plant. Additionally, existing storage in the distribution system is aged. A storage master plan is currently underway to provide a roadmap for replacement, rehabilitation and expansion.

Project Justification

This project is twofold. One phase is a reinvestment to replace an old, failing, leaking storage tank with a new larger tank by 2030. After 2030, a second tank will be needed. If the request is not funded, the water system will not be able to serve the city needs as contemplated in the comprehensive plan.

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.

Project Funding

Funding is not identified.

Project Cost Estimate and Timeline

This project is scheduledfor 2029 start.

Operating Cost Impact

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.

No additional expenses. The first phase will replace an existing tank with a larger one.

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.

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.

Project Funding

Funding is from the Water Fund.

Project Cost Estimate and Timeline

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.

This project is not fully funded. The design work and preliminary construction currently funded will determine the final cost of the filter rehabilitation.

Operating Cost Impact

No additional ongoing expenses.

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.

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.

Project Funding

Funding is from the Water Fund.

Project Cost Estimate and Timeline

This project is fully funded. It is expected to be complete by 2023.

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.

Operating Cost Impact

No additional ongoing expenses.

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.

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.

Project Funding

Funding is from the Water Fund system development charges.

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 Cost Estimate and Timeline

This project is not yet fully funded. A revised construction estimate is expected after completion of the project design.

Operating Cost Impact

$5,000 annually, included in water operations budget.

Capital Improvement Projects Water

Sliplining of 54” Transmission Main

Description

Project was recommended based on an assessment completed for the 54” TM alignment West of Indiana and adjacent to the new Ralston Ridge Development.

Project Justification

The project would reduce risk of line damage and extend the useful life of the asset.

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.

Project Funding

Project funding is from Water Fund system development charges.

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 Cost Estimate and Timeline

Project is expected to be complete by 2025.

Operating Cost Impact

There is no operating cost impact wtih this project.

Capital Improvement Projects Water

Smart Meter Upgrades

Description

Upgrade water meters to smart water meters to gain efficiencies in meter reading and customer billing. Smart meters allow customers to monitor their use in real time.

Project Justification

Increase efficiencies in meter reading and customer billing.

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.

Project Funding

Funded from customer water rates and bond issue.

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 Cost Estimate and Timeline

Project is fully funded and expected to be complete in 2025.

Operating Cost Impact

The operating cost is expected to be net zero.

Capital Improvement Projects Water

Water Treatment Expansion and Replacement 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. The Water Treatment Plant Master Plan identified replacement of the Arvada WTP as more cost effective than significant repairs in the long-term. This line item is for detailed planning of replacement and new capacity.

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.

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.

Project Funding

This project is funded through the Water Fund.

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 Cost Estimate and Timeline

This project only includes the planning and siting portion of the water treatment expansion plan.

Operating Cost Impact

There is no operating cost associated with this project.

Capital Improvement Projects Water

Water Treatment Plant Replacement and Expansion

Description

The Water Treatment Plant Master Plan identified replacement of the Arvada WTP as more cost effective than significant repairs in the long-term. This line item provides budget for the steps needed to implement a new treatement plant after the completion of the siting study. The cost of construction is not reflected.

Project Justification

This project is needed to maintain existing treatment capacity and for additional water treatment capacity and is addressed in the 2019-2020 Water Treatment Master Plan.

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.

Project Funding

Funding is from the Water Fund system development charges and bond issue.

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 Cost Estimate and Timeline

This project is fully funded. It is expected to be complete by 2028.

Operating Cost Impact

There is no operating cost impact for this project.

Capital Improvement Projects Water

Distribution System Master Plan Update

Description

City council included utilities system master planning in the Strategic Plan. The Water Distribution System Master Plan was completed in 2019. Routine updating is needed to reflect system changes and verify and updateproject priorities.

Project Justification

Master Plans updates should be conducted approximately every 5 years.

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.

Project Funding

Funding is from Water Tap fees.

Project Cost Estimate and Timeline

Ongoing every 5 years.

Operating Cost Impact

There is no operating cost impact with this project.

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.

Capital Improvement Projects Water

Hydraulic Modeling Description

The water distribution system hydraulic model requires annual updates to reflect system improvements and operational changes. This budget will be used to include those updates in the model and use the model for scenario analysis.

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.

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.

Project Funding

Funding is from the Water Fund.

Project Cost Estimate and Timeline

Annual updates to reflect system improvements and operational changes.

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.

Operating Cost Impact

There is no operating cost associated with this project.

Capital Improvement Projects Water

Risk and Resiliency Assessment / Emergency Response Plan Updates

Description

Updated Risk and Resiliency and Emergency Response Plans (RRA/ERP) are required by America’s Water Infrastructure Act (AWIA).

Project Justification

This project is a mandatory requirement.

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.

Project Funding

This project is funded by Water Fund tap fees.

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 Cost Estimate and Timeline

This is an ongoing project requiring update every 5 years.

Operating Cost Impact

There is no operating cost impact with this project.

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.

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.

Project Funding

Funding is from the Water Fund water tap fees.

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 Cost Estimate and Timeline

This project is fully funded. Projects are determined by the water distribution master plan.

Operating Cost Impact

There is no operating cost impact.

Capital Improvement Projects

Water

Water Resources Master Plan Description

A Water Resources and raw water system master plan is needed to plan for future capacity and reinvestment needs for the system and supply portfolio. This plan compliments the recently completed Water Distribution Master Plan and Treatment Master Plans.

Project Justification

City council included utilities system master planning in the Strategic Plan. The raw water assets were not evaluated in the Water Treatment and Distribution System Master Plans. These are critical assets that require evaluation and master planning for reinvestment and upgrades.

Strategic Plan Alignment

Strategic Priority: (blank)

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

Funding is from the Water Fund tap fees.

Project Cost Estimate and Timeline

Ongoing project every 5 years.

Operating Cost Impact

There is no operating cost impact for this project.

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.

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 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.

Project Funding

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.

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.

Project Cost Estimate and Timeline

This project is fully funded. Projects are designed in-house by the Engineering Division of Public Works.

Operating Cost Impact

There is no operating cost impact.

Capital Improvement Projects

Water Treatment Plant Repair Program

Description

The water treatment plant is aging and requires ongoing maintenance to remain operational while plans are made to replace the treatment plant in future years.

Project Justification

This project is for ongoing capital maintenance for the water treatment plant.

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.

Project Funding

Funding is from water rates charged to customers.

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 Cost Estimate and Timeline

This project is ongoing to provide ongoing maintenance.

Operating Cost Impact

No ongoing costs associated with this project is for ongoing capital maintenance.

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 .

Capital Improvement Projects

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Capital Improvement Projects

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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, 2022 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:

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 2022 is $92,200,000 which decreases to $41,052,108 in 2032.

Total Outstanding Sales and Use Tax Bonds and Certificates of Participation

Debt Service Obligations

In 2022, the City issued $48,150,000 in Water Revenue Bonds for several capital improvement projects identified in the Capital Improvements section. The City also issued $47,855,000 in Wastewater Revenue Bonds in 2022 for two sewer trunk line replacements. A portion of the 2015 Certificates of Participation were used to finance projects in the Stormwater Fund. The Stormwater Fund transfers two-thirds 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 .

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

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 .

Total Outstanding Enterprise Bonds

The City’s Water Revenue Bond rating with Fitch Ratings is AA+; this rating was assigned in November, 2022 when the City issued bonds for several capital improvement projects Key rating drivers from Fitch’s rating report include:

• The system is a monopolistic water-service provider to a growing customer base exhibiting very favorable economics . The City has the independent legal ability to increase rates without external approval. Rates are affordable for the vast majority of the population and should remain so even with projected increases to support large CIP

• Very low operating cost burden and sound capital investment

• Exceptionally low leverage to increase as the system enters a capital investment cycle . The liquidity profile is sound and neutral to the assessment

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

The City’s Wastewater Revenue Bond rating with Fitch Ratings is AA; this rating was assigned in November, 2022 when the City issued bonds for several capital improvement projects . Key rating drivers from Fitch’s rating report include:

• Revenues are generated from monopolistic sources . Service area characteristics are very strong with high income levels, midrange population growth and low unemployment rates. Rates are affordable for the vast majority of the population the system serves.

• Very low operating cost burden and moderate life cycle needs

• Very strong financial profile with rising leverage. Coverage of full obligations and liquidity levels are robust and considered neutral to the assessment

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 City of Arvada Highest credit quality – Exceptionally strong 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

BBB Good credit quality – Adverse business conditions more likely to impair repayment capacity

BB Speculative - Elevated vulnerability to credit risk

B Highly speculative – Material default risk is present

CCC Substantial credit risk - Default is a possibility

CC Very high levels of credit risk - Default of some kind appears probable

C Near default – A default or default like process has begun

D Default

The following table shows bond ratings from other cities in Colorado .

*Assumed issuer credit rating based off of one notch higher than COP rating

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

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

Certificates of Participation - Series 2015A

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

Certificates of Participation - Series 2016

Series 2021 Certificates of Participation

The City and Jefferson County School District issued certificates of participation in the amount of $35,210,000 for the purpose of funding the replacement of the Meyers Pool complex with a 50 meter pool. The City and School District are each responsible for ½ of the Certificates of Participation, the City’s portion is $17,605,000. The certificates of participation carry an interest rate of 2.25%. Interest and principle payments are due June 15 and December 15 .

Debt Service Obligations

Series 2022 Water Revenue Bonds

The City issued water revenue bonds in the amount of $48,150,000 to fund capital improvement projects including replacement of lead service lines, residential water meters, Ralston Water Treatment Filter rehabilitation, Ralston Water Treatment Plant rehabilitation, replacement of water lines and construction costs for the Gross Reservoir Expansion project . The bonds carry interest rates from 4% to 5% payable semi-annually June 1 and December 1 and principal due annually to December, 2052 .

Water Revenue Bonds - Series 2022

Debt Service Obligations

Series 2022 Wastewater Revenue Bonds

The City issued water revenue bonds in the amount of $47,855,000 to fund the replacement of two sewer trunk lines to provide for build out needs of the City The bonds carry interest rates from 4% to 5% payable semi-annually June 1 and December 1 and principal due annually to December, 2052

Wastewater Revenue Bonds - Series 2022

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POLICE SWORN

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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

American Rescue Plan Act of 2021 (ARPA): Is a $1 .9 trillion economic stimulus bill passed by the 117th U .S . Congress and signed into law by President Joe Biden on March 11, 2021, to provide additional relief to address the continued impact of COVID-19

Amortization: Decrease the book value of a loan or intangible asset over a period of time, typically the for the life of the loan

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

Audit: Examination and evaluation by an independent audit firm of the financial statements to represent that the Financial Statements are free of material misstatement

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

Balanced budget: Estimated expenditures do not exceed estimated revenues and available fund balance for each year of the two-year budget

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 .

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 .

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

Fiduciary Fund: Fund used to report on assets held in trust for others such as pension funds .

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

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

Governmental Fund: Fund used to account for most of general activities including tax supported activities, debt service, capital projects and special revenue funds

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

Major Fund: Funds are considered major if total assets, liabilities, revenues or expenditures of the fund are at least 10 percent of the corresponding total assets, liabilities, revenues or expenditures for all funds in that category The total assets, liabilities, revenues or expenditures of the individual fund are at least 5 percent of the total assets, liabilities, revenue or expenditures of all fund categories combined .

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

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,

Glossary of Terms

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

Proprietary Fund: Fund used for operations which are financed and operated similar to a private business enterprise The City has two types of proprietary funds, Enterprise Funds and Internal Service Funds

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

Special Revenue Fund: Fund used to account for revenue from specific sources restricted to a certain purpose .

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

System Development Charges: Payment to connect to the City’s water or sewer infrastructure to provide service to a location

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

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

Glossary of Terms

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 .