2019 4th Quarter Financial Report by City of Arvada

Financial Report

Fourth Quarter 2019

Safe Community

Infr astructure

Vibr ant Community and Neighborhoods

Organizational and Service Effectiveness

Community and Economic Development

Finance Department • 8101 Ralston Road • Arvada, Colorado 80002 720-898-7120 • www.arvada.org

Contributors: Bryan Archer, Director of Finance Lisa Yagi, Assistant Director of Finance Sheena Freve, Budget Analyst Chris Kelly, Budget Analyst Debra Nielson, Controller Vesta Weinhauer, Accounting Supervisor Jenna Belec, Executive Assistant Steve Milke - Print Shop

Table of Contents

Table of Contents Overview............................................................................................................................... 2-3 General Fund........................................................................................................................ 4-7 Street Maintenance Fund...................................................................................................... 8-9 Parks Fund............................................................................................................................ 10 Special Revenue Funds Tax Increment Funds.......................................................................................................... 11 Community Development................................................................................................... 12 Arvada Housing Authority................................................................................................... 13 Capital Improvements Projects Fund................................................................................. 14-15 Enterprise Funds Water Fund........................................................................................................................ 16 Wastewater Fund............................................................................................................... 17 Stormwater Fund............................................................................................................... 18 Golf Fund........................................................................................................................... 19 Food Service Fund (Arvada Events)................................................................................ 20-21 Internal Service Funds Insurance Fund.................................................................................................................. 22 Computer Fund.................................................................................................................. 23 Vehicle Fund...................................................................................................................... 24 Print Services Fund............................................................................................................ 25 Buildings Fund................................................................................................................... 25 3F Bond Projects.............................................................................................................. 26-27 City of Arvada Investment Report...................................................................................... 28-29 Performance Data............................................................................................................30-32

OVERVIEW

2019 fourth Quarter Financial Report The Financial Report for the City of Arvada provides an unaudited overview of the major funds and how their revenues and expenditures performed in comparison to budget. This is not meant to be a complete accounting, but rather a quick look at the highlights. While the report that follows is a recap of the year ending 2019, it would be remise to not recognize what the world is currently going through. Our hearts and prayers go out to everyone that is dealing with COVID-19. When this report goes to print, the State of Colorado is under a stay-in-place order that will not be lifted until at least April 30. The ramifications of this will be felt both economically and emotionally for a long time to come. The current financial expansion sits at 126 months or just over 10 years, the longest in history. Consumer spending continues to lead the way accounting for more than 70% of the growth with year over year increases of 2.2%. Confidence is high with many factors helping to support this including unemployment at 3.5% the lowest in 50 years, the FED funds target rate at 1.50% - 1.75% and improved trade talks with China. Estimates call for 2.0% growth in 2020 with a cooling economy. Expectations are that the Federal Reserve will leave rates alone and â€œmonitor the economyâ€?over the next few months. The State of Colorado continues to lead the rest of the nation related to economic health. Low unemployment, falling to 2.5% at the end of December down from 3.6% in 2018, high consumer confidence and growing personal income create a strong and diverse economy. Business growth has been restricted, not due to lack of desire but a lack of a qualified workforce. Net immigration continues to be positive as people move to Colorado to seek employment. This has bolstered the construction industry and housing markets. The City of Arvada finished 2019 with positive overall financial results. Total General Fund revenues exceeded the budget by 2.2% and were up over 2018 by .2%, led by building revenues and auto use tax. Sales tax revenues were up 2.5% over 2018 but did fall under the 3% estimated budget. The year started slow with four of the first six months showing negative growth as compared to the prior year. The second half of the year was a different story with all six months showing year over year gains. Growth was experienced in 14 of the 20 sales tax categories bolstered by online retailers and restaurants. The six categories that contracted from 2018 were led by telecommunications and construction supply stores. Auto use tax revenue rebounded in 2019 growing 1.3% over 2018 and surpassing the budget by 3.5%. New car sales along with an increased number of cars are helping to support this revenue. This revenue will be carefully monitored in the upcoming years as it can be highly cyclical. Building revenues again exceeded their budget even though year over year revenues were down 18.5%. With the approval of some large developments including Haskins Station and Sabells, this should continue to be a stable revenue source. As you can see in the graph below, permit fees have returned to a level more in line with a normal growth period.

Building Fees $5,000,000.00 $4,000,000.00 $3,000,000.00 $2,000,000.00 $1,000,000.00 $-

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

OVERVIEW

Other major revenue sources including interest income and Highway Users Tax Fund (HUTF) exceeded their budgets. Property tax and Court fines and fees were under budget. Court revenues are hard to predict as they are subject to the quantity and nature of the offenses. Property tax was short of the budget estimate by only 1.7%. Total expenditures finished under budget by 2.7% and were up 2.6% over 2018, with small growth in both operating and capital costs. The work systems continue to do a great job managing their budgets and maximizing the value tax payers receive for their tax dollars. The Streets Maintenance Fund continued to implement a change to their approach related to concrete and asphalt. The goal is to complete concrete work two years in advance of asphalt work. This allows warranty work to be completed before a new surface has been placed. Concrete work is less expensive and takes additional engineering time. The 2019 expenditures reflect this as they are down compared to 2018. The budgeted savings will be carried over into 2020 and spent on the more expensive asphalt projects. The Parks Fund overall revenue increased by 6.5% driven by a large increase in Jefferson County Open Space revenues. Open Space funds are generated by a one-half of one percent sales tax collected in Jefferson County. With the overall growth in the economy, this revenue source has benefitted. Parks Fund expenditures came in below budget and actually went down as compared to 2018. Team members are now working out of various satellite shops as construction has begun on a new facility and should last the rest of 2020. The Housing program continues to maximize the resources they are provided. Growth in the price of rents along with the decrease in the number of rental units available has reduced the number of families they are able to serve to 463 from 518. The 518 were an all-time high as the housing program had received some special voucher funding in 2018 to help with the growing housing needs. These funds did not continue in 2019. Golf and full-service restaurant operations continue at Lake Arbor and West Woods. The past couple of years have been unique in that both programs have experienced varying levels of interruptions due to construction. Rounds were up at West Woods and down at Lake Arbor compared to 2018. Restaurant sales have increased over the prior year with the majority of the growth at West Woods. The Golf Fund continues to operate with a negative fund balance. The debt payments for the new clubhouses and the irrigation systems began in 2019 and will continue for the next 19 years. The payments are large and any interruption in the season will be hard to overcome. Arvada Events has begun the process of transitioning its space to the Arvada Center effective July 1, 2021. All operations that take place at the center will be under the control of the non-profit after this date. Arvada Events revenues did decrease 6.8% as compared to 2018 but was still able to meet budget. The next year will be spent servicing the customers that are under contract and helping the non-profit with their transition plans. In the Capital Projects section, six projects are highlighted this quarter. Four projects have been completed including 72nd and Indiana Intersection, the Whisper Creek Station and the renovation of Rainbow East and Ralston Valley Park playgrounds. Two projects are in progress including the Ralston Road â€“ Upham to Yukon Street widening and the Park-Fleet Maintenance building. In summary, 2019 was a good year for the City from a financial perspective. Overall revenues exceeded budget and expenditures came in under budget. There are areas of pressure, including escalating capital project costs, increased Taking Lasting Care (TLC) needs and continued turnover of City staff members. The end of the economic growth cycle seems to be near and staff will need to continue to prioritize the limited resources. R. Assmus

GENERAL FUND

General Fund Overview 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 Fund • General Debt Service payments • Transfer to the Capital Improvements Fund for new parks, transportation and other infrastructure projects • Grant support to the Arvada Center The following table provides a comparison of budgeted cash balances, revenues and expenditures to budget, including prior year amounts in the same areas. 2019 Budget

General Fund Beginning Fund Balance

2019 Actual

$44,573,000

$65,621,721

$65,527,733

6,699,391

6,583,728

874,000

1,782,602

23,831,047

25,220,108

$97,026,159

$99,114,170

Ongoing

$90,594,559

$87,903,852

Capital

13,304,420

9,305,894

REVENUES Sales & Use Tax Property Tax Interest Other Total Revenues EXPENDITURES

4,100,000

4,094,572

$107,998,979

$101,304,318

Debt Service Total Expenditures Income/(Loss)

(10,972,820)

Ending Fund Balance Goal (17% of Expenditures) Excess/(Deficit)

$33,600,180

$42,382,852

18,359,826

17,221,734

$15,240,354

$25,161,118

The General Fund will end with a fund balance of $42 million, $25 million over the Council-required fund balance reserve of 17%. $2,473,160 of this balance will be used for projects not completed in 2019. $506,500 of this balance will be used toward additional one-time items. The remaining balance will be used for ongoing operations, to balance the 10-year financial plan and maintain the Council-required 17% fund balance reserve.

60% 50% 40% 30% 20%

Q4 2019

Q3 2019

Q2 2019

Q1 2019

Q4 2018

Q3 2018

Q2 2018

Q1 2018

Q4 2017

Q3 2017

Q2 2017

Q1 2017

Q4 2016

Q3 2016

Q2 2016

Q1 2016

Q4 2015

10%

Q3 2015

GENERAL FUND ENDING FUND BALANCE BY QUARTER COMPARED TO FUND BALANCE GOAL OF 17% OF BUDGETED EXPENDITURES

Q2 2015

• • • •

(2,190,148)

GENERAL FUND Revenue Highlights

• All revenue sources, with the exception of General Use tax, Building Use tax, building permits, franchise fees and court fines and fees, were up over 2018. • All revenue sources, except General Use tax, property tax, and Court Fines and Fees exceeded their budgets. • General Use tax revenues decreased $375,215 or 25.6% from 2018. • Building Use tax and Building Permit revenues decreased $1,551,535 or 22.0% from 2018; however, this revenue category has still exceeded budget by $376,830 for 2019. • Court Fines and Fees decreased $327,369 or 21.7% from 2018, this revenue source also did not meet 2019 budget by $807,395. • Franchise Fee revenue was slightly lower than 2018, $67,523 or 1.5%. • Major revenue categories of Sales tax, Use tax, Property tax, Building and “use tax” and Intergovernmental revenues are discussed in more detail in the “Revenue Highlights” section.

Sales Tax 53.4%

2019 ACTUAL GENERAL FUND REVENUES

Property Tax 6.9%

Use Tax 1.1% Other 17.5%

Auto Use Tax 8.2% Interest 1.8%

Sales Tax

Franchise Fees 4.4%

Court Fines & Fees 1.2%

Building Use Tax & Permits 5.5%

Sales Tax Collections

• Sales tax is up 2.5% from 2018; however, the budget was based on a 3% increase, a shortage of approximately $250,000.

• A review of the top 20 categories showed 14 of the 20 categories up from 2018, with the largest categories being online retailers up 20.6%, restaurants at 5.4%, wholesalers at 4.4% and grocery stores at 3.7%. • 6 of the 20 categories are down from 2018, with the largest categories being flooring stores (10.9%), telecommunication providers (12.2%) and plumbing (12.2%).

$60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 Sales Tax

2015 $43,211,510

Use Tax Building Use Tax • Building Use tax budget is based on an annual average number of permits; therefore, actual receipts exceeded the budget by approximately $497,000. • Although Building Use tax exceeded budget, it is a 18.5% decrease from 2018, reflecting the continued slowing of building permits as the City reaches a normal level of building permits. • Excess use tax will be used to offset revenue shortfalls in other categories. Auto Use Tax • Car sales remained strong in 2019 as auto use tax increased 1.3% compared to 2018. • The budget of $7,851,000 anticipated a decrease in auto use tax. • Actual receipts of $8,129,000 are slightly more than budget General Use Tax • General use tax is down 25.7% from 2018. • Actual receipts are $611,000 less than budget and reflect the second consecutive year that use tax has decreased.

2016 $45,642,944

2017 $48,111,671

2018 $51,651,502

2019 $52,950,017

Use Tax Collections $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 General

2015 $1,598,995

2016 $1,312,887

2017 $1,811,571

2018 $1,462,398

2019 $1,087,182

Auto

$6,973,208

$7,162,404

$8,540,345

$8,022,544

$8,129,398

Building

$5,215,500

$6,799,066

$7,007,517

$4,088,460

$3,329,604

Building

Auto

General

GENERAL FUND

Property Tax

Property Tax Collections

• The

City’s property tax rate is 4.31 mills per $1,000 of valuation. • The mill is placed on the assessed valuation. • Property tax remained stable compared to 2018 reflecting little to no increase in assessed valuation.

$7,000,000 $6,500,000 $6,000,000 $5,500,000 $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Property Tax

2015 $4,668,082

Intergovernmental Revenues

2017 $5,654,004

2018 $6,568,030

2019 $6,583,728

Intergovernmental Revenues

• Highway Users Tax Fund (HUTF), the City’s share of state-

$7,000,000

collected gas tax revenue, is down 1.5% from 2018. collections included a $1,100,000 one-time allocation from the State, while 2019 included a one-time allocation of $883,000. • These funds will be transferred to the Capital Improvement Projects fund in 2020 to be used for specific transportation related capital expenditures. • Road and Bridge funds, the City’s share of property tax collected by Jefferson County & Adams County and dedicated to the maintenance of roads and bridges, is almost exactly the same as 2018.

$6,000,000

• 2018

2016 $5,583,064

$5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 HUTF Jefferson County

2015 $4,134,398

2016 $4,123,134

2017 $4,182,792

$734,993

$799,693

$870,641

Jefferson County

HUTF

2018 $5,203,928

2019 $5,124,956

$904,281

$904,962

GENERAL FUND

Miscellaneous .3%

Expenditure Highlights

Transfers 24.2%

• Total expenditures showed a savings of $6,694,661. • Carryovers of $2,979,966 make up a portion of

this

savings. • Overall expenditures increased $2,623.060, or 2.7% over 2018. • Contract expenditures increased $2,295,234 or 8.1% over 2018, this is due to a $2,000,000 contribution to JPPHA in 2019.

2019 ACTUAL GENERAL FUND EXPENDITURES

Personnel 44.8%

Debt Service 4.0%

Contracts 8.1% Supplies and Expenses 6.2% Services and Charges 12.4%

Salary and Benefit Salary & Benefits

2019 Budget

Salaries & Wages

$33,877,573

Vacancy Savings

(1,265,658)

2019 Actual $32,995,638 -

Overtime

1,095,436

1,001,419

Group Insurance

6,915,998

5,938,491

Retirement

3,879,560

3,826,454

Medicare

473,534

456,848

Temporary Wages & SS

585,667

581,684

Other

557,072

565,936

$46,119,182

$45,366,470

Total

• The difference in Salaries and Wages is due to less vacant positions than anticipated throughout 2019. • The Group Insurance variance is due to lower medical claims. The City of Arvada’s continued effort to promote good health has resulted in lower medical claims for 2019.

STREET MAINTENANCE FUND Street Maintenance Fund Overview The Street Maintenance Fund accounts for costs associated with street repair and replacement including crack sealing, asphalt replacement, and concrete replacement. Revenues are derived in part from the Highway Users Tax Fund which is the City’s share of state-collected gas tax revenue and a transfer from the general fund.

Street Maintenance Fund Beginning Fund Balance

2019 Budget $

288,000

2019 Actual $

288,000

REVENUES General Fund Transfer Other Total Revenues

$9,722,271 -

$9,575,271 239,568

$9,722,271

$9,814,839

$2,367,130

$2,001,674

6,399,425

3,751,001

Crack Sealing

165,605

50/50 Program

805,418

239,516

EXPENDITURES

Revenue Highlights Revenues consist of a transfer from the General Fund, payments from participants in the 50/50 Sidewalk Replacement program, and street degradation fees. Revenues declined by 1% from the prior year, due to the transition to in-house operation of the crack seal program in 2019

Asphalt Replacement Concrete Replacement

Other Total Expenditures

Expenditure Highlights The 2019 asphalt project represents a shift in the City’s approach to street maintenance. In the past, there was a risk that concrete warranty work could be completed after a road was rebuilt or repaired. In order to eliminate this issue, concrete work must be completed two years in advance of asphalt work. As a result, in 2019 a large contract for concrete was issued, while the asphalt projects were significantly reduced compared to prior years. This allows the concrete work to “get ahead” of the asphalt work. A new chip seal method was trialed which is anticipated to extend the life of the road anywhere from 5-10 years. The cost of chip seal is measurably lower than the use of asphalt and has a much shorter construction time compared to asphalt placement. The 2019 concrete replacement work was concentrated on large groups of local roadways that included an entire subdivision or, in some cases, multiple subdivisions, rather than spread throughout the City as in years past. This technique proved to be highly effective, as more concrete was completed compared to prior years. In addition, this technique created cost efficiencies, as this project method appeals to contractors, resulting in highly competitive bidding and advantageous pricing. Crack sealing transitioned to in-house operation in 2019, in order to better control costs and quality. Other expenditures increased over the prior year due to the purchase of a tack distributor, compressor, and jack hammer for in-house crack seal operations.

Income/(Loss) Ending Fund Balance

200,158

193,171

$9,937,736

$6,350,967

(215,465)

3,463,872

$72,535

$3,751,872

2019 Asphalt Project Some new treatments were completed in 2019 to better stretch the dollar and maintain the roadway infrastructure that is already in fair to good condition:

•

Chip Seal - Chip seal was trialed in three major locations: on a group of local roadways, one collector roadway, and one arterial roadway. It is anticipated this work will extend the life of the road anywhere from 5-10 years. The cost of chip seal is measurably lower than the use of asphalt. Another highlight of this treatment is the impact on the traveling public during construction, with total time of construction under normal circumstances reduced to just three days for each road segment compared to three to four weeks for a full reconstruction. Asphalt Placement - The traditional method of asphalt treatment involves patching problem areas and then milling 2” off the top and placing a new top course. In 2018, four new techniques were tested, with many lessons learned. This year, two asphalt placement techniques were used: o Full Reconstruction; in this technique, the total structure is removed and then replaced at the required adjusted roadway thickness. o Mill and Overlay; rather than patching, the top two inches are removed and then placed back with a new top course leaving the lower asphalt structural sections intact. This technique was used on the traveling lanes on W 72nd Ave west of Ward Rd. resulting in lower costs and the smoothness needed for cars traveling at higher speeds on through lanes.

•

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ST .

W A RD RO A D

ST .

IN GALLS

G RA Y

DEP EW C HA S E

FEN T O N

YOU N GFIE

GARRISO N

GAR R IS O N CT.

Y UK ON

E AT O N

AM E S

RD E GA

HO W ST .

CR .

RI V

W O LF F

W . 61 S T P L .

AVE .

Y AT E S C T.

XAVIER

AV E .

PL.

ZE N O BI A ST .

A V E.

D R.

80 T

(CSH 95)

ST .

S T.

GA R C T . RIS ON CT .

ST .

W.77TH PL.

C T.

AVE.

BE N T O N

W . 71 S T A V E .

ST . AM E S ST .

ON E AT C T. DEPEWDE PEW C R. C T.

BE N T O N

C T. ST .

FEN TO NST

FEN TO N

71 ST P L .

E AT O N

ZE N O BI A C T.

BE N T O N

ST .

IN GALLS

69 T H

G RA Y C R.

AVE.

E AT O N S T .

K E N D AL L

C T.

ST .

HO LLA N D

BR E N T W O O D ST.

C T.

D R.

C R.

TA F CT .

UR CT B A N .

Y AN K C T .

A V E.

2N D AV E .

3R D A V E .

N BE

ST .

Y C T.

M A RS H AL L

NE W L A N D

OT I S

ST .

Q U AY

RE E D

SA U L SB U R Y

UP HA M S T .

75 T

C HA S E

GR A

C T.

ST.

. DR

ST .

M O OR E

ST .

PARFE T ST.

R. D TH Y 77 RA G

C H A S E ST .

S H E RI D A N B L V D .

W . 6 4 T H AVE .

BE N T O N

C T.

ST .

68 T H

C R.

FENTON C T.

W . 68 T H P L .

DEP EW

EA T

C T.

OT I S C T .

ST .

74 PL.

AV E.

AS-BUILT

62 N D

IN GALLS

ST.

Q U AI L

OA K

ST . JELL JELL ISON ISON ST .

J O H N SO N

ALK IR E ST.

1ST

SH ERIDAN F.R.

W . 61 S T A V E .

E AT O N

C R. TE LL E R

UP HA M

VA N C E S T .

WE B S TE R

W. 75T H

DEP EW

IN GALLS

FEN TO N

67 P L .

9 TH

PL .

ST .

W . 62 N D A VE .

E. G RA Y

71 S

ST .

AV H A R L AN

84 T H

AM E S

ON NT FE . CT

C HA S E

C T.

W .7 1 S T A V E .

75 D R .

B E N TO N ST .

S T.

C T. ST. UP HA M

PI E R C E

ST .

AV E .

P L.

Lake Arbor Park (North) W . 80 T H P

ST .

D R.

ST .

DR .

FL OW ER ST .

. A VE TH 75 INGALLS

W. 7

BE N T O N ST .

PL .

IN GALLS

LEW IS

N E L SO N

ST .

ZA N G

PIER SO N ST .

NE W M A N

L E E D RI VE

PA RF ET C OWT. EN S

LEW IS CT

MOOR E C T. M IL LE R C T.

W AD S W O R T H B L V D . W E B S T E R ST .

O T I S ST .

C AR R

ST . QU EE ST .

RO U C TT RO T . BB C RO T . BB

C OW T. EN S .

IE L

C OL E C T .

ELDRID GE ST.

80TH

TO EA

D E P E W C T.

D OV E R

C AR R S T .

S T.

ST .

IS O

UN IO N C T.

TAF T CT.

ST .

C T.

INDIANA ST.

79 T H

E AT O N C T .

ST .

D UD L E Y ST .

E ST E S ST .

E VE RE T T

FIELD

HO Y T

C T. HO L L A N D

C T.

LE R ST.

MIL

KIPLING

KLIN E

J O H N SO N

GARRISO N C T.

ST . SI M M S C T.

C R.

RO U T T L N . QU E E N

MC I N T Y R E

80 T H

SH ERIDAN F.R.

60 T H PL .

IN GALLS

G RA Y

ST .

ST.

T AF T ST .

SW AD L E Y SI M M S C T .

RO WY B B .

AI L

ST. T AB O R ST .

C T.

U R B AN

C T.

DEVIN NE Y

W.78TH PL.

FEN TO N

ST .

D EP EW

J AY

ST .

FL OW ER ST .

. CR

ST .

C T.

81 81 P PL. L. 81

C HA S E

D R.

ST .

W.62ND PL .

PL .

ST .

68 C R.

DEP EW

K E N D AL L ST .

ST .

M A RS H AL L ST . L AM A R

ST .

HO L L A N D ST .

H O Y T ST .

IN DEPEN D. ST .

IRIS

ST .

BR AU N ST C T . .

W AY

TAF T

. ST

C R.

VE L

NI L E

C T.

N O BL E

WY.

ORIO N

C R. PO M O N A D R.

ST . E AT O N

J AY C T .

C T. OT I S

ST .

W . 72 N D F RO N T A G E R D . W .7 1 S T P L . NE W L A N D

W.70TH DR.

DR .

FEN TO N

AV E .

ST .

OT I S ST .

PL .

H A R L AN

AV E .

G RA Y

67 T H AV E . ST .

CT .

WY.

J AY S T .

K E N D AL L

ST .

RE E D C R.

Q U AY C R.

ST.

G AR L A N D

UP HA M

VA N C E

W.74TH PL.

PL .

SH ERIDAN F. R.

60 T H

PL .

J AY

OT I S

M A RS H AL L S T .

NE W L A N D S T .

ST . O T I S

OT I S

Q U AY

RE E D ST . Q U AY C T.

K E N D AL L

84 PL . AVE .

86 T

SH ERIDAN F.R.

61 S T

ST .

C T.

W . 7 2N D A VE .

IN GALLS C R.

AVE .

ST .

AV E .

ST .

C R.

ZE P HY R

RE E D C T .

70 T H

W . 75

IN GALLS

C T.

70 T H

DR .

75 W.

C T.

ST .

AVE.

ST .

OT I S

L AM A R

ST .

CO DY

D R.

HO L L A N D C T.

2N D W. 7

G RA Y

58 PL .

NE W L A N D

ST .

SA U L SB U R Y

80 T H PL .

AL L S

ST .

AV E .

M A RS H AL L

Q U AY

ST .

WE B S TE R

TE LL E R

ST .

LE E C T.

BR A

RO U T T S T . ST . RO B B

JELL ISON

MI LLE R S T.

ST .

QU E E N

Q U AI L

W.73RD PL.

82 ND

ST .

GRANDVIEW

ST .

Q U AY

S T.

ST .

XE N O PH O N ST .

ST .

Y AN K

K E N D RI C K

ST .

NI L E

N O BL E S T .

ORIO N ST .

Q U AR T Z S T .

RO G E R S ST .

. DR

G RA Y

ST .

C R.

ST .

UP HA M

VA N C E

ST .

ALL ISO N

PAR FE T C T.

N E L SO N ST .

ST.

T AB O R ST .

BE AR C E CH B U T. TU AL KI S R E C T. ST C . T.

3RD W. 7

J AY

OTI S

C T.

C AR R

ST .

PI E R SO N C T . PI E R SO N ST .

ST .

BR E N T W O O D C T . BR E N T W O O D ST . BA L S A M AM M O N S

RO B B S T .

RO U T T

SI M M S ST .

ST .

U R B AN D R. UN IO N C T.

XE NOP HON CT

ST .

C R.

EL L

DEFRA M E

DEV IN NE

W . 74 T H A VE .

K E N D AL L

PL .

D OV E R C R.

DU DL E ER

IO N

UN ION

C T.

Q U E E N QU E E N S T . C R.

L AM A R

D OV E R

DO V

C T.

S CT . BRA UN

BR A U N C T . BE E C H C T.

ZINN IA

C T.

CO O R

N D E E Y C T. FR AM E

V IN

E L L I S ST .

KEN D R I CK WY. JU N Y . IP ER

W . 74 T H P L .

J AY S T .

O T I S ST .

PI E R C E ST .

D R.

C T.

SW AD L E Y

ST .

IRIS CT .

HO Y T C T.

C R.

CT. IN D EPEN DEN CE

E ST E S

ST .

LE E

Q U AI L

ST .

JELL ISON C T.

ST .

PL .

76 T H

FEN TO N ST .

NE W L A N D

M A RS H AL L

WY.

PL .

J AY S T .

S T.

ST .

WE B S TE R

Y AR R O W ST .

ZE P H Y R

ALL ISO N ST.

AM M O N S ST .

L AM A R

C T.

WA Y

S T.

ST .

OT I S

ST . ST .

ST .

FL OW ER

IRIS

IN DEPEN DEN CE

ST .

G AR L A N D

ST .

C AR R S T .

S T.

ST .

J O H N SO N

RF ET

VI VI A N

WEL C H

WRIGH T

ST . L AM A R

D OV E R

ST .

FIELD

ST .

WA Y OAK

C OO R S C T .

BE E C H C T .

XE N O N

TA FT ST .

SW AD L E Y C T.

C T.

C T. T AB O R

PL .

M A RS H AL L

C T.

E VE RE T T

C T.

FL OW ER

ST .

G AR L A N D ST .

ST .

Q U AI L ST .

OW E N S OA K

NE W C O M B E S T .

G AR L A N D

SA U L SB U R Y S T .

AV E .

C T.

RE E D

CT .

IRIS ST .

ST .

IN DEP.

ST .

S T.

RO B B C T. Q U E E N ST .

AV E .

M A RS H AL L

ST .

RE E D

C T.

RE E D

PL . QU A Y

WA Y

S T.

LE E

L EW IS

MI L LE R

J O H N SO N

MAN

ST .

T AF T

69 T H

AV E .

K E N D AL L

AV E . NE W L A N D

WY.

ST .

SCH N EID ER

TE LL E R SA U L SB U R Y

ST .

NE W

N E L SO N M O OR E

C T.

RO U T T

68 T H P L .

ST.

RE E D

ST .

E VE RE T T

BR E N T W O O D C T. ST .

UP HA M

ST .

G AR L A N D

C T.

QU E E N ST .

PI E R SO N

T AB O R C T. SW AD L E Y C T. SI M M S C T.

T AB O R ST .

DEVIN NE Y CT.

D E F RA M E C T .

VA N G O R D O N

AV E

NOLA N

Q U AY C T.

WE B S TE R ST .

AV E .

ST .

ROBINSON

PI E R C E S T .

SA U L SB U R Y ST .

ZE P H Y R ST . Y AR R O W ST .

Y UK ON

ST .

TAFTCT C R. T AF T C R.

ST .

UN IO N

C T.

ST .

WEL C H C T.

C T.

WRIGH T

XE N O N ST .

ST . U R B AN

BE E C H

ST .

ELDRID GE CT .

DR IC

B IS A

M C I NT Y R E S T .

PL.

W . 75 T H D R .

WA Y

H A R L AN

MARSHAL L F.R.

M A RS H AL L

ST .

C T.

S T.

GARRISO N

ST . ALL ISO N ST.

T AF T ST .

T AF T C T.

VA N G O R D O N

VI VI A N

C T.

WRIGH T

CR.

UR B A

W . 68 T H AV E .

NO L A N NO L A N C T . ST . N E W L A N D W Y . M A RS NE W L A N D H A LL ST . ST . ST .

ST . RE E D

AV E .

C T.

QU AY C T.

Y UK ON

BA L S A M

BR E N T W O O D

AM M O N S

ST .

WA Y

IRIS

IN DEPEN DEN CE

FIELD

ST .

C T.

ST .

NI L E S T .

ORIO N ST .

ST .

PO P PY

AV E.

G RA Y C T .

C T.

Y UK ON

Y AR R O W ST .

ZE P H Y R ST .

ASS BYP

W A D S W O RT H

ST .

S T. ST .

ST .

OW E N S

KIPLING

KLIN E

LE E

C T.

ST .

C T.

WY.

BR A U N

ST .

G AR D E NI A

FL ORA

Q U AR T Z S T .

PO P PY W Y .

L U P I N E ST .

ST .

KE N

H O L M AN S T . ST .

HO W E L L C T.

ELLI S

FIG ST.

70 T H

PI E R C E C T.

ST .

HO L L AN D C R.

SW AD L E Y ST .

IN DEPEN DEN CE W Y.

IRIS CT .

IR IS

T AF T ST .

ST .

UN IO N

ST .

GLADIO LA

HO W E L L ST . H O L M AN ST .

FL ORA C T.

C T.

FIG

ELDR ID GE

C OO R S

BE E C H D R.

CT .

ST .

H O L M AN

C O O R S ST .

ISABEL L

C T.

W . 69 T H

ST . O T I S

OL D E

WE B S TE R

62 N D

ST .

C T.

ST .

D OV E R

B A LS A M ST .

MI LLE R

S T.

VI VI A N

PI E R SO N ST .

O W E N S ST .

PAR FE T ST.

C T. NE W C O M B E

E VE RE T T

ST .

D UD L E Y

A M M O N S D R. ALL ISO N

E VE RE T T C T.

E ST E S

ST .

T AB O R

NE W C O M B E

WEL C H WEL C H

W AR D RO AD

U R B AN

VA N G O R D O N

Q U AI L ST .

WEL C H ST .

S T.

XE N O N

YOU N

YNFL

CR .

ST .

C T.

C T. ISABEL L ST . IN DIAN A IN DIAN A

MC MO SS IN TYR E C T. ST .

ST .

RO G E R S

Discovery Trail

4600 W VRAIN

71 S T

OT I S

Y AR R O W

61 S T

RE E D

ST .

WRIGH T ST.

WE L C H C T.

ZA N G

C T.

W . BR AU N B EE C CH AR B U T U S T . AR B U T U S CT C T. . ALK IRE

ZINN IA ZA N G

K E N D RI C K PE R L N . ST . J U N I PE R C T. C T.

JUN I

ST .

H O W E L L ST .

(CSH 72)

DEVIN NE Y

C T.

ST.

IELD ST.

WARD WAY

G P KWY

MS ST.

ALL

ST.

GLEN-

ST.

FALK CT.

ST.

BALSAM

CT.

PARFET

QUAIL

CT.

UNION

VAN GORDON ST.

ST.

LO OP

C O LE

ST.

WRIGHT

LEE

MARSHALL

CT.

IRIS

ST.

PL .

CT.

WY.

WEBSTER

ST.

CR .

CT.

URBAN

ALLISON

WY .

ST.

OTIS ST.

KENDALL

NE WLAND

SAULSBURY

WADSWORTH

CT.

ST.

OAK

ST.

ST .

LN.

GLADIOLA

PK WY .

WY.

ORCHARD CT.

PARFET

CT.

URBAN

ST.

MOORE

OWENS

CT.

BRENTWOOD

EV ERETT

GARR ISON

ST.

ROAD

ZINNIA CT.

BRAUN WY.

CR.

JEAN DR.

4700 W. WINONA

51 S T P L .

RE E D

AVE.

FIG

ST.

ZANG

QUAIL

WELCH

ST.

C T.

WAY

BRENTWOOD

SAULSBURY

YUKON

ALLISON

BALSAM

ST.

LEE

ST.

URBAN

AV E

DEVINNEY

WELCH

DEFRAME

DEVINNEY

65 AVE .

CR.

CT .

W .

ZINNIA

CT.

ST.

CT.

ARBUTUS ARBUTUS

MILLER

INDEP.

JAY

DOV ER

EVERETT

CT.

ST.

YA RROW

ST.

ROUTT

ST.

DENCE

ST.

DOVER

BALSAM

TAFT

ISABELL

ST.

IRIS CT.

CT.

ST.

CT.

KENDALL

ST.

DEFRAME CT.

CO DY

JAY

PL .

QUEEN ST.

ST.

PAR

PIERSON CT. PIERSON ST.

ST.

CT.

ST.

ELLIS

HOWELL ST.

CT.

BRENTWOOD CT.

MARSHALL ST.

OTIS

CT.

ELDR IDGE

SIMMS

GARLAND

ST.

CARR ST.

ST.

FLOWER

CT.

QU EEN

CT.

VIVIAN

DR.

DEVINNEY

ISABELL

RICK LN .

ORION

NOB

4800 W. WOLFF

AV E

SA U L SB U R Y

AVE.

AV E .

84 T H

CR.

CT.

LAMAR

OTIS

CT.

ST.

REED

W Y.

UNION CT.

ZINNIA

VANCE

AL KI

XENOPHON

GARLAND

JELL ISON

QUEEN

QUAIL

C T.

BRA UN CT.

WEBSTER

ST.

OTIS CT.

INGALLS

DR.

4900 W. XAVIER

AV E .

59 T H

63 AV E .

PI E R C E S T . C OL UMBIN E

55 T H

T E L L E R ST .

C T.

S T.

C R.

PL.

ST .

ALK IRE CT .

J OY C E

ISABEL L

R ST. K IL M E RI C K K EN D L N.

CT.

AR D C T. NO BL E C T.

ORC H

AVE.

5000 W. YATES

71 S T P L .

83 R PL D . DR .

5100 W. ZENOBIA

AV E .

RE E D

Q U AY

PL .

72 PL .

M A RS HA L L C R.

. PL

5200 W. SHERIDAN

W .

60 T H

68 T H PL .

PL.

T 85

5300 W. AMES

LN.

62 ND

C T. RE E D

AV E .

. L AL CT

5400 W. BENTON

W . 54 T H A VE .

59 T H

VA N C E

ST .

61 S T A V.

SA U L SB U R Y

VA N

VO ORH IS Y UK ON WA Y ST . Y UK ON

ST .

C T.

ST .

C T.

ST .

N E L SO N ST . MO OR E

C T.

ST .

Y OU N G FIELD

64 P L .

C T.

G RA N T

AV E .

Y JA . CT

5500 W. CHASE

S T.

ST .

ST . ST .

ALL ISO N

AM M O N S

BA L S A M

ST .

C T.

ST .

C T.

ST .

OA K

PARFE T ST.

PI E R SO N ST .

PI E R SO N

ST .

C T. ZA NG

ZA N G

ZINN IA

RAM E

C T.

D EF

C T.

C T. E

PO P PY PI K C T.

O RIO N C T.

W.75TH PL.

IN GALLS ST.

W . 55 T H A VE .

RT H

AV E .

UP HA M

WA Y

74TH

CR.

5600 W. DEPEW

52 N D

E AV

5700 W. EATON

AV E .

WEB ST E R

C AR R S T .

C OD Y

M A RI L Y N W . J E A N D R.

PL .

C R.

L AL S H T. AR C

5800 W. FENTON

D R.

66 T H

69 AV E .

PL .

6000 W. HARLAN

RE N

Y UK ON

D UD L E Y

D OV E R

BR E N T W O O D

Q U AI L

IN DEPEN DE N CE

WA Y

C T.

UN IO N

C T.

U R B AN ST . UN IO N

U R B AN

C T.

WY.

C OO R S S T . C OO R S ST . C OL E C T.

PL .

SA U L SB U R Y

St. Anne's Alley Y AR R O W

AV E .

68TH

. DR

5900 W. GRAY

W . 50 T H A VE .

ZE P H Y R

W . 5 8T H A VE .

W. 70TH AVE.

6100 W. INGALLS

W . 51 S T A V E .

57 T H

D R.

VA N C E S T .

ROBINSON

60 A VE .

PL .

AVE.

. ST

6200 W. JAY

PL .

AN N

W.79TH DR.

6300 W. KENDALL

PL .

67 T H

. ST

N O L A N ST .

E RI D G

BA R BA R A

61 S T

M A RS H AL L

54 LN. 54

RD .

AV E .

. ST

N E W L A N D ST .

DR .

W . 69 T H AV E .

C T.

59 T H

62 N D 62 N D

HA M

D R.

PI E R C E ST . O T I S ST .

RE N

L AN E

71 A VE .

9 79 7 CR. CT.

6400 W. LAMAR

53 R D P L .

Y AR R O W

AV E .

6500 W. MARSHALL

62 N D

RR BE H A C K R D. H IL L

80 T H C R .

O POM

6600 W. NEWLAND

PL .

ST .

AV E .

ZE P H Y R C T. ZE P H Y R ST . WA TE R T OW E R PR O M E N A D E

AV E .

. CR

6700 W. OTIS

AV E .

. ST .

AV E .

74 P L .

Q U AY

PL.

CT .

Q U AY

61 S T AV E .

AV E .

69 T H P L .

75TH AVE .

6800 W. PIERCE

63 R D

6900 W. QUAY

54 A VE .

BA L S A M PL .

WY.

D E F RA M E

ST .

AV E. KILM ER C T.

DEVIN NE Y

FIG

66 D R .

S T.

E RO A

BR E N T W O O D

C T.

C OD Y

C T.

D OV E R

ST .

C T.

ST .

JE L

ST .

AV E .

67 T H

PL.

RE E D

D R.

ALL ISO N ST.

HO L L A N D

HO Y T

IRIS

ST .

Y AN K

ST .

D E F RA M E

AR B U T U S S T .

PL .

65 T H

O L D E W AD S W O R T H BL V D .

D OV E R S T. G LE N -

ST .

D OV E R

S T . E L L E N D R.

ST .

C T.

(CSH 72)

S T.

C OO R S C OL E L N. BR A U N L N.

BR A U N WY. BE E C H C T .

DEVIN NE Y

DEVIN NE Y C T.

ELDRID GE ST.

FIG ST .

G AR D E N I A ST .

H O L M AN ST .

W.66TH AVE .

C OD Y

D UD L E Y

E ST E S

E VE RE T T

FIELD

FL OW ER

GARRISON

ST .

PL .

AM M O N S

KLIN E

LEE

LEW IS ST.

LEW IS

MI LLE R

M O OR E

N E L SO N

ST .

C T. NE W C O M B E

PARFE T C T.

C T.

ST .

C T.

ST .

Y AN K

DR .

WRIG H T

ST.

PL .

QU E E N C T .

ST .

W.61 ST

E LL

BR E N T W O O D BR E N T W O O D ST . ST . BA L S A M

AV E .

C T.

OW E N S

65 A VE . K E N D RI C K D R.

LUP IN

CT.

W . 71 S T P L .

TE LL E R ST

W . 53 R D

. ST

7000 W. REED

50 T H A VE .

73 R D

7100 W. SAULSBURY

51 S T

W . 72 N D F . R .

7200 W. TELLER

DR .

AV E .

AV E

ST .

54T

AV E .

VA N C E

RAB

62 PL .

65 AV E .

ST .

59 T H

C T.

D R.

ST.

C LA

62 N D PL .

ST .

PI E R SO N

PARFE T

NE W C O M B E

G AR L A N D

ST .

LE E

C T.

T AF T C T .

QU E E N S T .

Q U AI L Q U AI L

PI E R SO N

AV E .

BA L S A M

AVE.

C OD Y ST .

C AL VI N

W.67TH

PL .

7300 W. UPHAM

W. D OV E R ST .

W.55TH

64 PL .

69 W Y .

75 T H A VE .

7400 W. VANCE

DR.

W . 69 T H

D R.

7500 W. WEBSTER

W . 53 R D A VE .

C R.

ALL ISO N

ST .

E VE RE T T S T .

PA RF E T C T.

ST .

VI VI A N

C T. VI VI A N ST . VA N G O R D O N ST . U R B AN C T. U R B AN ST . UN IO N

BR A U N C T .

C T.

C R.

O R C H AR D

PO P PY

H 74T

7600 W. WADSWORTH

ST .

D UD L E Y

HO L L A N D ST .

C T.

RO B B

ST .

C T.

ST .

AV E .

BA L S A M

FIELD

E ST E S

FALK CT .

ST .

C T.

ST .

WEL C H

WRIGH T

X E N O PH O N ST . XE N O N

VI VI A N

60TH

C OD Y S T .

ST .

C T.

KIPLING ST .

MI LLE R

NE W C O M B E

C T.

(RALSTON ROAD)

PL .

C T.

FIELD

D OV E R

D UD L E Y

E ST E S

C T.

E VE RE T T

ST .

GARRISO N

ST .

N E L SO N

ST .

C T.

ST .

OA K

PARFE T

C T.

Y AN K

C T. Y OU N GFIEL D ST .

ALK IRE CT. ZINN IA

C T.

DR . BR

CT.

65 WY.

AM M O N S

S T. E ST E S ST .

ST .

F L OW E R

ST .

G AR L A N D

C T.

G P KW

ST .

RO ST

PI E R SO N

PARFE T

OW E N S

Q U AI L

QU E E N

RO U T T

ST.

C OO RS C T. C OL E C T.

VI NN EY CR .

M O SS C R.

M C I NT Y R E M C I NT Y R E S T .

L O V E L AN D . ST

H O L M AN

D R.

C T. GLADIO LA C T.

O R ST S E .

WY.

PL . W . 69 T H D R.

7700 W. YUKON

D OV E R

C R. FIE LD ST .

E VE RE T T

ST .

FIELD CT.

FL OW ER

GARRISO N

G AR L A N D

HO L L A N D

HO Y T D R .

LIN

AV E .

AV E

W.70TH AVE

7800 W. YARROW

A V IS

C AR R S T .

ST .

KIP

ST .

SW AD L E Y C T.

T AF T

UN IO N

U R B AN

VA N G O R D O N ST .

WY.

ALK IRE ZINN IA

VI VI A N

W AR D RO AD

ZA N G CT.

D E F RA M E C T.

PK W

7900 W. ZEPHYR

. ST .

C R.

E ST E S

IR IS

C R. FIE LD

ST FL OW ER

OA K

WA Y BR A U N W Y .

ZINN IA C T.

C T.

D EVIN NE Y

ELDRID GE ST.

AV E.

C R.

ALT

S T.

T D UD L E Y

ST .

LYN N

OA K C T

LEW IS

SI M M S ST .

T AB O R

E LLI S C T.

J OY C E

WY.

McIN TY RE

YR E CT .

ROA D

C OD Y

G AR L A N D ST .

HO L L A N D ST .

GARRISON

PL .

D R.

8000 W. ALLISON

C T.

IN DEPEN DE N CE

IRIS

HO Y T

J ELL ISON

J O H N SO N

SA N D RA W Y .

ST .

C T.

T AB O R

QU AI L CT . QU AI L ST .

W A RD W A Y

FL ORA

IN T

CT .

W.63RD

69 WY.

8100 W. AMMONS

ST .

N E L SO N

T AF T ST .

C T.

T AF T

FIG C T.

AV E .

8200 W. BALSAM

LE E S T.

PARFE T

OA K N E W C O M B E S T . ST .

ST.

C T.

OA K

S T.

OW E N S

C T. JELL ISON ST .

JELL ISON

J O H N SO N

W .

WY.

U N IO N

55 A VE .

PL .

8300 W. BRENTWOOD

E VE RE T T ST .

PARFE T

C T.

ST .

YOU N GFIEL D ST.

Y AN K S T .

WY.

PL .

8400 W. CARR

OA K ST .

PI E R SO N C T .

ST .

T AF T

UN IO N C T.

FIG WY.

W.57TH

LO O

KI LM E

W . 66 T H

8500 W. CODY

XE N O N

KIPLING ST.

WY.

YOU N GFIEL D W Y .

Y AN K

KIPLING CT.

MI LLE R S T.

S T.

VI VI A N ST .

Q U AI L

T AB O R

S T.

BR A U N

ALK IRE

BE E C H AR B U T U S

BRISTO L

C OO R S

ST .

60 T H

M C I NT Y R E C T .

C R.

NI L E

W.62ND AVE.

8600 W. DOVER

T AF T S TR E E T

(CSH 72)

J OY C E S T .

Mc I N TYR E ST .

ST .

N O BL E

O R C H A RD C T.

. OBL NO BL E LNN

63 A VE .

8700 W. DUDLEY

ST .

D E F R A M E S T.

ELDRID GE

GLADIO LA

NI L E S T .

KILM ER S T.

HO W E L L S T .

O R C H AR D C T .

N O RS E ST .

K E N D RI C K C T .

O R C H AR D S T .

8800 W. ESTES

8900 W. EVERETT

9000 W. FIELD

9100 W. FLOWER

9200 W. GARRISON

9300 W. GARLAND

9400 W. HOLLAND

9500 W. HOYT

9600 W. INDEPENDENCE

9700 W. IRIS

9800 W. JELLISON

9900 W. JOHNSON

10000 W. KIPLING

10100 W. KLINE

10200 W. LEE

10300 W. LEWIS

10400 W. MILLER

10500 W. MOORE

10600 W. NELSON

10700 W. NEWCOMBE

10800 W. OAK

10900 W. OWENS

11000 W. PARFET

11100 W. PIERSON

11200 W. QUAIL

11300 W. QUEEN

11400 W. ROBB

11500 W. ROUTT

11600 W. SIMMS

11700 W. SWADLEY

11800 W. TABOR

11900 W. TAFT

12000 W. UNION

12100 W. URBAN

12200 W. VAN GORDON

12300 W. VIVIAN

12400 W. WARD

12500 W. WRIGHT

12600 W. XENON

12700 W. XENOPHON

12800 W. YOUNGFIELD

12900 W. YANK

13000 W. ZANG

13100 W. ZINNIA

13200 W. ALKIRE

13300 W. ARBUTUS

13400 W. BEECH

13500 W. BRAUN

13600 W. COLE

13700 W. COORS

13800 W. DEFRAME

13900 W. DEVINNEY

14000 W. ELDRIDGE

14100 W. ELLIS

14200 W. FIG

14300 W. FLORA

14400 W. GARDENIA

14500 W. GLADIOLA

14600 W. HOLMAN

14700 W. HOWELL

14800 W. INDIANA

14900 W. ISABELL

15000 W. JOYCE

15100 W. JUNIPER

15200 W. KENDRICK

15300 W. KILMER

15400 W. LOVELAND

15500 W. LUPINE

15600 W. MCINTYRE

15700 W. MOSS

15800 W. NILE

15900 W. NOBLE

H AR D C T .

Q U AK E R S T .

OR IO N

PI K E C T.

PO P PY ST .

Q U AK E R C T .

IR. C

QU ARTZ CR.

16000 W. ORCHARD

. LN

PL .

80 T H P L .

Lake Arbor Park (South)

IA OB

DR.

W.64TH

AV E

81 S T

.8 5

ST.

W . 67 T H

PL .

N ZE

SH A RO N LN. 56 PL .

W . 66 T H

ALL ISON C T. H T 78

WY.

CR .

OB E R ON

W. NE W L D R A ND .

WY.

PL .

W.80TH PL.

84 T H AS E

69 TH

C OL E

AV E .

68 T H

AV E .

77 T H

83 AV E. . R . D Y W CT 82 . M CT HA WA R UP Y RY LE EL BU PO M O N A D 83 R. T LS AV PO M N. A U E. ONA . S CT LS82 U Y PL SAUR DR . B . . CR

2ND W. 7

3RD W. 7

2019 Crack Sea and Mast c A RI DG

68 T H

72 N D

ST.

WY .

TAFT

UPHAM CT.

GARRISON

HOYT

IS ON

CT.

ST.

CT.

CT .

CT.

TAFT ST.

CR.

CT .

ST .

CT.

ST .

RO BB

ST.

QUAY

ST.

RO CT UTT .

JELLISON

ST .

CT.

UNION

ORION ST.

ST. CT.

DR.

50 T

PL .

71 S T

TH WA Y

ST .

AV E .

W.6 7 TH WY.

W.70TH PL.

PL .

W O L FF

67 AV E .

69 T H

W.8 7

CT.

ALKIRE ST.

UR B

INDIANA ST.

CT.

ST.

CR.

MARSHALL

ST.

JE LL

NE W LAN D

CT.

FLOWE

CR.

CODY

SA BU UL RY S-

IN G

JOH NS ON

ST.

C T.

YA R

IN- . P DE

ST.

C T.

RO W

JELLISON

HOLLAND

MARSHALL

CR.

OTIS

CT .

CT.

SIMMS

ESTES

FIELD

HOLLAND

CT.

FL OWER

ISO N

OAK ST.

VIVIAN ST.

COORS ST.

CR .

CR.

GARDENIA ST.

BEECH

(CSH 72)

ALKIRE ST.

GARRIS ON

LE E

80TH

ET N ST RE

BROO

O TEN NYS

AV E .

DUDL

D R.

AVE.

E AV

G YD

81 S T

62ND

CT . RO G ER S

AVE.

52 N D

PL .

W . 67 T H

PI K E S T .

AVE.

PL .

65 T H PL .

W. CR.

. DR

WY.

C R.

PL.

AV E .

AVE.

PL .

71 AVE.

ST .

66 T H

George Meyers Pool 78

C R.

78 78 C R.

84TH

C R.

D R.

78 TH

D R.

ST.

NELS ON

ST.

COM

PARFET

ST.

ZEPHYR

CT.

ST.

VIVIAN

ST.

GORDON

PL.

CT.

W AY

DR .

W . 65 T H

CT.

O POM

S 51

W.64TH AVE .

WAY

AVE.

AV E.

RO G E R S ST .

CR.

CT.

WAY

AV E .

G RA Y

W. RD .

AV E .

82 PL .

AV E .

R AR . T C

T. S

D E P E W ST .

69 PL .

RR CA

W. PL.

AV E .

81S T

70 T H

AS BU

57 T H

W . 74 T

DR.

AVE.

AR LAM CT.

53 RD

ST .

PL.

79 C T. AV E. AV

DR.

N LA

RI D G E AN D HIGHL

68 T H

DR.

R HA

53 R D

AVE.

PO P P Y C T

72ND

54 T H

67 A VE .

PL.

W.56TH PL.

74 T H

WY.

83 A VE .

AY GR

OR I O N C T .

CR.

PL .

WA Y

GRANDVIEW

E AS . CT

P L.

AV E .

79 P L .

A VE

C T.

81 U SA

AY GR

H 50T

AV E .

73 R D

RE E D S T .

AV E .

AV E.

AV E .

PO M O ST.

51 S T

63 R D PL .

81 S T PL .

D R IV

CR.

PL .

W . 57 T H P L .

PL.

. DR

W. C T.

61 S T

T 75

R VE D O C T.

RR CA . CR CAR R CT.

. DR

54 T H

D R.

66 T H

DR.

DR .

PL .

64 T H

AVE.

58 PL .

80 TH

DR.

Q U AK E R ST .

PL.

E AV

W .5 8 T H A V E .

87TH

BR O O K S

57TH

M LA

. PL

T 75

AV E .

82 PL.

DR.

ST.

D PL . W. 53R

PL.

ZEP H

AVE .

55 P L . C T.

A V E.

OBERON ST.

LOO P

PL. CE VAN

66 P L .

E EV

AVE.

PL.

57 T H A VE .

WY.

D R. ST RE

Y. W

C T.

64 DR.

C SE

TH AVE N

ST.

JO H

70TH

. ST

W . 55 T H D R .

64 T H PL .

65TH

. CT

LN.

W. 65TH

. ST

59 T H

LN.

W.67TH WY.

Q U AY

W . 53 A V .

Q U AY

56 PL .

65 T H A VE .

PL .

AVE.

PI E R C E

PO P PY C T .

PL.

AV E .

PL.

PL .

COLE

PI K E S T .

TH 84

QUAY

PL.

AV E .

78 CR. . 78 PL AV E. 77 CR.

PL.

ST .

PL .

AVE.

ST .

AV E .

PL .

Club Crest Sub. WTrails . 7 2 ND A V E. W . 73 R D A VE .

PL .

66 68 T H

D R.

AVE.

59 T H

58TH

. DR ON N . AN DR SH . DR

UP H

VA N

F.R.

E LA

PL .

AVE.

TE LL E R

D R.

PL .

67 T H PL .

P L.

PL .

D R.

66TH

W. CR.

AR LAM ST.

ST.7 CL 9 W UB Y. 79 78

D R IV E

AVE.

C T.

65 AV E .

PL .

. DR

16300 W. POPPY

PL.

MO AM

RE E D

16200 W. PIKE

ST.

BEECH

HO W ST. ELL

PI ER CE

YUKON ST.

DOVER

E VANC

W.64TH

W. 79 T

Y UR SB . UL CR

W . 70 T H P L .

74 T H

. CR

. CT

71 S T

DR.

69 PL.

75 T H

ZEP HYR

W . 76 T H A VE .

LN.

PL .

W.71ST

. PL

DU DL

. CT . DR

W . 52 N D P L .

C R.

AV E .

DR .

C OD Y

16500 W. QUARTZ

78 CR.

E VA NC ST.

W.64TH AV E .

W.62ND AVE.

69 T H

PL .

LU C

C R.

PL .

PL.

. PL

R D.

5 9T H

Trail West of George Meyers Pool 79

W Y. 84T

86T H

AY W

AVE.

CL UB

PL .

16400 W. QUAKER

N IS O

AV E .

76 A VE .

H A VE .

ALL

P L.

PL .

RE T T

LU C

WA Y

73 R D

E VE

77 T H

PL .

D. E R W

AV E .

75 AV E .

81 S T

ST .

PL .

PL.

LN.

AV E .

8 4T H

W . 5 8T H A VE . IN RL . BE C R

67 T H

80 P L .

. PL

70 T H

E RIDG

W.64 TH

71 S T

70 T H

77T

81 ST

86T

MI LL E

62 N D

A V E.

86 TH

TH 78

54 T H

AV E .

WY.

AV E .

. LN

56 T H

AV E .

83 R D PL. AV E

IN D E P

AL L E N D AL E

W.69TH PL .

74 T H 74 T H

78 .

63 W Y . 63 R D P L . 63 P L .

82 L N . PL.

. PL

58 T H

W . 68 T H W AY .

SI E

86 TH

. ST

ST.

59TH

W . 68 T H P L .

W . 73 R D PL .

54 T H

62 N D

PL.

60 T H PL .

66 T H

AV E .

PL .

DR.

. CR

54 T H

63 D R . AV E . 63 A VE .

PL.

75TH

AVE.

E DL

56TH PL 63

W.65 TH

PL.

AVE 53

WAY

W Y.

D R.

PL .

AVE .

C R.

55 PL .

W.61ST AVE .

65 PL .

W. 69TH AVE.

. ST

PL .

64 T H

JE LL

GA RL AN D CT .

SI ER RA

W . 62 N D P L . 62 N D AV E .

AVE.

55 T H

W . 69 T H A VE .

75 T H

DR .

53 PL.

63 AV E

Oak Park

. PL

75TH

VE DO

59 T H

WY.

68 T H

7 7 T H D R.

ROAD

59 T H

PL .

63 R D

W.65TH

CT. ND

W. 64 PL .

PL .

DR .

LLA

65 T H A VE .

69 T H

81S T

82ND

T 86

PL .

82 N D

WA Y

63 AV E .

PL .

W. W.

AL L E N D AL E

AV E .

N LI

ST .

K R.

54 PL.

AV E . D

W . 76 T H

C R. 65 T H

PL .

PL.

PL .

67 T H

PL .

D R.

AV E.

S C R.

52 P L . 66 T H

D R.

AV E .

R GA

(RALSTON ROAD)

68 T H

AV E . 84

AVE.

86TH

74TH

AVE .

PL .

AVE.

TE ES

64 T H

E AV

PL .

E. W.

PL .

70 T

ST. LEE

RI D G

AVE.

AV E .

RR GA N ISO IR . C

56TH

PL .

W .

D R. W.

CR.

DR.

CRE

LN.

67 T H

W.72ND

D R.

E. AV

S TE E S CT .

66 T H

. CR

PL.

PL .

JELLIS

58TH F.R.

PL .

74 T H

W . 50 T H A VE 57TH PL

56 T H 60 T H PL .

T 77

D R.

W . 54 T H

73 R

75T H

DR .

6 W. 5

53 R D

WY.

W. 58TH AVE.

ST.

W . 7 2N D A VE .

82 PL . 82

JELL ISON

54 T H ST

AV E .

77 C R.

81 C R. 81 LN.

63 AVE.

IRIS ST.

77 T H

58TH F.R.

AV E .

78 T H

. AVE

W E S T 7 1 ST P L .

80TH D R.

PL .

WY. W . 67 T H P L .

57 T H A VE

69 T H W Y .

60 T H PL .

PL .

LEW IS

AVE .

81 A VE .

61 W.

70 P L .

74 PL .

77 P L .

IS IR

PL .

AV E .

W . 76 T H D R .

PL .

AV E.

V IV

66 T H

. 85

W.62ND PL . A V E.

75 T H

79 T

PL . C R.

W . 8 0T H

R .

58 T H 65 T H

PL .

W. 77

IS EN IR EP D IN

AV E . 57 T H A VE

CR .

ST . IS

51 S T P L . C

W. 67 T H A VE .

78 A VE .

W. AV E .

E LE

J O H N SO N

W . 56 T H 62

AV E.

76TH PL.

79 PL .

LI K

53 AV E . 66 T H

RO U T T

51 S T A VE .

W . 75 T H P L .

A VE .

54 T H D R. AV E .

67 T H

73 AV E .

D R.

W. W.65TH

PL .

54 W

54 PL AV E . 67 T H P L .

D R.

55 T H

53 PL 59 T H

L EW

52 PL 61 S T 60 T H

CT .

East Side Completed

N IO UN R . C

55 PL AY

71 S 71 PL. T

PL . D R. O B B R

PL .

T 84

57 T H P L .

W . 6 4T H

PL .

AV E .

. PL

PL . 66 PL .

WY.

75 P L .

Lakecrest Park Trail

83 AVE . W. 82 N D PL. W. 82N E. D AV

LEWI S CT.

W . 58 T H A VE . W.70TH PL.

AV E . 73 R D D R.

AVE.

AY W

LN.

W . 59 T H P L . PL .

PL .

PL.

ST .

60 T H A VE . 62 N D

82 P L .

56 W

W. 65

73 E. AV

RK PA

E LE

W. W. W.

PL .

57 DR AV E . E.

W IV E

84 PL .

. PL

62 N D A VE

SW AD L E Y

79 T H

W W. 63RD AV E . T

. TH

81 . DR

W.61ST PL. 61 S T W. AV E .

74TH

AV E .

T AF T

2 W. 7

H 84T D 83R

63 PL.

C R. 71 S

AVE .

H 85T

61 S

67 th PL.

84 T H

W Y.

. LN

PL .

FIG 63 AV

AV E .

74 T H

AVE

67 TH

67 P L .

AV E .

86TH

66 AV E .

76 TH LA NE

82 N D

59 T H N

AV E .

ST .

16600 W. ROGERS

63 PL . W. 6 W.64 5 TH TH PL. AVE. PL .

74 PL .

RA L S T O N PL .

W.65TH

. ST

64 PL . 69

ON IS

CR. 66 . D R PL .

68 T H

58TH

W.68TH

DR .

74 WY.

PL 85 . AV E.

66TH E OB

W.62ND PL.

WY.

74 DR .

PL.

C R.

PL.

85 . Y W

W. 62 65 AV E .

75 T H D R .

67TH

63 PL . 63 C R. 62 67 FIELD CT. PL. 66 W.

PL.

T 86

IR IS

PL . NO

70 PL .

PL .

75 T H .

CR.

ST. ON . ST

ZAN G ST. 9 TH

LN .

ST.

58 T H P L . 60 PL . XE

LN.

60 P L . 64 D R .

66TH

. ST

63 C R.

68 A VE .

W . 77 T H D R .

PL .

77 . CIR

PL.

LE E

W.6

PL .

ROUTT

. CT

62 D R. W Y. ZANG

62 PL .

W. 75TH AVE . 75 T H

84 P L.

E AV

BR A U N PL . C R. K

63 WY. 63 PL . 64 WY.

73RD

PL .

W . 85 T H

VE . 65 A

W. W.

CT .

C R.

Apex Center 71

57TH AVE

D R. 71 PL .

75T H 76 T

LE CO 61

Y AN

AN WY .

UR B

PL.

AY W

DR.

. CR

WA Y

W . 8 0T H A VE .

64 D R . AV E .

81 A VE .

6 2 N D D R.

77 PL .

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PARKS FUND Parks Fund Overview The Parks Fund accounts for costs associated with the acquisition, design, development, maintenance and beautification of parks, open space and trails within the City. Revenues are derived from the City’s General Fund, Grants Fund, Apex and Jefferson County Open Space funds.

Revenue Highlights • Overall

revenues increased $602,662 or 6.5% over 2018 and exceeded the 2019 by $392,895. • Jefferson County Open Space revenue exceeded 2018 revenue by $454,781 or 8.5%. This revenue source exceeded 2019 budget by $288,387. • The reimbursement from Apex Park and Recreation District exceeded budget by $51,149. • The cash transfer from the General Fund increased $202,148 or 6.0% over 2018.

2019 Budget

2019 Actual

$5,515,000

$4,737,265

$5,025,652

3,533,965

3,548,593

APEX Reimbursement

846,035

897,184

Other

314,595

415,212

$9,431,860

$9,886,641

$9,952,984

$9,291,427

$9,952,984

$9,291,427

Parks Fund Beginning Fund Balance REVENUES Open Space City Cash Transfer

Expenditure Highlights

Total Revenues

• Total expenditures saw a savings of $661,557 as

EXPENDITURES

compared to budget. • Overall expenditures decreased $230,021 or 2.5% from 2018. • Vehicles purchased by Parks in 2019 decreased from the number purchased in 2018. • 2018 saw more maintenance materials such as fertilizer than in 2019. 2018 saw more maintenance repairs to tennis courts and fences than were made in 2019.

Ongoing Capital Total Expenditures Income/(Loss)

(521,124)

595,213

Ending Fund Balance

$4,993,876

$6,110,213

Goal (11% of Expenditures)

2,488,246

2,322,857

$2,505,630

$3,787,356

Excess/(Deficit)

$10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $-

$849,485

$857,801

$863,499

$899,600

$897,184

2019 Budget $846,035

Cash Transfer

$3,079,070

$3,196,839

$3,286,092

$3,346,445

$3,548,593

$3,533,965

Open Space

$3,978,094

$4,202,050

$4,380,272

$4,632,757

$5,025,652

$4,737,265

APEX

2015

2016

2017

2018

2019

SPECIAL REVENUE FUNDS Special Revenue Funds Overview Special Revenue Funds account for revenues that are to be used for specific purposes. The following funds are considered special revenue funds: • Tax Increment Funds • Community Development • Housing

Tax Increment Funds Overview There are two tax increment funds which account for the voter-approved sales tax increases to fund expanded police services. The first accounts for the .21 cent sales and use tax and the second accounts for the .25 cent sales and use tax. Sources include sales tax, general use tax, auto use tax, building use and interest income. Since the tax increment is in addition to the City’s 3% sales tax, revenue trends in the tax increment fund will closely follow those in the general fund. Tax Increment Funds Beginning Fund Balance

2019 Budget

2019 Actual

$13,982,000

$8,607,491

$8,605,437

1,889,943

1,928,220

355,999

465,158

$10,853,433

$10,998,816

$12,264,783

$11,856,416

255,779

102,371

$12,520,562

$11,958,788

Revenue Highlights

REVENUES Sales Tax/Audit Revenue Use Tax Other Total Revenues

• Sales Tax and Use Tax are in-line with the budget. • Other Revenues exceeded expectations due to an increase in Interest Income.

Expenditure Highlights

EXPENDITURES Ongoing Capital Total Expenditures Income/(Loss) Ending Fund Balance

Goal (11% of Expenditures) Excess/(Deficit)

(1,667,129)

• The ongoing expenditures were lower than expected as a result of personnel cost savings. • The capital expenditures came in less than budget due to savings realized on equipment for the Whisper Creek Station construction project.

(959,972)

$12,314,871

$13,022,028

1,377,262

1,315,467

$10,937,609

$11,706,561

SPECIAL REVENUE FUNDS

Community Development Overview The Community Development Fund accounts for all entitlements, revenues and expenditures of the Community Development Block Grants (CDBG) program and the Home Rehabilitation program and Essential Home Repairs program.

Community Development Fund

2019 Budget

2019 Actual

Beginning Fund Balance

$5,392,000

$114,737

$362,249

668,005

352,405

REVENUES Recovered Grants City Cash Transfer

45,000

Interest/Other

34,000

103,341

Total Revenues

$861,742

$862,995

$1,222,215

$497,860

441,438

240,192

$1,663,653

$738,051

EXPENDITURES Ongoing

Essential Home Repairs Total Expenditures Income/(Loss) Ending Fund Balance

(801,911) $4,590,089

124,944 $5,516,944

Revenue Highlights

• Revenues decreased $167,741 or 16.3% from 2018 but exceeded the 2019 budget by $1,253. • Grants revenue decreased $268,889 or 43.3% from 2018. This decrease is due to supporting two capital expenditures in 2018 with no support for capital expenditures in 2019, grant funding is based upon actual expenditures incurred. This revenue source did not meet the 2019 budget by $315,600. • Recovered costs increased $117,810 or 48.2% in 2019. This increase is due to a $33,000 payment from Castlegate and an increase of $84,000 in loan repayments when compared to loan repayments in 2018. • This revenue source exceeded the 2019 budget by $247,512.

Expenditure Highlights

• Total expenditures showed a savings of $925,602 comparted to budget as some anticipated projects were not completed in 2019. • Overall expenditures decreased $644,543 or 46.6% from 2018. • Ongoing expenditures decreased $585,440 from 2018. Expenditures in 2018 included two capital projects, 2019 did not support capital projects. • Essential home repairs decreased $59,102 or 19.7% from 2018. • Ten essential home repair projects were completed during 2019 compared to sixteen projects in 2018. • The wait list for essential home repairs was at 149 as of December 31, 2019.

SPECIAL REVENUE FUNDS

Arvada Housing Authority Overview The Authority administers funds received for rent subsidy to low/moderate income households under Section 8 of the U.S. Housing Assistance Payment Program.

2019 Budget

Arvada Housing Authority Beginning Fund Balance

53,000

2019 Actual $

53,000

REVENUES Recovered

$19,178

$25,682

3,940,909

5,152,423

92,742

70,000

Interest/Other

1,000

2,104

Total Revenues

$4,053,829

$5,250,210

Grants Transfers

EXPENDITURES Ongoing

$430,653

$380,823

Rents

4,988,702

4,829,042

35,265

28,286

$5,454,620

$5,238,151

Transfers Total Expenditures Income/(Loss) Ending Fund Balance

(1,400,791)

12,059

$(1,347,791)

$65,059

Revenue Highlights • Overall revenues increased $572,143 or 12.2% over 2018 and exceeded budget by $1,196,381.

• Grant revenue increased $608,873 or 13.4% over 2018. Arvada Housing was able to increase rent vouchers by 267 in 2019 and also increased rental costs attributed to this increase in 2019 as actual costs increase, grant revenue received increases. This revenue source exceeded 2019 budget by $1,211.514. • The only revenue source that did not meet budget in 2019 was Transfers and this is dependent on actual expenditures.

Expenditure Highlights • Total expenditures showed a savings of $216,469. • All expenditure categories were below the 2019 budget expectations. • Overall expenditures increased $539,064 or 11.5% over 2018. • The Arvada Housing Authority served 463 families during the fourth quarter of 2019; 518 families was served during the same period in 2018.

CAPITAL IMPROVEMENTS PROJECTS FUND

Capital Improvement Projects (CIP) Fund Overview The Capital Improvement Projects Fund accounts for capital projects for streets, traffic, and parks.

Capital Improvement Fund Beginning Fund Balance

Revenue Highlights

2019 Actual

• Transfers consist of a transfer from the General Fund, Water Fund, Tax Increment Funds, Grants Fund, Buildings Fund and Stormwater Fund. • Grants and recovered costs are reimbursements from other agencies or companies that have shared in the cost of a project. • Contributions reflect transportation tax and park development fees that help fund eligible projects. Traffic impact fees and traffic signal escrows were transferred to the CIP fund in the fourth quarter and will be accounted for in the CIP fund in the future.

25,187,672

REVENUES Transfers

13,254,797

Grants and Recovered Costs

1,176,472

Contributions

5,948,880

Interest Total Revenues

410,167 20,790,316

EXPENDITURES CIP Administration CIP Technology

4,702,415

CIP Street Projects

3,582,435

CIP Traffic Projects

1,415,072

CIP Park Projects

• Administration

expenditures are due to the construction of the Delta community station, design services for the parks/fleet building and capstone repair work on the Olde Town Hub. • Street expenditures are related to the design and right-of-way purchases for Ralston Road Phase 1 (Ralston Road Upham to Yukon) and bridge repair work. • Traffic expenditures are related to traffic signal rebuilds and the Traffic Division Standards, Policies and Programs update. • Technology expenditures are related to fiber conduit boring to complete the primary backbone of the City’s fiber network • Parks expenditures are for the Clear Creek study, design services for the Holistic Health and Fitness Park and playground renovations for Rainbow East Park and Ralston Valley Park.

920,505

Total Expenditures

10,798,521

Ending Fund Balance

35,179,467

Anticipated Grant Revenue

Expenditure Highlights

178,094

8,776,339

Assigned for Projects: CIP Administration CIP Technology

11,436,659 805,097

CIP Street Projects

7,092,896

CIP Traffic Projects

17,455,166

CIP Parks Projects

7,164,461

Reserve Total Assigned for Projects Fund Balance Reserve

43,954,279

2019 CIP Expenditures

1,527

$920,505 $1,415,072

$4,702,415

CIP Administration CIP Technology CIP Street Projects

$3,582,435

CIP Traffic Projects CIP Park Projects

$178,094

CAPITAL IMPROVEMENTS PROJECTS FUND Project Updates Many capital improvement projects will be completed in less than a year, while others may take several years to complete. This section provides an update of these projects.

COMPLETED West 72nd Avenue and Indiana Street Intersection This project enhanced the safety and functionality of the intersection. Indiana Street was widened to include two thru lanes, double left-turn lanes and dedicated right-turn lanes in each direction. West 72nd Avenue was also widened to include two thru lanes, single left-turn lanes and dedicated right-turn lanes in each direction. The improvements provided much needed congestion relief in this area.

COMPLETED Whisper Creek Station The Whisper Creek Community Police Station is the third sub-station in the City of Arvada and opened in May 2019. The station is located at 90th Avenue and Indiana. This station will continue the sector-based policing model which assigns police officers to specific areas of the City to allow better communication between officers and residents and facilitate better response times.

COMPLETED Playground Renovation In 2019, the City renovated Rainbow East Park and Ralston Valley Park playgrounds in alignment with the Taking Lasting Care Playground Renovation Program. The program is designed to ensure reinvestment in park playground and related infrastructure at playgrounds most in need due to age, accessibility and other factors identified by Park Maintenance staff. Rainbow East Park now offers themed equipment unlike anything else in Arvada. An elephant, gorilla and a jungle cat set the stage for play activities including numerous slides, unique climbers, a cozy cocoon, hangout area and swings. The space-themed design of Ralston Valley Park has a tall structure with three slides, including a corkscrew slide, which is the centerpiece of the park. There is also a spinner, climbing boulders, a moon rover and swings.

IN PROGRESS Ralston Road - Upham to Yukon The Ralston Road project was twice ranked as the number one transportation priority by the Citizen Capital Improvement Plan Committee (CCIPC). This section of the Ralston Road Improvement Project is partially grant-funded and will reconstruct the roadway pavement, widen the traffic lanes and provide 8-foot-wide detached or 10-foot-wide attached sidewalks to improve traffic flow and safety for drivers and pedestrians. Construction of this project will start first quarter of 2020.

IN PROGRESS Park/Fleet Maintenance Building In 2019, the City completed the design for a new building, which will replace the existing building that is over 60 years old. In 2015, the CCIPC ranked this project as number six on the list of recommended capital projects. While the design of the building started in 2015, the original estimate of $16 million was not within the budget. City staff, the design team and the construction manager worked to value engineer the design to its current cost of $9.9 million. Construction of this project will start first quarter of 2020

ENTERPRISE FUNDS Water Fund Overview The Water Fund accounts for all activities within the scope of the water utility operations including administration, operations, capital water projects, financing and related debt service and billing and collection.

Revenue Highlights • Tap Fees revenue is down as a result of the significant slowdown of the new housing growth.

Expenditure Highlights • Capital expenditures are less than expected caused by multiple projects being delayed due to staffing availability. The two projects delayed that account for the majority of the budget variance: the Water System Replacement project and the Raw Water Pump Station and Pipeline project.

2019 Budget

2019 Actual

$106,000,000

$22,620,230

$22,440,398

Tap Fees

13,227,419

5,830,607

Interest

683,200

1,328,790

Water Fund Beginning Fund Balance REVENUES Water Charges

Other

1,666,687

1,633,962

$38,197,536

$31,233,756

$20,854,796

$20,698,165

Debt Service

3,865,452

2,246,432

Major Capital Maintenance

4,511,128

5,451,993

23,045,281

6,514,368

$52,276,657

$34,910,958

Total Revenues EXPENDITURES Ongoing

Capital Total Expenditures Income/(Loss)

(14,079,121)

(3,677,202)

Ending Fund Balance

$91,920,879

$102,322,798

Goal (25% of Expenditures)

13,069,164

8,727,740

$78,851,715

$93,595,059

Excess/Deficit

*$34,397,330 of the Fund Balance is a cash escrow reserved in Denver Water’s name and related to the Gross Reservoir expansion. The Water Fund’s overall obligation is expected to total $110 million through 2025.

ENTERPRISE FUNDS

Wastewater Fund Overview The Wastewater Fund accounts for all activities necessary in the collection, transmission and disposal of sewage and wastewater.

Wastewater Fund Beginning Fund Balance

2019 Budget

2019 Actual

Revenue Highlights

$13,571,000

$12,890,981

$11,815,807

Tap Fees

1,012,314

697,255

Interest

320,100

298,024

1,328,092

342,910

$15,551,487

$13,153,996

$9,001,041

$8,475,540

Ongoing

3,243,554

3,069,573

Major Capital Maintenance

2,681,726

2,983,926

Capital

6,011,981

526,498

$20,938,302

$15,055,536

REVENUES Sewer Charges

Other Total Revenues EXPENDITURES Metro District

Total Expenditures Income/(Loss)

(5,386,815)

Ending Fund Balance

$8,184,185

$11,669,460

Goal (25% of Expenditures)

5,234,576

3,763,884

$2,949,610

$7,905,576

Excess/Deficit

(1,901,540)

• Sewer Charges revenue is less than anticipated due to water consumption being down for 2019. Sewer Charges are dependent on in-home water usage and set on an average of prior years’ usage. • Other Revenue being under budget is attributed to the loss on the sale of vehicles.

Expenditure Highlights • Capital expenditures are under budget due to the Sewer System Replacement project being delayed from personnel availability and leadtime concerns.

ENTERPRISE FUNDS

Stormwater Fund Overview The Stormwater Fund accounts for all activities necessary to maintain a stormwater management plan.

Revenue Highlights • The Stormwater fee is based upon the amount of impervious area on each property that does not allow water to absorb into the ground, such as driveways, patios, and rooftops. Revenue increases are attributed to the growth in the number of households and the update to the resident’s impervious area.

Expenditure Highlights • Capital expenditures did not meet budget due to several capital projects not yet started. The largest of these projects being the Lake Arbor Dredging project, it has been carried over into 2020 and will extend into 2021.

Stormwater Fund

2019 Budget

2019 Acutal

Beginning Fund Balance

$7,261,000

$3,456,110

$3,635,577

108,255

160,874

$3,564,365

$3,796,451

$3,488,571

$2,860,686

864,353

REVENUES Stormwater Fee Other Total Revenues EXPENDITURES Ongoing Debt Service Capital Total Expenditures Income/(Loss)

2,450,059

321,780

$6,802,983

$4,046,818

(3,238,618)

Ending Fund Balance

Goal (25% of Expenditures) Excess/Deficit

(250,367)

$4,022,382

$7,010,633

1,700,746

1,011,705

$2,321,636

$5,998,929

ENTERPRISE FUNDS

Golf Fund Overview The Golf Course Fund accounts for all revenues and expenses of the Lake Arbor and West Woods Golf Courses, including food service operations.

Golf Fund

2019 Budget

Beginning Fund Balance

$(887,000)

Revenue Highlights

2019 Actual

• Overall revenues were down $967,877 or 14.3% from 2018

$(887,000)

and under budget by $126,738.

• Golf course revenues decreased $181,931 from 2018 due to the

REVENUES Golf Courses

$3,827,261

$3,321,191

Restaurants

1,836,798

2,216,130

Construction Revenue

City Cash Transfer

250,902

$5,914,961

$5,788,223

Golf Courses

$2,649,029

$2,202,028

Restaurants

2,414,337

2,383,961

Administration

1,712,896

1,840,541

Total Revenues

number of golf rounds decreasing 2.4%. This revenue source did not meet 2019 budget by $506,070. • Restaurant revenue increased $392,536 over 2018 and exceeded 2019 budget by $379,332. • While golf rounds played at West Woods increased, rounds played at Lake Arbor decreased.

EXPENDITURES

Capital

Total Expenditures

Ending Fund Balance

$(638,307)

$(1,748,301)

$(1,525,307)

745,389

Excess/(Deficit)

$(2,493,690)

• Operating expenditures increased 18.0% or $963,596 over 2018 expenditures. The majority of this increase is in the restaurant area and is in-line with the increases in revenues in this area.

706,918 $(2,232,226)

• The Golf fund will end with a deficit fund balance of $1.5 million, this was expected due to the Westwoods Clubhouse remodel in 2017 and 2018.

Golf Rounds by Type - January - December Player Support

Super Users Annuals

Super Users Clubs

Tournament/ Corp Leagues

Grow the Game

Total

West Woods 2018

34,711

6,488

5,359

479

47,037

2019

36,279

5,836

6,072

759

48,946

1,568

(652)

4.5%

(10.0%)

713

280

1,909

13.3%

58.5%

4.1%

Lake Arbor 2018 2019

Combined Rounds Total 2018 2019

22,195

13,126

787

284

36,392

20,883 (1,312)

10,453 (2,673)

751 (36)

373 89

32,460 (3,932)

(5.9%)

(20.4%)

(4.6%)

31.3%

(10.8%)

56,906 57,162 256

19,614 16,289 (3,325)

6,146 6,823 677

763 1,132 369

83,429 81,406 (2,023)

0.4%

(17.0%)

11.0%

48.4%

(2.4%)

2018

included costs for the Westwoods clubhouse remodel.

$6,426,530

$(861,301)

Goal (11% of Expenditures)

• Total expenditures were under budget by $349,732. • Overall expenditures decreased 18.4% from 2018.

$6,776,262

Income/(Loss)

Expenditure Highlights

ENTERPRISE FUNDS

Food Services Fund (Arvada Events) Overview The Food Services Fund accounts for all revenue and expenses associated with food service activities including the operation of banquet facilities at the Arvada Center for the Arts and Humanities and off-site catering.

Food Services Fund (Arvada Events)

2019 Budget

2019 Actual

Beginning Fund Balance

$ 844,000

$28,287

$158,518

1,711,235

1,574,832

$1,739,522

$1,733,350

$466,130

$427,986

1,436,522

1,426,047

$1,902,652

$1,854,032

REVENUES Concession Services Banquet and Guest Services Total Revenues EXPENDITURES Administration Operations Capital Total Expenditures Income/(Loss) Ending Fund Balance Goal (11% of Expenditures) Excess/(Deficit)

(163,130)

(120,683)

$846,539

$797,331

475,663

463,508

$205,207

$259,809

Revenue Highlights • Overall revenues decreased $125,188 or 6.8% from 2018 but still met the budget for 2019. • In 2019 Arvada Events served 367 events with 44,164 guests, in 2018 410 events were served with 51,000 guests.

This revenue source did not meet 2019 budget by $136,403. • Concession revenue ramped up during 2019 as this was the first full year of concessions at Stenger, Lutz and Long Lake sports complexes. This revenue source exceeded 2019 budget by $130,231.

Expenditure Highlights

• Total expenditures were under budget by $48,620. • Expenditures were in line with 2019 projections. • Overall expenditures increased $239,265 or 14.8 % over 2018. Food inventory costs and temporary wages are attributed to this increase.

ENTERPRISE FUNDS

Events by Market Segment January - December ARVADA CENTER

2019

2018

Variance

Arvada Center

Association

(10)

(14%)

Corporate

(25)

(36%)

Education

(1)

(5%)

Fraternal

(22)

(24%)

Government

25%

In-house

Religious

(2)

(3%)

Social

(6)

(21%)

Golf Tournaments

Wedding/Anniversary

(5)

(83%)

School

367

410

(43)

(10%)

Total WEST WOODS

2019

2018

100%

Variance

Association

(4)

(80%)

Corporate

100%

Education

Fraternal

(2)

100%

Government

100%

In-house City

40%

Social

Golf Tournaments

13%

Religious

Wedding/Anniversary Wholesale Total LAKE ARBOR

2019

2018

Variance

Association

Corporate

Education

Fraternal

Government

In-house City

(3)

(60%)

Religious

Social

(1)

(100%)

Golf Tournaments

100%

Wedding/Anniversary

Wholesale Total

117%

Golf Tournaments 9.9%

Wedding/Anniversary 0.2%

Corporate 12.2%

Social 12.0% Religious 13.6%

Education 4.6%

Fraternal 17.0%

In-house City 12.6% Government 2.5%

Association 15.4%

INTERNAL SERVICE FUNDS

Internal Service Funds Overview There are five Internal Service Funds – Insurance Fund (Risk Management), Computer Fund, Print Services Fund, Vehicles Fund and Building Fund. 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.

Insurance Fund Overview The Insurance Fund, administered by the Risk Management Program of Finance, accounts for the City’s self-insurance against loss. It is funded with contributions by all City departments and programs based on their levels and types of exposure. The Fund is also used for loss prevention programs, the protection of City personnel and the preservation of City property and assets.

2019 Budget

Insurance Fund Beginning Fund Balance

$3,314,000

$2,481,825

$2,485,223

72,300

94,724

289,894

$2,554,125

$2,869,841

$3,073,222

$2,802,534

349,474

343,428

$3,422,696

$3,145,962

REVENUES Contributions Interest Other Total Revenues EXPENDITURES Risk Management Administration

*Per GASB Statement 10, an additional $1,715,599 in cash is currently held in the Risk Management fund to cover potentially incurred liabilities as of the beginning of the year. This figure was reached by the Risk Management’s actuary for 2019.

2019 Actual

Risk Management Operations Total Expenditures Income/(Loss)

(868,571)

Ending Fund Balance

$2,445,429

(276,121) $3,037,879

Revenue Highlights • All revenue sources exceeded their 2019 budgets. • Revenues overall decreased $1,415,093 or 33.1% from 2018. 2018 included a one-time transfer from the general fund for $1,000,000.

2018 also included

insurance proceeds from the May 2017 hail storm.

Expenditure Highlights • Total expenditures showed a savings of $276,734. • Workers compensation, property damage and liability claims were all at or below 2019 budget. • Contract services and professional services both exceeded 2019 budget due to concrete condition evaluations at Leyden Rock. • Overall expenditures increased $514,579 or 19.6% over 2018. • 2019 experienced an increase in auto accidents, concrete condition evaluations at Leyden Rock and several building roofs were replaced in 2019 that were outstanding from the May 2017 hail storm.

INTERNAL SERVICE FUNDS

Computer Fund Overview The Computer Fund provides resources for both ongoing maintenance and replacement of the City’s computers, network hardware, and other electronic infrastructure. It is funded with contributions by all City departments based on their levels of use of this technology. 2019 Budget

Computer Fund Beginning Fund Balance

2019 Actual

$6,806,000

Maintenance

$1,270,077

$1,321,934

Replacement

1,609,270

1,575,760

87,521

360,491

$2,966,868

$3,258,185

Maintenance

$1,404,329

$1,409,202

Replacement

2,014,263

1,288,694

REVENUES

Other Total Revenues EXPENDITURES

Other Total Expenditures

130,252

125,568

$3,548,844

$2,823,465

Income/(Loss) Ending Fund Balance

(581,976) $6,224,024

434,720 $7,240,720

Revenue Highlights • Maintenance revenue and replacement revenue are inline with the budget.

• Other revenue is higher than expected due to an increase in the interest earned for 2019.

Expenditure Highlights • The replacement expenditures are lower than the budget due to timing issues on two computer systems. The Police Intergraph CAD-RMS system conversion was made to NICHE in 2019 so the payment to Intergraph was not needed. The Dual Authentication system could not begin due to staff availability and will be carried over to 2020.

INTERNAL SERVICE FUNDS

Vehicle Fund Overview The Vehicles Fund provides resources for the maintenance and replacement of City vehicles and heavy equipment. It is funded with contributions by all City departments based on their vehicle inventory and use. 2019 Budget

2019 Actual

$5,114,000

Maintenance Contributions

$2,368,797

$2,368,799

Replacement Contributions

2,667,388

2,667,291

262,000

766,600

$5,298,185

$5,802,690

Maintenance

$2,599,152

$2,743,263

Replacement

4,802,365

3,203,849

Total Expenditures

$7,401,517

$5,947,112

Income/(Loss)

(2,103,332)

Ending Fund Balance

$3,010,668

Vehicles Fund Beginning Fund Balance

Revenue Highlights • Overall Revenues increased by 3.3% over 2018 across all sources and by 63.3% in replacement contributions, due to new public safety vehicles. • Other Revenues include recovered costs from auctioning retired vehicles and equipment, as well as transfers from other Funds for the cost of new acquisitions.

REVENUES

Other Total Revenues

Expenditure Highlights

EXPENDITURES

• Expenditures have increased by 12.4% over 2018, primarily due to vehicle replacements. In the fourth quarter of 2019, the City purchased six patrol vehicles, one truck, one plow, and three pieces of turf equipment.

(144,422) $4,969,578

INTERNAL SERVICE FUNDS

Print Services Fund Overview The Print Services Fund provides ongoing operational support for the City’s printing needs.

Print Services Fund Beginning Fund Balance

2019 Budget

Revenue Highlights

2019 Actual

$263,000

$203,000

$248,922

150,354

165,364

$353,354

$414,286

$265,434

$241,520

75,618

80,392

$341,052

$321,912

12,302

92,374

$275,302

$355,374

• Print

Services revenue exceeded the budget, partially due to a new policy which gives the print shop the right of first refusal on City print jobs, driving additional business. • Copier revenue finished the year 10% above budget.

REVENUES Print Shop Copiers Total Revenues

Expenditure Highlights

EXPENDITURES Print Shop Copiers Equipment Total Expenditures Income/(Loss) Ending Fund Balance

• Print

Shop expenditures are less than budget, primarily due to a savings in supplies. • Copier expenditures were higher than budget due to an additional month lease payment that was paid during the transition to the new copier lease.

Buildings Fund Overview The Buildings Fund provides resources for maintaining major portions of facility infrastructure as replacement becomes necessary. The primary types of infrastructure are HVAC equipment, parking lots, roofs, and carpet. It is funded with contributions by all City departments based on their facility occupancy.

Buildings Fund Beginning Fund Balance

2019 Budget

2019 Actual

$3,307,000

$545,329

$440,619

41,000

65,861

$586,329

$506,480

Revenue Highlights • Replacement transfers increased by 3.0% across all

REVENUES Replacement Transfers Other Total Revenues

contributing funds in 2019.

Expenditure Highlights • Personnel expenditures increased compared to 2018

EXPENDITURES Personnel

Replacement Transfers Total Expenditures Income/(Loss) Ending Fund Balance

$76,118

$56,617

152,462

68,313

350,000

$578,580

$474,929

7,749

31,551

$3,314,749

$3,338,551

as a vacant position in 2018 was filled in 2019. in 2019 include asset and capital planning services and software, new carpeting for Community Development, an HVAC retrofit, and a transfer to capital for the Fleet/Parks Maintenance Building .

• Expenditures

3F BOND PROJECTS

Overview On November 6, 2018 the citizens of Arvada approved Ballot Issue 3F to fund improvements to Ralston Road and West 72nd Avenue. Municipal bonds are commonly used by cities to fund capital improvement projects. In 2018, the City finished paying off a previously issued bond, freeing up $4.5 million in annual payments already accounted for in the City’s current budget. “Debt re-authorization” allows the money from the previous bond to be applied to a new bond whose funds will be used for these new capital improvement projects.

Ralston Road

Budget

Actual

Remaining

Design

$968,287

$638,141

$330,146

Right-of-Way

4,286,925

Construction

10,044,788

Total Project

$15,300,000

$638,141

$14,661,859

Ralston Road

72nd Avenue

Ralston Road Bond Project Description: Ralston Road is an arterial roadway and a major east-west corridor for Arvada’s transportation network, serving 23,000 vehicle trips each day. It provides connectivity to major north-south corridors including three State Highways (SH-95/Sheridan Boulevard, SH-121/Wadsworth Boulevard, and SH-72/Ward Road). The Regional Transportation District (RTD) operates five bus lines using portions of Ralston Road. The Citizens Capital Improvement Plan Committee (CCIPC) has twice ranked Ralston Road improvements as the number one transportation priority and recommended it for funding to the City Council. The project also addresses concerns expressed in recent Arvada Citizen Surveys. The 2014 Comprehensive Plan generated transportation models indicating that the congestion, operation, and safety of Ralston Road will deteriorate with the build-out of the City, and roadways will perform at the lowest levels of services. Progress: • Executed a contract for design and right-of-way acquisition services. • 60% design plans were completed in July 2019. • Notices of intent to acquire right-of-way were mailed to property owners in December 2019 and January 2020. • Final plans are expected to be completed by the third quarter of 2020. Next Steps: Construction is anticipated to begin in the fourth quarter of 2020/first quarter of 2021, after all of the ROW is acquired, and is expected to last for two years.

3F BOND PROJECTS

72nd Avenue Design

Budget

Actual

Remaining

$2,185,584

$929,196

$1,256,388

Right-of-Way

6,280,000

1,272,441

5,007,559

Construction

56,034,416

514

(514)

Miscellaneous Total Project

$64,500,000

$2,202,151

$62,297,849

W. 72nd Avenue Bond Project Description: W. 72nd Avenue is an arterial parkway and a major east-west corridor for Arvada’s transportation network, serving 21,000 vehicle trips each day. It provides connectivity to major north-south corridors including three State Highways (SH-95/Sheridan Boulevard, SH-121/Wadsworth Boulevard, and SH-72/Indiana Street). The regional corridor not only serves all of Arvada, it provides access to Westminster and Golden/Jefferson County. The Citizens Capital Improvement Plan Committee (CCIPC) twice ranked improvements to W. 72nd Avenue as a high priority. The project also meets concerns expressed in recent Arvada Citizen Surveys. And the 2014 Comprehensive Plan generated transportation models indicating that the congestion, operations, and safety of W. 72nd Avenue will deteriorate with the build-out of the City and roadways will perform at the lowest levels of service. Progress: • Closed on both of the full property acquisitions. • Design is progressing beyond 30% in critical properties for right-of-way acquisition purposes. The Preliminary Engineering agreement with the Union Pacific Railroad has been renewed for an additional $100,000. The 30% railroad bridge design was submitted to the Union Pacific Railroad. • The Construction Manager/General Contractor (CM/GC), SEMA Construction, was selected in October and awarded in November. SEMA is currently involved in the preconstruction phase for project scheduling, value engineering, design development and project costing. • The Owner’s Representative consultant, Ulteig Engineers, was selected in October and awarded in December. Ulteig continues to be involved in all project meetings, leading value engineering sessions and acting as an extension of City staff. • A project Open House occurred in November with additional public outreach planned as design progresses and construction approaches. Next Steps: Both full property acquisitions are scheduled for demolition in April. Design will progress through the preconstruction phase with involvement of the new CM/GC and Owner’s Rep project team members. Coordination efforts will continue with stakeholders, including the Union Pacific Railroad, Xcel Energy, Jefferson County School District and others. Phased construction is anticipated to begin in late 2020 with utility relocations and the initial roadway construction phase, and is expected to last for approximately two years.

CITY OF ARVADA INVESTMENT REPORT

PORTFOLIO CHANGES

Investment Portfolio Objectives

Par Value as of 12/31/19

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 (LGIPs), commercial paper, and corporate debt subject to rating and concentration limits. The City-managed investment portfolio is administered to provide sufficient liquidity to meet all reasonably anticipated operating cash needs without selling securities prior to maturity. The portfolio controlled by PFM is actively managed which means that investments may be sold prior to maturity and reinvested in order to achieve the desired duration, yield or diversification of the portfolio.

MM/Savings/Cash

$3,236,639

$3,839,164

$(602,524)

LGIP

44,585,460

18,926,823

25,658,637

3,862,420

836,114

3,026,306

22,661,000

19,992,000

2,669,000

Time CD Corporate Municipal

8,255,000

US Agency

77,000,000

116,500,000

(39,500,000)

US Treasury

10,000,000

12,000,000

(2,000,000)

$169,600,519

$172,094,101

Subtotal - City

The City’s total investment portfolio of $221.5 million has decreased from 2018 levels by a modest $1.6 million. Decreases in sales tax collections and building revenues during 2019 have played a part in this decrease. The allocation of the portfolio has shifted from Agencies and Treasuries to LGIPs, as well as corporate and municipal debt. The higher levels of LGIPs at the end of the year reflect the funds from securities that were called or matured and have not yet been re-invested. Also, $10 million in LGIPs has a term structure. Staggering maturity dates over rolling 9 months allows for ample cash flow on a monthly basis and provides higher returns. Corporate and municipal sectors

Negotiable CD

$1,070,000

8,878,000

9,120,000

(242,000)

Municipal

1,990,000

460,000

1,530,000

US Agency

3,260,000

5,000,000

(1,740,000)

US Treasury

36,750,000

36,560,000

190,000

$51,948,000

$51,140,000

$808,000

SUMMARY OF CONSOLIDATED PORTFOLIO MM/Savings/Cash

$3,236,639

$3,839,164

$(602,524)

LGIP

44,585,460

18,926,823

25,658,637

Time CD

3,862,420

836,114

3,026,306

Negotiable CD

1,070,000

Corporate

31,539,000

29,112,000

2,427,000

Municipal

10,245,000

460,000

9,785,000

US Agency

80,260,000

121,500,000

(41,240,000)

US Treasury

46,750,000

48,560,000

(1,810,000)

$221,548,519

$223,234,101

$(1,685,581)

Total - Combined

CONSOLIDATED MATURITY DISTRIBUTION 30.0%

26.1%

25.0%

MM/Savings/Cash 1.5%

20.0%

14.6%

16.9%

19.4% 15.2%

15.0%

7.9%

10.0%

LGIP 20.1% Negotiable CD 0.5%

$(2,493,581)

Corporate

Subtotal - PFM

US Treasury 21.1%

Corporate 14.2%

8,255,000

PFM-MANAGED PORTFOLIO

CONSOLIDATED PORTFOLIO ALLOCATION

Municipal 4.6%

Difference

CITY-MANAGED PORTFOLIO

The year of 2019 was a pivotal year. There was a 180-degree shift in the Fed’s bias. At the beginning of the year, the market expectation was that the Fed would raise interest rates one or two more times in 2019 and possibly break the 3% mark. By the end of the year, the Fed ended up cutting rates three times (Aug, Sep, Oct) to a range of 1.50-1.75%. The year of 2019 can be divided into three distinct stages. The first stage is characterized by a relatively good performance in all markets, particularly after a very bad 4Q of 2018. However, the Fed’s stance has changed from tightening to neutral. This triggered markets’ risk aversion and fleeing to safety which lasted through early May. The second stage was filled with high volatility due to uncertainty around US-China trade deal; increased trade tension and risk of recession lasted till early October. The final stage included Brexit and good economic data, contributing to decline volatility at the end of the year. We also saw a steepening of the Treasury yield curve in the last two months of the year.

US Agency 36.2%

Par Value as of 12/31/18

5.0% 0.0%

Time CD 1.7%

0-.25

.25-1

1-2

2-3

Maturity (years) 28

3-4

4-5

CITY OF ARVADA INVESTMENT REPORT offered better returns in 2019 over bullet US Agencies. The City also was able to secure a time CD before banks started adjusting their CD rates down. The graph of the consolidated portfolio allocation shows a very balanced distribution between all allowable types of investments with over half of the portfolio invested in the US Treasuries and Agencies. The maturity distribution shows a healthy balance in short-term funds and well diversified allocation to all maturity buckets. In 2019 the City’s portfolio saw an average year-to-date yield of 1.97% and total combined interest income of $4.1 million, which is an increase of $438,760 in comparison with 2018. The portfolio duration in December of 2019 was 1.55 years which is shorter than typical for the City’s portfolio as we saw quite a bit of turn over. $36 million of securities (about 20% of the portfolio) have been called during 2019 after the Fed started its easing policy. The average year-to-date yield on PFM-managed portfolio in 2019 was 1.96%. The duration of this portfolio was 2.54 years; it has increased from the last year’s 2.11. This portfolio was established to be the City’s long-term reserve fund and is positioned perfectly for the falling interest rates environment to be able to maintain higher returns for longer. The combined portfolio reflects an unrealized gain of over $1 million for 2019. The shift from unrealized loss to unrealized gain is indicative of the shift in the Fed’s policy from tightening to easing. The safety of our investments remains the City’s main priority, which is why almost 90% of the investments in the portfolio are rated AAA or AA+ by the Standard & Poor’s credit rating agency. Credit ratings are monitored monthly for any possible downgrades and assess if any changes need to be made.

PORTFOLIO PERFORMANCE

PORTFOLIO CHARACTERISTICS

12/31/2019

12/31/2018

Difference

City Interest Earnings

$3,266,851

$3,000,881

$265,970

Duration to Maturity (yrs)

PFM Interest Earnings

882,257

709,467

172,790

Yield to Maturity at Cost

1.911%

2.050%

Total Interest Earned

$4,149,108

$3,710,347

$438,760

Yield to Maturity at Market

1.806%

1.670%

YTD City Portfolio Yield

1.97%

1.71%

+26 bps

YTD PFM Portfolio Yield

1.96%

1.52%

+44 bps

YTD Benchmark

2.15%

2.48%

-33 bps

City

PFM 1.55

CREDIT QUALITY (S&P RATING)

ACCOUNT SUMMARY

AA+ 63.6%

AAA 25.8% City

PFM

Total

City

PFM

Total

Par Value

$169,600,519

Book Value

170,023,388

51,939,256

221,962,645

Market Value

170,409,778

52,575,658

222,985,436

$386,390

$636,401

$1,022,791

Unrealized Gain /(Loss)

$51,948,000

2.54

$221,548,519

NR 3.2% A+ 0.2%

AA4.5%

AA 2.7%

Investment Management Focus - 2020 The market expectation is that the Fed will continue its easing policy through 2020. The yields on LGIPs are typically lagging a few months and will not react sharply after the Fed’s rate cut in comparison with the short end of the yield curve. With that in mind, the City will continue to take advantage of the LGIP funds with their average overnight rate of 1.87% as of December 2019. This will also allow ample cash should the City experience unexpected liquidity needs. Investment-grade corporate spreads have widened significantly due to increase in perceived credit risk. The City will continue making investments in this sector but will be very selective in the corporate names. Being conscious of the bigger risk of credit ratings downgrades, the City will look for the buying opportunities of good quality corporate bonds to minimize the risk. Municipal bonds (Munis) market can present a good investment opportunity as well. As interest rates fall, many municipalities look into issuing new debt or refunding their existing bonds. With increased supply in taxable Munis, it may be easier to get an allocation to further diversify City’s portfolio. The Federal Agencies’ spreads have also widened, particularly on callable securities. (Call provisions are a tool used by issuers to refinance debt at a more attractive rate). In the falling interest rate environment, the risk of securities being called is higher. In the past several years the City has been focusing on non-callable Agencies to secure higher yields. However, in 2020 we will look into adding more callable securities to the portfolio with a lockout period of 12 months. This strategy will allow the City to take advantage of higher yields when rates are near zero.

WE DREAM BIG AND DELIVER

Safe Community BY 12/20, PUBLIC SAFETY WILL IMPLEMENT A COMMUNITY ENGAGEMENT AND EDUCATION PLAN By 12/20, formalize and integrate the CORE unit to work with citizens experiencing homelessness providing resources, education, and criminal violation enforcement 4/1/19 - 12/31/20 By 12/20, implement a plan that outlines services and education provided to juveniles within Arvada 4/1/19 - 12/31/20 By 12/20,formalize the current ongoing strategies to enhance positive police and community interaction 4/1/19 - 12/31/20 PERCENTAGE OF CALLS FOR SERVICE IN WHICH A MENTAL HEALTH CO-RESPONDER IS DISPATCHED

NUMBER OF CONTACTS OFFICERS HAVE WITH HIGH UTILIZERS OF MENTAL HEALTH-RELATED CALLS FOR SERVICE

WE DREAM BIG AND DELIVER

Infr astructure BY 12/21, UPDATE THE WATER, SEWER, STORMWATER AND OVERALL INFRASTRUCTURE MASTER PLAN By 12/20, complete the Sewer and Stormwater Master Plans By 12/21 complete the Water Master Plan By 12/21, 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 ANNUALLY 25% OF ALL CITY OWNED STORMWATER SYSTEM ASSETS WILL BE INSPECTED AND CLEANED AS NEEDED

4/1/20 - 12/31/20 4/1/19 - 12/31/21 7/1/19 - 12/31/21

BY 2023, ALL WASTEWATER COLLECTION PIPELINES INSTALLED PRIOR TO 1980 WILL BE REHABILITATED OR REPLACED

Community and Economic Development BY 12/21, 85% OF DEVELOPMENT CUSTOMERS RATE THE DEVELOPMENT REVIEW PROCESS AS ‘GOOD’ AND/OR ‘EXCELLENT’ By 12/20, 90% of development reviews will be returned to the applicant within 15 business days By 12/20, implement a development customer service survey with at least a 50% response rate On an ongoing basis, resolve all temporary certificates of occupation (TCOs) within 6 months of issuance 98% OF BUILDING PERMIT INSPECTIONS WILL BE CONDUCTED ON THE DAY SCHEDULED

4/1/19 - 12/30/20 4/1/19 - 12/31/20 4/1/19 - 12/31/25

MILESTONE DATA: BY 12/20, DEVELOPMENT REVIEW COMMENTS WILL BE RETURNED TO THE APPLICANT ON AVERAGE WITHIN 15 BUSINESS DAYS

WE DREAM BIG AND DELIVER

Vibr ant Community and Neighborhoods BY 12/20, DEVELOP A NEIGHBORHOOD ENGAGEMENT PLAN By 12/25, 50% of neighborhoods complete a project or initiative that reshapes or activates shared neighborhood spaces By 12/20, offer leadership development opportunities and training to volunteers to foster future City leaders COMMUNITY SURVEY: DO YOU HAVE A SPACE IN YOUR NEIGHBORHOOD WHERE YOU CAN GATHER TOGETHER AS A NEIGHBORHOOD AND GET TO KNOW YOUR NEIGHBORS

4/1/19 - 12/31/25 6/1/19 - 13/31/20

BEING INCLUSIVE OF RESIDENTS OF ALL ABILITIES, CULTURES, AGES, AND BACKGROUNDS

Organizational and Service Effectiveness BY 12/23, OBTAIN A MINIMUM OF 4.5 OUT OF 5 ON THE FIVE STAR COMMUNITY RATING TO DEMONSTRATE THE CITY IS MEETING THE COMMUNITY NEEDS AND EXPECTATIONS IDENTIFIED IN THE COMMUNITY SURVEY RESULTS By 12/20, identify all lower-rated items in the 2019 Community Survey and develop an action plan to address them By 12/21, launch an annual Arvada Community Survey COMMUNITY SURVEY (5-STAR): DIRECTION ARVADA IS HEADING

COMMUNITY SURVEY (5-STAR): VALUE FOR TAXES

4/1/19-12/31/20 4/1/19-12/31/21