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Organizational and Service Effectivness

from 2023-2024 Proposed Biennial Operating and Capital Budget

by City of Arvada

from 2023-2024 Proposed Biennial Operating and Capital Budget, page 135

Article from: 2023-2024 Proposed Biennial Operating and Capital Budget

Work Systems Section Community...

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 .

Budget Summary

REVENUES BY TYPE 2021 ACTUAL 2022 REVISED 2023 BUDGET 2024 BUDGET Taxes $90,546,114 $96,315,450 $99,678,403 $101,725,804 Licenses, Permits and Fees 7,464,298 495,000 495,000 495,000 Intergovernmental 11,325,372 18,837,414 13,987,509 14,523,526 Charges for Services 3,876,567 3,381,164 3,481,308 3,645,657 Fines and Forfeits 92 - - -

Miscellaneous 3,470,972 4,208,226 6,324,510 7,872,835 Other Financing Sources 870,289 - - - Revenue Transfer 539,452 3,317,101 326,614 336,413 Total Revenues $118,093,155 $126,554,355 $124,293,344 $128,599,235

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 .

EXPENDITURES BY TYPE 2021 ACTUAL 2022 REVISED 2023 BUDGET 2024 BUDGET Personnel $14,576,539 $14,583,191 $18,025,595 $18,850,058 Services and Charges 8,989,773 18,831,056 9,538,057 9,830,544 Supplies and Expenses 2,987,962 7,339,460 9,179,355 7,515,402 Contracts and Leases 2,969,343 10,737,081 2,163,525 2,136,448 Inventory 18,265 20,000 20,600 21,218 Capital Maintenance 32,968 59,935 61,313 63,120 Capital Outlay 232,870 3,155,490 11,500 5,000 Transfers 24,364,411 32,314,548 33,349,786 29,766,571 Other - - - - Total Expenditures $54,172,131 $87,040,761 $72,349,731 $68,188,361

Employee FTE 110 .10 115 .00 124 .00 124 .00

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

Recruitment and retention of employees .

Financial stability through the pandemic Heightened focus on cyber security . Long range financial planning Increasing complexity and magnitude of workloads Focus on building organizational capacity City Manager transition 2021 Top Workplace recognition Changing workforce demographics and expectations Engaged Workforce Legacy Technology Flexible work schedule and location options Increasing Litigation

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

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

Bond Rating AA AAA AAA AA AA AA

AAA is the highest possible rating and reflects an opinion that the City has the current capacity to meet is debt obligations 157

Annually update the City's ten-year financial plan GFOA Certificate of Achievement in Financial Reporting received *GFOA Certificate of Distinguished Budget Presentation received Yes Yes Yes Yes Yes Yes

Yes Yes Yes Yes Yes Yes

Yes NA Yes NA Yes NA

Businesses voluntarily compliant with City tax codes 95% 91% 88% 95% 95% 95%

Licensed businesses that file and pay sales and use tax returns online 99% 95% 100% 99% 99% 99%

Grant proposals awarded 50% 73% 77% 50% 50% 50%

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.

City's matched jobs graded according to their market value 85% 82% 87% 85% 85% 85%

Annual healthcare increase over previous year

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

Employees participating in wellness awareness and incentives 6% or less 0% 0% 6% 6% 6%

70% 83% 75% 70% 70% 70%

50% 50% 55% 50% 50% 50%

Recruitments resulting in a hire during the first recruitment process Vacancies posted where a conditional offer occurs within 45 days of the application deadline

*Achieve Denver Post Top Workplace designation 90% 95% 89% 90% 90% 90%

90% 95% 100% 90% 90% 90%

Yes

The City is an employer of choice and fosters a culture of safety, wellness, cycles of learning and process improvement that attracts and retains a highly-engaged and diverse workforce .

*Denver Post Top Workplace only entered in 2018 and 2020

70% or less average storage space in use 70% 66% 66% 70% 70% 70%

80% or less system memory is in use for host servers 80% 38% 44% 80% 80% 80%

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

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

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 a Complete

This article is from:

2023-2024 Proposed Biennial Operating and Capital Budget

by City of Arvada