2021-2022 Proposed Biennial Operating and Capital Budget
2021-2022 Biennial Operating and Capital Budget
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2021-2022 Biennial Operating and Capital Budget
Table of Contents Overview Budget Transmittal Letter.............................................................................................................. 1-9 Council Strategic Plan................................................................................................................11-28 Community Profile..................................................................................................................... 29-30 Legal Requirements and Budget Process................................................................................. 31-38 Introduction................................................................................................................................... 39-43 2021-2022 Proposed Operating and Capital Budget Summary................................................... 45-78 Ten-Year Assumptions and Models............................................................................................ 79-107 Work Systems Section ............................................................................................................ 108-145 Community and Economic Development .................................................................................108-113 Infrastructure.............................................................................................................................114-123 Organizational and Service Effectivness.................................................................................. 124-131 Safe Community....................................................................................................................... 132-139 Vibrant Community and Neighborhoods................................................................................... 140-145 Capital Improvement Projects.................................................................................................. 146-231 Debt Obligations....................................................................................................................... 232-236 Additional Information 2020 Pay Plan Position and Schedules .................................................................................. 237-255 Glossary of Terms..................................................................................................................... 256-260
Cover Design: Special Thanks To:
Jenna Belec, Executive Assistant Bryan Archer, Director of Finance Lisa Yagi, Assistant Finance Director Debra Nielson, Controller Sheena Freve, Budget Analyst Chris Kelly, Budget Analyst Jenna Belec, Executive Assistant Steve Milke, Print Shop i
2021-2022 Biennial Operating and Capital Budget
CITY OFFICIALS
Marc Williams Mayor (Term expires 2023)
Bob Fifer Councilmember At-Large (Term expires 2023)
Dot Miller Councilmember At-Large (Term expires 2021)
CITY MANAGER AND KEY STAFF
Nancy Ford Councilmember District 1 (Term expires 2021)
Lauren Simpson Councilmember District 2 (Term expires 2023)
Mark G. Deven Lorie Gillis Vacant Rachel Morris Bryan Archer Craig Poley Linda Haley Sharon Israel Maureen Phair Gordon Reusink Ryan Stachelski Link Strate Don Wick Kelley Hartman Ben Irwin Kristen Rush
John Marriott Councilmember District 3 (Term expires 2021)
David Jones Councilmember District 4 (Term expires 2023)
City Manager Deputy City Manager Municipal Judge City Attorney Director of Finance Chief Information Officer Director of Human Resources Director of Utilities Executive Director of Arvada Urban Renewal Authority Director of Vibrant Communities Director of Community and Economic Development Chief of Police Director of Public Works Innovation and Performance Manager Communications Manager City Clerk
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2021-2022 Biennial Operating and Capital Budget
ORGANIZATION CHART
Organizational and Service Effectiveness
Safe Community
Community and Economic Development
Infrastructure
Vibrant Community and Neighbhoods
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2021-2022 Biennial Operating and Capital Budget
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Arvada for its Biennial Budget for the fiscal years 20192020. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The City of Arvada has received this Distinguished Budget Presentation Award for the past 25 years!
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2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020
September 10, 2020 Members of City Council City of Arvada 8101 Ralston Road Arvada, Colorado 80002 Members of City Council and the Arvada Community: Transmitted with this letter is the City of Arvada’s 2021-2022 Proposed Biennial Operating and Capital Budget. As required by City Council Policy No. 300.4, Arvada Budget and Fiscal Policy, our team must develop a Biennial Operating and Capital Budget, which is to be presented within the FOCUS Arvada framework for consideration by the City Council. Each Biennial Operating and Capital budget is presented in late August/early September and Council approval must be completed per state law by October 31 of the even-numbered year prior to the odd-numbered year the budget is implemented. Council approval authorizes expenditure authority for only one year. Our team must develop and present a revised budget for the second year which the Council will consider and approve in the same manner in order to authorize expenditures for the second year of the Biennial Operating and Capital Budget. The 2021-2022 Proposed Budget remains connected to the FOCUS Arvada framework which provides the foundation for accomplishing the Council Strategic Results and other key results identified by each of the five Work Systems through the Strategic Planning process. This framework utilizes the following elements: a) Work Systems that align to the Priority Areas that are defined in the City Council Strategic Plan; b) Principles defined as high level strategies that form our business model and serve as pillars of excellence; c) Strategic Results defined as specific and measurable objectives directed by the City Council that provide guidance in supporting priorities and organizational transformation; d) Milestones defined as significant events or important achievements that indicate change or progress toward a Strategic Result; and e) Performance Measures that utilize the Specific, Measurable, Achievable, Relevant and Time-Based (SMART) goal framework to help focus our efforts and ability to achieve the identified targets. The FOCUS Arvada framework defines the performance management process that creates alignment between the City Council Strategic Plan and the day-to-day work accomplished by Arvada team members. Specifically, performance management implemented through the FOCUS Arvada framework seeks to: • • • •
Connect City Council Strategic Results to individual performance goals; Drive decisions and change used to inform budgets, set priorities and allocate resources; Hold all City team members accountable for achieving results; and Define value and transparency.
As stated herein, the work implemented by the City team is organized into five Work Systems that align to the Priority Areas, which are defined in the City Council Strategic Plan. The following information describes the purpose of each Work System and lists their associated lines of business: 1
2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020 The purpose statement of the Community and Economic Development Work System is: Arvada’s future prosperity and quality of life will be significantly influenced by the City’s ability to ensure that development meets design values and standards, safety requirements, infrastructure needs, and supports the local economy to implement the community’s vision. Associated Lines of Business include Building, Economic Development, Development Review and Long Range Planning. The purpose of the Infrastructure Work System is: The community depends on a well maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community. Associated Lines of Business include Engineering, Facilities Management, Fleet Services, Flood Control, Geo Data, Street Infrastructure, Utility Customer Information Services, Wastewater Collection and Disposal, and Drinking Water. The purpose of the Organizational and Service Effectiveness Work System is: The community depends on a well-managed, fiscally responsible City government to guide the organization in a manner that enhances quality of life. Performance based management practices, sustainable levels of resource use, efficient application of technology, a high performing workforce, and legal and ethical compliance will ensure the long term credibility and effectiveness of City government. Associated Lines of Business include Business Systems, City Attorney, Community and Civic Engagement, Compensation, Benefits and Wellness, Employment, Fair and Open Government, Revenue, Accounting and Financial Analysis, Service Excellence, Economic Vitality and Infrastructure, Strategic Partnership, Sustainable and Vibrant Community, Technology Infrastructure and Operations, Technology and Project Management Services, and Workforce and Strategic Partnerships. The purpose of the Safe Community Work System is: Community based policing, connected neighbors, engaged local businesses, supportive community institutions, and a fair and impartial justice system, all working together, ensures that Arvada is a safe place to live, work, play and stay. Associated Lines of Business include the Judicial Branch (Municipal Court) and Field Services and Operations within the Police Department. The purpose of the Vibrant Communities and Neighborhood Works System is: A vibrant community is engaged in civic life, the arts and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations and participate with local government to ensure responsiveness to changing needs and resulting in Arvada being the preferred place to live, work, play and stay. Associated Lines of Business include Parks, Golf, Events, Housing Preservation and Resources, and Sustainable and Vibrant Community. With full alignment of our work with the City Council Strategic Plan, implementation of a business model that defines high level strategies for the completion of our work and performance measures that informs our progress and achievements, we will continue to honor our commitment to the following statement: 2
2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020 “The City desires to continue its efforts to achieve and maintain service excellence by building a Customer Focused and Results Driven organization.” With this commitment in mind, this letter summarizes the 2021-2022 Proposed Biennial Operating and Capital Budget and presents highlights of the budget and the updated 2021-2030 Ten-Year Financial Plan. Background The 2020 Revised Budget that was adopted by the City Council on October 21, 2019 authorized total expenditures of $235,574,524. On July 6, 2020, the City Council adopted a revised 2020 budget that included carry-over requests, one-time projects and new requests. Included in the revised 2020 budget were carry-over requests from the 2019 operating and capital budgets of $25,942,940; one-time finding requests of $506,500; and $20,669,081 of additional capital requests and augmentations for certain programs and services funded by revenues consisting of grants, additional state funds, and reserves from various funds assumed within the fully balanced ten-year financial models. The total appropriation for 2020 following Council adoption of the revised budget was $282,693,045. In nearly every year, Council consideration and adoption of the revised budget generally occurs in April following the close out of the previous fiscal year, analysis of year ending revenues and expenditures, review of the status of capital projects and reevaluation of operational priorities and issues that may have occurred during the January City Council Strategic Planning Retreat. Consideration and approval of a revised budget within the first quarter or early in the second quarter each year allows the Council and the City team to make one usually final adjustment within the first three or four months of the fiscal year. As the City Council, the Arvada community and the City team is well aware, 2020 has not been a normal year. On March 13, in response to the rapidly developing COVID-19 world pandemic and impacts to the nation, state, region and the Arvada community, I declared an emergency and implemented several actions, including the closure of all City facilities, implementation of remote work for most City team members, cancellation of all City meetings and events and related actions necessary to protect the health and well-being of the Arvada community. This action was implemented with the full support of the City Council and was consistent with similar orders issued by local governments across the United States. The impacts of the COVID-19 pandemic became immediately visible as local businesses, community institutions and service providers that support Arvada residents either ceased to function or were reduced to minimal operations. Confronted with a growing crisis, the City Council and City team worked together to develop a response. Essential City services, such as Public Safety, Public Works, Utilities, and Parks/ Open Space operations had to function safely in an environment that risked exposure to a contagious virus. The remaining City team members needed to adapt to remote work environments in order to support their colleagues and remain available to Arvada residents and business owners who requested information and support. During the first six weeks following issuance of the Emergency Order, the City Council and the City team collaborated to navigate this crisis in manner that demonstrated our resilience, tested our financial resources and empowered our organization and community partners to “Dream Big” by implementing steps to help businesses, nonprofit organizations, Arvada residents and other stakeholders. A total of $2.5 million in City, AEDA and AURA funds were identified for a business emergency loan program and $275,000 in an emergency Federal CDBG allocation were distributed to community nonprofit organizations. 3
2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020
Following the President’s approval of emergency legislation passed by Congress, the City eventually received over $9.4 million allocated through the Coronavirus Aid, Relief and Economic Security (CARES) Act funds distributed by Jefferson and Adams counties to municipalities based on a per capita formula. This action demonstrated the excellent regional collaboration between the local governments within the Denver Metro Area and Colorado. Receipt of these funds allowed Arvada to transition the business emergency loan program to an outright grant. The additional funds were also used to close streets in Olde Town in order to expand socially distant seating, purchase Personal Protective Equipment and implement other actions to help the City and the Arvada community to reopen and begin the road to recovery. While we have demonstrated our resilience, we must also acknowledge the impact of the pandemic on City revenues as we developed the 2021-2022 Biennial Operating and Capital Budget and the 20212030 Ten-Year Financial Plan. While our sales tax collections have been better than expected, other revenues such as use tax, service fees and interest revenues declined through the first half of 2020. Our Leadership Team determined that we needed to develop the 2021-2022 budget based on a conservative approach to revenue and expenditure projections. Our team was well prepared as we had developed a recession plan in 2019. In the course of developing the 2021-2022 budget, the Leadership Team agreed on the following priorities: • People First – We would endeavor to maintain public service levels and avoid significant impacts to our entire City team, including furloughs, compensation reductions and layoffs. • Compliance with the City Council Budget and Fiscal Policy – We would develop our two-year budget and ten-year financial models in compliance with Council policy, including meeting minimum reserve fund balances for every year of the ten-year (2021-2030) period, align expenditure priorities to the City Council Strategic Plan and continue strategic investments by funding capital projects. • Internal Service Funds – We would maintain our projected contributions into Internal Service funds, including facilities, vehicles, technology and insurance. • Expenditure Reductions – In order to meet the projected 2021-2022 revenue shortfall, we agreed to develop expenditure reduction scenarios consisting of 3%, 5% and 10% in order to provide options for consideration within the City Manager’s recommended budget. The Proposed 2021-2022 Budget and 2021-2030 Ten-year Financial Plan submitted for the City Council’s consideration essentially meets the four priorities as described herein with the minimum level of reductions. This proposed budget funds all core government services at the present levels and retains all team members. Strategic investments in capital projects, such as transportation and utility infrastructure, and community assets, such as parks and recreation facilities, remain funded at projected levels. Significant impacts to the City team, such as furloughs, layoffs and compensation reductions have been avoided. Please note that we will need to implement a compensation freeze in 2021 wherein we will not be able to fund salary range adjustments and step increases. At least part of this impact will be offset by proposed modifications to our health insurance program that will lower the monthly cost for our team members and bring us in line with the shared costs offered by other local government organizations. This change was made possible by another year of no increases to our annual health insurance costs.
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2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020 The Proposed 2021-2022 Budget and 2021-2030 Ten-year Financial Plan was primarily balanced through expenditure reductions of approximately 3% for most Work Systems and Lines of Business. The 3% level of reductions were generated through careful examination of operating costs and implementation of innovative work processes that allowed our team to save time and money. We were able to meet this challenge through collaboration and teamwork, and remaining committed to the budget priorities as described herein. Presentation of the Budget Document The Proposed 2021-2022 Budget begins with the City Council Strategic Plan as the foundational document that guides the allocation of resources. Inclusion of the Strategic Plan is intended to emphasize the strategic focus associated with the allocation of resources in a manner that is consistent with Council and community priorities. The Community Profile provides a description of Arvada and summarizes the key demographics and characteristics of the community. The next section summarizes the Legal Requirements and a high-level summary of the Budget Process. This section includes an explanation of the fund structure, financial management standards/policies and relevant state laws, including TABOR. The Introduction section summarizes the connection of the budget to the FOCUS Arvada framework and the City Council Strategic Plan. This section also includes an overview of the National and Local economies and the impacts of both on City revenue sources. Analysis of these impacts generates revenue and expenditure assumptions that are used to develop the 2021-2022 budget and the Ten-Year Financial Models for each of the City’s major funds. The Ten-Year Financial Models are the foundation of our Ten-Year Financial Plan, which is a key requirement of the City Council Budget and Fiscal Policy. Minimum fund balance goals which must be maintained for each year of the Ten-Year Plan are summarized for each of the major funds. By meeting or exceeding the fund balance goal for each fund over the course of the ten-year planning horizon, the City is able to meet present and future financial challenges. The Revenue and Expenditure Summary begins on page 43 and defines each of the City’s major funds, including the General Fund, Internal Service Funds and Enterprise Funds. This section provides an overview of each fund by summarizing revenues, expenditures and changes to the fund balance for 2021 and 2022. The Fund Highlights summary presents a brief description of the activity within each fund and related changes to the fund balance. Major differences between the 2020 budget and the 2021-2022 budget are also summarized and includes the following items: • • • • • •
The total proposed 2021 budget for all funds is $247,918,870 with $219,739,373 in revenues; The total proposed 2022 budget for all funds is $256,420,574 with $223,353,468 in revenues; Implementation of a Compensation freeze in 2021 for City team members; Health insurance savings generated by no increase to the City health insurance program; 3% reduction in all Works System expenditures; Additional positions to meet the needs of a growing community, including two Utility Technicians, two Traffic Technicians, Assistant to the City Manager, Community Engagement Coordinator, Assistant City Attorney, Legal Specialist and SCADA Technician; • Four new Police Officer positions, which are partially funded by a Federal COPS grant that will end in 2024 in order to address the increasing demand for police services; 5
2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020
• Two new positions to handle billing and customer service, which will support implementation of the City’s organized waste hauling program within a Solid Waste Fund; • Utility rate increases of 4% for water and 3% for wastewater in order to meet increased service costs and future capital replacement needs; • Transferring management of the hospitality and banquet services program and scheduling of the ballrooms from the City to the nonprofit Arvada Center for the Arts and Humanities; and • Elimination of the future projected cost for the Affordable Care Act Excise Tax due to Federal legislation signed by the President in December 2019. The charts beginning on page 49 present a detailed summary of the changes to the 2021-2022 budget, including new positions, increased expenditures and expenditure reductions, which in most cases were equal to 3% of the operating costs of the multiple Lines of Business within each Work System. Presentation of the Ten-Year Financial Models begins on page 77. Financial assumptions for all funds are summarized; including personnel expenses such as market based compensation increases, benefits costs, and transfers into Internal Service funds. More specific assumptions for each of the City’s major funds are presented prior to the actual tables showing the projected revenues and expenditures for each fund. Please note that two pages are required to show the projections for each year of the Ten-Year Models, 2021-2030. All of the City’s major funds are balanced for each year of the Ten-Year Financial Planning period and therefore are in compliance with the City Council Budget and Fiscal Policy with the exception of the Golf Fund and the Solid Waste Fund. Please note the following comments regarding these funds. The Golf Fund was impacted significantly by the facility closure associated with the COVID-19 pandemic. Golf rounds were severely limited from March through mid-May, and the restaurant was closed during the same time period until it reopened at 50% capacity. In addition, the Pro Shop was also closed for retail sales for merchandise and the driving range. This occurred as the Golf Fund assumed additional annual costs of over $400,000 to finance the Certificates of Participation for the West Woods Clubhouse expansion. The Golf Fund is also repaying the Wastewater Fund $163,000 annually for the irrigation replacement project and is assuming additional costs for food services that were formerly shared with Arvada Events. As the Arvada Events program will be discontinued in 2021, the Golf Fund must now assume an additional $140,000 of annual costs beginning in June 2021. It is important to note that the Finance and Golf teams worked very hard to bring the Golf Fund into compliance with the Budget and Fiscal Policy in 2030. Nonetheless, our team will continue the work necessary to bring this fund into full compliance with the Budget and Fiscal policy in the future and determine next steps. The Solid Waste Fund is a new fund that was established to implement the City’s organized waste hauling and recycling program in 2021. Two new Utility Technician positions will be charged to this fund as well as the costs necessary to implement this new initiative, including the purchase of carts for the estimated 32,000 households. Internal borrowing from the Water Fund reserves will be used to stand up the Solid Waste Fund. This fund is expected to repay the Water Fund and meet the City Council Budget and Fiscal Policy requirements within five years. 6
2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020
The Works Systems section begins on page 106 with the Community and Economic Development Work System. This section provides additional revenue and expenditure details as well as the Strategic Results that are included within the City Council Strategic Plan for each Work System. The Work Systems section is intended to show the relationship of each Work System to the Strategic Plan, demonstrate value and show transparency. Milestones and performance measures are included to help tell the story. Council and community members will be able to review this information and determine the performance measures that are meeting or exceeding the target, just under the target or not meeting the target. Capital Improvement Projects (CIPs) are presented beginning on page 144. The CIPs are presented within the major functional areas of General Administration, Transportation, Facilities, Parks, Golf, Water, Wastewater and Stormwater. Consistent with the Council Budget and Fiscal Policy and focus on longterm planning, the CIPs are projected over a ten-year planning horizon. All capital projects that require ongoing expenditures following completion include an estimate of Operations and Maintenance (O&M) costs that are allocated from the Ten-Year Financial Models of the appropriate fund. The CIPs section summarizes the City’s focus on Taking Lasting Care (TLC) and implementing the priorities and projects identified by the Citizens Capital Improvement Project Committee (CCIPC), which was formed in 2015 at the direction of the City Council. This section also summarizes Strategic Results included in the 2020-2025 City Council Strategic Plan that determine funding priorities within the 20212030 capital improvement plan. The CIPs section also presents a summary of continuing capital projects, all projects currently funded in the Ten-Year Financial Plan, and a detailed description of the funding and expenditures for the 20212022 projects. All funded projects demonstrate alignment with the Strategic Plan, including the related Strategic Priority Area and associated Strategic Principle. Over $482 million is committed to CIPs over the next ten years. Please note the following limited list of high-priority projects is highlighted below as a sample of the more than 70 projects scheduled for completion or implementation in 2021-2022, and each is explained in more detail within the CIPs Section: • • • • • • • • • • • •
Ralston Road Reconstruction, Phases I and II W. 72nd Avenue and UPRR Grade Separation Parks Maintenance, Fleet and Central Stores Building Traffic Signal Replacement W. 58th and Ward Intersection Improvements Annual Street Maintenance Asphalt and Concrete Replacement Gold Strike Park Playground Equipment Replacement Lake Arbor and West Woods Golf Course Improvements Denver Water Moffat Project Various Water System Replacement\North Trunk Sewer Line Lake Arbor Dredging and Shoreline Stabilization
The CIPs section also includes a list of $740 million in unfunded projects. These projects include Americans with Disabilities Act (ADA) improvements ($78.9 million), W. 72nd Avenue improvements – Simms to Indiana ($33 million), Indiana Street widening, W. 64th to W. 86th ($45 million), Gibbs West Community Park ($28.9 million), Trail Gaps ($50 million), Lake Arbor USGA Recommended Improvements ($201,500), Ralston Creek Flood Prevention Improvements ($28.5 million) and Ralston Water Treatment Plan Storage Plant Tank Expansion ($32 million). Please also remember that we are approximately $87
2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020
$10 million underfunded in our annual asphalt and concrete replacement street maintenance program. As we evaluate project and program priorities, we must account for continuous revaluation of the unfunded projects described in the CIPs section. A summary of Debt Service Obligations is presented beginning on page 230. This section summarizes the City’s Long-Term Debt obligations, reviews state laws that regulate debt obligations and presents the City’s bond ratings. Debt service requirements for all outstanding long-term debt obligations are summarized for Council and community review. This of course includes the Series 2019 Sales and Use Tax Revenue Bonds that are funding the Ralston Road Phase II and W.72nd Kipling to Simms projects. The Pay Plan Schedules section presents a summary of changes to the City positions within each Work System. The summary starts on page 235 with ten titles for the added positions and continues with changes due to new titles or reclassifications for existing positions. The title and reclassification changes are primarily associated with changes in job requirements and/or positions that take on new duties. Updating the pay plan is an important component within the City’s Total Compensation Philosophy wherein we strive to be an employer of choice within the Denver/Boulder region that attracts and retains highly talented and engaged employees. The Pay Plan Schedules section also includes the total number of positions listed by fund, department and position and the changes between 2019 Actual, 2020 Revised and the 2021-2022 Proposed budgets. The final section of the budget is the Glossary of Terms, which is provided to assist those unfamiliar with budgeting terms and includes a few terms specific to the Arvada financial planning process. Use of One-Time Funds for Strategic Opportunities
Over the last several years, the City has collected revenues that exceeded budgeted estimates while managing expenditures at or below budgeted levels. This result occurred as the regional and local economy generated building and sales tax revenue during the historic economic expansion that began in 2012 and continued through 2019. The growth economy allowed the City to generate surplus funds, which the Council considered for a supplemental allocation in order to fund strategic opportunities the following year. Examples of funded strategic opportunities include the Transit Hub, Jefferson Parkway and contributions to the Street Maintenance Fund. As stated previously, 2020 has not been a normal year; therefore, it is not likely that there will be much, if any, surplus funding that could be allocated to fund strategic opportunities. If collected revenues do exceed our current estimates, we should seriously consider that we review our capacity to apply the additional funds to restoration of performance and market-based compensation increases for the City team in the following order: a) restore performance-based salary step increases based on the annual performance evaluations; and b) restore market-based salary adjustments for specific job families identified through our annual compensation study. These actions are consistent with our Total Compensation Philosophy and would reward our City team members for their ability to adjust to the conditions imposed by the pandemic as they continued to serve our community in a manner that honored our Mission, Vision and Values. Another looming issue that the City team will need to address is development of a strategy to implement the unfunded mandate imposed by the Enhance Law Enforcement Integrity Act. This legislation was drafted, adopted and signed into law by the Governor within an approximate two-week timeframe following the death of George Floyd as a result of the actions of police officers in Minneapolis, Minnesota on 8
2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020
May 25, 2020. Mr. Floyd’s death generated nationwide protests and expressions of concern regarding the use of force by law enforcement officers. In response, the Colorado General Assembly enacted a law that mandates, among other conditions, all law enforcement agencies to issue body-worn cameras to all peace officers by July 1, 2023. City team members are working to determine the cost to implement this unfunded mandate. Concluding Comments
As stated previously in this letter, the City of Arvada has faced the realities, challenges and impacts of a world pandemic. The City Council and the Leadership Team have met the challenge and have continued to provide local government services, and offer assistance and support to the Arvada community in a manner that has demonstrated our resilience. Our team was well prepared to address the impacts of the pandemic as our approach to financial management depends on a balanced Ten-Year Financial Plan that requires adequate reserves through the entire ten-year period. Our entire City team adapted to the conditions imposed by the pandemic. As a result, we have been able to take actions to address the impacts of the pandemic and focus on recovery. The addition of Federal CARES Act funds lessened the City’s financial burden and helped to improve our financial position as we prepared the 2021-2022 budget. Therefore, we are proud and fortunate to recommend to the City Council and the Arvada community the 2021-2022 Budget and 2021-2030 Ten-Year Financial Plan that meets the priorities established by our Leadership Team when we began the budget development process four months ago. Specifically, the proposed budget funds all core government services at the present levels; retains all team members without impacts to their current compensation; funds strategic investments in capital projects; and continues projected contributions into internal service funds to support capital assets such as technology, vehicles and facilities and to mitigate risk. In closing, I want to thank the Leadership Team for their amazing collaboration and teamwork in developing the proposed Budget. This team worked diligently to overcome the challenges and uncertainty associated with the pandemic, continue City operations, advance strategic initiatives and complete projects. They collaborated across Work Systems and with their department teams in order to identify the strategies to meet the many and varied challenges. In addition, our Finance team developed excellent revenue and expenditure projections, reviewed and validated proposed reductions, and presented alternatives for the Leadership Team to consider as we finalized the proposed allocation of $247,918,870 in public resources. In service to the Arvada community, through adversity and with resilience, we will continue to “Dream Big and Deliver!” Respectfully submitted,
Mark G. Deven City Manager 9
2020-2021 Proposed Biennial Operating and Capital Budget Members of City Council September 10, 2020
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Council Strategic Plan
City Council Strategic Plan 2020 - 2025
We Dream Big and Deliver 11
Council Strategic Plan
CONTENTS INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 STRATEGIC PLANNING PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 COMMUNITY PROFILE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 GUIDING THEMES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 VISION, MISSION AND VALUES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 CHALLENGES and ADVANTAGES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Safe Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18-19 Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-21 Community and Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-23 Vibrant Community and Neighborhoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-25 Organizational and Service Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . 26-27 TERMINOLOGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
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Council Strategic Plan
INTRODUCTION In 2013, the Arvada City Council developed the first comprehensive citywide strategic plan which was adopted by Resolution. The City Council Strategic Plan (CCSP) is the guiding document that lays the foundation for meeting current and future community needs, integrates the Biennial Operating and the Capital Improvement Budgets, and subsequently drives daily operations within the City. The CCSP identifies key operational objectives, prioritizes change initiatives, and addresses resource allocation. The CCSP has a six-year time horizon, bolstered by an annual iterative review considering shorter-term adjustments, and a 10-year outlook to incorporate long-range initiatives reflected in the financial plan. The CCSP is developed by the City Council using the strategic planning process in collaboration with the City leadership team and is reviewed on an annual basis as part of City Council strategic planning retreat with a focus on strategic results. The retreat provides a forum for in-depth discussion of strategic results progress which can either confirm the current approach or modify existing plans based on review findings. Additionally, every other year following a City Council election, a comprehensive review of all strategic results is conducted to determine whether updates, additions, or deletions are needed. The scheduling of the comprehensive review following Council election is intended to provide new Councilmembers an opportunity to influence the re-setting of priorities and a platform for agility with the potential of re-prioritization of change initiatives and identification of potential larger transformational change opportunities. In 2019, City Council and the Leadership Team began discussions for the creation of the 2020-2025 CCSP. This document builds upon the original strategic foundation and includes cycles of learning which led to the creation of a fifth priority area. The five priority areas now include Safe Community, Infrastructure, Community and Economic Development, Vibrant Community and Neighborhoods, and Organizational and Service Effectiveness. Principles and milestones were also incorporated in 2019 to provide clear alignment and progress points toward the successful completion of strategic results. The City monitors progress using an integrated performance management system called FOCUS, which aligns performance-based budgeting, strategic planning, strategic results, priorities, milestones, performance measures, and individual workforce goals to clearly define what the City needs to accomplish over a six-year timeframe. The CCSP guides FOCUS to prioritize services and programs for the community by concentrating on the value to, and experience of, the customer, and by measuring, evaluating, and reporting performance. Progress toward the achievement of strategic results is reviewed, discussed, and shared on a quarterly basis with the community, workforce, and City Council.
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Council Strategic Plan
STRATEGIC PLANNING PROCESS
Strategic Planning Process
Step 1: Gathering Inputs - Inputs are collected from the community through the Community Survey, Speak Up Arvada, Ask Arvada, business surveys, public meetings, internal Master Plans, and neighborhood engagement.
STEP 1 GATHER INPUTS
Step 2: Analyze Information - Prior to the annual City Council retreat, data are assessed by the workforce and leadership team. Priorities and needs are identified via analysis of internal and external inputs. Inputs are categorized by work systems and assessed for potential areas where new or revised performance measures and strategic results are needed.
STEP 2 ANALYZE INFORMATION
STEP 3 DEVELOP STRATEGY
Step 3: Develop Strategy - The leadership team conducts planning sessions to review and incorporate performance measurement results over a three month period. Strategic Results are developed, aligned and reviewed, consensus is reached, and revisions are ready for presentation to Council in the second quarter annually. The proposed strategic results directly address Council’s vision for each priority area. City Council reviews and provides final approval via resolution of the CCSP.
STEP 4 DETAIL THE PLAN
STEP 5 RESOURCE PLAN
Step 4: Detail the Plan - The leadership team utilizes a Strategic Operations framework to develop Action Initiative Plans (AIP) focused to bolster strategic results following the annual review of the CCSP. Work System priorities are defined, timelines created, and owners assigned to support achievement.
STEP 6 EVALUATE PROCESS, IMPLEMENT AND MONITOR
Step 5: Resource the Plan – The CCSP informs all budgetary and long-range planning decisions. Revenue forecasts are updated annually, and budget decisions are formulated on a biennial basis with annual updates approved by City Council. Step 6: Evaluate Process, Implement, and Monitor – Implementation of the CCSP is accomplished at all levels of the organization. Bi-weekly Base Camp meetings are the primary venue for discussion and collaboration regarding status, celebration, and/or concerns. An overall review of the CCSP approach is conducted annually with City Council and the leadership team to review strengths and opportunities to improve the plan. 14
Council Strategic Plan
COMMUNITY PROFILE Arvada is a beautiful first-ring suburb of Denver, the Mile High City. Arvada retains its small-town feel even with its estimated population of 119,000. Established in 1870, Arvada enjoys a rich history, quiet tree-lined neighborhoods, and a robust mix of parks, trails, and open space. Arvada’s strong civic leadership balances quality of life with an understanding and support of business and economic development. The City has been recognized for customer focused excellence, societal responsibility, performance management, and visionary leadership. Arvada spans 39 square miles. Three proximate interstate highways provide easy access to the larger metropolitan region and Denver International Airport. Arvada hosts three G Line transit stops which are a part of the metropolitan FasTracks commuter rail system providing direct access to downtown Denver and Denver International Airport. An extraordinary trail system links with Denver trails on the east and the foothills of the Rocky Mountains to the west, punctuated with thousands of acres of parks and open spaces. Arvada’s Historic Olde Town provides an eclectic shopping and dining experience along with farmers markets and festivals. Arvada’s low crime rate, superb quality of life, organized neighborhoods, diverse economic base, and highly-educated workforce have helped shape our community into one of the most attractive and competitive cities in the Centennial State.
GUIDING THEMES Input from the community gathered through Speak Up Arvada and City Council helps to identify major themes for the CCSP. These themes describe an Arvada that: • Provides a full range of municipal services to its residents; one that engages effectively and allocates sufficient resources to meet the growing and changing needs of our community. • Prioritizes quality of life, which is defined by connected, safe neighborhoods where we care for our neighbors and enjoy access to an incredible network of parks, trails, and open space. • Supports a safe, effective, and efficient transportation system, including access to the greater metropolitan area, transit opportunities, and improved connectivity to our many recreational assets. • Embraces small town traditions to achieve an inclusive, prosperous, and resilient community of neighborhoods where quality housing is attainable to all.
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Council Strategic Plan
VISION, MISSION AND VALUES From 2015 to 2016, the City engaged in a cultural transformation initiative, using extensive internal and external input, in order to redefine its Vision, Mission, and Values. The City’s revised VMV was created through a collaborative process with representatives from all work systems and workforce levels. The City’s Values directly support and reinforce the City’s Vision, Mission, and core competencies. In July of each year, the workforce celebrates and re-confirms their commitment to the VMV. Vision We dream BIG and DELIVER. Mission We are dedicated to delivering superior services to enhance the lives of everyone in our community. Values Innovation - We excel in creativity, flexibility and the use of best practices while valuing diverse backgrounds, ideas and perspectives. Passion - We are a high performing, inclusive team inspiring each other to pursue excellence. Opportunity - We value our diversity, embrace possibilities, face challenges, persevere and take action to deliver quality results.
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Council Strategic Plan
CHALLENGES AND ADVANTAGES The CCSP is the result of the integration of data gathered from City Council, community input and all work systems generating strategically relevant information to identify organizational challenges and opportunities. The City must continue to learn and adapt in order to address current challenges while leveraging existing advantages. Work System
Challenges
Safe Community
Complexity in policing a contemporary community, individuals experiencing homelessness
Infrastructure
Aging roads and utility assets, expanding service area
Community and Economic Development Vibrant Community and Neighborhoods Organizational and Service Effectiveness
City organization and Community
Advantages Community-based policing, community support, low crime rate, engaged workforce
Preventive maintenance approaches, engaged workforce, master plans Rapidly growing community, shift Comprehensive Plan, Land from open green space to in-fill Development Code, engaged development workforce Resilient and engaged comChanging demographics, changmunity, Parks Master Plan, ing activation of parks, affordable Taking Lasting Care, engaged housing workforce Fiscally responsible governMulti-generational workforce, ment, engaged workforce, expanding service area, advancing Arvada University, organizatechnology tional development
COVID-19 Recovery
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COVID-19 Recovery
Council Strategic Plan
Safe Community Community-based policing, connected neighbors, engaged local businesses, supportive community institutions, and a fair and impartial justice system, all working together, to ensure Arvada is a safe place to live, work, play, and stay.
Principles To support a safe community, the City of Arvada: • Achieves and maintains the gold standard in public safety by meeting and exceeding standards set forth through the Commission of Accreditation for Law Enforcement Agencies (CALEA) to assist with the designation of one of the safest communities in Colorado. • Provides customized police services making the community feel safe and secure, including proper investigation, appropriate case filings, and crime scene investigation, resulting in an increased likelihood of identifying and prosecuting those responsible for committing crimes. • Ensures the Police Department has appropriate staffing levels; communication, information, financial management support; and leadership services to achieve strategic and operational results, including maintaining a well-informed community. • Applies inspection, enforcement, community support, and neighborhood engagement services to residents, businesses, and neighborhood partners in order to preserve safety, compliance, stability, and appearance of neighborhoods through collaborative partnerships and achievement of long-term neighborhood goals. • Provides administrative, business, communication, and investigative services to members of the community and the Police Department with a commitment to Respect, Dedication, and Responsibility. • Provides an independent, fair, and impartial justice system that efficiently processes the court docket, renders fair and just decisions, and holds all stakeholders accountable.
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Council Strategic Plan
Safe Community [SR1] By 12/20 Public Safety staffing levels will be at 95% filled
[M1A] By 12/20 create performance measures documenting the amount of and reasons for officer attrition
[M1B] By 12/20 implement a recruitment and retention plan
[M1C] By 12/20 continue use of an overhire strategy to leverage access to quality candidates
[SR2] By 12/20 Public Safety will implement a community engagement and education plan
[M2A] By 12/20 formalize and integrate the CORE unit to work with those experiencing homelessness by providing resources, education, and criminal violation enforcement
[M1B] By 12/20 implement a plan that outlines services and education provided to juveniles within Arvada
[M2C] By 12/20 implement a plan that outlines strategies to enhance positive police and community interaction
[SR3] By 12/21 obtain the Safe City designation according to the National IncidentBased Reporting System (NIBRS)
[M3A] By 12/21 Arvada will have a traffic accident rate lower than the national average
[M3B] Annually, 80% of calls with a priority of “0” or “1” will have less than a 5 minute response time
[SR4] By 12/21 100% of juveniles charged with criminal offenses will receive measurable risk-based pre-sentence assessments
[M4A] Annually 90% of pre-sentence reports will be completed and provided to juvenile within 72 hours of sentence
[M4B] Annually 80% of pre-sentence reports contribute to evidenced based sentencing recommendations – Municipal Judge
[M4C] Annually 80% pre-sentence reports contribute to evidenced based sentencing recommendations – City prosecution team
[SR5] By 12/24 50% of juveniles sentenced to probation will not obtain additional charges within Arvada during the probation period
[M5A] By 6/22 a comprehensive and agile tool kit of existing services and resources specifically for juveniles will be implemented
[M5B] By 12/22 75% of juvenile offenders rate Arvada Municipal Court employees and services as meeting or exceeding expectations
[M5C] By 6/23 30% of juveniles will express positive behavior changes after completing recommended sentencing requirements
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Council Strategic Plan
Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Principles To support infrastructure, the City of Arvada: • Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city build-out, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems. • Offers services focused on safe and environmentally-efficient City facilities and fleet vehicles to ensure the most efficient and maximum usage of valued assets. • Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community. • Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion. • Applies cost-effective and timely engineering design, geographic information, effective construction practices, and established standards and specifications to align public infrastructure priorities with community growth and redevelopment needs. • Provides computer-aided drafting, design services, special analysis, GIS applications, and enterprise system integration for the workforce to better visualize spatial relationships for informed decisions, while maintaining and/or replacing infrastructure and accommodating new construction projects. • Enforces the federal Clean Water Act, Safe Drinking Water Act, and Endangered Species Act through best practices for stormwater runoff protecting water quality in rivers and streams, watershed health, and groundwater as a drinking water resource.
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Council Strategic Plan
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Council Strategic Plan
Community and Economic Development Arvada’s future prosperity and quality of life will be significantly influenced by the City’s ability to ensure that development meets safety requirements, design values and standards, infrastructure needs, and supports the local economy to implement the community’s vision.
Principles To support community and economic development, the City of Arvada: • Uses the Comprehensive Plan to guide planning, land use code decisions, development management, and informational and resource services that are delivered to residents, businesses, the development community, decision-making bodies, and neighborhood partners to achieve a well-planned, aligned, sustainable, and livable community for current and future generations. • Ensures the alignment of all City Master Plans providing an aligned and integrated approach to the achievement of strategic and operational targets. • Applies a high-performing development review process that maintains the community’s standards for safety, vision, and quality design which ensures a quality and timely review for the developer. • Supports the community’s vision by cultivating an environment that attracts and retains private-sector investment, a talented workforce, and an engaged business community. • Maintains and protects the health, safety, and welfare of the public by ensuring safe buildings in the community, while providing excellent customer service.
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Council Strategic Plan
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Council Strategic Plan
Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Principles To support a vibrant community and neighborhoods, the City of Arvada: • Provides meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing both Arvada’s small town traditions and history and changing to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors • Improves access to quality housing that is affordable to a broad range of income levels and provides resources, housing, and neighborhood assistance services to Arvada residents, neighborhoods, property owners, and stakeholders. • Provides specialized programs, environmental education and resource conservation services to residents so they can carefully use and preserve resources and save money. • Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors. • Operates sustainable premier golf programs and facilities focusing on exceptional service and value to the community with the conservation of natural environment under economically sound and socially responsible management. • Plans and hosts conferences and events, concessions, and centralized culinary services, focusing on exceptional service and value to businesses, groups, and individuals through an economically sound and socially-responsible management, ensuring customers can have an enjoyable, memorable, productive, and personalized event experience.
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Council Strategic Plan
25
Council Strategic Plan
Organizational and Service Effectiveness The community depends on a well-managed, fiscally-responsible and transparent City government to guide the organization in a manner that enhances quality of life. Performance-based management practices, sustainable levels of resource use, efficient application of technology, a high-performing workforce, and legal and ethical compliance will ensure the long-term credibility and effectiveness of the City government.
Principles To support organizational and service effectiveness, the City of Arvada: • Provides leadership, policy and guidance, communication, and engagement services to City Council, the community, and the organization utilizing a values-driven organizational culture, ethical behavior, and transparency to the community to maintain public trust. • Provides legal services to the City Council, Boards and Commissions, and all work systems, so they can enforce the law, avoid, or mitigate risks associated with City operations and protect the legal interests of the City. • Maintains appropriate staffing levels, collaborative communications, information technology and financial management support, as well as, leadership services to all work systems to achieve strategic and operational results. • Provides a well-managed, fiscally responsible government that operates effectively and efficiently while identifying revenue requirements to sustain current service levels and achieve future requested levels of service. • Leverages technology, and benchmarks to guide decisions, improve results, enhance service delivery, and maintain the highest level of data security in support of City effectiveness, now and into the future. • Provides multiple information platforms and data to the community to support its ability to engage in community governance, exercise civic responsibility, and easily access and share public information. • Fosters a top workplace environment that attracts and retains a highly engaged, inclusive workforce and fosters a culture of wellness, safety, cycles of learning and performance excellence. • Supports a resilient workforce and community that are able to withstand stresses and shocks, while maintaining essential functions and recovering quickly, effectively, and equitably.
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Council Strategic Plan
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Council Strategic Plan
TERMINOLOGY Principle [P] – Principles are high-level business strategies that form our business model and serve as pillars of excellence. They are broad in scope and apply to all areas within the City organization and provide standards for how we do business in order to successfully support City Council priorities. They promote working collaboratively in a deliberate strategic direction. Strategic Result [SR]– A specific and measurable objective directed by City Council providing guidance in supporting priorities and organizational transformation. Strategic results are a statement of a desired end-state and are measurable and explicitly defined using outcome language. They provide guidance to organizational transformation. Milestone [M]– A significant event or important achievement that indicates change or progress toward a strategic result. Milestones signal anchors and serve as visible indicators of progress toward achievement of a strategic result. Performance Measure [PM]– Using SMART goal framework, performance measures are specifi c, measureable, achievable, realistic, and timely. Performance measures help focus efforts and ability to achieve targets. All strategic performance measures are directly aligned with a strategic result and all operational performance measures align with one or more principles.
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2021-2022 Proposed Biennial Operating and Capital Budget
COMMUNITY PROFILE
Arvada is a beautiful first-ring suburb of Denver, the Mile High City, with a small-town feel despite its estimated population of 123,502. Established in 1870, Arvada enjoys a rich history, quiet tree-lined neighborhoods, and a robust mix of business. Our strong civic leadership balances quality of life with an understanding and support of business and economic development. The City has been recognized at the state and national level for its business retention program. Arvada’s land encompasses nearly 23,000 acres. Three proximate interstate highways provide easy access to the larger metropolitan region and Denver International Airport. An extraordinary trail system links with Denver trails on the east and the foothills of the Rocky Mountains to the west, punctuated with thousands of acres of parks and open spaces. Arvada’s historic downtown provides an eclectic shopping and dining experience, and includes one of three area transit stops as part of the metropolitan FasTracks light rail system. Arvada’s diverse economic base, highly educated workforce, low crime rate, and superb quality of life have helped shape our community into one of the most attractive and competitive cities in the Centennial State!
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2021-2022 Proposed Biennial Operating and Capital Budget Work Force • Labor Force: 61,333 • Median Income: $72,010 • Unemployment Rate: 7.4% Population • (2019 Estimate) 123,502 • Households: 47,032 • Average Family Size: 3.0 • Owner Occupied: 73% (vs. 27% Renter Occupied) Real Estate - Residential • Median Rent: $1,139 • Median Single Family Home Sales Price: $445,000 • Median Townhouse/Condo Sales Price: $283,750 Real Estate -Office • Average Rent: $16 • Vacancy Percentage: 1.81% • Vacant Sq Ft: 53,486 Real Estate -Retail Vision: • Average Rent (Sq Ft): $20 We Dream Big and Deliver • Vacancy Percentage: 2.28% Mission: • Vacant (Sq Ft): 233,492 We are dedicated to delivering superior services to Real Estate -Industrial enhance the lives of everyone in our community • Average Rent (Sq Ft): $10 Values: • Vacancy Percentage: 2.18% Innovation - We excel in creativity, flexibility and • Vacant (Sq Ft): 240,669 the use of best practices while valuing diverse
Education • K-12 Schools: 34 • Students: 17,694 • Teachers: 1,194 Other Staff: 1,426
backgrounds, ideas and perspectives. Passion - We are a high performing, inclusive team inspiring each other to pursue excellence. Opportunity - We value our diversity, embrace possibilities, face challenges, perservere and take action to deliver quality results.
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2021-2022 Proposed Biennial Operating and Capital Budget LEGAL REQUIREMENTS AND BUDGET PROCESS
The City of Arvada is a political subdivision of the State of Colorado, located in Jefferson and Adams Counties in the Northwest quadrant of the greater Denver, Colorado, metropolitan area. The City Charter establishes a Council-Manager form of government. The City’s governing body consists of an elected Mayor and six -member Council. The Mayor and Council appoint a City Manager. The City of Arvada is a “home rule” City, governed by its City Charter, the Colorado State Constitution, and City ordinances as adopted by the City Council. The City Charter requires the adoption of budgets for the general fund, special revenue funds, debt service funds, capital projects funds, and proprietary funds. Budgets are not required for fiduciary funds. A fiduciary fund is custodial in nature and is used to account for assets that the government holds for others in an agent or trustee capacity. City Council annually appropriates all budgeted funds with the exception of the capital projects funds. Project-length budgets are adopted for these funds. The City adopts budgets for all funds using the modified accrual basis of accounting, the same basis used in the entity’s financial statements, consistent with generally accepted accounting principles (GAAP). The City Manager submits a proposed budget to the City Council for each of two budget years (January 1 to December 31). The budget includes an explanatory message and is submitted in early September. The proposed budget contains a complete and detailed financial plan for all City funds. The proposed budget is open for public inspection and review. By October 15th, City Council conducts at least one public hearing on the proposed budget. Not less than sixty days prior to the first day of the next fiscal year, City Council adopts the City budget by resolution and the annual appropriation by ordinance. The City prepares a combination line-item and program budget, but the legal level of control is at the fund level which is the amount approved by ordinance.
2021-2022 BUDGET PROCESS CALENDAR JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY SEPTEMBER OCTOBER DECEMBER
Council Strategic Retreat Revenue assumption criteria completed Funding criteria developed for expenditures Departments present capital requests with associated operating costs City Manager & departments develop CIP recommendations/ Update 10-year Model Departments develop Operating Budgets for 2021-2022 Council begins review of Proposed CIP and 10-Year Plan Council reviews recommended 2021-2022 operating budget with 10-year revenue and expenditure plans Adoption of 2021-2022 Revised Operating Budget and CIP with 10-year considerations Publication of final Budget and CIP 31
2021-2022 Proposed Biennial Operating and Capital Budget FUND STRUCTURE
A brief description of the City of Arvada’s fund structure follows: Governmental Funds (General, Special Revenue and Debt Service) • General Fund - This fund accounts for all the financial resources of the City which are not required to be accounted for in another fund. • Streets Fund - This fund accounts for costs associated with street repair and replacement including concrete, crack sealing, chip sealing, seal coating, milling and overlay and reconstruction. Revenues are derived from the City’s General Fund and the Highway Users Tax Fund which is the City’s share of state-collected tax revenue. This fund is budgeted separately, but included with the General Fund in the City of Arvada Comprehensive Annual Financial Report (CAFR). • Arvada Housing Authority Fund – The Section 8 Housing Assistance Payments Program is administered by the Arvada Housing Authority. • Community Development Fund – This fund accounts for all entitlements, revenues and expenditures of the Community Development Block Grant (CDBG), the Home Rehabilitation and the Essential Home Repairs programs. • Parks Fund – This fund accounts for costs associated with the acquisition, design, development, maintenance and beautification of parks, open space and trails within the City. • Police Seizure – Colorado State Statutes authorize local law enforcement agencies to seize cash and other assets belonging to persons convicted of public nuisance crimes. This fund was established to account for these resources as they are awarded and expended by the City’s law enforcement agency. • Police Tax Increment Funds – The purpose of the tax increment funds is to account for the voter-approved sales tax increment (.21 and .25) to fund expanded police services. • Grants Fund – This fund accounts for receipt of lottery monies through the Conservation Trust Fund. • COP Debt Service Fund – This fund accounts for the payment of principal and interest on the $11,820,000 Series 2015 Refunding Certificates of Participation and the $11,180,000 Series 2016 Certificates of Participation. • Debt Service Fund – This fund accounts for the payment of principal and interest on the $70,825,0000 Series 2019 Sales and Use Tax Bonds. • Capital Improvement Projects Fund – This fund accounts for the financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by the Enterprise or Internal Service Funds). This fund also accounts for the proceeds from the $70,825,000 Series 2019 Sales and Use Tax Revenue Bonds. The major Governmental Funds, as reported in the 2019 City of Arvada Comprehensive Annual Financial Report (CAFR), were the General Fund, Community Development Fund, Parks Fund, Construction Fund and the General Capital Improvement Projects Fund. Internal Service Funds • Insurance Service Fund – This fund accounts for the activities associated with the City’s worker’s compensation and property and liability insurance activities. • Print Shop Fund – This fund accounts for the activities associated with the print shop operations. • Computer Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s computers. • Vehicles Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s vehicles and equipment. 32
2021-2022 Proposed Biennial Operating and Capital Budget • Building Fund – This fund accounts for the accumulation of financial resources necessary for the maintenance of City buildings. Enterprise Funds • Water Fund – This fund accounts for administration, operations, capital outlay, maintenance, financing and related debt service and billing and collection for the water utility operations. • Wastewater Fund – This fund accounts for administration, operations, capital outlay, maintenance, billing and collection for the collection, transmission and disposal of sewage and wastewater. • Stormwater Fund –This fund accounts for all activities necessary to maintain a stormwater management plan. • Solid Waste Fund – This fund accounts for all activities necessary to maintain the solid waste and recycling program. This is a new fund in 2021. • Golf Course Fund – This fund accounts for all revenues and expenses of the Lake Arbor and West Woods Golf Courses. • Food Services Fund – This fund accounts for all revenues and expenses associated with food service activities including the operations of the banquet facilities at the Arvada Center for the Arts and Humanities The major Enterprise Funds, as reported in the 2019 City of Arvada CAFR, were the Water Fund, the Wastewater Fund, the Stormwater Fund and the Golf Course Fund.
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2021-2022 Proposed Biennial Operating and Capital Budget The following table shows each City Work System and its associated fund(s):
Fund General Fund
Community Vibrant Organizational and EconomCommunity Infrastructure and Service ic Developand NeighEffectiveness ment borhoods X
X
X
X
Safe Community X
X
Grants Fund Street Maintenance Fund
X
Community Development
X
X
Arvada Housing Authority
X
Parks
X
Police Seizure
X
Police Tax Increment Fund .21
X
Police Tax Increment Fund .25
X
COP Debt Service
X
Debt Service Fund
X
Capital Projects Fund
X
Special Assessments Fund
X
Water Fund
X
Wastewater Fund
X
Stormwater Fund
X
Solid Waste Fund
X
X
Golf Course Fund
X
Food Services Fund
X
Insurance Fund
X
Computer Fund
X
Print Shop
X
Vehicle Fund
X
Building Fund
X
Basis of Budgeting Annual budgets for governmental funds (General, Special Revenue and Debt Service funds) are prepared separately using the modified accrual basis of accounting, the same basis of accounting that is used in the entity’s financial statements. Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they become available and measurable, and expenditures are recognized in the accounting period when the liability is incurred, if measurable.
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2021-2022 Proposed Biennial Operating and Capital Budget Annual budgets are also created for all Enterprise and Internal Service funds. This basis used to budget these funds is also a modified accrual basis of accounting which includes capital expenditures and current debt service principal and interest payments and excludes depreciation, amortization and adjustments for accrued compensation absences. Budget Control and Budget Transfers Control of expenditures is exercised at the fund level. Once the City Council adopts the budget, the City’s financial management system is used to monitor activity. Quarterly financial reports are prepared for City Council and compare actual expenditures and revenues against the budgeted and prior year amounts. Reviewing actual expenditures to budgeted amounts on a fund-by-fund basis ensures that expenditures are within the legal appropriated limits required by the City’s Charter. Once the budget is adopted, transfers between line items for regular operating expenses, within funds and programs, can be accomplished with the approval of the department director. Transfers from any personnel accounts require the approval of the department director and the City Manager. Budget Amendments and Supplemental Appropriation The adopted budget can be amended during the year. This action requires City Council approval in the form of a resolution. At the end of the year City Council approves a supplemental appropriation by ordinance for the budget amendments approved throughout the year for any unforeseen changes arising after the adoption of the annual appropriation. A supplemental appropriation can be made as long as the total amount budgeted does not exceed the actual or anticipated revenues and the available fund balance. Lapsed Appropriations All appropriations not spent at the end of the year lapse into the fund balance applicable to the specific fund except for appropriations in the Capital Improvement Fund which do not lapse until the project is complete or abandoned. Ten-Year Financial Models In 2015, City Council adopted a budget and fiscal policy that utilizes long-range planning for each of the City’s major operating funds to maintain the fiscal health of the City. Specifically, the City prepares a twoyear budget based on a ten-year financial model. This method of budgeting is used to determine if future impacts of the current proposed budget are fiscally sound. Using this ten-year model, the City is able to test the effects of current financial decisions on future years’ financial conditions when approving funding requests throughout the organization. There are many variables and factors that impact the ten-year model. These components include the following: beginning fund balance, projected revenues, projected expenditures (including capital expenditures), ending fund balance and required Council established fund balance goals. Revenue and expenditure projections are based on historical trends, various economic and inflation forecasts, and known changes in operations, legislation and capital outlay requirements. The budget process begins with the estimated beginning fund balance for the current year. Projected revenues and expenditures are applied to the beginning balance to calculate the ending balance for the proposed budget year. This process is continued for the next ten years. The resulting calculation of the ending balance in year ten is compared to the calculation of the minimum required fund balance goal. 35
2021-2022 Proposed Biennial Operating and Capital Budget The bottom line is that each fund should work towards maintaining a fund balance that is equal to, or exceeds, the required fund balance goal in the tenth year. The “Ten-Year Models” section of this document includes summaries of ten-year financial models for the City’s major operating funds. The comparison of ending balances to the required fund balance goal in the tenth year reveals whether or not adjustments in the current level of proposed expenditures are necessary in order to maintain long-term financial stability. If the ending balance is equal to or exceeds the fund balance goal, no adjustment in the current proposed budget is necessary. The fund may also contemplate additional expenditures based on the needs in the fund. However, if it is less than the ending fund balance and the fund balance goal, the City has ten years to either eliminate one-time capital expenditures, reduce on-going operating expenditures, or some combination of the above to work toward the fund balance goal. Taking a long-term view of the City’s current operations insures that the City acts in a fiscally responsible manner. Budgeting in this manner also allows management time to react and respond to changes in the economy and minimizes the effect of budget fluctuations on service delivery. The City defines a balanced budget when estimated expenditures do not exceed estimated revenues and available fund balance for each year of the two-year budget. For the 2021-2022 budget, the City proposed a balanced budget. Financial Planning Policies • The City Manager is responsible for recommending a balanced budget to the City Council sixty days prior to the first day of the next fiscal year. • The City defines a balanced budget when estimated expenditures do not exceed estimated revenues and available fund balance. • The City’s budget is prepared on the modified accrual basis for all funds, and assumes that prior year ending fund balances may be utilized to balance the budget. • The City avoids the use of non-recurring and unpredictable revenues to fund ongoing expenditures. • The City will create and maintain a ten year financial forecast for each budgeted fund and work towards maintaining a fund balance that is equal to, or exceeds the fund balance goal in the tenth year. • The City will provide ongoing funding for required capital replacement through the Computer Maintenance and Replacement Fund, Vehicle Maintenance and Replacement Fund and Building Maintenance Fund. The City will create a ten-year Capital Improvement Plan that lists all capital improvements proposed for the ten year period including a project description, estimated project cost and timeline and alignment with any City Council Strategic Results. Fund Balance Policy A top priority of the City Council is to maintain the fiscal health of the City. Revenue projections are conservative and expenditures are monitored throughout the year. In stable economic times, the combination of these two strategies leads to revenue collections being higher than budgeted and expenditures being lower than budgeted. The combination of the two usually leads to additional monies in the fund balance which can be used for unanticipated increases in expenditures, unforeseen reductions in revenues, financing of one-time capital expenditures, adding to the fund balance or a combination of all the above. If these monies are used for expenditures, their use is not approved until the next year.
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2021-2022 Proposed Biennial Operating and Capital Budget Included in the budget and fiscal policy adopted by City Council in 2015, is a required fund balance reserve that is established to mitigate current and future risks (e.g. revenue shortfalls or unanticipated expenditures). The City maintains a fund balance in its General Fund equal to 17% of annual expenditures. Three percent is reserved for emergencies as required by Article X of the Colorado Constitution. The remaining 14% protects the City from cyclical fluctuations in revenues or unanticipated expenditures. The City also establishes an individualized fund balance requirement for various operating funds. Use of fund balance reserves must be recommended by the Finance Director, and approved by the City Manager and City Council. Cash Management and Investment Policy The Colorado statutes and the City of Arvada Investment Policy govern general provisions for the City’s investment strategies. The investment policy for the City shall apply to the investment of all general and special funds of the City of Arvada over which it exercises financial control. The City’s objectives for cash management and investments are: • Preservation of capital through and protection of investment principal • Maintenance of sufficient liquidity to meet the City’s cash needs • Diversification to avoid incurring unreasonable market risks • Maximization of the rate of return for prevailing market conditions for eligible securities The Investment Policy further restricts the investment of City funds to the following types of securities and transactions: • U.S. Treasury Obligations • Federal Agency and Instrumentality Securities • Repurchase Agreements • Commercial Paper • Corporate Debt • Municipal Bonds • Certificates of Deposit • Local Government Investment Pools • Money Market Mutual Funds • Securities of the City of Arvada Debt Policies • Short-term borrowing or lease-purchase contracts may be considered for financing major operating capital equipment when the Finance Director, with approval of the City Manager and City Council, determines that this is in the City’s best financial interest. • Long-term debt will not be used to finance current operating expenses. When long-term debt is warranted for a project, the payback period for bonds used for the project must not exceed the useful life of the project. • The City of Arvada will attempt to obtain a minimum AA bond rating, although is currently rated AAA, and maintain a favorable rating through prudent financial management and adherence to a policy of full disclosure on financial reports. • As required by State Statute, appropriate elections will be held to obtain voter approval for debt issuance. • The City will hire qualified bond counsel and financial advisors and market its debt on a competitive basis. 37
2021-2022 Proposed Biennial Operating and Capital Budget • Refunding or prepayment of outstanding debt may occur when the possibility of interest cost reduction exists, or the City wishes to restructure its debt service. Taxpayers’ Bill of Rights (TABOR) In 1992, voters approved an amendment to the Colorado Constitution (Article X, Section 20) that places limits on revenue and expenditures of the state and local governments. Even though the limit is placed on both revenue and expenditures, the constitutional amendment ultimately applies to a limit on revenue collections. Growth in revenue is limited to the increase in the Denver-Boulder Consumer Price Index plus local growth (new construction and annexation). This percentage is added to the preceding year’s revenue base, giving the dollar limit allowed for revenue collection in the ensuing year. Any revenue collected over the limit must be refunded to the citizens. Federal grants or gifts to the City are excluded in the revenue limit. In November 1996, the qualified electors of the City approved Resolution R-96-127 which reads as follows: Without creating any new tax or increasing any current taxes, shall the City of Arvada be permitted, in 1996 and each year thereafter, to retain and spend City revenues in excess of the spending, revenue raising, or other limits in Article X, Section 20 of the Colorado Constitution, utilizing such revenues for public safety, municipal services, transportation and other public improvements, parks and recreational facilities, and any other lawful public purpose?
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2021-2022 Proposed Biennial Operating and Capital Budget INTRODUCTION Arvada is continuing to make decisions under the FOCUS performance-management system. This integrated performance-management system is not a project with a defined end date. Rather, this is a process that defines how staff looks at what they do each day and how this supports the City Council Strategic Results. It provides data for decision making and helps drive funding decisions for the many programs Arvada citizens want and need. Citizens will be able to see the value they receive for their investment through the performance measures and strategic results. All the revenue and expenditure assumptions for the 2021-2022 Biennial Operating Budget were made in the context of the FOCUS Arvada framework. Each department’s budget was based upon five key elements: a mission statement, a vision statement, department strategic results, lines of business and programs. Using this framework and keeping the customer experience in mind, key results are identified that are to be accomplished during the two-year budget. In addition, on September 16, 2019, City Council adopted a new six-year City Strategic Plan 2020 to 2025. Their plan outlined five priority areas and 26 strategic goals to be accomplished over the next six years. City staff uses the Council’s identified strategic measures to develop milestones and measures to identify what results are being achieved and what needs refinement. With these measures in place, discussions follow pertaining to process and budget, with the resulting goal of a true performance-based system. City Council adopts annual revisions to the strategic plan (the most recent revision on June 1, 2020) to recognize updates to current goals and remove goals that have already been achieved. National Economy The longest economic expansion in history is officially over at 128 months. The National Bureau of Economic Research made this official on June 8th. It is the fastest the US economy has moved from an expansionary period to a recessionary period. Over 22 million Americans lost their jobs in April and May. The Coronavirus Aid, Relief and Economic Security (CARES) Act, passed on March 27th and went into effect in April. Funding through the Paycheck Protection Program (PPP) allowed small businesses to apply for a forgiveness loan that would help offset salary and wages through June. Funding was also allocated to States, Counties and large Cities to help offset the challenges of the COVID-19 virus. It should be noted that the funding provided to the state and local governments is very restricted and cannot be used to offset revenue losses. While the stimulus package has helped to reduce the depth of the recession, GDP was still down over 34% in the second quarter of 2020 and expected to be down 5.8% for the year. During April and May, over 31 million Americans were collecting unemployment benefits. The extra $600 per week unemployment benefit ran out at the end of July. Congress has been working on another stimulus package but cannot come to an agreement on the size and the type. Unemployment peaked at 14.7% in April and has steadily declined to around 10.2%, much higher than the all-time low of 3.5% set in September of 2019. Forecasts call for small improvements to begin in the second half of 2020 and continue for the next couple of years. Total GDP growth is projected at 5.8% YOY for 2021 and then much slower growth, averaging 2.2% YOY for 2022-2024. While the economy is expected to bounce back from the COVID-19 recession, the time table for full recovery is over five years. Every current decision has an impact on the City’s long-term financial plan. Each recommendation that is included in the ten-year plan includes all operating costs for any new capital or ongoing recommendation. Local Economy The City’s general revenue base has several different influences. Two of the major contributors are sales tax and building activity. As illustrated in the discussion below, the City has experienced very positive re39
2021-2022 Proposed Biennial Operating and Capital Budget sults in nearly every major revenue category for the past ten years. In 2020, the City started the year in a positive matter, with the first quarter exceeding budget expectations. The second quarter was somewhat of a roller coaster, with April sharply down but May and June showing high levels of growth. The City’s retail offerings include many essential businesses such as grocery, warehouse, online retail and home improvement stores. This has allowed sales tax, the City’s largest revenues source, to be more stable than many other government entities. Sales Tax A 3% sales tax rate on all goods sold within the city limits pays for more than 57% of the General Fund services. In addition, it pays for 81 police positions through an additional dedicated 0.46% tax on the same goods. In seven of the past ten years, there has been significant sales tax growth. The following graph illustrates the percentage increase each year since 2011. Sales tax grew an average of 5.6%, significantly higher than our expected growth rate of 2.5%. The past three years, sales tax growth has slowed to an average of 1.6% per year, including an estimated 1% growth for 2020. With the fight against COVID-19 continuing and restrictions expected to be in place for the foreseeable future, growth for 2021 and 2022 is budgeted at 1.0% and 2.5% respectfully. Large retail should be able to survive but smaller retail and full service restaurants will be challenged. The City does charge sales tax on food purchased at a restaurant and food for home consumption.
Sales Tax Growth (%) 8.00% 6.00% 4.00% 2.00% 0.00% -2.00% -4.00%
2011 % change 3.09%
2012 5.86%
2013 5.93%
2014 7.48%
2015 6.23%
2016 4.81%
2017 5.98%
2018 1.30%
2019 2.51%
2020 1.00%
2021 1.00%
2022 2.50%
Building Activity The following graph demonstrates the trend in single-family housing permits. The majority of this growth from 2011- 2016 is due to two new housing developments in northwest Arvada. However, the City also saw an increase in the smaller in-fill developments around the G Line transit stations. In 2017, the City saw the first decrease in single-family detached home permits since 2011. This trend has continued in 2018 and 2019. Much like sales tax, 2020 building activity started the year very strong. Building activity has slowed with the COVID-19 virus but still remains above budget.
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2021-2022 Proposed Biennial Operating and Capital Budget Single-Family Detached Home Permits 1000 900 800 700 600 500 400 300 200 100 0
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
While the decrease in building activity directly affects building revenues, the City conservatively budgets for building activity and bases building revenue on an average year. Revenues from building activity are estimated to generate over $6.3 million of the City’s 2020 estimated revenues for general operating purposes, including building use tax and building permits for both the General Fund and the Police Tax Increment Funds. This amount is reduced to $5.8 million in 2021 and 2022 to account for the expected dip in building activity. Economic Environment Unemployment As was stated before, unemployment surged due to COVID-19. On the national level, it peaked at 14.7%. At the state level, this number reached 12.2% and locally it peaked at 11.9%. A large percentage of the jobs that were lost are in the service industry. The City will pay very close attention to the jobs number over the next few months as this is a leading indicator of recovery.
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2021-2022 Proposed Biennial Operating and Capital Budget Ten-Year Planning All of these indicators and more went into development of the assumptions for the “Ten-Year Models.” The 2021-2022 Proposed Biennial Operating Budget document has a separate section on each Fund and the assumptions included in the ten-year plan. The ten-year model is not a budget, but a planning tool. It is important to understand the long-term implications of all current decisions as they relate to both revenues and expenditures. Ten-year plans typically anticipate both upticks and downward trends. The prior ten years have reflected the benefits of economic growth, and the resulting increased revenues. With that said, projections in this ten-year plan include impacts of a slowing economy and the COVID-19 virus. Revenue growth is expected to be lower in 2021 and 2022. Following is a summary of significant revenue and expenditure assumptions in this updated ten-year plan. Revenues • Sales Tax revenue assumes variable growth rates from a low of 1% to a high of 3.5%. A base rate of 2.5% is used and adjusted up or down depending on a host of factors. Planned housing development and inflation are used as the main drivers. • Building use tax revenue assumes a decrease of 15% in 2021 to reset building use tax to a base of $3,113,000. Increases of 3% are assumed for 2022 and 2023. • Open Space revenues are derived from sales tax throughout the region. These are assumed to increase at 3% annually. • Water Rates are budgeted to increase 4% in 2021 and 3-4% in the years thereafter. • Wastewater Rates increase 3% in 2021 and 3-4% in the years thereafter. Over 67% of the change in rates is due to the regional costs of cleaning wastewater. • Stormwater Rates will remain unchanged for 2021. A 2% rate increase is projected for 2022, 2024, 2026 and 2028. Expenditures • Personnel-related costs were calculated based upon each employee’s current grade and step and include an assumption for future market-range adjustments (MRA’s). The MRA methodology is not based on cost of living adjustments, but rather an analysis of each job class in an identified market. With the uncertainty in the economy, no MRA has been assumed for 2021. If actual revenues come in better than budget for 2020, a small MRA might be included in the final budget. • Medical cost increases are the most unknown due to external national forces and the full implementation of the Affordable Care Act. At this time, the increases are budgeted to be 0% in 2021, 4% in 2022, 5% in 2022, 6% in 2023 and 5% through the rest of the model. • Internal Service costs – insurance, building maintenance, vehicle maintenance and replacement and computer maintenance and replacement all have increase of 1% - 3% throughout the model. • Staff vacancy savings have been assumed in many of the funds. These are not the same across each fund due to the analysis of change in personnel by fund. Vacancy savings range from 1% to as high as 3%. • Ongoing street maintenance is budgeted at $9.7 million, with variable growth rates from 2.0%2.5%, for the entire model.
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2021-2022 Proposed Biennial Operating and Capital Budget Fund Balances Over time, each fund needs a well-considered fund balance goal. In 2015, City Council adopted a budget and fiscal policy setting out minimum required reserve levels. All expenditures and revenues have to be considered within the context of ten-year implications. The goal is to ensure all funds have a positive balance, meeting or exceeding the established goal, within the end of the ten-year planning horizon. • General Fund: 17% of fund expenditures. • Parks, Golf and Hospitality: 11% of fund expenditures. • Utility Enterprise Funds: 25% of fund expenditures. These funds include: Water, Wastewater and Stormwater. • Enterprise Funds: 11% of fund expenditures. These funds include Golf and Hospitality. • Internal Service Funds: These funds have no adopted levels, except for the Print Shop which is 11%. All funds except the Golf Fund have healthy balances throughout the model. SUMMARY The factors noted above were all evaluated in developing the 2021-2022 Proposed Biennial Operating Budget. As presented in the following sections, changes to the budget continue to focus on City Council’s Strategic Plan and each individual department’s strategic results and performance measures. In addition, there are changes to ensure that the City continues to offer a competitive compensation package to attract and retain a high performing workforce. Overall, the City is doing better than many of the comparable Cities and the State of Colorado. The City has benefitted from a healthy economy for the past ten years and the funds have healthy reserves. However, stagnant sales tax, slowing building activity, a reduction in the federal funds rate and the ongoing COVID-19 battle are multiple signs that the recession may linger. The 2021 - 2022 Proposed Biennial Operating Budget includes appropriately conservative assumptions for the next year.
Bryan Archer Director of Finance
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Revenue and Expenditure Summary
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Revenue and Expenditure Summary A brief description of the City of Arvada’s fund structure follows: Governmental Funds (General, Special Revenue and Debt Service) • General Fund - This fund accounts for all the financial resources of the City which are not required to be accounted for in another fund. • Streets Fund - This fund accounts for costs associated with street repair and replacement including concrete, crack sealing, chip sealing, seal coating, milling and overlay and reconstruction. • Arvada Housing Authority Fund – The Section 8 Housing Assistance Payments Program is administered by the Arvada Housing Authority. • Community Development Fund – This fund accounts for all entitlements, revenues and expenditures of the Community Development Block Grant (CDBG), the Home Rehabilitation and the Essential Home Repairs programs. • Parks Fund – This fund accounts for costs associated with the acquisition, design, development, maintenance and beautification of City parks, open space and trails. • Police Seizure – This fund accounts for seized assets awarded under the Colorado State Statutes as they are awarded and expended by the City. • Police Tax Increment Funds – The purpose of the tax increment funds is to account for the voter-approved sales tax increment (.21 and .25) to fund expanded police services. • Grants Fund – This fund accounts for receipt of lottery monies through Conservation Trust Fund. • Debt Service Funds – These funds account for the payment of principal and interest on the Series 2019 Sales and Use Tax Revenue Bonds, Series 2015 Refunding Certificates of Participation (COP) and the Series 2016 Certificates of Participation. • Capital Improvement Projects Fund – This fund accounts for the financial resources to be used for the acquisition or construction of major capital projects. This fund also accounts for the proceeds from the Series 2019 Sales and Use Tax Revenue Bonds. Internal Service Funds • Insurance Service Fund – This fund accounts for the activities associated with the City’s worker’s compensation and property and liability insurance activities. • Print Shop Fund – This fund accounts for the activities associated with the print shop operations. • Computer Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s computers. • Vehicles Fund – This fund accounts for the accumulation of financial resources necessary for the timely and orderly replacement and maintenance of the City’s vehicles and equipment. • Building Fund – This fund accounts for the accumulation of financial resources necessary for the maintenance of City buildings. Enterprise Funds • Water Fund – This fund accounts for administration, operations, capital outlay, maintenance, debt service and billing and collection for the water utility operations. • Wastewater Fund – This fund accounts for administration, operations, capital outlay, maintenance, billing and collection for the collection, transmission and disposal of sewage and wastewater. • Stormwater Fund – This fund accounts for all activities necessary to maintain a stormwater management plan. • Solid Waste Fund – This fund accounts for all activities necessary to maintain the solid waste and recycling program. • Golf Course Fund – This fund accounts for all revenues and expenses of the Lake Arbor and West Woods Golf Courses. • Food Services Fund – This fund accounts for all revenues and expenses associated with the operations of the banquet facilities at the Arvada Center for the Arts and Humanities. 45
Revenue and Expenditure Summary 2021-2022 PROPOSED BIENNIAL OPERATING AND CAPITAL BUDGET The following pages provide an overview of revenues and expenditures including changes by fund. All Funds Summary: The total 2021 Budget is $247,918,870 with $219,739,373 in revenues to meet these expectations. Funds
Beginning Funds Available
General Fund
$34,352,930
$88,553,637
$91,118,633
$31,787,934
-7.47%
Grants Fund
$998,805
578,894
1,165,000
$412,699
-58.68%
Streets Maintenance Fund
$308,382
10,070,504
10,079,063
$299,823
-2.78%
Community Development
$6,107,282
711,017
1,042,102
$5,776,197
-5.42%
Arvada Housing Authority
$137,580
5,854,938
5,770,390
$222,128
61.45%
$5,840,423
10,079,421
9,918,237
$6,001,607
2.76%
$118,164
31,834
29,423
$120,575
2.04%
Police Tax Increment Fund .21
$5,447,517
5,038,304
5,664,132
$4,821,689
-11.49%
Police Tax Increment Fund .25
$7,309,976
5,667,173
5,817,722
$7,159,427
-2.06%
Total Special Revenue Funds:
26,268,129
38,032,085
39,486,069
24,814,145
COP Debt Service
$217,028
2,126,749
2,135,749
$208,028
-4.15%
Debt Service Fund
$446,690
5,364,532
5,364,532
$446,690
0.00%
663,718
7,491,281
7,500,281
654,718
$97,365,236
5,963,272
6,419,792
$96,908,716
-0.47%
$7,373
-
-
$7,373
0.00%
97,372,609
5,963,272
6,419,792
96,916,089
$86,784,884
34,620,288
58,385,269
$63,019,903
-27.38%
Wastewater Fund
$6,331,406
16,263,373
17,515,431
$5,079,348
-19.78%
Golf Course Fund
$(782,158)
6,145,872
6,412,663
$(1,048,949)
-34.11%
Stormwater Fund
$3,932,685
4,035,390
4,489,154
$3,478,921
-11.54%
$215,262
288,626
502,939
$949
-99.56%
$-
6,321,885
6,321,260
$625
100.00%
96,482,079
67,675,434
93,626,716
70,530,797
Insurance Fund
$3,399,162
2,513,742
2,289,215
$3,623,689
6.61%
Computers
$7,176,119
2,578,338
1,842,004
$7,912,453
10.26%
Print Shop
$364,155
358,518
355,698
$366,975
0.77%
$5,480,933
5,707,343
4,880,933
$6,307,343
15.08%
$(1,997,954)
865,723
399,529
$(1,531,760)
23.33%
14,422,415
12,023,664
9,767,379
16,678,700
$269,561,880
$219,739,373
$247,918,870
$241,382,383
2021 Budget Revenues
2021 Budget Expenditures
2021 Funds Available
Change in Fund Balance
Special Revenue Funds:
Parks Police Seizure
Debt Service Funds:
Total Debt Service Funds Capital Projects Funds: Capital Projects Fund Special Assessments Fund Total Capital Projects Funds Enterprise Funds: Water Fund
Food Services Fund Solid Waste Fund Total Enterprise Funds Internal Service Funds:
Vehicles Buildings Total Internal Service Funds: Total All Budgeted Funds
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Revenue and Expenditure Summary All Funds Summary: The total 2022 Budget is $256,420,574 with $223,353,468 in revenues to meet these expectations. Funds
Beginning Funds Available
General Fund
$31,787,934
$90,425,308
$92,753,123
$29,460,119
-7.32%
Grants Fund
$412,699
584,683
187,999
$809,383
96.12%
Streets Maintenance Fund
$299,823
10,269,631
10,278,624
$290,830
-3.00%
Community Development
$5,776,197
715,017
989,285
$5,501,929
-4.75%
Arvada Housing Authority
$222,128
5,913,795
5,848,219
$287,704
29.52%
$6,001,607
10,374,915
10,260,650
$6,115,872
1.90%
$120,575
32,067
29,864
$122,778
1.83%
Police Tax Increment Fund .21
$4,821,689
5,150,320
5,711,384
$4,260,625
-11.64%
Police Tax Increment Fund .25
$7,159,427
5,789,876
6,327,086
$6,622,217
-7.50%
Total Special Revenue Funds:
24,814,145
38,830,304
39,633,111
24,011,338
COP Debt Service
$208,028
2,124,211
2,133,211
$199,028
-4.33%
Debt Service Fund
$446,690
5,364,782
5,364,782
$446,690
0.00%
654,718
7,488,993
7,497,993
645,718
$96,908,716
5,361,191
5,426,049
$96,843,858
-0.07%
$7,373
-
-
$7,373
0.00%
96,916,089
5,361,191
5,426,049
96,851,231
$63,019,903
35,282,970
63,795,718
$34,507,155
-45.24%
Wastewater Fund
$5,079,348
16,561,575
17,288,543
$4,352,380
-14.31%
Golf Course Fund
$(1,048,949)
6,439,258
6,542,541
$(1,152,232)
-9.85%
Stormwater Fund
$3,478,921
4,110,588
4,462,301
$3,127,208
-10.11%
Food Services Fund
$949
-
-
$949.00
0.00%
Solid Waste Fund
$625
6,611,768
6,240,527
$371,866
59,398.56%
70,530,797
69,006,159
98,329,630
41,207,326
Insurance Fund
$3,623,689
2,530,248
2,472,419
$3,681,518
1.60%
Computers
$7,912,453
2,627,463
2,903,239
$7,636,677
-3.49%
Print Shop
$366,975
363,896
450,452
$280,419
-23.59%
$6,307,343
5,835,447
6,493,683
$5,649,107
-10.44%
$(1,531,760)
884,459
460,875
$(1,108,176)
27.65%
16,678,700
12,241,513
12,780,668
16,139,545
$241,382,383
$223,353,468
$256,420,574
$208,315,277
2022 Budget Revenues
2022 Budget Expenditures
2022 Funds Available
Change in Fund Balance
Special Revenue Funds:
Parks Police Seizure
Debt Service Funds:
Total Debt Service Funds Capital Projects Funds: Capital Projects Fund Special Assessments Fund Total Capital Projects Funds Enterprise Funds: Water Fund
Total Enterprise Funds Internal Service Funds:
Vehicles Buildings Total Internal Service Funds: Total All Budgeted Funds
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Revenue and Expenditure Summary All Funds Summary Fund Balance Goals All ending fund balances meet or exceed the City Council Fund Balance Goal except for the Golf Course and Building funds which are discussed in the Fund Highlights section. Fund Highlights Grants Fund The Grants fund balance decrease of 58.68% in 2021 is due to funding for Capital Projects which include Holistic Park, Gold Strike Park and three projects at the Golf Courses. The fund balance increase of 96.12% in 2022 is due to a reduction in funding for capital projects. Arvada Housing Authority Fund The Arvada Housing Authority fund balance increase of 61.45% in 2021 and 29.52% in 2022 is due to the fund manager taking a more strategic approach to expenditures and reducing expenditures in areas of training and supplies and expenses. This is to ensure the program is able to continue assisting families through the Section 8 Housing assistance program at our current levels. Police Tax Increment .21 Fund Police Tax Increment .21 fund balance decrease of 11.49% in 2021 and 11.64% 2022 is due to the addition of four Police Officer positions in 2021 as the demand for police services increase. These positions are partially funded by a COPS grant. In addition, the major sources of revenue in this fund are sales tax, general use tax, auto use tax and building use tax which are forecasted to decline in the next two years. Although, the fund balance of this fund is declining, it will still meet its City Council appointed fund balance goal at the end of ten years. Water Fund The Water fund balance decrease of 27.38% in 2021 and 45.24% in 2022 is due to capital expenditures for the Gross Reservoir project. The City has entered into an agreement with Denver Water for the expansion of Denver’s Moffat system which will add to the City’s water supply to meet the needs of the City at full build out. Estimated expenditures for this project are $22,020,000 in 2021 and $35,146,000 in 2022. Although the fund balance of this fund is declining, it will still meet its City Council appointed fund balance goal at the end of ten years. Wastewater Fund The Wastewater fund balance decrease of 19.78% in 2021 and 14.31% in 2022 is due to capital expenditures for the North trunk sewer line at 81st and Kipling in 2021 and the trunk line at 61st and Tennyson in 2022. Although the fund balance of this fund is declining, it will still meet its City Council appointed fund balance goal at the end of ten years. Stormwater Fund The Stormwater fund decrease of 11.54% in 2021 and 10.11% in 2022 is due to capital expenditures for Lake Arbor dredging in 2021 and Ralston improvements in 2022. Although the fund balance of this fund is declining, it will still meet its City Council appointed fund balance goal at the end of ten years.
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Revenue and Expenditure Summary Solid Waste Fund The Solid Waste fund is a new fund added in 2021 to account for activities of the waste hauling and recycling program in the City of Arvada. 2021 included start-up costs and 2022 includes a full year of operation. This fund does not yet have an established fund balance goal. Golf Course Fund The negative fund balance in the Golf fund is due to the West Woods Golf Course Clubhouse remodel in 2018. Increased revenues from the expanded restaurant area were expected to help the fund balance recover. However in early 2020, as a result of the COVID 19 pandemic the Golf Course and restaurants were closed for several months. Operations remain restricted in both restaurants and the golf courses. In addition, the Food Service fund provided management and special event assistance to the Golf Course. With Food Service ceasing operations in June 2021, the Golf Course will add two positions to manage special event operations at the Golf Courses. This fund is forecasted to meet its City Council appointed fund balance goal at the end of ten years. Food Services Fund The Food Services fund that operated Arvada Events in the Arvada Center is ceasing operations in June 2021 and their space will transfer to the Arvada Center for the Arts and Humanities non-profit. Computer Fund A detailed replacement schedule is maintained for this fund. Because each piece of hardware/software has its own replacement schedule, the replacement dollars spent each year can vary depending on what item is being replaced. The Computers fund balance increase of 10.26% in 2021 is due to fewer computer infrastructure and police system replacement items in 2021. Print Shop The Print Shop fund balance decrease of 23.59% in 2022 is due to a scheduled capital expenditure to replace equipment. Vehicle Fund A detailed replacement schedule is maintained for this fund. Because each vehicle has its own replacement schedule, the replacement dollars spent each year can vary depending on what type of vehicle is being replaced. The Vehicles fund balance increase of 15.08% in 2021 is due to fewer vehicle replacements in 2021. The Vehicles fund balance decrease of 10.44% in 2022 is due to the increased replacement of vehicles and equipment. Building Fund The negative fund balance in the Buildings fund is due to an energy efficiency agreement signed in 2020. The agreement will replace lighting, heating, ventilation and air conditioning units, compressors and other building equipment with more energy efficient units. The fund balance will recover as the energy savings will be transferred into the Building fund over the next ten years.
49
Revenue and Expenditure Summary 2021-2022 Budget Changes: The planning and work to prepare the two-year budget and ten-year financial plan for 2021 – 2030 was very different from the previous four biennial budgets. Coming off of the largest economic expansion in history and having to switch gears to work with the challenges of the pandemic made revenue and expenditure forecasting extremely difficult. With the sudden and dramatic drop in many revenue sources such as sales tax, auto and general use tax, court revenue, passport revenue and interest income, the City was faced with reducing expenditures to balance the ten-year model for many funds. The leadership and middle management teams worked hard to cut operating budgets so that the City would not have to lay-off any employees to continue to offer excellent customer service to its citizens. Fortunately, the City will not have any lay-offs, but there will be some organization-wide changes that affect employee salaries. Finally, there were some areas where budget increases or new positions were necessary to maintain operations and customer service levels. The major differences between 2020 and 2021-2022 budget are in the following areas:
• In the prior year ten-year financial plan, the compensation market rate adjustment for 2021 was estimated to be 2%. With the recent recession and the objective to avoid lay-offs, there will be no compensation market rate or step adjustments in 2021. • The creation of a near-site health clinic in 2015 combined with the City of Arvada employee’s continued efforts to make well informed healthcare decisions have resulted in favorable claim experience in 2019-2020. Based on claim experience, the increase in previously projected health insurance was reduced from 4% to 0%. • All work systems reduced their operating budgets by 3%. • As the City of Arvada’s population grows, and the infrastructure ages, a continued commitment to taking care of what we have, coined our “Taking Lasting Care” program, has necessitated the hiring of additional positions. These include four Police Officers, two Traffic Technicians, Assistant to the City Manager, Community Engagement Coordinator, Assistant City Attorney, Legal Specialist, Traffic Engineer, Municipal Inspector and a SCADA Process and Control Technician. • Because of program efficiencies and a drop in the number of court cases, a vacant court clerk position will be eliminated. • The City will also be implementing a city-wide waste hauling and recycling program. The City has entered into an agreement with a single waste hauler to serve the citizens of the City. The majority of citizens will see a reduction in their waste hauling bill and there will be fewer trash trucks on the streets which will help with future street maintenance. These activities will be accounted for in a new Solid Waste fund and the City will add two Senior Customer Infomation Specialists. • Providing the Community with a safe, reliable, high quality water supply, drainage system and wastewater disposal service is a top priority of the City. A water rate increase of 4% and a wastewater increase of 3% is necessary to maintain these services. Even with these increases, the City’s rates are very low compared the surrounding cities. • In 2015, the City entered into an agreement with the Arvada Center that allowed for the City’s Arvada Events to continue to provide hospitality and banquet services for special events at the Arvada Center non-profit; however, the agreement also acknowledged that the long-term operation of the Arvada Center needed to focus on the arts and humanities. In October 2019, the City Council approved an amendment to the 2015 agreement that would fully transfer control of all banquet facilities and the provision of food, beverage and retail concessions from the City to the Arvada Center by July 1, 2021. As a result of this agreement, there will be seven Arvada Events positions that will be eliminated. 50
Revenue and Expenditure Summary Two of the Arvada Events positions, the Food and Beverage Manager and the Business Development Coordinator, assisted with Golf Course restaurant operations and special events. These positions will be new positions in the Golf Fund. • The Affordable Care Act (ACA) that proposed a 40% excise tax for health insurance premiums exceeding a pre-determined dollar threshold, also known as the “Cadillac Tax” was eliminated in 2020. The prior ten-year model had a placeholder for the estimated cost of this tax which was to start in 2022. This placeholder has been removed. All changes to the 2021 and 2022 Budget are presented in the following table: Work System
Fund
Description
Ongoing Cost (Reduction)
Notes
Community and Economic Development
General Fund
Operations
Infrastructure
General Fund
ESRI License Increase
$24,000
License increase based on population increase
Infrastructure Challenges
Infrastructure
General Fund
Brine Making Production
$67,000
Cost effective pretreatment of roads for snow and ice control
Infrastructure Challenges
Infrastructure
General Fund
Van Replacement
$30,000
Replacement of van not included in Fleet Replacement Fund. Funded with existing operating funds.
Infrastructure Challenges
Infrastructure
General Fund
Operations
($6,172)
Supplies
Infrastructure
General Fund
Traffic Engineer
$128,521
New position due to increasing workload. Mid-year 2020 addition. Salary and Benefits.
Infrastructure Challenges
Infrastructure
Streets Fund
Municipal Inspector
$106,227
New position due to increasing workload. Funded with existing street maintenance funds. Mid-year 2020 addition. Salary and Benefits.
Infrastructure Challenges
Infrastructure
Streets Fund
Two Traffic Technicians
$164,192
Additional staffing needed for striping, marking and sign maintenance/ replacement. Performance and road safety. Funded with existing street maintenance funds. Salary and Benefits.
Infrastructure Challenges
Infrastructure
Streets Fund
Patch Truck
$250,000
Increased demand for potholing. Funded with existing street maintenance funds
Infrastructure Challenges
Infrastructure
Capital Improvement Fund
Fiber Locates
$10,000
Fiber locates for street signal link to fiber. Funded from existing fiber project
Infrastructure Challenges
($164,398) Training, professional services, printing and supplies.
51
Strategic Alignment OSE Principles
OSE Principles
Revenue and Expenditure Summary Work System
Fund
Description
Ongoing Cost (Reduction)
Infrastructure
Water Fund
SCADA Process and Control Technician
$115,494
Needed capacity for maintenance and major rebuild projects in water utility control network. Salary and Benefits.
Infrastructure Challenges
Infrastructure
Water Fund
Denver Water Increase
$447,445
Estimated 9% increase from Denver Water raw water charges.
Infrastructure Challenges
Infrastructure
Water Fund
Disposal Charges and Fees
$218,000
Steady growth and increase in water consumption resulting in Increased costs for disposal of residuals from water treatment process.
Infrastructure Challenges
Infrastructure
Water Fund
Lead and Copper Regulations
$60,000
Compliance with upcoming changes to the EPA/CDPHE lead and copper rules and additional sampling requirements.
Infrastructure Challenges
Infrastructure
Water Fund
SCADA System Upgrades
$70,000
Needed upgrade to the SCADA system.
Infrastructure Challenges
Infrastructure
Water Fund
Vehicle Replacement
$50,000
Mitigation of funding gap for replacement of trucks and special equipment necessary for system repair and maintenance.
Infrastructure Challenges
Infrastructure
Wastewater Fund
Trunk Bottlenecks
$160,923
Wastewater rates contribution to CIP projects. Replacement of portions of the north trunk sewer interceptor.
Infrastructure Challenges
Infrastructure
Wastewater Fund
Vehicle Replacement
$100,000
Fund vehicle replacement for trucks and special equipment necessary for system repair and maintenance. Funded by wastewater rate increase.
Infrastructure Challenges
Infrastructure
Wastewater Fund
Cost Increase
$65,000
Goods and services associated with cleaning, inspection, and repairs of the city's sewer system Includes partial funding for replacement of a vac truck at the end of it's useful life. Funded by wastewater rate increase.
Infrastructure Challenges
Infrastructure
Wastewater Fund
Locate Fee Increases
$20,000
Increased costs associated with utility locates (811).
Infrastructure Challenges
Infrastructure
Wastewater Fund
TV Van Technology
$50,000
Update of hardware and software associated with the replacement of TV inspection van.
Infrastructure Challenges
Infrastructure
Solid Waste Fund
Two Senior Customer Information Specialist
$169,594
Planned staffing increase with implementation of single hauler. Salary and Benefits.
Organizational and Service Effectiveness
General Fund
Assistant to the City Manager
$135,308
New position to support the City Manager's Office with leadership of organization-wide projects. Salary and Benefits.
52
Notes
Strategic Alignment
VCN, Strategic Result 1 OSE Principles
Revenue and Expenditure Summary Work System
Fund
Description
Ongoing Cost (Reduction)
Organizational and Service Effectiveness
General Fund
Community Engagement Coordinator
$102,261
New position to assist the Chief Communications Manager with internal and external communications and engagement. Salary and Benefits.
OSE, Strategic Result 2
Organizational and Service Effectiveness
General Fund
Assistant City Attorney
$127,655
New position due to the increasing number of special projects and litigation. Salary and Benefits.
OSE Principles
Organizational and Service Effectiveness
General Fund
Legal Specialist
$103,995
New position to assist with the right-of-way acquisitions needed for the two bond projects. This position ends in December 2023. Salary and Benefits.
OSE Principles
Organizational and Service Effectiveness
Computer Replacement Fund
IT Storage
$90,000
Centralized platform for City storage for high-volume storage applications.
OSE Principles
Organizational and Service Effectiveness
Computer Replacement Fund
Zoom licenses
$20,000
Annual Zoom license for remote work and virtual meeting solutions.
OSE, Strategic Result 1
Organizational and Service Effectiveness
Computer Replacement Fund
Active Directory
$20,000
Information Technology department enhanced utilization of Active Directory environment.
OSE Principles
Organizational and Service Effectiveness
Computer Replacement Fund
Fiber
$13,000
Annual software subscription for tracking of City fiber locations.
OSE Principles
Organizational and Service Effectiveness
General Fund/City Attorney's Office
Operations
($59,671)
Training, professional services, printing and supplies.
OSE Principles
Organizational and Service Effectiveness
General Fund/City Manager's Office
Operations
($124,500) Training, professional services, printing and supplies.
OSE Principles
Organizational and Service Effectiveness
General Fund/ Finance
Operations
($127,888) Tax refunds, training, contract services and professional services.
OSE Principles
Organizational and Service Effectiveness
General Fund/Human Resources
Operations
($64,960)
Volunteer event, employee service and longevity awards, tuition reimbursement and the organizational development program.
OSE Principles
Organizational and Service Effectiveness
General Fund/Information Technology
Operations
($15,000)
Lengthen the replacement time of desk phones.
OSE Principles
Organizational and Service Effectiveness
General Fund/General Administration
Operations
($271,843) Temporary wages, program expense and miscellaneous transfers.
53
Notes
Strategic Alignment
OSE Principles
Revenue and Expenditure Summary Work System
Fund
Description
Ongoing Cost (Reduction)
Notes
Strategic Alignment
Safe Community
General Fund/ Judicial
Operations Reduce one Court Clerk
($58,595)
Vacant position will be eliminated due to a reduction in court cases.
OSE Principles
Safe Community
General Fund/ Judicial
Operations
($42,223)
General administration, temporary wages, contract services and wages.
OSE Principles
Safe Community
Tax Increment .21 Fund
Add four Police Officer (salary & benefits)
$443,924
New positions to address the increased demand for police services. These positions are partially funded by a COPS grant and end in December 2024. Salary and Benefits.
Safe Community, Strategic Result 3
Safe Community
General Fund/Public Safety
Overtime
Safe Community
General Fund/Public Safety
Professional Services
Safe Community
General Fund/Public Safety
Operations
Vibrant Community and Neighborhoods
Golf Fund
Food and Beverage Manager
$83,709
The Food Services Manager of Arvada Events assisted in the management of the Golf Course restaurants. Since Arvada Events will be eliminated, this position is needed in the Golf Course. Begins June 2021. Salary and Benefits
OSE Principles
Vibrant Community and Neighborhoods
Golf Fund
Business Development Coordinator
$59,267
The Business Development Coordinators of Arvada Events assisted with special events at the Golf Course restaurants. Since Arvada Events will be eliminated, this position is needed in the Golf Course. Begins June 2021. Salary and Benefits.
OSE Principles
Vibrant Community and Neighborhoods
Food Services Fund
Administrative Coordinator
($71,092)
Arvada Events transition. Position eliminated in December 2020. Salary and Benefits.
OSE Principles
Vibrant Community and Neighborhoods
Food Services Fund
Assistant Banquet Manager
($61,927)
Arvada Events transition. Position will be eliminated in June 2021. Salary and Benefits.
OSE Principles
Vibrant Community and Neighborhoods
Food Services Fund
Business Development Coordinator-1.70 FTE
($185,923) Arvada Events transition. Position will be eliminated in June 2021. Salary and Benefits.
OSE Principles
Vibrant Community and Neighborhoods
Food Services Fund
Business Development Manager
($135,672) Arvada Events transition. Position will be eliminated in June 2021. Salary and Benefits.
OSE Principles
($190,000) As a result of fewer vacancies in Public Safety, the overtime budget can be reduced.
OSE Principles
($224,000) Reduction in Chematox sample processing, abatements coordinated by Code Enforcement and limiting participation in StarChase and Speakwrite programs
OSE Principles
($265,100) Training, equipment, printing and phones.
OSE Principles
54
Revenue and Expenditure Summary Work System
Fund
Description
Ongoing Cost (Reduction)
Notes
Strategic Alignment
Vibrant Community and Neighborhoods
Food Services Fund
Executive Chef
($121,617) Arvada Events transition. Position will be eliminated in June 2021. Salary and Benefits.
OSE Principles
Vibrant Community and Neighborhoods
Food Services Fund
Food Services Manager
($143,425) Arvada Events transition. Position will be eliminated in June 2021. Salary and Benefits.
OSE Principles
Vibrant Community and Neighborhoods
Food Services Fund
Hospitality Services Supervisor
($95,636)
Arvada Events transition. Position will be eliminated in June 2021. Salary and Benefits.
OSE Principles
All Work Systems
General Fund
Three FTE positions ($409,589) Before January 2023, reduce three FTE positions through attrition, retirements or re-organizations. Salary and Benefits.
OSE Principles
One Time Costs Work System
Fund
Description
One Time Costs
Organizational and Service Effectiveness
General Fund
Consulting
$15,000
City-wide waste hauling initiative implementation phase consultant.
OSE, Strategic Result 1
Organizational and Service Effectiveness
General Fund
Administrative Expenses
$78,000
Baldrige award application and site visit.
OSE, Strategic Result 4
Organizational and Service Effectiveness
General Fund
Customer Relationship Management (CRM) Software
$166,000
Supplemental funding Customer Relations Management software replacement.
OSE, Strategic Result 2 and 4
Infrastructure
Capital Improvement Fund
Olde Town Transit Hub Condition Assessment
$30,000
Future maintenance needs assessment. Funded from existing capital improvement funds.
Infrastructure Challenges
Infrastructure
Capital Improvement Fund
Olde Town Transit Hub Concrete Deck Sealing
$38,000
OTTH current maintenance need. Concrete to be sealed every 3 years. Funded from existing capital improvement funds.
55
Notes
Strategic Alignment
Infrastructure Challenges
Revenue and Expenditure Summary 2019 City Actual Fund Balance, Revenues and Expenditures by Fund Type Enterprise Funds
General Fund
Special Revenue Funds
Debt Service Funds
$44,572,663
26,262,072
$212,414
73,749,340
10,533,657
4,524,722
-
-
-
-
88,807,719
Licenses, Permits and Fees
3,274,232
48,469
-
-
7,687,515
1,741,643
-
12,751,859
Intergovernmental
6,423,491
11,283,786
-
843,913
-
-
Charges for Services
4,507,673
48,904
-
409,172
23,167,483
23,341,089
106,750
51,581,071
Fine and Forfeits
1,282,130
-
-
-
-
-
-
1,282,130
Miscellaneous
5,217,596
2,461,868
35,154
8,802,208
3,443,365
(231,518)
1,195,998
20,924,671
Revenue Transfer
130,996
13,238,864
2,127,829
15,574,745
510,428
346,995
1,125,933
33,055,790
-
-
-
80,038,080
(511,352)
-
-
79,526,728
94,585,458
37,615,548
6,687,705 105,668,118
34,297,439
25,198,209 13,090,073
317,142,550
Beginning Fund Balance
Capital Projects Funds
Water Fund
Internal Service Funds
Non-Major Funds
$25,469,471 $106,154,324 $20,792,034
Total Funds
18,961,141 $242,424,119
Revenues Taxes
Other Funding Sources Total Revenues
10,661,392
29,212,582
Total Amount $139,158,121 $63,877,620 $6,900,119 $131,137,589 $140,451,763 $45,990,243 $32,051,214 $559,566,669 Available Expenditures Personnel
$45,374,289 $14,503,165
$-
$-
$7,266,536
$6,514,200 $2,373,932
$76,032,122
Services and Charges
12,546,421
7,505,339
2,500
-
7,882,236
1,828,568
2,687,380
32,452,444
Supplies and Expenses
6,017,301
2,964,239
-
-
1,057,841
1,568,673
3,475,217
15,083,271
Contract and Leases
8,215,368
6,880,360
6,000
-
1,021,773
8,649,283
283,204
25,055,988
-
-
6,218,901
-
2,246,432
228,347
-
8,693,680
23,297
1,387
-
-
(27,482)
1,249,097
15,695
1,261,994
Capital Maintenance
353,549
138,733
-
-
5,451,993
3,082,610
790,057
9,816,942
Capital Outlay
138,218
41,595
-
17,351,115
5,930,654
937,029
2,495,727
26,894,338
24,538,952
2,448,849
-
-
3,497,276
3,334,587
598,748
34,418,412
36,163
-
-
-
185
2,724
-
39,072
97,243,558
34,483,667
6,227,401
17,351,115
34,327,444
27,395,117 12,719,961
229,748,264
Debt Service Inventory
Transfers Other Total Expenditures
Ending Fund $41,914,563 $29,393,953 Balance
$672,718 $13,786,474 $106,124,319 $18,595,125 $19,331,253 $329,818,405
56
Revenue and Expenditure Summary 2020 City Budget Fund Balance, Revenues and Expenditures by Fund Type Special Revenue Funds
General Fund Beginning Fund Balance
Debt Service Funds
$41,914,563 $29,393,953
Enterprise Funds
Capital Projects Funds
$672,718
Water Fund
Non-Major Funds
Internal Service Funds
Total Funds
$113,786,474 $106,124,319 $18,595,125 $19,331,253 $329,818,405
Revenues Taxes
71,459,866
10,272,473
5,360,282
-
-
-
-
87,092,621
Licenses, Permits and Fees
2,825,714
1,000
-
-
11,516,492
864,607
-
15,207,813
Intergovernmental
4,977,963
11,993,389
-
-
-
-
Charges for Services
4,227,147
26,846
-
-
24,411,552
22,880,035
28,000
51,573,580
Fine and Forfeits
1,044,416
-
-
-
-
-
-
1,044,416
Miscellaneous
3,819,903
1,573,419
3,000
390,000
1,351,000
1,046,645
375,807
8,559,774
Revenue Transfer
258,292
14,744,034
2,122,842
7,927,890
391,811
2,370,414
-
27,815,283
-
-
-
-
-
-
75,000
75,000
88,613,301
38,611,161
7,486,124
8,317,890
37,670,855
27,161,701
$130,527,864 $68,005,114
$8,158,842
$45,131,201 $14,525,803
$-
$-
$7,053,601
Other Funding Sources Total Revenues Total Amount Available
11,401,925
11,880,732
28,373,277
219,741,764
$122,104,364 $143,795,174 $45,756,826 $31,211,985 $549,560,169
Expenditures Personnel
$6,496,261 $2,273,027
$75,479,893
Services and Charges
13,544,921
8,423,342
3,000
1,500,000
8,795,453
1,504,546
1,886,043
35,657,305
Supplies and Expenses
6,739,557
3,173,698
-
-
1,967,269
1,423,253
3,185,739
16,489,516
Contract and Leases
6,272,738
13,516,773
10,000
-
749,376
9,714,983
251,936
30,515,806
Debt Service
-
-
7,482,124
-
2,262,000
163,200
-
9,907,324
Inventory
-
2,388
-
-
-
522,430
-
524,818
Capital Maintenance
567,798
350,758
-
-
6,160,062
1,990,134
1,949,947
11,018,699
Capital Outlay
377,246
1,006,784
-
22,031,755
27,311,035
11,408,468
7,156,149
69,291,437
23,537,664
733,338
-
1,200,000
2,706,266
2,832,732
86,729
31,096,729
3,809
4,101
-
-
5,228
3,624
-
16,762
96,174,934
41,736,985
7,495,124
24,731,755
57,010,290
36,059,631 16,789,570
279,998,289
Transfers Other Total Expenditures Ending Fund Balance
$34,352,930 $26,268,129
$663,718 $97,372,609 $86,784,884
57
$9,697,195 $14,422,415 $269,561,880
Revenue and Expenditure Summary 2021 City Budget Fund Balance, Revenues and Expenditures by Fund Type Special Revenue Funds
General Fund Beginning Fund Balance
Debt Service Funds
$34,352,930 $26,268,129
Enterprise Funds
Capital Projects Funds
$663,718
Water Fund
Non-Major Funds
Internal Service Funds
Total Funds
$97,372,609 $86,784,884 $9,697,195 $14,422,415 $269,561,880
Revenues Taxes
71,594,322
10,224,810 5,361,532
-
-
-
-
87,180,664
Licenses, Permits and Fees
3,005,288
62,988
-
-
7,416,409
1,219,613
-
11,704,298
Intergovernmental
4,575,552
12,108,926
-
-
-
700,000
11,425,336
28,809,814
Charges for Services
4,314,046
68,590
-
-
25,787,267
108,893
57,221,026
Fine and Forfeits
992,044
-
-
-
-
-
-
992,044
Miscellaneous
3,764,519
1,711,398
3,000
300,000
956,222
1,226,415
254,146
8,215,700
Revenue Transfer
307,866
13,855,373
5,663,272
460,390
650,888
160,289
23,224,827
-
-
-
-
-
2,316,000
75,000
2,391,000
38,032,085 7,491,281
5,963,272
34,620,288 33,055,146
12,023,664
219,739,373
$42,752,341
$26,446,079
$489,301,253
$7,198,898 $6,264,248
$2,291,590
$77,389,229
Other Funding Sources Total Revenues Total Amount Available
88,553,637 $122,906,567
$64,300,214
2,126,749
$8,154,999 $103,335,881 $121,405,172
26,942,230
Expenditures Personnel
$46,183,869 $15,350,225
$-
$100,399
Services and Charges
12,186,136
8,770,734
3,000
2,333
9,647,770
1,905,436
1,793,103
34,308,512
Supplies and Expenses
6,815,509
3,252,890
-
-
1,699,070
1,500,501
2,400,849
15,668,819
Contract and Leases
5,323,642
9,986,444
10,000
-
3,071,904
172,684
31,224,124
-
-
-
-
449,033
-
7,936,314
Debt Service Inventory Capital Maintenance Capital Outlay Transfers Other
7,487,281
12,659,450
2,460
-
-
-
830,585
-
833,045
543,783
185,128
-
-
4,668,880
2,535,033
1,006,812
8,939,636
87,215
250,808
-
6,317,060
29,625,591
6,239,024
2,013,010
44,532,708
19,974,593
1,683,282
-
-
2,467,849
2,858,038
89,331
27,073,093
3,886
4,098
-
-
5,307
99
-
13,390
39,486,069 7,500,281
6,419,792
58,385,269 35,241,447
9,767,379
247,918,870
$16,678,700
$241,382,383
-
Total Expenditures
91,118,633
Ending Fund Balance
$31,787,934 $24,814,145
$654,718
$96,916,089 $63,019,903
58
$7,510,894
Revenue and Expenditure Summary 2022 City Budget Fund Balance, Revenues and Expenditures by Fund Type Special Revenue Funds
$31,787,934
$24,814,145
$654,718
73,690,262
10,502,529
5,361,782
-
-
-
-
89,554,573
Licenses, Permits and Fees
3,009,925
64,878
-
-
7,098,098
1,645,062
-
11,817,963
Intergovernmental
4,372,194
12,318,500
-
-
-
-
Charges for Services
4,383,991
70,648
-
- 26,692,327 30,331,232
Fine and Forfeits
1,002,796
-
-
-
-
Miscellaneous
3,649,038
1,706,149
3,000
300,000
Revenue Transfer
317,102
14,167,600
2,124,211
-
-
-
Total Revenues
90,425,308
38,830,304
7,488,993
Total Amount Available
$122,213,242
$63,644,449
$8,143,711
$47,956,533 $16,279,984
$-
Beginning Fund Balance
Debt Service Funds
Enterprise Funds
General Fund
Capital Projects Funds
Water Fund
$96,916,089 $63,019,903
Non-Major Funds
Internal Service Funds
Total Funds
$7,509,945 $16,678,700
$241,381,434
Revenues Taxes
Other Funding Sources
11,651,910
28,342,604
110,222
61,588,420
-
-
1,002,796
1,018,793
1,472,601
240,040
8,389,621
5,061,191
473,752
274,294
164,341
22,582,491
-
-
-
75,000
75,000
5,361,191 35,282,970 33,723,189 12,241,513
223,353,468
$102,277,280
98,302,873 $41,233,134
$28,920,213
$464,734,902
$103,900 $7,518,171 $6,051,622
2,379,689
$80,289,899
Expenditures Personnel Services and Charges
12,502,406
8,686,104
3,000
2,380
9,925,710
1,948,565
1,953,273
35,021,438
Supplies and Expenses
6,784,766
3,365,038
-
-
1,741,820
1,489,954
3,481,947
16,863,525
Contract and Leases
4,671,953
10,385,216
10,000
-
780,332
5,608,734
177,666
31,633,901
-
-
7,484,993
-
-
653,200
-
8,138,193
2,534
-
-
-
848,202
-
850,736
551,860
190,661
-
-
4,806,873
2,610,374
1,084,984
9,244,752
20,181
832
-
5,319,769
2,410,272
3,611,098
47,838,508
20,261,461
718,639
-
-
2,541,070
2,912,884
92,011
26,526,065
3,963
4,103
-
-
5,386
105
-
13,557
92,753,123
39,633,111
7,497,993
5,426,049 63,795,718 34,533,912 12,780,668
256,420,574
$29,460,119 $24,011,338
$645,718
Debt Service Inventory Capital Maintenance Capital Outlay Transfers Other Total Expenditures Ending Fund Balance
-+
36,476,356
96,851,231 $34,507,155
59
$6,699,222
16,139,545
$208,314,328
Revenue and Expenditure Summary 2021 Revenue by Source
Fines & Forfeits 0.45%
Miscellaneous 3.74%
Licenses & Permits 5.33%
Other Financing Sources 1.09% Taxes 39.67%
Transfers 10.57%
Taxes $87,180,664 Charges for Services $57,221,026 Intergovernmental Revenues $28,809,814 Transfers $23,224,827 Licenses & Permits $11,704,298 Fines & Forfeits $992,044 Miscellaneous $8,215,700 Other Financing Sources $2,391,000 Total $219,739,373
Intergovernmental Revenues 13.11% Charges for Services 26.04%
2021 Expenditures by Category Miscellaneous 0.34%
Transfers 10.92%
Personnel Costs 31.22%
Debt Service 3.20% Supplies 6.32%
Professional Services 12.59% Services & Charges 13.84%
Capital Maintenance & Replacement 21.57%
Personnel Costs
$77,389,229
Capital Maintenance & Replacement Services & Charges Professional Services Supplies Debt Service Miscellaneous Transfers Total
$53,472,344 $34,308,512 $31,224,124 $15,668,819 $7,936,314 $846,435 $27,073,093 $247,918,870
60
Revenue and Expenditure Summary Revenues The following table illustrates total revenues by category. Taxes, Charges for Services and Intergovernmental Revenues comprise approximately 80% of the total revenues of the City. 2019 Actual Taxes
2020 Revised
2021 Budget
2022 Budget
$88,807,719
$87,092,621
$87,180,664
$89,554,573
Licenses, Permits and Fees
12,751,859
15,207,813
11,704,298
11,817,963
Intergovernmental
29,212,582
28,373,277
28,809,814
28,342,604
Charges for Services
51,581,071
51,573,580
57,221,026
61,588,420
1,282,130
1,044,416
992,044
1,002,796
Miscellaneous
20,924,671
8,559,774
8,215,700
8,389,621
Revenue Transfer
33,055,790
27,815,283
23,224,827
22,582,491
Other Funding Sources
79,526,728
75,000
2,391,000
75,000
$317,142,550
$219,741,764
$219,739,373
$223,353,468
Fines & Forfeits
Total Revenues
Taxes Taxes provide over 40% of the total budgeted revenue. The following table shows the major sources of taxes. 2019 Actual Sales Tax
2020 Revised
2021 Budget
2022 Budget
$61,498,746
$62,092,365
$62,714,488
$64,282,319
Property and Ownership Tax
7,183,539
7,395,373
7,767,000
7,995,060
Auto Use Tax
9,375,906
7,883,556
7,485,080
7,634,676
Building Use Tax
3,839,795
4,223,775
3,590,209
3,697,915
General Use Tax
1,253,873
803,503
819,573
1,024,467
Other
5,655,860
4,694,049
4,804,314
4,920,136
$88,807,719
$87,092,621
$87,180,664
$89,554,573
-1,715,099
88,043
2,373,909
-1.93%
0.10%
2.72%
Total Taxes $ Change % Change
61
Revenue and Expenditure Summary Sales Taxes The City’s largest revenue source is sales tax. Currently, the City levies a 3.46% on all retail sales within the City. 3% is allocated to the General Fund and .21% and .25% are restricted for police operations which are accounted for in the two tax increment funds. Over the past ten years, the City has seen significant growth in retail sales, averaging 4.4% annual growth. An increase of 2.5% was estimated for 2020, although it has been revised downward to 1%. While this might appear to be an aggressive increase given the challenges for businesses with the pandemic, the City’s main sales tax generators are grocery stores, general department stores and internet retailers which have seen month over month increases since the pandemic started. For the 2021 budget, the City has projected a 2.5% growth in sales tax. Sales tax estimates for the remaining years are based on a growth rate of 2.5% and adjusted up or down depending on historical trends, economic data and indicators such as building permit activity and any new retail development. Revenue from anticipated retailers is generally not included in the budget until a new store is constructed and operational.
Sales Tax Collections $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $-
2019
2020 Revised
2021 Budget
2022 Budget
General Fund
62
2023 Forecast
Tax Increment
2024 Forecast
2025 Forecast
2026 Forecast
Revenue and Expenditure Summary Property Tax Property tax is a tax assessed on all real estate. The City has had the same property tax rate since 1993, or for over 28 years. The tax rate is 4.31 or $4.31 for every $1,000 of assessed value. Assessed value is based on 7.15% of the residential appraised value and 29% on all other property. Real property is appraised every odd-numbered year and collections lag one year from valuations. Although property tax collections in 2021 are based on a non-appraisal year, the budget for property tax in 2021 increases 5.3% over 2020 as 2020 collections are currently on pace to exceed the budget. 2022 collections will be based on a new appraisal year; however, are conservatively budgeted at a 3% increase for valuation increases and growth. Property tax for 2023 and beyond is based on a 3% increase in appraisal years and 1% in non-appraisal years to account for new growth. Property Tax Collections $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0
2019
2020 Revised
2021 Budget
2022 Budget
2023 Forecast
2024 Forecast
2025 Forecast
2026 Forecast
Use Taxes The City collects three types of use tax: Auto, Building and General Use Tax. The City collected a record amount of auto use tax in 2019. The 2020 budget estimated a decrease of 7.50%; however that estimate has been revised to a decrease of 15% based on slowing auto sales caused by the pandemic. Another decrease of 5% is estimated in 2021. 2022 estimates a small increase of 2%. Increases of 1%-4% are estimated in future years; however the ten-year model does not forecast that auto use tax will return to 2019 levels even after ten years, as many households may decrease the number of vehicles they own as employees may be working from home as one of the longterm effects of the pandemic. Building use tax has been steadily decreasing and returning to more of a normal level since 2017 when two housing developments in northern Arvada opened up. There are still a healthy number of new houses being built in these developments as well as in-fill development in the City. The 2020 budget estimated a decrease of 23%, but based on recent building permit data, the estimate was revised to an increase of 10%. A decrease of 15% is estimated for 2021, followed by an increase of 3% in 2022. Increases in future years are 0%-4% as the City maintains a base level of building activity. 63
Revenue and Expenditure Summary In the past, use tax has been a stable source of revenue as it represents the Arvada businesses capital investment. This revenue declined 25% in 2019 and because of the pandemic will most likely decrease 35% in 2020. A small increase of 2% is estimated in 2021, while estimated increases of 25% in 2022 and 2023 will bring the level of general use tax back to 2019 levels by 2023. Increases in future years are forecasted at 2%. Auto, Building and General Use Tax
$16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0
2019
2020 Revised
2021 Budget Auto Use
2022 Budget
2023 Forecast
Building Use
2024 Forecast
2025 Forecast
2026 Forecast
General Use
Intergovernmental This category accounts for state and county shared revenue. The Jefferson County Open Space revenue is a .50% sales tax collected in Jefferson County and shared with cities. This revenue is to be used for acquiring, maintaining, administering and preserving open space and park and recreational capital improvements. The City uses all of the Open Space revenues for ongoing park maintenance. This revenue is estimated to decline 2% in 2020, with increases of 3% in the future. The Highway Users’ Tax Fund (HUTF) is derived from the state sales tax on vehicle gas purchases and is allocated based on the number of vehicles and population in each City. In the past, the City saw increases of 1%-4% each year. The 2020 budget estimated an increase of 3%; however this was revised to a decrease of 5.4% because of the sharp decline in gas purchases during the initial months of the pandemic. Decreases of 6.7% and 5.5% are estimated for 2021 and 2022, respectively. A small increase of 1.5% is forecasted in future years as alternative fuel vehicles become more popular and the mass transit system expands in the State of Colorado. The Road and Bridge tax is county shared revenue that is derived from a property tax mill levy set by the counties to be used for road and bridge, construction, maintenance and administration. This revenue source has varied from year to year. As the counties have the authority to change the allocations each year, the City has conservatively estimated a 15% decrease in 2021 and no growth in 2022. A 4% increase is estimated in future years with this revenue recovering to 2019 levels in 2027. 64
Revenue and Expenditure Summary Intergovernmental Revenue
$12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0
2019
2020 Revised
2021 Budget
Jefferson County Open Space
2022 Budget
2023 Forecast
HUTF
2024 Forecast
2025 Forecast
2026 Forecast
County Road and Bridge
Charges for Services The majority of this revenue source is for the Water, Wastewater and Stormwater revenue. The City is also implementing a solid waste and recycling program. The City entered into an agreement with a single waste hauler to provide services for the City. Services will begin mid-year in 2021. In 2021, Water rates will increase 4% and Wastewater rates will increase 3%. There will be no increase in Stormwater rates. The estimated rate increases for these utilities is expected to increase 2% to 5% in future years. The City has followed the methodology of small rate increases each year in order to fund large capital maintenance projects to the system. Utility Rate Revenue $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $-
2019
2020 Revised Water
2021 Budget Wastewater
2022 Budget
2023 Forecast
Stormwater
65
2024 Forecast
Solid Waste
2025 Forecast
2026 Forecast
Revenue and Expenditure Summary Miscellaneous The major source of miscellaneous revenue is interest earnings. The City invests its excess cash pursuant to the City’s investment policy. The primary objectives of the City’s investment activities, in priority order are safety, liquidity and yield. Consistent with this policy, the portfolio of securities is invested in U.S. Treasuries, U.S. Agencies, local government investment pools, commercial paper and corporate debt subject o rating and concentration limits. Interest Earnings Interest earnings have slowly increased after the Great Recession generating 1.97% in 2019. The first quarter of 2020; however, marked the COVID-19 pandemic which forced the Federal Reserve to respond sharply to the quickly developing economic and health crisis. Over a period of two weeks in early March the Federal Reserve cut the Fed Fund rates from 1.5-1.75% to 0-.25%, a 150 basis point decrease. This will not substantially affect the yield for 2020 as many investments were “ locked-in” at favorable rates. However, as these investments mature, the new investments will be at much lower interest rates. Therefore, interest earnings for the City will continue to decrease. The City does not expect interest rates to increase until 2023 with small increases after 2023. Interest Earnings
$4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $-
2019
2020 Revised
2021 Budget
2022 Budget
66
2023 Forecast
2024 Forecast
2025 Forecast
2026 Forecast
Revenue and Expenditure Summary Expenditures by Category The following table illustrates total expenditures by category. Personnel costs comprise 31% of the total costs in 2021, with Capital Maintenance and Replacement accounting for 21% and Services & Charges at 13%. 2019 Actual Personnel Costs
2020 Revised
2021 Budget
2022 Budget
$76,032,122
$75,479,893
$77,389,229
$80,289,899
Capital
36,711,280
80,310,136
53,472,344
57,083,260
Services & Charges
32,452,444
35,657,305
34,308,512
35,021,438
Professional Services
25,055,988
30,515,806
31,224,124
31,633,901
Supplies & Expenses
15,083,271
16,489,516
15,668,819
16,863,525
Debt Service
8,693,680
9,907,324
7,936,314
8,138,193
Miscellaneous
1,301,067
541,580
846,435
864,293
34,418,412
31,096,729
27,073,093
26,526,065
$229,748,264
$279,998,289
$247,918,870
$256,420,574
2021 Budget
2022 Budget
Transfers Total Expenditures Personnel Costs
2019 Actual Salaries and Wages Temporary Wages Benefits Overtime and Other Total Personnel Costs
2020 Revised
$52,417,019
$52,385,197
$54,111,070
$56,398,194
3,226,426
2,687,381
2,445,730
2,488,849
17,892,743
17,724,703
18,423,523
19,140,121
2,495,934
2,682,612
2,408,906
2,262,735
$76,032,122
$75,479,893
$77,389,229
$80,289,899
(552,229)
1,909,336
2,900,670
-0.73%
2.53%
3.75%
$ Change % Change
For 2021, there are no Market-Rate adjustments or step increases due to the uncertainty of the economy. If actual revenues come in better than expected for 2020 a small increase may be included in the final budget. For 2022, a 2% Market-Rate adjustment is assumed for all non-police and police positions. It is also assumed that each employee will receive their appropriate step increase in 2022, if eligible. The 2021 budget includes the addition of 12 new positions, in order to maintain operation or customer service levels, funded by the Police Tax Increment Funds, General Fund, Streets Maintenance Fund, Water Fund and Solid Waste Fund. The Food Service Fund will reduce seven positions in June 2021 as services provided by Arvada Events will transition to the Arvada Center for the Arts non-profit; two positions will be reallocated to the Golf Fund to assist with restaurant operations and special events. 67
Revenue and Expenditure Summary One position in the Municipal Court program in the General Fund will be eliminated due to the drop in the number of court cases; this position is a vacant position. Benefits are primarily comprised of health and dental costs. Total health costs in 2021 are expected to be $10.7 million. There will be no increase in health care premiums for 2021. Most of the overtime and special pays are in the streets, police and water divisions, all due to general emergencies such as weather and other extraordinary events. Services and Charges 2019 Actual Housing Program
2020 Revised
2021 Budget
2022 Budget
$4,831,007
$5,068,625
$5,223,341
$5,279,310
3,933,538
3,284,410
3,087,643
3,256,214
268,397
275,286
283,544
292,050
Utilities
8,943,241
10,281,258
10,658,550
10,976,358
Program Expense
2,650,642
3,312,213
3,398,775
3,390,269
Training
1,010,029
1,109,608
1,022,091
1,044,322
Contract Services
2,614,667
1,982,014
1,894,815
1,943,979
Other
8,200,923
10,343,891
8,739,753
8,838,936
$32,452,444
$35,657,305
$34,308,512
$35,021,438
3,204,861
(1,348,793)
712,926
9.88%
-3.78%
2.08%
Insurance CDBG Program
Total Services and Charges $ Change % Change
The services and charges include expenses related to paying other agencies or organizations. Examples include: the utility costs the City pays for electricity, natural gas, water, wastewater and stormwater, monies paid to Denver Water for the purchase of raw water and the services to Metro Wastewater for the treatment of the City’s sewage. The City pays outside consultants for a variety of trainings, including state and federal mandated training. Support to the Arvada Center for the Arts and Humanities of $3.9 million is included in this expenditure category. Capital The City has a Capital Improvement Plan (CIP) detailing the 2021 and 2022 appropriations as well as a ten-year plan for the City’s capital expenditures. For specific projects, please see the Capital Improvement Plan section in this document. The City has a legal provision to dedicate 60% of the first cent of sales tax to infrastructure, major capital maintenance, new construction or debt service. This is referred to as 98-101 money after the section of the City’s code authorizing the sales tax dedication for capital needs. In 2021 a total of $10.8 million will be generated from sales tax for capital needs. Of this total $6.5 million will be used to pay for debt service issued for capital projects. The remainder will be dedicated to capital improvement projects. 68
Revenue and Expenditure Summary 2021 Budget 98-101
2022 Budget
$10,802,863
$11,072,934
Bond Payments
(5,361,532)
(5,361,782)
COP Payments
(1,161,819)
(1,122,796)
Transfer to the capital improvement program
$4,279,512
$4,588,356
Debt Service Obligations
In addition to these monies, the CIP recommendations include using water, wastewater and stormwater revenues for major utility projects. There will also be a variety of grants and other intergovernmental revenues to meet various needs. The table below is an overview of the types of capital expenditures. 2021 Budget General Administration
2022 Budget 335,885
1,843,881
Transportation
4,164,416
2,304,138
Parks and Golf
2,998,000
886,916
33,310,760
40,272,081
Wastewater
4,268,633
3,683,646
Stormwater
1,183,205
1,079,738
$46,260,899
$50,070,400
Water
Total
Debt Service In 2019, the City issued $70.8 million in bonds to finance two road projects. Debt service also includes the City’s two Certificates of Participation (COP) - the 2005 COP, refinanced in 2015 and set to retire in 2025, and the 2016 COP, set to retire in 2036.
69
Revenue and Expenditure Summary Transfers There are a host of transfers to and from various departments. Examples include the following highlights: From
To
Amount
General Fund
Streets Maintenance
$9,950,504
General Fund
Parks
$3,785,394
General Fund
COP
$2,126,749
General Fund
Capital Projects
$5,663,272
General Fund
Golf
Water
General Fund
$2,408,534
Wastewater
General Fund
$601,778
Stormwater
General Fund
$461,085
$266,262
The largest transfers are from the General Fund to help support the activities of other deparments’ missions. The Water and Wastewater Funds pay the General Fund for building, utility and overhead expenses of operating these lines of business.
70
Revenue and Expenditure Summary Revenue Trend Analysis 2019 Acutals, 2020 Revised, 2021 Budget and 2022 Budget 2019 Actual
2020 Revised
2021 Budget
2022 Budget
$94,585,458
$88,613,301
$88,553,637
$90,425,308
718,623
573,162
578,894
584,683
9,814,839
9,748,974
10,070,504
10,269,631
Community Development
862,995
1,908,860
711,017
715,017
Arvada Housing Authority
5,250,210
5,672,407
5,854,938
5,913,795
Parks
9,886,641
9,683,680
10,079,421
10,374,915
19,717
381,605
31,834
32,067
COP Debt Service
2,146,443
2,122,842
2,126,749
2,124,211
Police Tax Increment .21
5,080,987
4,935,620
5,038,304
5,150,320
Police Tax Increment .25
5,981,537
5,706,853
5,667,173
5,789,876
Debt Service
4,541,263
5,363,282
5,364,532
5,364,782
105,642,542
8,317,890
5,963,272
5,361,191
25,576
-
-
-
Water
34,297,438
37,670,855
34,620,288
35,282,970
Wastewater
13,852,164
16,077,183
16,263,373
16,561,575
Golf Courses
5,799,730
6,175,556
6,145,872
6,439,258
Stormwater
3,811,872
3,899,270
4,035,390
4,110,588
Food Services
1,734,443
1,009,692
288,626
-
-
-
6,321,885
6,611,768
Insurance
2,945,781
2,664,609
2,513,742
2,530,248
Computers
3,292,724
2,532,712
2,578,338
2,627,463
Print Shop
416,406
353,220
358,518
363,896
5,873,920
5,722,503
5,707,343
5,835,447
561,241
607,688
865,723
884,459
$317,142,550
$219,741,764
$219,739,373
$223,353,468
General Fund Grants Streets Maintenance Fund
Police Seizure
Capital Projects Special Assessments
Solid Waste
Vehicles Buildings Total All Budgeted Funds
71
Revenue and Expenditure Summary Expenditure Trend Analysis 2019 Acutals, 2020 Revised, 2021 Budget and 2022 Budget 2019 Actual
2020 Revised
2021 Budget
2022 Budget
$97,243,558
$96,174,934
$91,118,633
$92,753,123
Grants
1,013,000
117,000
1,165,000
187,999
Streets Maintenance Fund
6,234,663
13,309,256
10,079,063
10,278,624
Community Development
738,051
1,018,786
1,042,102
989,285
Arvada Housing Authority
5,238,151
5,600,046
5,770,390
5,848,219
Parks
9,301,014
9,943,609
9,918,237
10,260,650
-
777,988
29,423
29,864
COP Debt Service
2,132,829
2,131,842
2,135,749
2,133,211
Police Tax Increment .21
5,448,679
5,340,711
5,664,132
5,711,384
Police Tax Increment .25
6,510,108
5,629,589
5,817,722
6,327,086
Debt Service
4,094,572
5,363,282
5,364,532
5,364,782
17,051,115
24,731,755
6,419,792
5,426,049
300,000
-
-
-
Water
34,327,444
57,010,290
58,385,269
63,795,718
Wastewater
15,055,536
22,116,461
17,515,431
17,288,543
Golf Courses
6,438,730
5,431,714
6,412,663
6,542,541
Stormwater
4,046,818
6,992,779
4,489,154
4,462,301
Food Services
1,854,032
1,518,677
502,939
-
-
-
6,321,260
6,240,527
Insurance
3,144,067
2,380,728
2,289,215
2,472,419
Computers
2,823,873
2,631,275
1,842,004
2,903,239
Print Shop
322,729
345,882
355,698
450,452
5,953,957
5,432,742
4,880,933
6,493,683
475,338
5,998,943
399,529
460,875
$229,748,264
$279,998,289
$247,918,870
$256,420,574
General Fund
Police Seizure
Capital Projects Special Assessments
Solid Waste
Vehicles Buildings Total All Budgeted Funds
72
Revenue and Expenditure Summary General Fund The General Fund pays for the City’s basic services. This includes police, planning, transportation planning, street light maintenance and costs, building activity and general administration. In addition, the General Fund also provides for the following: • Operational support to the Parks Department • General Debt Service Payments • Transfer to the Capital Improvements Fund for new parks, transportation and other infrastructure projects • Grant support to the Arvada Center 2020 Revised
2021 Budget
2022 Budget
$73,749,340
$71,459,866
$71,594,322
$73,690,262
Licenses, Permits and Fees
3,274,232
2,825,714
3,005,288
3,009,925
Intergovernmental
6,423,491
4,977,963
4,575,552
4,372,194
Charges for Services
4,507,673
4,227,147
4,314,046
4,383,991
Fine and Forfeits
1,282,130
1,044,416
992,044
1,002,796
Miscellaneous
5,217,596
3,819,903
3,764,519
3,649,038
130,996
258,292
307,866
317,102
$94,585,458
$88,613,301
$88,553,637
$90,425,308
2020 Revised
2021 Budget
2022 Budget
$45,374,289
$45,131,201
$46,183,869
$47,956,533
12,546,421
13,544,921
12,186,136
12,502,406
Supplies and Expenses
6,017,301
6,739,557
6,815,509
6,784,766
Contract and Leases
8,215,368
6,272,738
5,323,642
4,671,953
23,297
-
-
-
Capital Maintenance
353,549
567,798
543,783
551,860
Capital Outlay
138,218
377,246
87,215
20,181
24,538,952
23,537,664
19,974,593
20,261,461
36,163
3,809
3,886
3,963
$97,243,558
$96,174,934
$91,118,633
$92,753,123
Funding Sources Taxes
Revenue Transfer Total Revenues Expenditres/Uses Personnel Services and Charges
Inventory
Transfers Other Total Expenditures
2019 Actual
2019 Actual
73
Revenue and Expenditure Summary Special Revenue Funds Special Revenue Funds account for revenues that are to be used for specific purposes. Funds included in Special Revenue funds are Streets Maintenance Fund, Grants Fund, Community Development, Aravda Housing Authority, Parks, Police Seizure and the two Police Tax Increment Funds. 2020 Revised
2021 Budget
2022 Budget
$10,533,657
$10,272,473
$10,224,810
$10,502,529
48,469
1,000
62,988
64,878
11,283,786
11,993,389
12,108,926
12,318,500
48,904
26,846
68,590
70,648
2,461,868
1,573,419
1,711,398
1,706,149
Revenue Transfer
13,238,864
14,744,034
13,855,373
14,167,600
Total Revenues
$37,615,548
$38,611,161
$38,032,085
$38,830,304
2020 Revised
2021 Budget
2022 Budget
$14,503,165
$14,525,803
$15,350,225
$16,279,984
Services and Charges
7,505,339
8,423,342
8,770,734
8,686,104
Supplies and Expenses
2,964,239
3,173,698
3,252,890
3,365,038
Contract and Leases
6,880,360
13,516,773
9,986,444
10,385,216
1,387
2,388
2,460
2,534
138,733
350,758
185,128
190,661
41,595
1,006,784
250,808
832
2,448,849
733,338
1,683,282
718,639
-
4,101
4,098
4,103
$34,483,667
$41,736,985
$39,486,069
$39,633,111
Funding Sources Taxes Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous
Expenditures/Uses Personnel
Inventory Capital Maintenance Capital Outlay Transfers Other Total Expenditures
2019 Actual
2019 Actual
74
Revenue and Expenditure Summary Debt Service Funds Debt Service Funds account for the debt issued by general governement and include 2015 Certificates of Participation, 2016 Certificates of Participation and 2019 Sales and Use Tax Revenue Bonds. Funding Sources Taxes
2019 Actual
2020 Revised
2021 Budget
2022 Budget
$4,524,722
$5,360,282
$5,361,532
$5,361,782
35,154
3,000
3,000
3,000
Revenue Transfer
2,127,829
2,122,842
2,126,749
2,124,211
Total Revenues
$6,687,705
$7,486,124
$7,491,281
$7,488,993
Miscellaneous
Expenditures/Uses Services and Charges Contract and Leases Debt Service Total Expenditures
2019 Actual
2020 Revised
2021 Budget
2022 Budget
$2,500
$3,000
$3,000
$3,000
6,000
10,000
10,000
10,000
6,218,901
7,482,124
7,487,281
7,484,993
$6,227,401
$7,495,124
$7,500,281
$7,497,993
Capital Projects Funds The Capital Projects Funds account for capital projects for streets, traffic and parks. Funding Sources Intergovernmental
2019 Actual
2020 Revised
2021 Budget
2022 Budget
$843,913
$-
$-
$-
409,172
-
-
-
8,802,208
390,000
300,000
300,000
Revenue Transfer
15,574,745
7,927,890
5,663,272
5,061,191
Other Funding Sources
80,038,080 $8,317,890
$5,963,272
$5,361,191
Charges for Services Miscellaneous
Total Revenues Expenditures/Uses Personnel services and Charges Capital Outlay Transfers Total Expenditures
$105,668,118 2019 Actual
2020 Revised
2021 Budget
2022 Budget
$-
$-
$100,399
$103,900
-
1,500,000
2,333
2,380
17,351,115
22,031,755
6,317,060
5,319,769
-
1,200,000
-
-
$17,351,115
$24,731,755
$6,419,792
$5,426,049
75
Revenue and Expenditure Summary Enterprise Funds The Enterprise Funds account for all business type activites and include Water, Wastewater, Stormwater, Golf Courses, Food Service and Solid Waste. It is intented that all expenditures necessary, including capital and debt service costs, are captured in the fees related to the actibity. 2019 Actual
2020 Revised
$9,429,158
$12,381,099
$8,636,022
$-
$-
$700,000
46,508,572
47,291,587
52,729,497
57,023,559
3,211,847
2,397,645
2,182,637
2,491,394
857,423
2,762,225
1,111,278
748,046
(511,352)
-
2,316,000
-
$59,495,648
$64,832,556
$67,675,434
$69,006,159
2020 Revised
2021 Budget
2022 Budget
$13,780,735
$13,549,862
$13,463,146
$13,569,793
Services and Charges
9,710,805
10,299,999
11,553,206
11,874,275
Supplies and Expenses
2,626,515
3,390,522
3,199,571
3,231,774
Contract and Leases
9,671,056
10,464,359
15,731,354
16,389,066
Debt Service
2,474,779
2,425,200
449,033
653,200
Inventory
1,221,615
522,430
830,585
848,202
Capital Maintenance
8,856,382
8,150,196
7,203,913
7,417,247
Capital Outlay
8,563,748
38,719,503
35,864,615
38,886,628
Transfers
4,814,146
5,538,998
5,325,887
5,453,954
2,781
8,852
5,406
5,491
$61,722,562
$93,069,921
$93,626,716
$98,329,630
Funding Sources Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous Revenue Transfer Other Funding Sources Total Revenues
Expenditures/Uses Personnel
Other Total Expenditures
2019 Actual
76
2021 Budget
2022 Budget $8,743,160
Revenue and Expenditure Summary Internal Service Funds Internal Service Funds charge internal programs and departements 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 purchaes and maintenance, and buildings maintenance. There are five Internal Service Funds - Insurance Fund (Risk Management), Computer Fund, Print Services Fund, Vehicles Fund and Building Fund. Funding Sources Intergovernmental Charges for Services Miscellaneous
2019 Actual
2020 Revised
2021 Budget
2022 Budget
$10,661,392
$11,401,925
$11,425,336
$11,651,910
106,750
28,000
108,893
110,222
1,195,998
375,807
254,146
240,040
-
-
160,289
164,341
1,125,933
75,000
75,000
75,000
$13,090,073
$11,880,732
$12,023,664
$12,241,513
2020 Revised
2021 Budget
2022 Budget
Revenue Transfer Other Financing Sources Total Revenues
Expenditures/Uses Personnel
2019 Actual $2,373,932
$2,273,027
$2,291,590
$2,379,689
Services and Charges
2,687,380
1,886,043
1,793,103
1,953,273
Supplies and Expenses
3,475,217
3,185,739
2,400,849
3,481,947
283,204
251,936
172,684
177,666
15,695
-
-
-
790,057
1,949,947
1,006,812
1,084,984
2,495,727
7,156,149
2,013,010
3,611,098
598,748
86,729
89,331
92,011
$12,719,961
$16,789,570
$9,767,379
$12,780,668
Contract and Leases Inventory Capital Maintenance Capital Outlay Transfers Total Expenditures
77
Revenue and Expenditure Summary 2021 Expenditure Appropriations by Work System and Fund Type Work System
Capital Project Funds
General Fund
Internal Service Funds
Community and Economic Development
$5,216,972
$-
Infastructure
17,963,918
Organizational Serivce and Effectivness
Special Revenue Funds
Enterprise Funds
$-
$-
$-
-
5,280,463 10,233,493
-
86,625,307
40,858,695
-
4,486,916
270,957
-
22,559
Safe Community
26,481,693
-
-
11,179,697
-
-
Vibrant Communities and Neighborhoods
597,355
-
- 16,636,922
-
6,978,850
Capital Projects
-
6,419,792
-
1,165,000
-
Debt Service
-
-
-
-
7,500,281
Total
$-
Debt Service Funds
$91,118,633 $6,419,792 $9,767,379 $39,486,069
-
$7,500,281 $93,626,716
2022 Expenditure Appropriations by Work System and Fund Type Work System
General Fund
Community and Economic Development
$5,402,480
Infastructure
Capital Project Funds
Internal Service Funds
Special Revenue Funds
Enterprise Funds
$-
$-
18,458,707
6,954,559 10,438,106
91,697,104
Organizational Serivce and Effectivness
40,810,374
5,826,109
283,250
23,332
Safe Community
27,467,493
-
11,721,591
-
Vibrant Communities and Neighborhoods
614,069
- 17,002,165
6,609,194
Capital Projects
$-
Debt Service Funds
5,426,049
187,999
Debt Service Total
7,497,993 $92,753,123 $5,426,049 $12,780,668 $39,633,111
78
$7,497,993 $98,329,630
Ten Year Models 2021-2030 TEN-YEAR MODEL ASSUMPTIONS In 2015, City Council adopted a budget and fiscal policy that utilizes long-range planning for each of the City’s operating funds to maintain the fiscal health of the City. Specifically, the City prepares a two-year budget based on a ten-year financial model. This method of budgeting us used to determine if future impacts of the current proposed budget are fiscally sound. Using this ten-year model, the City is able to test the effects of current financial decisions on future years’ financial conditions when approving funding requests throughout the organization. All Funds • Personnel-related expenses are calculated in detail based upon each employee’s current grade and step and include future estimated market-rate adjustments. There are no market-rate adjustments or step increases budgeted in 2021. The market-rate adjustment is 2% for 2022-2023, 0% for 2024 and 2% for 2025-2030. Because of the City’s excellent claims experience, there will be no increase in the City medical plan in 2021. • Increases for the City’s medical plan are budgeted at 5% for 2022, 6% for 2023 and 5% for 2024 and beyond. • Transfers to fund insurance lines, vehicle replacement, computer maintenance and computer replacement have a .50% to 1% increase throughout the models. • Transfers to fund building maintenance, vehicle maintenance and risk management services have a 3% increase throughout the models. General Fund • The fund balance goal is 17% of all expenditures. • Sales tax revenue assumes variable growth rates from a low of 1.0% to a high of 3.0%. Growth is based on a rate of 2.5% and adjusted up or down depending on a host of factors. Planned development is used as the main driver. • Building use tax revenue assumes a decrease of 15% in 2021 to reset building use tax to a base of $3,113,000. Increases of 1.00% - 3.00% are estimated for 2023 and beyond with a 0% in 2028 to reset the base. • Building permit revenue assumes no increase in 2021 and 2022 to keep revenues at the base of $2,200,000. Increases of .50% are expected for 2023 and beyond. • Assumes $9.9 million for street maintenance in 2021 with variable growth rates from 2.0% to 2.5% for 2021 and beyond. • Assumes a salary vacancy savings of 1.50% in 2021 and 2.00% for 2022 as the City sees fewer vacancies during recessions. The salary vacancy rate in 2023 and beyond is 2.5%. A vacancy rate of 5% for insurance is assumed for 2021-2022 and 6% for 2023 and beyond. A 1% vacancy rate for retirement is assumed for 2021-2030. • All non-personnel expenditures increase 2.0% in 2021 and beyond. Parks • The fund balance goal is 11% of all expenditures. • Assumes a transfer from the General Fund of $3,749,344 in 2021, increasing 3% in 2022 and beyond. • Open Space revenues are budgeted to increase at 3% for all years of the model. • The City’s attributable share of Open Space revenue will continue to be used 100% for park maintenance and operations in 2021 and thereafter. 79
Ten Year Models Police Tax .21 • The fund balance goal is 11% of all expenditures. • Sales tax, auto and building use tax assumptions are the same as the General Fund and also assume an increase for development in the Ralston Creek Urban Renewal Area. Police Tax .25 • The fund balance goal is 11% of all expenditures. • Sales tax, auto and building use tax assumptions are the same as the General Fund and also assume an increase for development in the Ralston Creek Urban Renewal Area. Water • The working capital goal is 25% of expenditures. • Rates are budgeted to increase 4.0% in 2021 with increases of 3-4% thereafter. Wastewater • The working capital goal is 25% of all expenditures. • Rates are budgeted to increase 3.0% in 2019 with increases of 3-4% thereafter. Golf • The working capital goal is 11% of all expenditures. • Assumes that the Golf Fund will pay for its share of the COP to finance the West Woods expansion with a transfer to the COP fund of $417,000 in 2021 increasing to $457,000 in 2030. • Assumes that the Golf Fund will pay the Wastewater Fund $163,000/year on the note payable used to finance the irrigation system replacement. Storm Water • The working capital goal is 25% of all expenditures. • There is no increase in rates for 2021 and a 2% increase in 2022, 2024, 2026 and 2028. Solid Waste • This is a new fund in 2021 to account for revenues and expenditures of a city-wide solid waste hauling and recycling system. • A working capital goal has not been established for this fund. Hospitality • The working capital goal is 11% of all expenditures. • Food service operations will end at the Arvada Center in June 2021. • Assumes a transfer of $267,000 from the General Fund in 2021. Insurance Services • The fund balance goal is $3,000,000 plus the annual actuarial projection for limited loss. • Revenues for insurance lines are assumed to increase at 1% throughout the model. • Revenues for risk management services are increased at 3% throughout the model.
80
Ten Year Models Ten-Year Financial Models General Fund - Table 1 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
REVENUES Taxes
$73,895,201 $73,749,340 $71,459,866 $71,594,322 $73,690,262
$76,021,325
Licenses, Permits and Fees
4,128,945
3,274,232
2,825,714
3,005,288
3,009,925
3,025,711
Intergovernmental
6,371,205
6,423,491
4,977,963
4,575,552
4,372,194
4,402,962
Charges for Services
4,483,384
4,507,673
4,227,147
4,314,046
4,383,991
4,500,303
Fines & Forfeits
1,558,297
1,282,130
1,044,416
992,044
1,002,796
1,014,222
Miscellaneous
4,100,485
5,217,596
3,819,903
3,764,519
3,649,038
3,834,271
-
-
-
-
-
-
325,257
130,996
258,292
307,866
317,102
326,614
$94,862,773 $94,585,458 $88,613,301
88,553,637 $90,425,308
$93,125,408
$42,302,641 $45,374,289 $45,131,201
46,183,869 $47,956,533
$49,002,958
Other Financing Sources Revenue Transfer Total General Fund Revenue EXPENDITURES Personnel Services & Charges
11,599,324
12,546,421
13,544,921
12,186,136
12,502,406
12,821,200
Supplies & Expenses
5,560,364
6,017,301
6,739,557
6,815,509
6,784,766
6,909,497
Contract & Leases
5,916,429
8,215,368
6,272,738
5,323,642
4,671,953
4,506,063
Inventory Capital Maintenance Capital Outlay Transfers Other Total General Fund Expenditures
9,993
23,297
-
-
-
-
364,888
353,549
567,798
543,783
551,860
560,084
25,877
138,218
377,246
87,215
20,181
20,135
28,915,351
24,538,952
23,537,664
19,974,593
20,261,461
20,927,222
547
36,163
3,809
3,886
3,963
4,042
$94,695,412
$97,243,558 $96,174,934
$91,118,633 $92,753,123
Fund Balance, Beginning
$44,405,302 $44,572,663
Fund Balance, Ending
$44,572,663 $41,914,563 $34,352,930 $31,787,934
41,914,563 $34,352,930 $31,787,934
$94,751,201
$29,460,119
$29,460,119
$27,834,326
Fund Balance Goal (17% $16,098,220 $16,531,405 $16,349,739 $15,490,168 $15,768,031 of Expenditures)
$16,107,704
Excess/(Deficiency)
$11,726,622
$28,474,443 $25,383,158 $18,003,191 $16,297,766 $13,692,088
81
Ten Year Models Ten-Year Financial Models General Fund - Table 1 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Taxes
$78,754,727 $80,951,955 $82,890,622 $84,739,427 $86,821,234 $91,990,487
$94,362,639
Licenses, Permits and Fees
3,041,599
3,057,591
3,073,685
3,089,884
3,106,189
3,122,599
3,138,316
Intergovernmental
4,487,882
4,574,874
4,664,005
4,755,336
4,848,938
4,944,880
5,043,235
Charges for Services
4,620,087
4,743,444
4,870,480
5,002,309
5,136,043
5,274,795
5,417,687
Fines & Forfeits
1,025,790
984,102
996,591
1,008,675
1,020,936
1,033,374
1,045,994
Miscellaneous
4,010,506
4,065,491
4,145,552
4,228,013
4,270,455
4,357,851
4,488,146
-
-
-
-
-
-
-
336,413
346,505
356,901
367,607
378,635
389,993
401,693
Other Financing Sources Revenue Transfer Total General Fund Revenue
$96,277,004 $98,723,962 $100,997,836 $103,191,251 $105,582,430 $111,113,979 $113,897,710
EXPENDITURES Personnel Services & Charges
$49,913,665 $51,563,243 $53,100,419 $54,619,461 $56,096,814 $57,578,428
$59,017,580
13,047,572
13,482,794
13,838,479
14,151,305
14,449,073
14,980,240
15,298,644
Supplies & Expenses
7,036,803
7,179,152
7,306,352
7,448,925
7,594,723
7,735,176
7,880,504
Contract & Leases
4,552,335
4,541,556
4,583,596
4,673,766
4,765,792
4,859,718
4,955,585
Inventory Capital Maintenance Capital Outlay Transfers Other
-
-
-
-
-
-
-
568,461
576,993
585,682
594,531
603,544
612,722
622,070
20,077
20,004
19,918
19,816
19,700
19,567
19,417
21,729,351
22,458,526
23,187,144
23,904,214
24,674,433
25,431,108
26,241,129
4,124
4,206
4,290
4,376
4,464
4,553
4,644
Total General Fund Expenditures
$96,872,388 $99,826,474 $102,625,880 $105,416,394 $108,208,543 $111,221,512 $114,039,573
Fund Balance, Beginning
$27,834,326 $27,238,942 $26,136,430 $24,508,386 $22,283,243 $19,657,130
$19,549,597
Fund Balance, Ending
$27,238,942 $26,136,430
24,508,386 $22,283,243 $19,657,130 $19,549,597
$19,407,734
Fund Balance Goal (17% of Expenditures)
$16,468,306 $16,970,501 $17,446,400 $17,920,787 $18,395,452 $18,907,657
$19,386,727
Excess/(Deficiency)
$10,770,636
$9,165,929
$7,061,986
82
$4,362,456
$1,261,678
$641,940
$21,006
Ten Year Models Ten-Year Financial Models Parks - Table 2 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
REVENUES Licenses, Permits and Fees
$34,791
$48,469
$1,000
$62,988
$64,878
$66,824
4,643,568
5,035,853
4,925,383
5,075,159
5,227,414
5,384,238
51,759
48,904
26,846
68,590
70,648
72,767
Miscellaneous
1,208,418
1,204,822
1,055,391
1,087,815
1,114,006
1,135,398
Revenue Transfer
3,346,445
3,548,593
3,675,060
3,784,869
3,897,969
4,014,462
$9,284,981
$9,886,641
$9,683,680 $10,079,421 $10,374,915
$10,673,689
$5,209,780
$5,306,613
$5,277,763
$5,315,630
$5,536,287
$5,751,129
Services & Charges
1,818,031
1,897,785
2,176,866
2,221,719
2,281,849
2,343,756
Supplies & Expenses
1,581,654
1,754,565
1,952,453
1,987,815
2,037,282
2,085,235
193,917
202,657
216,028
222,887
229,964
237,251
26,912
1,387
2,388
2,460
2,534
2,610
151,424
77,957
162,765
167,626
172,634
177,791
-
-
35,000
-
-
-
79,665
60,050
120,246
-
-
-
24
-
100
100
100
100
Total Expenditures
$9,061,406
$9,301,014
$9,943,609
$9,918,237
Fund Balance, Beginning
$5,291,151
$5,514,725
$6,100,352
$5,840,423
$6,001,607
$6,115,872
Fund Balance, Ending
$5,514,725
$6,100,352
$5,840,423
$6,001,607
$6,115,872
$6,191,689
$996,755
$1,023,112
$1,093,797
$1,091,006
$1,128,672
$1,165,766
$4,517,971
$5,077,240
$4,746,626
$4,910,601
$4,987,200
$5,025,923
Intergovernmental Charges for Services
Total Revenues EXPENDITURES Personnel
Contract & Leases Inventory Capital Maintenance Capital Outlay Transfers Other
Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)
83
$10,260,650
$10,597,872
Ten Year Models Ten-Year Financial Models Parks - Table 2 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Licenses, Permits and Fees
$68,829
$70,894
$73,020
$75,211
$77,467
$79,791
$82,185
Intergovernmental
5,545,764
5,712,137
5,883,501
6,060,007
6,241,807
6,429,061
6,621,933
74,950
77,198
79,514
81,900
84,357
86,888
89,495
Miscellaneous
1,157,902
1,187,659
1,218,164
1,249,435
1,281,490
1,314,350
1,348,034
Revenue Transfer
4,134,446
4,258,025
4,385,200
4,516,482
4,651,694
4,790,962
4,934,409
$10,981,891 $11,305,913 $11,639,399 $11,983,035 $12,336,815 $12,701,052
$13,076,056
Charges for Services
Total Revenues EXPENDITURES Personnel
$5,874,943
$6,085,435
$6,289,551
$6,493,565
$6,698,595
$6,900,278
$7,096,139
Services & Charges
2,407,479
2,473,068
2,540,279
2,610,070
2,681,600
2,771,541
2,847,857
Supplies & Expenses
2,133,698
2,186,675
2,240,417
2,294,166
2,348,011
2,402,382
2,458,616
244,772
252,515
260,509
268,743
277,233
285,985
295,007
2,688
2,768
2,852
2,937
3,025
3,116
3,209
183,102
188,573
194,206
200,009
205,985
212,141
218,480
-
-
-
-
-
-
-
Contract & Leases Inventory Capital Maintenance Capital Outlay Transfers Other Total Expenditures
-
-
-
-
-
-
-
100
100
100
100
100
100
100
$10,846,782 $11,189,134 $11,527,914 $11,869,590 $12,214,549 $12,575,543
$12,919,408
Fund Balance, Beginning
$6,191,689
$6,326,798
$6,443,577
$6,555,062
$6,668,507
$6,790,773
$6,916,282
Fund Balance, Ending
$6,326,798
$6,443,577
$6,555,062
$6,668,507
$6,790,773
$6,916,282
$7,072,930
Fund Balance Goal (11% of Expenditures)
$1,193,146
$1,230,805
$1,268,071
$1,305,655
$1,343,600
$1,383,310
$1,421,135
Excess/(Deficiency)
$5,133,652
$5,212,772
$5,286,991
$5,362,852
$5,447,172
$5,532,972
$5,651,795
84
Ten Year Models Ten-Year Financial Models Police Tax Increment .21 - Table 3 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
REVENUES Taxes
$4,697,711
$4,861,125
$4,715,620
$4,691,637
$4,818,653
$4,976,840
150,449
-
100,000
226,667
216,667
216,667
96,711
219,862
120,000
120,000
115,000
111,000
$4,944,870
$5,080,987
$4,935,620
$5,038,304
$5,150,320
$5,304,507
$2,980,546
$3,314,573
$3,805,646
$4,282,718
$4,539,141
$4,781,309
Services & Charges
179,607
205,962
198,962
439,060
214,511
220,109
Supplies & Expenses
418,851
431,428
482,869
472,535
483,288
494,739
Contract & Leases
329,609
467,839
363,180
365,075
367,027
369,038
68,350
8,628
179,845
9,110
9,384
9,665
-
41,595
222,000
-
-
-
328,503
978,654
88,209
95,634
98,033
100,504
Total Expenditures
$4,305,466
$5,448,679
$5,340,711
$5,664,132
$5,711,384
$5,975,364
Fund Balance, Beginning
$5,580,896
$6,220,300
$5,852,608
$5,447,517
$4,821,689
$4,260,625
Fund Balance, Ending
$6,220,300
$5,852,608
$5,447,517
$4,821,689
$4,260,625
$3,589,768
$473,601
$594,779
$563,058
$623,055
$628,252
$657,290
$5,746,699
$5,257,829
$4,884,459
$4,198,634
$3,632,373
$2,932,478
Intergovernmental Miscellaneous Total Revenues EXPENDITURES Personnel
Capital Maintenance Capital Outlay Transfers
Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)
85
Ten Year Models Ten-Year Financial Models Police Tax Increment .21 - Table 3 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Taxes
$5,153,405
$5,301,447
$5,435,493
$5,611,783
$5,775,841
$5,988,272
$6,149,817
50,000
50,000
50,000
50,000
50,000
50,000
50,000
104,000
100,000
98,000
98,000
75,000
72,000
69,000
$5,307,405
$5,451,447
$5,583,493
$5,759,783
$5,900,841
$6,110,272
$6,268,817
$4,940,121
$4,573,580
$4,691,664
$4,811,869
$4,932,730
$5,069,876
$5,191,927
Services & Charges
225,861
231,770
237,845
244,085
250,196
246,497
253,263
Supplies & Expenses
505,678
496,096
507,566
519,642
531,484
543,506
555,948
Contract & Leases
377,109
385,362
393,801
402,431
411,257
420,283
429,513
9,954
10,251
10,559
10,876
11,202
11,539
11,885
-
-
-
-
-
-
-
103,049
105,672
108,374
111,157
114,024
116,978
120,021
Total Expenditures
$6,161,772
$5,802,731
$5,949,809
$6,100,060
$6,250,893
$6,408,679
$6,562,557
Fund Balance, Beginning
$3,589,768
$2,735,401
$2,384,117
$2,017,801
$1,677,524
$1,327,472
$1,029,065
Fund Balance, Ending
$2,735,401
$2,384,117
$2,017,801
$1,677,524
$1,327,472
$1,029,065
$735,325
$677,795
$638,300
$654,479
$671,007
$687,598
$704,955
$721,881
$2,057,606
$1,745,817
$1,363,322
$1,006,517
$639,874
$324,110
$13,444
Intergovernmental Miscellaneous Total Revenues EXPENDITURES Personnel
Capital Maintenance Capital Outlay Transfers
Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)
86
Ten Year Models Ten-Year Financial Models Police Tax Increment .25 - Table 4 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
$5,731,788
$5,731,643
$5,556,853
$5,533,173
$5,683,876
$5,870,410
360,336
249,894
150,000
134,000
106,000
105,000
$6,092,123
$5,981,537
$5,706,853
$5,667,173
$5,789,876
$5,975,410
$4,667,969
$5,214,557
$4,566,409
$4,704,743
$5,191,216
$5,422,338
Services & Charges
144,898
171,995
178,910
177,469
181,899
186,444
Supplies & Expenses
457,406
682,021
594,077
638,616
654,273
669,539
22,970
199,364
156,770
154,689
153,697
153,248
248
52,148
5,593
5,761
5,934
6,112
-
-
784
808
832
857
355,401
190,023
127,046
135,636
139,235
142,942
Total Expenditures
$5,648,892
$6,510,108
$5,629,589
$5,817,722
$6,327,086
$6,581,480
Fund Balance, Beginning
$7,318,052
$7,761,283
$7,232,712
$7,309,976
$7,159,427
$6,622,217
Fund Balance, Ending
$7,761,283
$7,232,712
$7,309,976
$7,159,427
$6,622,217
$6,016,147
$621,378
$716,112
$619,255
$639,949
$695,979
$723,963
$7,139,905
$6,516,600
$6,690,721
$6,519,478
$5,926,238
$5,292,184
REVENUES Taxes Miscellaneous Total Revenues EXPENDITURES Personnel
Contract & Leases Capital Maintenance Capital Outlay Transfers
Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)
87
Ten Year Models Ten-Year Financial Models Police Tax Increment .25 - Table 4 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Taxes
$6,076,411
$6,252,812
$6,477,733
$6,563,493
$6,747,026
$6,924,765
$7,101,838
100,000
85,000
80,000
51,000
41,000
39,800
38,582
$6,176,411
$6,337,812
$6,557,733
$6,614,493
$6,788,026
$6,964,565
$7,140,420
$5,557,873
$5,750,584
$5,894,527
$6,039,444
$6,186,786
$6,355,508
$6,511,431
Services & Charges
191,112
195,905
$200,825
205,876
$211,062
218,444
$224,151
Supplies & Expenses
683,696
699,664
714,188
729,988
742,768
756,956
775,210
Contract & Leases
156,346
159,506
162,731
166,021
169,378
172,803
176,297
6,296
6,484
6,679
6,879
7,086
7,298
7,517
883
909
936
965
994
1,023
1,054
146,761
150,695
154,747
158,922
163,222
167,652
172,215
Total Expenditures
$6,742,967
$6,963,747
$7,134,633
$7,308,095
$7,481,296
$7,679,684
$7,867,875
Fund Balance, Beginning
$6,016,147
$5,449,591
$4,823,656
$4,246,756
$3,553,154
$2,859,884
$2,144,765
Fund Balance, Ending
$5,449,591
$4,823,656
$4,246,756
$3,553,154
$2,859,884
$2,144,765
$1,417,310
$741,726
$766,012
$784,810
$803,890
$822,943
$844,765
$865,466
$4,707,865
$4,057,644
$3,461,946
$2,749,264
$2,036,941
$1,300,000
$551,844
Miscellaneous Total Revenues EXPENDITURES Personnel
Capital Maintenance Capital Outlay Transfers
Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)
88
Ten Year Models Ten-Year Financial Models Water Fund - Table 5 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
REVENUES Licenses, Permits and Fees
$9,686,180
$7,687,515 $11,516,492
$7,416,409
$7,098,098
$6,871,483
Charges for Services
24,082,025
23,167,483
24,411,552
25,787,267
26,692,327
27,659,132
1,900,664
3,443,365
1,351,000
956,222
1,018,793
813,191
Revenue Transfer
495,562
510,428
391,811
460,390
473,752
487,515
Other Financing Sources
106,344
(511,352)
-
-
-
-
$36,270,77 $34,297,439 $37,670,855 $34,620,288 $35,282,970
$35,831,321
Miscellaneous
Total Revenues EXPENDITURES Personnel Services & Charges
$6,660,732
$7,266,536
$7,053,601
$7,198,898
$7,518,171
$7,833,709
8,125,921
7,882,236
8,795,453
9,647,770
9,925,710
10,513,391
Supplies & Expenses
889,420
1,057,841
1,967,269
1,699,070
1,741,820
1,781,131
Contract & Leases
832,828
1,021,773
749,376
3,071,904
780,332
805,701
2,240,422
2,246,432
2,262,000
-
-
-
-
(27,482)
-
-
-
-
Capital Maintenance
7,022,715
5,451,993
6,160,062
4,668,880
4,806,873
4,948,963
Capital Outlay
3,855,498
5,930,654
27,311,035
29,625,591
36,476,356
30,047,461
-
-
-
-
-
-
2,622,997
3,497,276
2,706,266
2,467,849
2,541,070
2,616,494
1,467
185
5,228
5,307
5,386
5,467
Total Expenditures
$32,251,999 $34,327,444 $57,010,290 $58,385,269 $63,795,718
$58,552,317
Working Capital, Beginning
$102,135,549 $106,154,324 $106,124,319 $86,784,884 $63,019,903
$34,507,155
Working Capital, Ending
$106,154,324 $106,124,319 $86,784,884
$11,786,159
Debt Service Inventory
Future Capital Projects for Prioritization Transfers Other
Working Capital Goal (25% of Expenditures) Excess/(Deficiency)
$7,099,125
$7,099,197
$7,424,814
$99,055,199 $99,025,121 $79,360,070
89
$63,019,93
$7,189,920
$34,507,155 $6,829,841
$7,126,214
55,829,983 $27,677,314
$4,659,945
Ten Year Models Ten-Year Financial Models Water Fund - Table 5 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Licenses, Permits and Fees
$6,535,986
$6,166,836
$6,144,844
$5,863,591
$5,774,606
$5,774,384
$5,774,162
Charges for Services
28,648,527
29,662,694
30,674,699
31,747,864
32,845,745
33,985,487
35,161,400
Miscellaneous
681,130
501,443
276,156
228,536
169,951
168,831
183,994
Revenue Transfer
501,690
671,552
691,249
711,537
732,432
753,955
776,122
-
-
-
-
-
-
-
$36,367,333 $37,002,525 $37,786,948 $38,551,528 $39,522,734 $40,682,657
$41,895,678
Other Financing Sources Total Revenues EXPENDITURES Personnel
$8,005,379
$8,303,687
$8,600,213
$8,892,894
$9,170,889
$9,425,015
$9,694,659
Services & Charges
10,499,045
10,802,916
11,125,238
11,331,956
11,542,954
11,689,392
11,907,489
1,822,898
1,862,681
1,907,604
1,949,862
1,992,053
2,034,509
2,078,396
832,055
859,443
887,912
913,135
939,085
965,785
993,257
Debt Service
-
-
-
-
-
-
-
Inventory
-
-
-
-
-
-
-
Capital Maintenance
5,095,274
5,245,931
5,401,064
5,560,805
5,725,293
5,894,669
6,069,079
Capital Outlay
9,326,912
1,726,719
11,242,890
8,259,434
6,276,358
2,793,674
811,389
-
-
5,000,000
7,000,000
2,694,186
2,774,214
2,856,649
2,941,563
3,029,031
3,119,130
3,211,938
5,549
5,632
5,717
5,803
5,890
5,978
6,068
Total Expenditures
$38,281,298 $31,581,223 $42,027,287 $39,855,452 $38,681,553 $40,928,152
$41,772,275
Working Capital, Beginning
$11,786,159
10,590,414
$10,344,919
Supplies & Expenses Contract & Leases
Future Capital Projects for Prioritization Transfers Other
$9,872,194 $15,293,496
11,053,157
$9,749,233
Working Capital, Ending
$9,872,194 $15,293,496 $11,053,157
$9,749,233 $10,590,414 $10,344,919
$10,468,322
Working Capital Goal (25% of Expenditures)
$7,238,597
$7,463,626
$7,696,099
$7,899,005
$8,101,299
$9,533,620
$10,240,222
Excess/(Deficiency)
$2,633,597
$7,829,870
$3,357,057
$1,850,228
$2,489,115
$811,299
$228,100
90
Ten Year Models Ten-Year Financial Models Wastewater Fund - Table 6 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
REVENUES Licenses, Permits and Fees
$1,488,115
$1,739,443
$864,607
$788,741
$783,319
$708,423
Charges for Services
11,936,466
12,590,980
14,304,683
14,628,432
14,951,056
15,272,443
282,390
(478,259)
907,893
846,200
827,200
833,200
-
-
-
-
-
-
$13,706,971 $13,852,164 $16,077,183 $16,263,373 $16,561,575
$16,814,066
Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel Services & Charges Supplies & Expenses
$1,357,526
$1,497,446
$1,563,174
$1,566,935
$1,628,179
$1,690,887
156,121
180,015
226,100
635,472
653,311
671,666
371,830
445,827
525,916
521,795
533,055
540,663
Contract & Leases
7,830,301
8,475,540
9,351,271
9,585,069
9,824,712
10,070,348
Capital Maintenance
3,359,774
3,029,036
1,956,134
2,487,376
2,561,997
829,016
290,916
526,498
7,565,729
1,895,339
1,239,154
790,731
-
-
-
-
-
-
1,152,150
901,104
928,137
823,445
848,135
873,565
297
70
-
-
Capital Outlay Future Capital Projects for Prioritization Transfers Other
-
-
Total Expenditures
14,518,915 $15,055,536 $22,116,461 $17,515,431 $17,288,543
$15,466,876
Working Capital, Beginning
14,386,000 $13,574,056 $12,370,684
Working Capital, Ending
$13,574,056 $12,370,684
$6,331,406
$5,079,348
$4,352,380
$6,331,406
$5,079,348
$4,352,380
$5,699,570
Working Capital Goal (25% of Expenditures)
$3,629,729
$3,763,884
$5,529,115
$4,378,858
$4,322,136
$3,866,719
Excess/(Deficiency)
$9,944,327
$8,606,800
$802,291
$700,490
$30,245
$1,832,851
91
Ten Year Models Ten-Year Financial Models Wastewater Fund - Table 6 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
$673,633
$640,575
$640,682
$591,210
$591,319
$591,430
$591,541
15,589,728
16,040,698
16,497,309
16,959,641
17,267,209
17,579,330
17,896,079
783,456
799,503
808,387
875,156
894,951
923,443
956,515
-
-
-
-
-
-
-
$17,046,817 $17,480,776 $17,946,378 $18,426,007 $18,753,479 $19,094,203
$19,444,135
REVENUES Licenses, Permits and Fees Charges for Services Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel Services & Charges Supplies & Expenses
$1,725,134
$1,786,808
$1,849,218
$1,910,888
$1,974,243
$2,033,327
$2,097,500
690,551
709,982
729,977
747,729
765,951
767,889
786,658
552,201
563,871
576,545
588,032
600,032
610,259
622,998
10,322,124
10,580,194
10,844,719
11,115,856
11,393,772
11,678,637
11,970,624
Capital Maintenance
853,887
879,503
905,888
933,065
961,057
989,889
1,019,585
Capital Outlay
582,597
838,885
618,078
889,974
655,718
944,173
695,652
-
-
-
-
4,000,000
2,000,000
2,000,000
899,759
1,082,001
1,114,452
1,147,877
1,182,306
1,217,768
1,254,295
-
-
-
-
-
-
-
17,333,421 $21,533,079 $20,241,942
$20,447,312
Contract & Leases
Future Capital Projects for Prioritization Transfers Other Total Expenditures
$15,626,253 $16,441,244 $16,638,877
Working Capital, Beginning
$5,699,570
$7,120,134
$8,159,665
Working Capital, Ending
$7,120,134
$8,159,665
$9,467,166 $10,559,752
Working Capital Goal (25% of Expenditures)
$3,906,563
$4,110,311
$4,159,719
Excess/(Deficiency)
$3,213,570
$4,049,354
$5,307,447
92
$9,467,166
$7,780,152
$6,632,413
$7,780,152
$6,632,413
$5,629,236
$4,333,355
$5,383,270
$5,060,486
$5,111,828
$6,226,397
$2,396,883
$1,571,928
$517,408
$10,559,752
Ten Year Models Ten-Year Financial Models Golf Course - Table 7 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
$4,932,105
$5,524,285
$4,581,226
$5,769,608
$6,154,662
$6,338,682
38,474
24,543
864
10,002
10,302
10,611
1,621,402
250,902
1,593,466
366,262
274,294
282,570
$6,591,981
$5,799,730
$6,175,556
$6,145,872
$6,439,258
$6,631,863
$3,164,403
$3,292,041
$2,883,714
$3,301,578
$3,464,701
$3,589,581
Services & Charges
498,501
608,414
453,490
489,007
497,071
505,214
Supplies & Expenses
668,793
860,643
710,176
856,504
852,979
868,163
Contract & Leases
195,466
23,491
201,355
202,950
203,369
203,795
Debt Service
163,627
228,347
163,200
163,200
163,200
163,200
Inventory
851,803
964,802
482,430
830,585
848,202
865,176
47,795
42,830
29,500
47,657
48,377
49,109
2,412,593
-
94,000
100,000
30,900
30,000
-
415,638
411,224
421,082
433,636
431,998
REVENUES Charges for Services Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel
Capital Maintenance Capital Outlay Transfers Other
-
2,524
2,625
100
106
100
Total Expenditures
$8,002,981
$6,438,730
$5,431,714
$6,412,663
$6,542,541
$6,706,336
Working Capital, Beginning
$(524,000)
$(887,000) $(1,526,000)
$(782,158) $(1,048,949)
$(1,152,232)
Working Capital, Ending
$(887,000) $(1,526,000)
$(782,158) $(1,048,949) $(1,152,232)
$(1,226,705)
Working Capital Goal (11% of Expenditures) Excess/(Deficiency)
$596,991
$644,588
$523,962
$650,629
$668,925
$(1,483,991) $(2,170,588) $(1,306,120) $(1,679,071) $(1,802,861)
$(1,895,630)
93
$630,122
Ten Year Models Ten-Year Financial Models Golf Course - Table 7 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Charges for Services
$6,528,224
$6,739,720
$6,991,686
$7,253,100
$7,524,317
$7,805,705
$8,097,638
10,929
11,285
11,708
12,147
12,602
13,075
13,565
291,098
299,884
308,880
318,147
327,691
337,522
347,647
$6,830,251
$7,050,889
$7,312,274
$7,583,394
$7,864,610
$8,156,302
$8,458,850
$3,670,385
$3,618,084
$3,900,954
$4,018,823
$4,135,798
$4,235,721
$4,385,930
Services & Charges
513,530
521,991
530,601
539,362
548,277
565,168
574,611
Supplies & Expenses
882,590
898,058
914,033
930,137
946,506
960,947
976,975
Contract & Leases
204,227
204,665
205,110
205,562
206,020
206,485
206,958
Debt Service
163,200
163,200
163,200
163,200
163,200
163,200
163,200
Inventory
887,248
910,014
929,565
949,587
970,091
991,091
1,012,600
Capital Maintenance
49,850
50,604
51,369
52,145
52,934
53,735
54,548
Capital Outlay
30,000
30,000
30,000
30,000
30,000
30,000
30,000
437,878
443,160
447,843
451,120
454,429
457,764
461,125
Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel
Transfers Other
100
100
100
100
100
100
100
$6,839,008
$6,839,876
$7,172,775
$7,340,036
$7,507,355
$7,664,211
$7,866,047
Working Capital, Beginning
$(1,226,705) $(1,235,462) $(1,024,449)
$(884,950)
$(641,592)
$(284,337)
$207,754
Working Capital, Ending
$(1,235,462) $(1,024,449)
$(884,950)
$(641,592)
$(284,337)
$207,754
$800,557
$718,491
$736,529
$754,570
$771,457
$793,289
$(1,918,335) $(1,706,836) $(1,603,441) $(1,378,121) $(1,038,907)
$(563,703)
$7,267
Total Expenditures
Working Capital Goal (11% of Expenditures) Excess/(Deficiency)
$682,872
$682,387
94
Ten Year Models Ten-Year Financial Models Stormwater Utility - Table 8 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
REVENUES Licenses, Permits and Fees
$3,175
$2,200
$-
$-
$-
$-
3,464,746
3,635,577
3,772,677
3,935,577
4,008,289
4,008,289
166,198
174,095
126,593
99,813
102,299
101,421
-
-
-
-
-
$3,634,119
$3,811,872
$3,899,270
$4,035,390
$4,110,588
$4,109,710
Personnel
$635,278
$655,823
$753,681
$754,824
$786,343
$818,647
Services & Charges
1,625,572
827,326
754,807
772,940
795,771
819,282
Supplies & Expenses
54,832
73,664
94,033
96,096
98,249
100,459
Contract & Leases
85,096
150,252
162,357
167,228
172,246
177,413
Capital Outlay
50,573
321,780
3,734,530
1,183,205
1,079,738
1,043,222
1,461,142
2,017,845
1,493,371
1,514,861
1,529,954
1,552,119
3,553
128
-
-
-
-
Total Expenditures
$3,916,045
$4,046,818
$6,992,779
$4,489,154
$4,462,301
$4,511,142
Working Capital, Beginning
$7,543,067
$7,261,140
$7,026,194
$3,932,685
$3,478,921
$3,127,208
Working Capital, Ending
$7,261,140
$7,026,194
$3,932,685
$3,478,921
$3,127,208
$2,725,776
Working Capital Goal (25%)
$966,368
$931,260
$814,562
$826,487
$845,641
$866,980
Excess/(Deficiency)
$6,294,772
$6,094,935
$3,118,123
$2,652,434
$2,281,568
$1,858,796
Charges for Services Miscellaneous Revenue Transfer Total Revenues EXPENDITURES
Transfers Other
95
Ten Year Models Ten-Year Financial Models Stormwater Utility - Table 8 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Licenses, Permits and Fees
$-
$-
$-
$-
$-
$-
$-
4,082,455
4,082,455
4,158,104
4,158,104
4,235,266
4,235,266
4,313,971
102,245
103,082
103,933
104,590
105,254
105,923
106,598
-
-
-
-
-
-
-
$4,184,700
$4,185,537
$4,262,037
$4,262,694
$4,340,520
$4,341,189
$4,420,569
$837,292
$869,168
$897,105
$922,205
$947,622
$972,661
$995,544
Services & Charges
843,493
868,424
894,098
917,894
946,450
968,815
997,550
Supplies & Expenses
105,307
107,164
109,569
111,199
112,913
114,706
116,577
Contract & Leases
182,735
188,217
193,863
199,678
205,669
211,839
218,194
Capital Outlay
1,074,375
1,106,606
1,289,804
846,908
870,358
894,512
919,390
Transfers
1,571,256
729,774
751,668
774,217
797,443
821,365
846,006
-
-
-
-
-
-
-
Total Expenditures
$4,614,458
$3,869,353
$4,136,107
$3,772,101
$3,880,455
$3,983,898
$4,093,261
Working Capital, Beginning
$2,725,776
$2,296,018
$2,612,202
$2,738,132
$3,228,725
$3,688,790
$4,046,081
Working Capital, Ending
$2,296,018
$2,612,202
$2,738,132
$3,228,725
$3,688,790
$4,046,081
$4,373,389
Working Capital Goal (25%)
$885,021
$690,687
$711,576
$2,026,557
$1,202,169
$2,486,622
$1,559,460
Excess/(Deficiency)
$1,410,998
$1,921,516
$2,026,557
$1,202,169
$2,486,622
$1,559,460
$2,813,930
Charges for Services Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel
Other
96
Ten Year Models Ten-Year Financial Models Solid Waste - Table 9 2021 Budget
2022 Budget
2023 Budget
2024 Budget
2025 Budget
2026 Budget
$430,872
$861,743
$869,649
$877,791
$886,179
$894,817
700,000
-
-
-
-
-
2,608,613
5,217,225
5,307,424
5,490,980
5,680,959
5,877,588
266,400
532,800
532,800
532,800
532,800
532,800
Other Financing Sources
2,316,000
-
-
-
-
-
Total Revenues
$6,321,885
$6,611,768
$6,709,873
$6,901,571
$7,099,938
$7,305,205
$164,196
$172,398
$181,481
$187,251
$195,933
$204,666
7,898
8,082
8,271
8,464
8,663
8,866
2,704,203
5,408,407
5,498,606
5,682,162
5,872,141
6,068,770
285,833
490,000
490,000
490,000
490,000
253,661
3,060,480
60,480
60,480
60,480
60,480
60,480
REVENUES Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous
EXPENDITURES Personnel Supplies & Expenses Contracts & Leases Debt Service Capital Outlay Transfers
98,650
101,160
103,744
106,407
109,149
111,973
$6,321,260
$6,240,527
$6,342,582
$6,534,764
$6,736,366
$6,708,416
Working Capital, Beginning
$-
$625
$371,866
$739,157
$1,105,964
$1,469,536
Working Capital, Ending
$625
$371,866
$739,157
$1,105,964
$1,469,536
$2,066,325
$1,580,315
$1,560,132
$1,585,646
$1,633,691
$1,684,092
$1,677,104
$(1,579,690) $(1,188,266)
$(846,489)
$(527,727)
$(214,556)
$389,221
Total Expenditures
Working Capital Goal (25% of Expenditures) Excess/(Deficiency)
97
Ten Year Models Ten-Year Financial Models Solid Waste - Table 9 2027 Budget
2028 Budget
2029 Budget
2030 Budget
$903,715
$912,880
$922,320
$932,043
-
-
-
-
6,081,100
6,291,734
6,509,740
6,735,376
532,800
532,800
532,800
532,800
Other Financing Sources
-
-
-
-
Total Revenues
$7,517,615
$7,737,414
$7,964,860
$8,200,219
$213,438
$219,526
$225,820
$232,342
9,074
9,286
9,504
9,728
6,272,282
6,482,916
6,700,922
6,926,558
-
-
-
-
60,480
60,480
60,480
60,480
REVENUES Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous
EXPENDITURES Personnel Supplies & Expenses Contracts & Leases Debt Service Capital Outlay Transfers
114,882
117,879
120,965
124,144
Total Expenditures
$6,670,156
$6,890,087
$7,117,691
$7,353,252
Working Capital, Beginning
$2,066,325
$2,913,784
$3,761,111
$4,608,280
Working Capital, Ending
$2,913,784
$3,761,111
$4,608,280
$5,455,247
Working Capital Goal (25% of Expenditures)
$1,667,539
$1,722,522
$1,779,423
$1,838,313
Excess/(Deficiency)
$1,246,245
$2,038,589
$2,828,857
$3,616,934
98
Ten Year Models Ten-Year Financial Models Insurance Services - Table 10 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
REVENUES Intergovernmental
$2,123,468
$2,485,223
$2,585,109
$2,433,742
$2,470,248
$2,507,302
Miscellaneous
1,160,892
299,861
79,500
80,000
60,000
66,000
Revenue Transfer
1,000,000
160,697
-
-
-
-
$4,284,360
$2,945,781
$2,664,609
$2,513,742
$2,530,248
$2,573,302
Personnel
$306,195
$309,680
$320,110
$325,526
$339,026
$353,277
Services & Charges
Total Revenue EXPENDITURES
1,618,777
2,552,043
1,748,696
1,639,380
1,796,219
1,957,025
Supplies & Expenses
71,124
89,342
231,013
240,073
249,511
259,346
Contract & Leases
67,937
189,154
80,909
84,236
87,663
91,193
Capital Outlay
-
-
-
-
-
-
Carryover
-
-
-
-
-
-
Transfers
-
3,848
-
-
-
-
Total Expenditures
$2,064,034
$3,144,067
$2,380,728
$2,289,215
$2,472,419
$2,660,841
Fund Balance, Beginning
$1,093,241
$3,313,567
$3,115,281
$3,399,162
$3,623,689
$3,681,518
Fund Balance, Ending
$3,313,567
$3,115,281
$3,399,162
$3,623,689
$3,681,518
$3,593,979
99
Ten Year Models Ten-Year Financial Models Insurance Services - Table 10 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Intergovernmental
$2,544,912
$2,583,085
$2,621,830
$2,661,159
$2,701,076
$2,859,032
$2,892,997
75,000
80,000
80,000
80,000
80,000
80,000
80,000
-
-
-
-
-
-
-
$2,619,912
$2,663,085
$2,701,830
$2,741,159
$2,781,076
$2,939,032
$2,972,997
Personnel
$361,362
$375,796
$390,692
$405,625
$420,666
$434,208
$446,532
Services & Charges
1,995,776
2,055,663
2,140,923
2,205,600
2,372,802
2,568,157
2,797,445
269,596
280,280
291,416
301,099
311,080
321,484
332,329
94,829
98,573
102,430
103,966
105,525
107,107
108,713
Capital Outlay
-
-
-
-
-
-
-
Carryover
-
-
-
-
-
-
-
Transfers
-
-
-
-
-
-
-
Total Expenditures
$2,721,563
$2,810,312
$2,925,461
$3,016,290
$3,210,073
$3,430,956
$3,685,019
Fund Balance, Beginning
$3,593,979
$3,492,328
$3,345,101
$3,121,470
$2,846,339
$2,417,342
$1,925,418
Fund Balance, Ending
$3,492,328
$3,345,101
$3,121,470
$2,846,339
$2,417,342
$1,925,418
$1,213,396
Miscellaneous Revenue Transfer Total Revenue EXPENDITURES
Supplies & Expenses Contract & Leases
100
Ten Year Models Ten-Year Financial Models Computers - Table 11 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
$2,119,421
$2,294,194
$2,443,405
$2,487,192
$2,534,423
$2,585,113
29,763
33,443
28,000
28,000
28,000
28,000
Miscellaneous
129,457
361,587
61,307
63,146
65,040
66,991
Revenue Transfer
150,000
603,500
-
-
-
-
$2,428,641
$3,292,724
$2,532,712
$2,578,338
$2,627,463
$2,680,104
$171,270
$125,977
$106,658
$106,568
$107,329
$108,288
602
867
848
811
823
835
2,594,938
2,697,029
2,523,769
1,734,625
2,795,087
3,587,052
-
-
-
-
-
-
Total Expenditures
$2,766,810
$2,823,873
$2,631,275
$1,842,004
$2,903,239
$3,696,175
Fund Balance, Beginning
$7,144,000
$6,805,831
$7,274,682
$7,176,119
$7,912,453
$7,636,677
Fund Balance, Ending
$6,805,831
$7,274,682
$7,176,119
$7,912,453
$7,636,677
$6,620,606
REVENUES Intergovernmental Charges for Services
Total Revenue EXPENDITURES Personnel Services & Charges Supplies & Expenses Transfers
101
Ten Year Models Ten-Year Financial Models Computers - Table 11 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Intergovernmental
$2,636,903
$2,689,589
$2,743,411
$2,798,465
$2,854,335
$2,911,249
$2,969,308
Charges for Services
28,000
28,000
28,000
28,000
28,000
28,000
28,000
Miscellaneous
69,001
71,071
73,203
75,399
77,661
79,990
82,390
-
-
-
-
-
-
-
$2,733,904
$2,788,660
$2,844,614
$2,901,864
$2,959,996
$3,019,239
$3,079,698
$109,136
$110,025
$110,959
$111,940
$112,969
$114,123
$115,255
848
861
873
887
900
960
974
2,188,716
2,553,532
2,661,393
3,013,303
3,564,543
4,269,504
5,173,874
-
-
-
-
-
-
-
Total Expenditures
$2,298,700
$2,664,418
$2,773,225
$3,126,130
$3,678,412
$4,384,587
$5,290,103
Fund Balance, Beginning
$6,620,606
$7,055,810
$7,180,052
$7,251,441
$7,027,175
$6,308,759
$4,943,411
Fund Balance, Ending
$7,055,810
$7,180,052
$7,251,441
$7,027,175
$6,308,759
$4,943,411
$2,733,006
Revenue Transfer Total Revenue EXPENDITURES Personnel Services & Charges Supplies & Expenses Transfers
102
Ten Year Models Ten-Year Financial Models Vehicles - Table 12 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
$4,066,849
$5,036,090
$5,458,503
$5,567,343
$5,687,447
$5,776,009
341,642
433,304
189,000
65,000
73,000
71,000
1,297,661
404,526
75,000
75,000
75,000
75,000
$5,706,153
$5,873,920
$5,722,503
$5,707,343
$5,835,447
$5,922,009
$1,531,967
$1,669,503
$1,580,103
$1,593,395
$1,658,714
$1,721,156
Services & Charges
123,041
128,525
131,298
146,654
149,879
153,184
Supplies & Expenses
231,175
674,095
379,048
372,866
382,651
392,554
Contract & Leases
24,513
25,080
14,806
15,250
15,708
16,179
Inventory
(3,642)
15,695
-
-
-
-
687,130
693,586
640,609
659,827
679,622
700,011
2,665,217
2,345,282
2,600,149
2,003,610
3,515,098
1,503,547
REVENUES Intergovernmental Miscellaneous Other Total Revenue EXPENDITURES Personnel
Capital Maintenance Capital Outlay Transfers
81,751
244,901
86,729
89,331
92,011
94,771
Total Expenditures
$5,341,153
$5,796,667
$5,432,742
$4,880,933
$6,493,683
$4,581,402
Fund Balance, Beginning
$4,748,919
$5,113,919
$5,191,172
$5,480,933
$6,307,343
$5,649,107
Fund Balance, Ending
$5,113,919
$5,191,172
$5,480,933
$6,307,343
$5,649,107
$6,989,714
103
Ten Year Models Ten-Year Financial Models Vehicles - Table 12 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
REVENUES Intergovernmental
$5,889,481
$5,998,296
$6,110,525
$6,212,580
$6,317,665
$6,425,864
$6,537,271
Miscellaneous
74,000
80,000
86,000
92,000
98,000
104,419
111,285
Other
75,000
75,000
75,000
75,000
75,000
75,000
75,000
$6,038,481
$6,153,296
$6,271,525
$6,379,580
$6,490,665
$6,605,283
$6,723,556
$1,748,325
$1,803,952
$1,856,737
$1,964,649
$2,015,964
$2,062,249
$2,112,755
Services & Charges
156,570
160,039
163,594
166,048
168,538
155,159
157,317
Supplies & Expenses
402,935
413,510
424,514
434,980
445,286
454,479
465,202
16,665
17,164
17,679
18,210
18,756
19,319
19,898
-
-
-
-
-
-
-
721,011
742,641
764,921
787,868
811,504
835,850
860,925
2,072,815
1,656,431
1,690,217
1,724,692
1,759,871
1,795,767
1,832,395
Total Revenue EXPENDITURES Personnel
Contract & Leases Inventory Capital Maintenance Capital Outlay Transfers
97,615
100,543
103,559
106,666
109,866
113,162
116,557
Total Expenditures
$5,215,936
$4,894,280
$5,021,221
$5,203,113
$5,329,785
$5,435,985
$5,565,049
Fund Balance, Beginning
$6,989,714
$7,812,259
$9,071,275 $10,321,579
$11,498,046 $12,658,926
$13,828,224
Fund Balance, Ending
$7,812,259
$9,071,275 $10,321,579 $11,498,046 $12,658,926 $13,828,224
$14,986,731
104
Ten Year Models Ten-Year Financial Models Buildings - Table 13 2018 Actual
2019 Actual
2020 Budget
2021 Budget
2022 Budget
2023 Budget
REVENUES Intergovernmental
$427,786
$440,619
$561,688
$578,541
$595,896
$613,775
$-
$-
$-
$80,893
$82,222
$83,598
48,301
120,622
46,000
46,000
42,000
25,000
-
-
-
160,289
164,341
168,530
$476,087
$561,241
$607,688
$865,723
$884,459
$890,903
Personnel
$695
$57,026
$62,218
$61,362
$64,447
$67,454
Services and Charges
2,967
4,554
3,656
2,711
2,752
2,793
-
2,750
3,048
3,110
3,173
3,237
42,616
61,008
84,105
-
-
-
255,018
350,000
1,294,916
332,346
390,503
720,104
4,551,000
-
-
-
$5,998,943
$399,529
$460,875
$793,588
Charges for Services Miscellaneous Revenue Transfer Total Revenue EXPENDITURES
Supplies and Expenses Capital Maintenance Transfers Capital Outlay Total Expenditures
$301,296
$475,338
Fund Balance, Beginning
$3,132,606
$3,307,398
$3,393,301 $(1,997,954) $(1,531,760)
$(1,108,176)
Fund Balance, Ending
$3,307,398
$3,393,301 $(1,997,954) $(1,531,760) $(1,108,176)
$(1,010,861)
105
Ten Year Models Ten-Year Financial Models Buildings - Table 13 2024 Budget
2025 Budget
2026 Budget
2027 Budget
2028 Budget
2029 Budget
2030 Budget
$632,190
$651,158
$670,695
$637,061
$653,051
$669,442
$686,245
$85,023
$86,499
$88,026
$89,608
$91,245
$92,941
$94,695
30,000
35,000
40,000
40,000
40,000
40,000
40,000
172,862
177,341
181,973
186,761
191,712
196,831
202,123
$920,075
$949,998
$980,694
$953,430
$976,008
$999,214
$1,023,063
REVENUES Intergovernmental Charges for Services Miscellaneous Revenue Transfer Total Revenue EXPENDITURES Personnel
$69,317
$72,320
$75,320
$77,124
$78,977
$81,656
$83,608
Services and Charges
2,835
2,877
2,920
2,964
3,009
4,207
4,276
Supplies and Expenses
3,303
3,369
3,438
3,507
3,578
3,650
3,724
-
-
-
-
-
-
-
390,618
541,316
97,695
431,731
619,967
395,933
628,665
-
-
-
-
-
-
-
$466,073
$619,882
$179,373
$515,326
$705,531
$485,446
$720,273
Fund Balance, Beginning
$(1,010,861)
$(556,859)
$(226,743)
$574,578
$1,012,682
$1,283,159
$1,796,927
Fund Balance, Ending
$(556,859)
$(226,743)
$574,578
$1,012,682
$1,283,159
$1,796,927
$2,099,717
Capital Maintenance Transfers Capital Outlay Total Expenditures
106
Ten Year Models Ten-Year Financial Models Hospitality - Table 14 2018 Actual
2019 Actual
2020 Budget
2021 Budget
REVENUES Charges for Services
$1,535,695
$1,590,247
$221,449
$-
22,656
48,103
11,295
4,000
$293,908
$96,093
$776,948
$284,626
$1,852,260
$1,734,443
$1,009,692
$288,626
$919,985
$1,068,890
$1,295,691
$476,715
Services & Charges
236,647
212,813
70,149
8,017
Supplies & Expenses
155,256
188,539
93,128
18,207
Inventory
322,399
284,295
40,000
-
3,619
10,744
4,500
-
-
88,751
14,209
-
19
-
1,000
-
$1,637,925
$1,854,032
$1,518,677
$502,939
Working Capital, Beginning
$629,501
$843,836
$724,247
$215,262
Working Capital, Ending
$843,836
$724,247
$215,262
$949
Working Capital Goal (11% of Expenditures)
$180,172
$203,944
$167,054
$-
Excess/(Deficiency)
$663,664
$520,303
$48,207
$949
Miscellaneous Revenue Transfer Total Revenues EXPENDITURES Personnel
Capital Maintenance Capital Outlay Other Total Expenditures
107
Community and Economic Development 2020-2025 Work Summary Arvada’s future prosperity and quality of life will be significantly influenced by the City’s ability to ensure that development meets safety requirements, design values and standards, infrastructure needs, and supports the local economy to implement the community’s vision.
PRINCIPLES AND SERVICES: To support community and economic development, the City of Arvada:
• Uses the Comprehensive Plan to guide planning, land use code decisions, development management, and informational and resource services that are delivered to residents, businesses, the development community, decision-making bodies, and neighborhood partners to achieve a well-planned, aligned, sustainable, and livable community for current and future generations. • Ensures the alignment of all City Master Plans providing an aligned and integrated approach to the achievement of strategic and operational targets. • Applies a high-performing development review process that maintains the community’s standards for safety, vision, and quality design which ensures a quality and timely review for the developer. • Supports the community’s vision by cultivating an environment that attracts and retains private-sector investment, a talented workforce, and an engaged business community. • Maintains and protects the health, safety, and welfare of the public by ensuring safe buildings in the community, while providing excellent customer service.
108
Community and Economic Development 2020-2025 Work Summary
Budget Summary REVENUES BY TYPE Licenses, Permits and Fees Charges for Services Miscellaneous Total Revenues
2019 ACTUAL
2020 REVISED
2021 BUDGET
2022 BUDGET
2,378,743
2,186,669
2,341,653
2,341,653
633,843
375,000
375,000
325,000
10,453
-
-
-
$3,023,039
$2,561,669
$2,716,653
$2,666,653
Revenue Highlights • Licenses, Permits and Fees include charges for building permits, plan inspection fees and other miscellaneous permits. The reduction in 2020 reflects lower activity due to COVID-19. The 20212022 budgets assume a return to a minimum level of activity. • Charges for Services include plan review fees including building, zoning and engineering. The City of Arvada is a land locked City with only infill projects remaining. A lower level of planning activity is expected. • The annual budgeted revenue is built upon a base level of service. This guarantees that on-going expenditures are not funded by growth.
109
Community and Economic Development 2020-2025 Work Summary EXPENDITURES BY TYPE
2019 ACTUAL
2020 REVISED
2021 BUDGET
$3,964,933
$4,372,057
$4,391,222
$4,557,951
Services and Charges
436,097
466,190
342,601
349,962
Supplies and Expenses
280,534
372,396
323,400
330,751
Contracts and Leases
211,656
292,037
154,537
158,500
Capital
-
1,300
1,326
1,353
Other
-
3,809
3,886
3,963
$4,893,220
$5,507,789
$5,216,972
$5,402,480
37.00
36.00
39.00
39.00
Personnel
Total Expenditures Employees
2022 BUDGET
Expenditure Highlights •
Personnel include salaries and benefits for all of the CED employees. This includes the programs of economic development, building, development review, long range planning and administration. The increase in budget for 2020-2022 includes budget for 100% staffing levels.
•
A large part of the Service and Charges category are support expenses to run the CED operations including credit card fees, software support and fees. The drop in budget represents cuts related to COVID-19.
•
Contracts and Leases include the outside building inspection contract, the retail consulting contract and professional services related to the development of the Land Development Code. The Code rewrite project was completed in 2020 allowing the budget to return to normal levels.
Challenges Rapidly growing community, shift from open green space to in-fill development.
Advantages Comprehensive Plan, Land Development Code, engaged workforce.
110
Community and Economic Development 2020-2025 Work Summary Strategic Result 1 Annually 95% of development project approvals conform to the City’s Comprehensive Plan MILESTONES: • By 12/20, complete and implement the updated Land Development Code through adoption and remapping • By 12/22, Create a sub-area plan for NW Arvada focused on place making • By 12/23, fully align Master Plans contained within the City’s Comprehensive Plan Performance Measures
Target
2016
2017
2018
2019
Staff recommendations to City Council are adopted by City Council
95%
98%
98%
98%
99%
Comprehensive Plan implementation strategies will be initiated, on-going or complete
90%
N/A
97%
98%
98%
The City Council adopted a new Land Development Code in the summer of 2020. The update was a part of a larger Comprehensive Plan implementation.
Strategic Result 2 By 12/21 85% of development customers rate the development review process as ‘good’ and/or ‘excellent’ MILESTONES: • 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 Performance Measures Building permit inspections will be conducted on the day scheduled 1st review of non-over the counter commercial building permits will be within 20 business days Development review comments will be returned to the applicant within 15 business days Development review applications will be approved within the designated review tracks
Target
2013
2015
2017
2019
98%
N/A
97%
94%
99%
20
N/A
N/A
N/A
14
15
N/A
N/A
N/A
20
90%
N/A
N/A
N/A
68%
The City’s development review process was revamped in 2018 with the help of the business community. Benchmarks and measures were established in 2019 and adjustments are bring proposed with the 2021-2022 budget process. 111
Community and Economic Development 2020-2025 Work Summary
By tracking the average time it takes an application to be approved from the time it is submitted, we can see the low, high, and average length a time it takes an application to get through the city development review process. This can help us set the expectation for developers up front so they better know what to expect. We can also use this data to look for ways to improve our review times, and analyze whether or not we are allocating the appropriate resources to development review.
Performing and Providing inspection results to customers in a timely fashion helps ensure corrections can be completed as soon as possible and the inspection and construction process can proceed quickly for our customers.
Strategic Result 3 By 12/25 fully align the City’s economic development efforts with the community’s vision expressed in the Community Survey and Business Survey MILESTONES: • By 12/21, AEDA will be re-accredited by the International Economic Development Council • By 12/21, establish a community outreach program that helps the community define its economic development goals
112
Community and Economic Development 2020-2025 Work Summary
Performance Measures
Target
2016
2017
2018
2019
Anually facilitate the development of 150,000 square feet of new commercial real estate.
150,000
N/A
Community Survey - Planning for growth that add value to quality of life
75%
N/A
62%
N/A
64%
Community Survey - Creating a competitive business environment
75%
N/A
81%
N/A
83%
Community Survey - Impact of growth change
65%
N/A
N/A
N/A
62%
355,796 505,611 224,939
The City of Arvada performs a biennial community survey. The results of the survey are used to help the City identify the areas where the City delivers excellent services and areas that need to be improved. The City was rated as a 3.5 out of 5 star community in the 2017 and 2019 survey.
113
Meets or Exceeds Target Just Under Target Does Not Meet Target
Infrastructure 2020-2025 Work System Summary The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
PRINCIPLES AND SERVICES: To support infrastructure, the City of Arvada:
• Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city build-out, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems. • Offers services focused on safe and environmentally-efficient City facilities and fleet vehicles to ensure the most efficient and maximum usage of valued assets. • Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community. • Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion. • Applies cost-effective and timely engineering design, geographic information, effective construction practices, and established standards and specifications to align public infrastructure priorities with community growth and redevelopment needs. • Provides computer-aided drafting, design services, special analysis, GIS applications, and enterprise system integration for the workforce to better visualize spatial relationships for informed decisions, while maintaining and/or replacing infrastructure and accommodating new construction projects. • Enforces the federal Clean Water Act, Safe Drinking Water Act, and Endangered Species Act through best practices for stormwater runoff protecting water quality in rivers and streams, watershed health, and groundwater as a drinking water resource.
114
Infrastructure 2020-2025 Work System Summary
Budget Summary REVENUES BY TYPE Licenses, Permits and Fees Intergovernmental Charges for Services Fines and Forfeits Miscellaneous Revenue Transfer Other Financing Sources Total Revenues
2019 ACTUAL
2020 REVISED
2021 BUDGET
2022 BUDGET
$11,407,244
$12,506,099
$8,781,022
$8,888,160
5,476,709
6,020,191
6,845,884
6,283,343
39,468,962
42,522,050
47,073,920
50,984,257
-
81,600
83,232
84,896
3,994,144
2,264,486
2,443,635
2,760,092
10,447,435
10,140,785
10,571,183
10,787,724
-
75,000
2,391,000
75,000
$70,794,494
$73,610,211
$78,189,876
$79,863,472
Revenue Highlights • Licenses, Permits and Fees include water tap and sewer tap fees, drilling fees, inspection fees and, as part of the Waste Hauling program, new Waste and Recycling fees. The decline in revenue is largely due to a decrease in water tap fees. • Intergovernmental revenues increased in 2021 due to a one-time state grant for the implementation of the Waste Hauling program. • Charges for services increased both due to an increase in water rates and due to new charges associated with implementation of the Waste Hauling program. • Miscellaneous revenues include interest on investments and recovered costs, including payments received as part of the 50/50 sidewalk replacement program. • The increase in other financing sources is the use of a loan to support the initial cost of the new Waste Hauling program.
115
Infrastructure 2020-2025 Work System Summary EXPENDITURES BY TYPE
2019 ACTUAL
2020 REVISED
2021 BUDGET
$20,143,106
$20,032,108
$20,900,113
$21,753,907
13,733,006
15,439,800
16,431,841
16,898,186
4,555,683
5,727,184
5,547,678
5,703,882
16,505,399
24,032,079
25,203,414
26,263,254
Debt Service
2,246,432
2,262,000
285,833
490,000
Capital Maintenance
9,548,248
10,420,269
8,489,343
8,786,364
Capital Outlay
9,858,373
45,762,443
38,085,224
42,370,826
Transfers
7,084,431
5,214,504
5,154,426
5,276,671
(4,732)
5,228
5,309
5,386
$83,669,946
$128,895,615
$120,103,181
$127,548,476
205.25
209.25
213.25
213.25
Personnel Services and Charges Supplies and Expenses Contracts and Leases
Other Total Expenditures Employees
2022 BUDGET
Expenditure Highlights • Personnel costs and the position count increased due to new traffic technicians in Public Works, a SCADA Process and Controls Technician and Customer Information Specialists as part of the new Solid Waste program. • Utilities and water disposal charges are included in the services and charges category. The annual increase in utilities was mitigated by implementation of the Ameresco Energy program in 2020 which is expected to reduce water, electric, and natural gas expenses. • The largest components of contracts are payments to Denver Metro Wastewater Reclamation District for wastewater processing, asphalt and concrete work in the Street Maintenance program, and services associated with the new Waste Hauling program. • Debt Service decreased due to the full repayment of bonds in the Water Fund. • Capital Maintenance and Capital Outlay decreased as a result of the carryover of project funding from 2019 to 2020. The increase in capital outlay in 2020-2022 is due to the Gross Reservoir project. • Transfers include transfers from the Water, Wastewater, and Stormwater utilities to the general fund and transfers from the Stormwater fund for payment of COP’s. Challenges
Advantages
Preventive maintenance approaches, engaged Aging roads and utility assets, expanding service workforce, master plans area 116
Infrastructure 2020-2025 Work System Summary Strategic Result 1 By 12/20 complete and implement a Street Maintenance Master Plan MILESTONES: • Through 12/25 prepare an annual street maintenance report for City Council and the community Performance Measure: Funds allocated towards street maintenance and the dollars required to maintain streets Performance Measure Level of Funding Funding needed to stabilize streets Gap in Funding
2016 5,500,000
2017
2018
2019
12,164,988 $11,664,806 $9,623,036
12,600,000
16,200,000
6,200,000
5,500,000
7,100,000
4,035,012
4,535,194
5,876,964
Over the past decade, the cost of repairs to the street system has outpaced the money the City is able to dedicate to street maintenance projects. In November 2016, the City placed a measure on the ballot to increase City sales and use tax by 1/2 cent to fund only street maintenance and improvements. The ballot measure did not pass. Nevertheless, the City remains committed to protecting this asset and is working diligently to increase funding for street maintenance. This performance measure demonstrates that the City is making progress towards closing the gap in funding needed to stabilize streets.
Performance Measure Street Pavement Conditions rated as "fair" or better (in lane miles)
Target
2013
2015
2018
70%
62%
64%
68%
Arvada’s transportation infrastructure is the City’s largest and most valuable asset. The entire street network of 1,586 lane miles is inspected once every three years and is scored on a pavement condition index (PCI) from zero (failed) to 100 (excellent). The last analysis was in 2018. Beginning in 2020, the City will contract for annual inspections of 1/3 of lane miles each year to provide ongoing data. 117
Infrastructure 2020-2025 Work System Summary Performance Measure 75% of Traffic Signals connected by 2025
Target
2019
89 by 2025
27
The City of Arvada operates and maintains 118 traffic signals and 73 school zone flashers placed throughout the City. Signal connectivity will allow the Traffic and Transportation Division to monitor, troubleshoot, and adjust signal timing in order to improve traffic flow and safety. Fifteen additional signals are expected to be connected by the end of 2020 with future connections planned in coordination with signal rebuilds and the City’s fiber project. Performance Measures - Community Survey Results
2017
2019
Street Scores
5.58
5.45
Overall street condition
5.58
5.45
Traffic Signal Timing
5.26
5.29
Level of congestion on the streets
4.64
4.83
Road convenience and accessibility
6.22
6.58
Plowing of streets in Arvada
6.84
6.5
The Arvada Community (Citizen) Survey is conducted every other year, and functions as a consumer report card for the City by providing residents the opportunity to rate their satisfaction with their quality of life, community amenities, and local government. The survey has a scale from 0 to 10 where 0-4 means “Does not meet expectations”, 5 means “Meets expectations”, and 6-10 means “Exceeds expectations”.
Strategic Result 2 By 12/21 complete a comprehensive study on the usage of the City Hall campus MILESTONES: • By 12/20 update the conceptual plan for the Post Office property • By 12/21 present the conceptual plan for the Post Office property with cost, funding, and schedule to City Council
118
Infrastructure 2020-2025 Work System Summary Performance Measure Asset Management Program: Maintain less than 3% facility cost index (FCI)
Target
2019
Less than 3%
0.9%
The Facility Condition Index (FCI) is the ratio of current year required renewal cost to current building replacement value. It assesses the current and projected condition of the City’s building assets. Usage of the City Hall campus as a whole will be subject to future study. Currently, the post office has a lease through 2021 which it is anticipated they will renew. In addition, the recent COVID situation has potentially changed the way the City uses the workspace within City Hall. Between the anticipated lease renewal and the likely potential change in the use of workspace at City Hall, the post office expansion plan has been placed on hold until the current situation stabilizes and the City has a better long-term view of how workspace will be used.
Strategic Result 3 By 12/21 update the water, sewer, storm water, and overall Infrastructure Master Plan MILESTONES: • 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 Performance Measure
Target
2016
2017
2018
2019
Water related urgent response events will have a technician on site within 60 minutes
100%
100%
100%
100%
100%
25
29
12
21
24
Water distribution pipeline breaks
The City is committed to maintaining the investment in the water system infrastructure. Timely response to all urgent situations minimizes property damage and inconvenience to all customers. By investing in water main replacement and taking the time to analyze and prioritize existing infrastructure, pipeline breaks have remained under the target in recent years.
119
Infrastructure 2020-2025 Work System Summary Performance Measure
Target
2016
2017
2018
2019
Stormwater related urgent response events will have staff on site within 90 minutes
95%
100%
100%
100%
100%
Stormwater assets inspected and cleaned annually.
25%
28%
39%
52%
62%
Routine cleaning and maintenance of the stormwater system is needed to prevent blockages from forming in the pipelines. Inspecting and cleaning each pipe segment an average of once every 4 years is effective in preventing the buildup of materials that lead to blockages. This work helps minimize local flooding and maintain maximum flow capacity. Timely responses to water breaks, sewer overflows, and flooding help minimize damage.
Performance Measure Miles of sanitary sewer pipeline installed prior to 1980 rehabilitated or replaced Annual replacement or rehabilitation of sanitary sewer Portion of the sewer system cleaned annually Sanitary sewer backup events resulting in claims Underground infrastructure locates which result in damage to the City's water, sewer, or stormwater systems Inflow and infiltration into the sanitary sewer system
Target
2016
100% complete 63 by 2023 60,000 feet annu- 70,650 ally a minimum 56% of 66%
2017
2018
2019
53
38
29
56,099
75,022
48,745
57%
57%
52%
2 or fewer
1
3
3
1
2 or fewer
5
1
0
0
25% or less
31%
25%
23%
24%
120
Infrastructure 2020-2025 Work System Summary Upgrading the sewer system installed prior to 1980 will increase the lifecycle of the pipes. With this goal in mind, the City has a target of rehabilitating and/or replacing 60,000 lineal feet of sanitary sewer each year. Routine cleaning of the system prevents blockages from forming in the pipelines; the City target of 66% of the system to be cleaned each year is double the industry standard of 33%. Mainline backups are caused by debris that builds up over time. If a mainline is blocked and sewage backs up into the basement of a nearby home, the City assumes responsibility. The City is responsible for locating all underground infrastructure; if the assets are not precisely located, any damage becomes the City’s responsibility and cost. Any inflow from stormwater into the sanitary sewer system must be processed. An inflow infiltration rate of 25% costs rate payers $2 million. In 2018 alone, the City stopped about 150 gallons per minute from entering the sanitary sewer system.
Miles of 15" and Smaller Sanitary Sewer
As of the end of 2019, only 7% of sanitary sewer pipe 15" and smaller still need rehabilitation or replacement 500 450 400 350 300
Needs Rehabilitation
250
Replaced/Rehabilitated
200
Previously Rehabilitated
150 100 50 0
FY 2016
FY 2017
FY 2018
FY 2019
Strategic Result 4 By 12/25 effectively utilize voter approved bond funds for the completion of Ralston Road phase 2 and the expansion of 72nd Avenue MILESTONES: • By 3/22 85% of bond funds will be expended • By 12/24 the required 5-year bond arbitrage calculation will be completed on time Performance Measure
Bond Budget
2019
72nd Underpass
$64,500,000
$2,202,151
Ralston Road - Yukon to Garrison
15,300,000
638,141
In 2018, Arvada citizens approved Ballot Issue 3F to fund $79.8 million of impovements to Ralston Road and West 72nd Avenue. By March 2022, 85% of those funds ($67.8 million) must be expended.
121
Infrastructure 2020-2025 Work System Summary
As of the end of FY 2019, 4% of the $79.8 million in bond proceeds had been spent $2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
72nd Underpass
Ralston Road - Yukon to Garrison
Bar chart showing 2018 spending for each project. Note 4% of bond proceeds were spent as of the end of 2019
Strategic Result 5 By 12/25 the City will have 100% of the water supply needed for build-out as defined by the comprehensive plan MILESTONES: • Through 12/25 monitor Denver Water participation contract requirements • Through 12/25 maintain funds to meet water supply financial commitments Performance Measure Responsible water use at golf courses - West Woods Responsible water use at golf courses - Lake Arbor
2016 Target Average use for the prior three years Average use for the prior three years
2016 Actuals
2017 Actuals
2018 Actuals
2019 Actuals
315
287
295
239
117
116
124
111
The ability to use water in a responsible manner while maintaining USGA golf course appearance and play-ability standards requires the monitoring of water usage at both courses. Pump station flow meter readings are collected at both pump stations and converted from gallons to acre feet. The target is based on the average usage on the courses for the prior three years. In 2018 a new irrigation system was installed at West Woods which has reduced water usage. 122
Infrastructure 2020-2025 Work System Summary Strategic Result 6 By 12/25 the engineering standards and City code framework will be updated MILESTONES: • By 12/20 create new development agreement terms and template • By 12/20 complete an inventory of engineering ordinances and specifications and by 12/22, adopt new/revised ordinances and specifications • By 12/21 complete draft engineering standards and specifications update
Strategic Result 7 Date TBD continue progress working with regional partners and jurisdictions to complete construction of the regional toll road MILESTONES: • Date TBD resolve legal issues • Date TBD Convene citizen’s working group • Date TBD Complete concession agreement
123
Meets or Exceeds Target Just Under Target Does Not Meet Target
Organizational and Service Effectiveness 2020-2025 Work System Summary The community depends on a well-managed, fiscally-responsible and transparent City government to guide the organization in a manner that enhances quality of life. Performance-based management practices, sustainable levels of resource use, efficient application of technology, a high-performing workforce, and legal and ethical compliance will ensure the long-term credibility and effectiveness of the City government.
PRINCIPLES AND SERVICES: To support organizational and service effectiveness, The City of Arvada:
• Provides leadership, policy and guidance, communication, and engagement services to City Council, the community, and the organization utilizing a values-driven organizational culture, ethical behavior, and transparency to the community to maintain public trust. • Provides legal services to the City Council, Boards and Commissions, and all work systems, so they can enforce the law, avoid, or mitigate risks associated with City operations and protect the legal interests of the City. • Maintains appropriate staffing levels, collaborative communications, information technology and financial management support, as well as, leadership services to all work systems to achieve strategic and operational results. • Provides a well-managed, fiscally responsible government that operates effectively and efficiently while identifing revenue requirements to sustain current service levels and achieve future requested levels of service. • Leverages technology, and benchmarks to guide decisions, improve results, enhance service delivery, and maintain the highest level of data security in support of City effectiveness, now and into the future. • Provides multiple information platforms and data to the community to support its ability to engage in community governance, exercise civic responsibility, and easily access and share public information. • Fosters a top workplace environment that attracts and retains a highly engaged, inclusive workforce and fosters a culture of wellness, safety, cycles of learning and performance excellence. • Supports a resilient workforce and community that are able to withstand stresses and shocks, while maintaining essential functions and recovering quickly, effectively, and equitably. 124
Organizational and Service Effectiveness 2020-2025 Work System Summary
Budget Summary REVENUES BY TYPE Taxes Licenses, Permits and Fees Intergovernmental Charges for Services Fines and Forfeits Miscellaneous Other Financing Sources Revenue Transfer Total Revenues
2019 ACTUAL
2020 REVISED
2021 BUDGET
2022 BUDGET
$73,749,340
$71,459,866
$71,594,322
$73,690,262
513,948
514,045
518,635
523,272
11,573,133
10,359,697
9,855,004
9,740,761
3,905,657
3,847,009
3,933,908
4,053,853
308
-
-
-
5,435,157
3,916,710
3,863,665
3,730,078
-
-
-
-
893,341
258,292
307,866
317,102
$96,070,883
$90,355,619
$90,073,400
$92,055,328
Revenue Highlights • Taxes include sales tax, general use, auto use, building use tax and property tax. This revenue declines in 2020 due to decreases in general use tax and auto use tax. Revenues in 2021 show a small increase. In 2022, a 2.5% increase in sales tax accounts for the majority of the increase in this category. • The majority of intergovernmental revenue comes from the Highway Users Tax Fund. This revenue is expected to decline in 2020 and 2021 and level off in 2022 as it is based on gas tax. • Charges for services represent transfers from the Water, Wastewater, Stormwater and Solid Waste funds to the General fund for administrative services performed by Finance, Human Resources, City Attorney’s Office and Information Technology. These charges increase 3% a year.
The Achievement of Excellence in Procurement Award is earned by public and non-profit agencies that demonstrate a commitment to procurement excellence. This annual program recognizes procurement organizations that embrace Innovation, Professionalism, Productivity, Leadership and e-Procurement.
125
Organizational and Service Effectiveness 2020-2025 Work System Summary EXPENDITURES BY TYPE
2019 ACTUAL
2020 REVISED
2021 BUDGET
$13,054,439
$12,617,549
$12,173,467
$12,556,427
Services and Charges
8,822,806
8,802,169
7,814,766
8,130,637
Supplies and Expenses
3,501,165
3,587,212
2,917,727
3,836,866
Contracts and Leases
4,865,251
2,855,940
2,716,734
2,032,070
Inventory
23,297
-
-
-
Capital Maintenance
43,249
179,728
177,155
178,197
Capital Outlay
12,596
202,785
24,974
111,748
24,295,313
23,537,664
19,814,304
20,097,120
$54,618,114
$51,783,047
$45,639,127
$46,943,065
106.10
109.10
110.10
110.10
Personnel
Transfers Total Expenditures Employees
2022 BUDGET
Expenditure Highlights •
Personnel include salaries and benefits for the City Manager’s Office, City Attorney’s Office, Finance, Human Resources and Information Technology Departments. The decrease from 2020 to 2021 reflects employee retirements and two positions that were transferred to the Vibrant Community and Neighborhoods work system. The increase in 2022 reflects four new positions in the City Manager’s Office and the City Attorney’s Office.
•
Transfers from the General Fund to the Parks, Streets, Golf, Capital Improvement Projects and Debt Service Funds comprise the transfer line. Transfers in 2019 and 2020 include one-time transfers to the Capital Improvement Projects Fund for the park maintenance building and transportation projects. An additional transfer to the Golf fund is also included in 2020. Transfers return to normal levels in 2021 and 2022.
•
The services and charges, supplies and contracts line items all decrease in 2021 as all work systems reduced their operating budgets by 3%. A normal increase of 2% for all non-personnel line items accounts for the increase in 2022.
Challenges Multi-generational workforce, expanding service area, advancing technology.
Advantages Fiscally responsible government, engaged workforce, Arvada University, organizational development.
126
Organizational and Service Effectiveness 2020-2025 Work System Summary Strategic Result 1 By 12/20, in alignment with established recovery Principles, the city will provide services with necessary modifications while remaining agile and able to respond to changing circumstances related to the COVID-19 pandemic MILESTONES: • By 5/20, all work system teams will have a recovery plan in place • By 7/20, develop and implement a framework for remote work including policy updates, equipment needs, and performance metrics • By 9/20, present a 2-year budget and 10-year financial plan that accounts for the effects of COVID-19 • By 12/20, CARES funding will be fully utilized to support the community and City operations
Strategic Result 2 By 6/21, implement a comprehensive City Communications and Engagement Strategy MILESTONES: • By 01/20, complete the overarching communications and engagement strategy • By 12/20, implement external communications and engagement plans and an internal communication plan • By 6/21, collaborate with key City partners to develop a comprehensive marketing plan for Arvada • By 6/21, develop a marketing plan highlighting City successes, presents information using engaging content and uses shared partner messaging
Strategic Result 3 By 12/22, develop and implement the Smart Arvada Plan to guide future investment and evaluate performance and alignment of ongoing smart city applications MILESTONES: • By 6/20, identify all performance measures with a potential smart city component and create a city-wide inventory • By 12/20, complete first draft of the Smart Arvada Plan • By 3/21, develop a data governance framework
Strategic Result 4 By 12/22, implement an organizational performance excellence framework as evidenced by obtaining a Malcolm Baldrige National Quality Site Visit MILESTONES: • By 12/21, achieve Denver Post Top Workplace designation • Annually, maintain “AA” or better bond rating • Annually, enhance Arvada University programming to support workforce growth and development • On an ongoing basis, prepare and present a balanced biennial budget and 10-year financial plan 127
Organizational and Service Effectiveness 2020-2025 Work System Summary Performance Measure Bond Rating
Target
2016
2017
2018
2019
AA
AAA
AAA
AAA
AAA
AAA is the highest possible rating and reflects an opinion that the City has the current capacity to meet is debt obligations. Performance Measures
Target
2016
2017
2018
2019
Annually update the City’s ten-year financial plan
Yes
Yes
Yes
Yes
Yes
GFOA Certificate of Achievement in Financial Reporting received
Yes
Yes
Yes
Yes
Yes
GFOA Certificate of Distinguished Budget Presentation received
Yes
Yes
Yes
Yes
Yes
Businesses voluntarily compliant with City tax codes
85%/95%
91%
90%
92%
94%
Licensed businesses that file and pay sales and use tax returns online
40%/60%/ 99%
27%
39%
80%
91%
Audits completed within timeframes specified by industry standards
80%
88%
79%
58%
91%
Grant proposals awarded
50%
61%
29%
67%
69%
These performance measures demonstrate that the City is a well-managed, fiscally responsible government that can sustain current service levels and also utilizes long range planning to maintain the fiscal health of the City.
128
Organizational and Service Effectiveness 2020-2025 Work System Summary Performance Measures
Target
2016
2017
2018
2019
City’s matched jobs graded according to their market value
85%
89%
89%
95%
94%
Annual healthcare increase over previous year
6%
0%
6%
6%
2%
City employees enrolled in the City’s healthcare plan who receive an annual physical
70%
80%
77%
78%
81%
Employees participating in wellness awareness and incentives
50%
47%
63%
51%
53%
Recruitments resulting in a hire during the first recruitment process
90%
94%
94%
93%
89%
Vacancies posted where a conditional offer occurs witin 45 days of the application deadline
90%
88%
93%
99%
95%
Evaluations completed by the January 31 deadline
100%
N/A
N/A
97%
98%
The City is an employer of choice and fosters a culture of safety, wellness, cycles of learning and process improvement that attracts and retains a highly-engaged and diverse workforce.
129
Organizational and Service Effectiveness 2020-2025 Work System Summary Performance Measures
Target
2016
2017
2018
2019
70% or less average storage space in use
70%
N/A
76%
61%
61%
80% or less system memory is in use for host servers
80%
43%
44%
31%
37%
These technology performance measures track performance of the overall system and ensure that there is room for growth.
Strategic Result 5
By 12/23, obtain a minumum 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 result. MILESTONES: • 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 Performance Measures
Target
2013
2015
2017
2019
Overall quality of service
80%
58%
61%
80%
79%
Overall quality of life
90%
93%
93%
89%
90%
Direction that the City is headed
65%
62%
63%
66%
69%
Place to Live
90%
91%
92%
87%
89%
I receive good value for the City taxes I pay
70%
60%
62%
68%
70%
The City of Arvada performs a biennial community survey. The results of the survey are used to help the City identify the areas where the City delivers excellent services and areas that need to be improved. The City was rated as a 3.5 star community in the 2017 and 2019 survey. Benchmark with Neighbors 100%
% Satisfaction
75%
50%
25%
0%
2019
Target
Arvada
130
Lakewood
Westminster
Wheatridge
Organizational and Service Effectiveness 2020-2025 Work System Summary
Performance Measures
Target
2016
2017
2018
2019
Ask Arvada expectations met or exceeded
90%
86%
86%
77%
81%
Ask Arvada questions answered without submitting a service request Ask Arvada customers report employee was effective Ask Arvada customers report employees were courteous Ask Arvada customers report receiving timely responses
95%
NA
91%
91%
94%
85%
84%
83%
77%
80%
90%
87%
87%
87%
85%
90%
88%
88%
79%
84%
Ask Arvada is a customer relationship management software that automatically sends a survey to all individuals/businesses who submit a service request. The survey provides direct feedback from customers regarding their interaction with the City to foster a culture of learning and performance. excellence.
Strategic Result 6
By 12/23, launch a citywide resilience collaborative sharing resources, building partnerships and ensuring community ownership of meeting identified resilience targets MILESTONES: • By 12/20, develop a municipal resilience strategy to prepare and adapt for the urgent threat of changing environment and resources
131
Meets or Exceeds Target Just Under Target Does Not Meet Target
Safe Community 2020-2025 Work System Summary Community-based policing, connected neighbors, engaged local businesses, supportive community institutions, and a fair and impartial justice system, all working together, to ensure Arvada is a safe place to live, work, play, and stay.
PRINCIPLES AND SERVICES: To support a safe community, the City of Arvada:
• Achieves and maintains the gold standard in public safety by meeting and exceeding standards set forth through the Commission of Accreditation for Law Enforcement Agencies (CALEA) to assist with the designation of one of the safest communities in Colorado. • Provides customized police services making the community feel safe and secure, including proper investigation, appropriate case filings, and crime scene investigation, resulting in an increased likelihood of identifying and prosecuting those responsible for committing crimes. • Ensures the Police Department has appropriate staffing levels; communication, information, financial management support; and leadership services to achieve strategic and operational results, including maintaining a well-informed community. • Applies inspection, enforcement, community support, and neighborhood engagement services to residents, businesses, and neighborhood partners in order to preserve safety, compliance, stability, and appearance of neighborhoods through collaborative partnerships and achievement of long-term neighborhood goals. • Provides administrative, business, communication, and investigative services to members of the community and the Police Department with a commitment to Respect, Dedication, and Responsibility. • Provides an independent, fair, and impartial justice system that efficiently processes the court docket, renders fair and just decisions, and holds all stakeholders accountable. The gold standard in public safety by achieving and maintaining standards set forth through The Commission of Accreditation for Law Enforcement Agencies (CALEA) to assist with the designation of one of the safest communities in Colorado.
Mission Statement:
Focusing on safety through community-based policing, connected neighbors, engaged local businesses, supportive community institutions, and a fair and impartial justice system working together will ensure that Arvada is a safe place to live, work, and play. 132
Safe Community 2020-2025 Work System Summary
Budget Summary REVENUES BY TYPE Taxes Intergovernmental Miscellaneous Total Revenues
2019 ACTUAL
2020 REVISED
2021 BUDGET
2022 BUDGET
$10,533,657
$10,272,473
$10,224,810
$10,502,529
94,152
450,000
226,667
216,667
2,000,876
1,264,421
1,194,646
1,170,967
$12,628,686
$11,986,894
$11,646,123
$11,890,163
Revenue Highlights
• The primary sources of revenue are a .21 of sales tax increment and a .25 of sales tax increment generated from a voter-approved measure to fund expanded police services. Revenue trends closely follow those in the General Fund. • Miscellaneous revenue include court fines and fees. A decrease in court cases is reflected in the decrease from 2019 to 2020. • Intergovernmental revenue increases between 2019 and 2020 from a West Metro Drug Task Force grant for the purchase of a command vehicle. Intergovernmental revenue remains elevated in 2021 and 2022 from a COPS grant for four additional police officers.
133
Safe Community 2020-2025 Work System Summary EXPENDITURES BY TYPE
2019 ACTUAL
2020 REVISED
2021 BUDGET
$28,523,611
$28,148,912
$29,871,869
$31,497,906
Services and Charges
1,568,159
1,177,088
1,263,541
1,052,876
Supplies and Expenses
3,725,899
3,783,036
3,750,293
3,835,980
Contracts and Leases
3,190,296
2,680,618
2,485,074
2,504,668
93,914
219,383
55,221
56,473
167,218
1,149,945
4,122
3,913
1,416,164
215,255
231,270
237,268
$38,685,262
$37,374,237
$37,661,390
$39,189,084
243.00
246.00
249.00
249.00
Personnel
Capital Maintenance Capital Outlay Transfers Total Expenditures Employees
2022 BUDGET
Expenditure Highlights
• 70% of Supplies and Expenses are maintenance and replacement costs for vehicles and computers. • Contracts and Leases is comprised of support for the operation of the Jefferson County Communication Center and contributions to the regional crime lab and the Juvenile Assessment Center. • Services and Charges fluctuate from year to year due to the timing of Public Safety Department trainings. • The sharp decline in 2020 for Transfers is due to the completion in 2019 of the Whisper Creek police substation. • Capital Outlay and Capital Maintenance increase in 2020 due to the purchase of a command vehicle and for improvements to a police substation.
Challenges Complexity in policing a contemporary community, individuals experiencing homelessness
Advantages Community-based policing, community support, low crime rate, engaged workforce
134
Safe Community 2020-2025 Work System Summary Strategic Result 1 By 12/20, Public Safety staffing levels will be at 95% filled MILESTONES: • By 12/20, create performance measures documenting the amount of and reasons for officer attrition • By 12/20, implement a recruitment and retention plan • By 12/20, continue use of an over-hire strategy to leverage access to quality candidates Performance Measure Sworn Officers earned a Bachelor’s Degree Police Officer / 1,000 Ratio
Target
2016
2017
2018
2019
100%
Yes
Yes
Yes
Yes
---
---
---
Yes
Yes
A bachelor’s degree is a minimum educational requirement for all Arvada police officers. The Bureau of Justice Statistics state only 1% percent of U.S. police agencies require a fouryear college degree.
Strategic Result 2 By 12/20, Public Safety will implement a community engagement and education plan MILESTONES: • By 12/20, formalize and integrate the CORE unit to work with those experiencing homelessness providing resources, education, and criminal violation enforcement • By 12/20, implement a plan that outlines services and education provided to juveniles within Arvada • By 12/20, implement a plan that outlines strategies to enhance positive police and community interaction Performance Measure Number of contacts officers have with high utilizers of mental health-related calls for service Percentage of calls for service in which a mental health co-responder is dispatched Percentage of time contributed by co-responders on mental health-related calls and services
Target
2016
2017
2018
2019
---
39
40
42
37
30%
3.4%
18.0%
15.4%
29.2%
40%
---
31.6%
35.2%
29.0%
135
Safe Community 2020-2025 Work System Summary Provides customized police services to the community to assist in making the community feel safe and secure, including proper investigation, crime scene investigation, and appropriate case filings, resulting in an increased likelihood of identifying and prosecuting those responsible for committing crimes.
Performance Measure
Target
2016
2017
2018
2019
ANIMAL MANAGEMENT: By 2019, increase the strength of the relationship between dog licenses issued or renewed and dog license violations.
0.5
---
0.6
0.3
0.4
Applies inspections, enforcement, community support, and neighborhood engagement services to residents, businesses and neighborhood partners in order to preserve compliance, stability, safety and appearance of neighborhoods through partnerships and achievement of long-term neighborhood goals.
Strategic Result 3 By 12/21, obtain the safest city designation according to the National Incident-Based Reporting System (NIBRS) MILESTONES: • By 12/21, Arvada will have a traffic accident rate lower than the national average • Annually, 80% of calls with a priority of “0” or “1” will have less than 5 minute response time
136
Safe Community 2020-2025 Work System Summary Performance Measure
Target
2016
2017
2018
2019
LAB: # High Impact Crime Scene Reported
---
168.3
175.4
193.9
165.7
LAB: # of CODIS and/or AFIS hits
---
32.8
40.0
58.0
22.3
32%
26%
27%
30%
32%
32%
19%
19%
19%
35%
8% / 15%
12%
10%
16%
11%
40%
22%
24%
24%
23%
Cases that result in a case filing LAB: By 2019 32% of cases CSI responded to that result in a case filing LAB: By 2021 15% of CSI investigations will result in a CODIS or AFIS hit LAB: By 2018, 40% of high impact crimes will be processed by a crime scene investigator
Provides customized police services to the community to assist in making the community feel safe and secure, including proper investigation, crime scene investigation, and appropriate case filings, resulting in an increased likelihood of identifying and prosecuting those responsible for committing crimes.
Performance Measure
Target
2016
2017
2018
2019
80% of calls with a priority of 0 or 1 will have less than five (5) minute response times.
90% / 80%
79.7%
84%
76%
73%
137
Safe Community 2020-2025 Work System Summary Appropriate staffing levels, communication, information, and financial management support as well as leadership services to the Police Department to achieve strategic and operational results including maintaining a well-informed community.
Performance Measure
Target
2016
2017
2018
2019
Arvada will have a crime rate lower than 80% of Colorado cities with 100,000 and over in populations, as bench marked by Uniformed Crime Reports (UCR).
20%
29.15
29.28
31.67
---
Advanced Law Enforcement Accreditation results in a highly performing organization with the capacity to address any operational or administrative challenges, and serve as an industry leader. CALEA has awarded Arvada with Flagship Agency Status. Performance Measure
Target
2016
2017
2018
2019
70% of multi-housing complexes that do not participate in crime-free multi-housing programs will be re-contacted by CRIT to reconsider participating in CFMH programs.
70%
50%
52%
52%
53%
Strategic Result 4 By 12/21, 100% of juveniles charged with criminal offenses and referred to probation will receive measurable risk-based pre-sentence assessments MILESTONES: • Annually, 90% of pre-sentence reports will be completed and provided to juvenile within 72 hours of sentence • Annually, 80% pre-sentence reports contribute to evidenced based sentencing recommendations - Municipal Judge • Annually, 80% pre-sentence reports contribute to evidenced based sentencing recommendations - City prosecution team 138
Safe Community 2020-2025 Work System Summary Strategic Result 5 By 12/24, 50% of juveniles sentenced to probation will not obtain additional charges within Arvada during the probation period MILESTONES: • By 6/22, a comprehensive and agile tool kit of existing services and resources specifically for juveniles will be implemented • By 12/22, 75% of juvenile offenders rate Arvada Municipal Court employees and services as meeting or exceeding expectations • By 6/23, 30% of juveniles will express positive behavior changes after completing recommended sentencing requirements Performance Measure 75% of Juvenile defendants who complete probation specific sentencing requirements
Target
2016
2017
2018
2019
75% / 100%
---
65%
74%
100%
Provides an independent, fair and impartial justice system that efficiently processes the court docket, renders fair and just decisions and holds all stakeholders accountable.
139
Meets or Exceeds Target Just Under Target Does Not Meet Target
Vibrant Community and Neighborhoods 2020-2025 Work System Summary A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations and participate with local government to ensure responsiveness to changing needs resulting in an Arvada being the preferred place to live, work, play and stay.
PRINCIPLES AND SERVICES: To support vibrant communities and neighborhoods, The City of Arvada:
• Provides meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing Arvada’s small town traditions and history to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors. • Improves access to quality housing that is affordable to a broad range of income levels and provides resources, housing, and neighborhood assistance services to Arvada residents, businesses, property owners, and stakeholders. • Provides specialized programs and resource conservation services to the workforce, the community, and businesses so they can carefully use and preserve resources and save money. • Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks, open space, and trails system. Completing park projects and identifying trail gaps, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors. • Operates sustainable premier golf facilities focusing on exceptional service and value to the community with the conservation of natural environment under economically sound and socially responsible management. • Plans and hosts conferences and events, concessions, and centralized culinary services, focusing on exceptional service and value to businesses, groups, and individuals through an economically sound and socially-responsible management, ensuring customers can have an enjoyable, memorable, productive, and personalized event experience.
140
Vibrant Community and Neighborhoods 2020-2025 Work System Summary
Budget Summary REVENUES BY TYPE
2019 ACTUAL
2020 REVISED
2021 BUDGET
48,469
1,000
62,988
64,878
10,540,682
10,982,839
11,316,103
11,530,016
Charges for Services
7,163,436
4,829,521
5,838,198
6,225,309
Miscellaneous
1,763,684
1,271,361
1,306,827
1,330,518
Revenue Transfer
4,010,588
7,365,474
4,555,757
4,292,263
23,526,858
24,450,195
23,079,873
23,442,984
Licenses, Permits and Fees Intergovenmental
Total Revenues
2022 BUDGET
Revenue Highlights • Intergovernmental revenues include $4.5 million in federal grants for housing and community development, and $5 million for Jefferson County Open Space funds. • Charges and services reflect the revenue generated from golf and restaurant operations at both Westwoods Golf Course and Lake Arbor Golf Course and education classes at Majestic View Nature Center. In early 2020, the COVID 19 pandemic clsoed the Golf Course and restaurants for several months and currently the number of guests is limited in the restaurants. This has greatly reduced the revenues in this category. At this time it is unknown when the restaurtants will be allowed to accommodate the same number of guests prior to the pandemic. Education classes at Majestic View Nature Center were also closed due to the pandemic in early 2020 which has contributed to the revenue reduction in 2020. • Miscellanous revenues include interest income, recovered costs which includes $880,000 from the APEX Recreation District in support of maintenance or performed by the Parks Department • A transfer from the General Fund in support of Parks Operations is reflected in the Revenue Transfer.
141
Vibrant Community and Neighborhoods 2020-2025 Work System Summary EXPENDITURES BY TYPE
2019 ACTUAL
2020 REVISED
2021 BUDGET
10,326,586
10,309,267
9,952,159
9,819,807
Services and Charges
7,889,877
8,269,059
8,450,431
8,584,397
Supplies and Expenses
3,049,482
3,019,689
3,129,722
3,156,046
Contract and Leaes
457,976
645,133
654,365
665,409
Debt Service
163,200
163,200
163,200
163,200
1,250,484
524,818
833,045
850,735
131,531
199,319
217,917
223,720
88,751
143,209
100,000
30,900
609,504
812,307
708,094
727,008
2,525
7,725
4,194
4,206
23,969,916
24,093,726
24,213,127
24,225,428
91.00
90.00
92.00
86.00
Personnel
Inventory Capital Maintenance Capital Outlay Transfers Other Total Expenditures Employees
2022 BUDGET
Expenditures Highlights •
The Food Services fund that operated Arvada Events at the Arvada Center is ceasing operations in June, 2021 and will reduce the work force which accounts for the reductions in personnel expenditures. One position was vacated in 2020 and will not be replaced and six positions will be vacated in June 2021.
•
The largest component of services and charges are the Section 8 Housing voucher program accounting for $3.4 million, utility charges account for $1.5 million of this expenditure type.
•
Supplies and Expenses include $1.4 million to support vehicle maintenance and replacement. Food, beverage and merchandise purchases at both golf courses is shown in the inventory expenditure type. This expenditure type is decreased due to the closure of the Golf Courses, Restaurants and Arvada Events in early 2020 due to the COVID 19 pandemic. The restaurants are currently limited in the number of guests they can accommodate which further contributes to the decrease in inventory expenditures.
•
The largest component of transfers is a transfer to the COP Fund for the payment of the debt related to the West Woods Golf Clubhouse remodel.
Challenges
Advantages
Changing demographics, changing activation of parks, affordable housing
Resilient and engaged community, Parks Master Plan, Taking Lasting Care, engaged workforce 142
Vibrant Community and Neighborhoods 2020-2025 Work System Summary Strategic Result 1 By 12/21 complete full implementation of waste hauling options MILESTONES: • By 5/20, first reading of proposed ordinance will be complete • By 6/20, a public hearing at a City Council Business Meeting will be held and City Council will be provided with the option for contract approval • By 12/20, develop a waste hauling engagement and outreach plan if contract is approved by City Council • By 4/21, complete household program component selections and cart deployment if contract is approved by City Council • By 5/21, begin the implementation process if contract is approved by City Council
Strategic Result 2 By 12/21 complete a History Master Plan MILESTONES: • By 12/20, identify all historical resources to include in the plan • By 12/21, develop a collaboration system between the Chamber, Visitor’s Center, Historical Society and the City • By 12/23, develop a plan for activation of the Flour Mill in Olde Town
Strategic Result 3 By 12/21 implement a tool kit of housing mix and style plan to improve access to quality housing affordable for a broad range of income levels MILESTONES: • By 12/20, create a regional strategy to address homelessness • By 12/20, complete an affordable housing assessment including incentive options and the area south of Arvada Cemetery • By 12/20, evaluate the Human Services Advisory Committee’s process for recommending funding • By 12/20, complete a list of current projects under development or planning Performance Measure
Target
2016
2017
2018
2019
Annual HUD SEMAP Rating
95%
96%
100%
100%
100%
Essential Home Repairs Program Client Satisfaction
100%
100%
100%
100%
Strategic Result 4 By 12/22 complete strategic investments and initiatives to ensure parks, trails, open space, and amenities are in alignment with our diverse, changing and growing community 143
Vibrant Community and Neighborhoods 2020-2025 Work System Summary MILESTONES: • By 6/21, with 3 years of Ralston Road construction, develop options for the Harvest Festival targeting the alignment of the Committee and City goals • By 12/20, establish a centralized volunteer coordination program • By 12/20, adopt a strategic Land Pursuit and Acquisition Plan • By 12/21, develop policies, procedures and standards for all the events occurring in Olde Town to ensure safety and quality for the community • By 12/21, complete a Community Events Plan • By 12/22, replace Meyers Pool with a new 50 meter natatorium Performance Measure
Target
2016
2017
2018
2019
95%
88%
85%
91%
94%
100%
100%
100%
100%
100%
Open Space per Capita
31
31.21
30.72
29.33
29.12
Trails per Capita
1.3
1.34
1.25
1.3
1.29
100%
91%
91%
84%
84%
Published Maintenance Standards Met for All Park Areas % of Priority 1 Trails Cleared Once within 24 Hours of Snowfall
Park Level of Service - Park within 10 minute walk of every residence
The City provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks, open space, and trails system. Completing parks projects and identifying trail gaps, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors. 2019 Citizen Survey shows that nearly all residents have visited a City park and/or used the trails and open spaces in Arvada.
These performance measures support access to quality housing that is affordable to a broad range of income levels and provides resources, housing, and neighborhood assistance services to Arvada residents, businesses, property owners, and stakeholders. 144
Vibrant Community and Neighborhoods 2020-2025 Work System Summary Strategic Result 5 By 12/25, 50% of neighborhoods complete a project or initiative that reshapes or activates shared neighborhood spaces MILESTONES: • By 12/20 offer leadership development opportunities and training to volunteers to foster future City leaders • By 6/21, develop a neighborhood engagement plan Performance Measure Know your Neighbor grant recipients enrolled in Neighbors Connected by the end of each year Devloping a “strong sense of community” across Arvada
Target
2016
2017
2018
2019
50%
N/A
N/A
44%
80%
65%
N/A
54%
N/A
49%
These performance measures demonstrate meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing Arvada’s small town traditions and history to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors.
145
Meets or Exceeds Target Just Under Target Does Not Meet Target
Capital Improvement Projects Capital Program Introduction The Capital Improvement Plan (CIP) for 2021 and 2022 represents the first two years of a ten-year plan that encompasses a strategic approach for the City’s capital investments for the next decade. This plan reflects a dual approach to utilizing scarce capital resources for capital improvement and major capital maintenance needs: Taking Lasting Care and the continued implementation of the Citizens Capital Improvement Planning Committee’s recommendations under the guidance of City Council’s current Strategic Plan. First, the City is continuing its focus on “Taking Lasting Care” (TLC) of its vast inventory of assets. Preserving existing infrastructure is a chief priority of the capital plan. Among TLC plans for the coming two years are: • Allocation of resources for the replacement of aging traffic signals, guardrails, and street infrastructure • Reinvestment in the City’s park system with a focus on playground renovation, trail renovation, irrigation systems, and tree replacements • Water system and sewer system repair and maintenance, including mains and ancillary infrastructure Second, the City is focused on the long-term implementation of many of the recommendations of the 2015 Citizens Capital Improvement Planning Committee (CCIPC). The 21-member CCIPC was charged by the Arvada City Council to prioritize capital projects and recommend funding strategies. The Committee recommended 19 projects, of which 11 have been completed or have received significant funding. CCIPC-recommended projects in the upcoming two-year plan include: • Major renovations to Gold Strike Park • Ongoing funding for installation of conduit and a backbone fiber network • Significant resources for missing sidewalks, transit-oriented development, bike and pedestrian access, and trails Total budgeted capital expenditures by major category for 2021-2022 are listed below. The remainder of the capital improvement section explains what capital projects are, how the City pays for them, and how projects are identified and prioritized. This section also includes individual project pages detailing each capital improvement within the 10-year plan. 2021-2022 CIP Projects by Category Category Debt Service General Administration Transportation Street Maintenance Parks and Golf Water Wastewater Stormwater Grand Total
2021 Budget $6,523,351 335,885 4,164,416 9,133,991 2,998,000 33,310,760 4,268,633 1,183,205 $61,918,241 146
2022 Budget $6,484,578 1,843,881 2,304,138 9,523,434 886,916 40,272,081 3,683,646 1,079,738 $66,078,411
Capital Improvement Projects What are Caital Improvements? The Capital Improvement Plan (CIP) is a ten-year road map for creating, maintaining, and paying for Arvada’s present and future infrastructure needs. The CIP outlines the project costs, funding sources, and estimated future operating costs associated with each capital improvement. The plan is designed to ensure that capital improvements will be made when and where they are needed and that the City will have the funds to pay for and maintain them. Capital improvement projects are non-routine capital expenditures that result in the acquisition of land, design and construction of new assets, or the renovation, rehabilitation, or expansion of existing capital assets. Capital projects usually have an expected useful life of at least five years. Capital improvements make up the physical infrastructure that all cities must have in place to provide essential services to current residents and support new growth and development. They are also designed to prevent the deterioration of the City’s existing infrastructure, such as roads, parks, buildings, and underground pipes for water and sewer systems, and to respond to and anticipate future growth of the City. Ongoing capital projects receive consistent funding for recurring capital infrastructure needs throughout the City and ensure that General CIP dollars are available for improvements in particular areas. Their creation grew out of the recognition that, while some recurring needs are relatively small in scope, it was still imperative that resources be reserved to fund necessary work. Routine capital expenditures generally will have no significant impact on the operating budget. One-time capital projects generally receive funding for the construction of a public facility or acquisition of land for a future public facility. These projects may have ongoing operating and maintenance costs, which have been included in the operating budget. Capital maintenance expenditures represent recurring capital expenditures intended specifically to sustain existing infrastructure and capital capacity, such as with water and sewer main replacements. Paying for Capital Improvements Funding for the City’s capital program comes from a variety of sources. 98-101 Funding – Since the electors of Arvada adopted a sales tax in 1969, the City Code has required that 60% of the first cent of sales tax revenue must be appropriated annually for capital projects or debt service. Codified as 98-101 in the Arvada Code of Ordinances, this funding is referred to as 98-101 funding. The funding for 2021 and 2022 is calculated as follows: 2021-2022 98-101 Funding Funding 2021 Budget 98-101 $10,802,863 Debt Service Obligations Bond Payments (5,361,532) Certificates of Participation Payments (1,161,819) Certificates of Participation Transfer to the $4,279,512 Capital Improvement Program 147
2022 Budget $11,072,934 (5,361,782) (1,122,796) $4,588,356
Capital Improvement Projects Water Fund – The Water Fund accounts for capital outlay and related debt service relating to the water utility operation. Typically, water rates pay for ongoing maintenance and replacement costs while water tap fees cover projects related to growth and expansion. Wastewater Fund – The Wastewater Fund accounts for capital outlay and related debt service relating to the collection, transmission, and disposal of sewage and wastewater. Typically, wastewater rates pay for ongoing maintenance and replacement costs while wastewater tap fees cover projects related to growth and expansion. Stormwater Fund – The Stormwater utility fee pays for capital improvements and debt service necessary to maintaining a stormwater management plan. Using the Stormwater Fund to pay for joint capital projects with the Mile High Flood District (MHFD) also qualifies the City for MHFD funding to operate and maintain stormwater improvements within the District. Golf Fund – Revenue from the Golf Fund is expected to meet all of the identified capital needs and debt service for the Golf programs at Lake Arbor and West Woods Golf Courses. Bond Proceeds – Proceeds from the sale of bonds fund specific capital improvement projects. A bond is a written promise to pay a designated sum of money at a specific date in the future, together with periodic interest at a specified rate, used as a long term financing tool. Bonds are used to fund the 72nd underpass project and the Ralston Road project included in the Continuing Projects list. Grant Funding – Funding received from an outside agency for a specific capital improvement project. Grant funding does not need to be repaid, but it may require the City to match a certain percentage of the award. Developer Funding – Contributions that developers make to the City in support of public improvements, such as traffic signals, roadway improvements, or park development, often to help respond to population growth. Streets Fund – The Streets Fund accounts for costs relating to the asphalt and concrete replacement programs. Revenues are derived from the City’s General Fund, the Highway Users Tax Fund, 50/50 sidewalk payments, and street degradation fees. Other Funding Sources – Other funding sources included in the current CIP include: • Conservation Trust – Profits from the sale of state lottery products are distributed to local governments by the Colorado Department of Local Affairs for park and recreation services • Adams County Transportation Sales Tax – Each year the City receives funds through a transportation sales tax from Adams County that can only be used in Adams County for transportation purposes • Adams County Open Space Sales Tax – Each year the City receives funds through an open space sales tax from Adams County that can only be used in Adams County for open space purposes • Lands Dedicated Opt-Out Fee – A fee in lieu of dedicating land to the City during development; used for park development • 3-Cent per Thousand Gallon Fee – This fee, which is based on annual water consumption, funds irrigation system upgrades 148
Capital Improvement Projects •
Park Water Tap Fees – As part of new construction, park tap fees are collected to fund new park construction
Operating Impact – Each year, as capital projects are planned and others are completed, the costs related to maintaining those capital assets are examined. Many times those costs can be absorbed in the City’s operations. Other times, additional staff and supplies are needed to maintain these projects. The operating impact of the 2021-2022 CIP is detailed later in this section and the operating impact of each project is included within the individual project pages. Capital Budgeting Process In many respects, the planning process for selecting, scheduling, and financing capital improvements parallels the way someone might plan to buy a house or a car. The process involves assessing many competing needs, determining priorities, evaluating costs and financing options, and establishing a realistic timeline for completing the projects. The following graphic outlines the City of Arvada’s ten-year Capital Improvement Plan process: • Council reviews progress of past successes in first quarter of year. • Re-establishes priorities in context of new information, studies, surveys.
• Departments begin various legal processes to begin the construction processes. • Quarterly reporting on all progress.
Development of Strategic Plan
Develop ten-year capital maintenance and new projects to meet long-term strategic needs
Build and Measure
Council adopts both the two-year appropriations and the ten-year plans
149
• Analyze prior year expenditures. • Identify all possible sources of resources. • Develop prioritization methodology to meet Strategic Plan. • Analyze and select proposed projects for plan and for the ten-year planning horizon.
• Council reviews Proposed Plan. • Adopts two-year appropriations. • Prioritizes unfunded priorities and projects. • Adds operating costs into the operating budget.
Capital Improvement Projects Strategic Plan The City’s Performance-based Budgeting program, FOCUS, acts as the foundation of Arvada’s budget process. In 2019, City Council adopted a new Strategic Plan to lay the foundation for meeting current and future community needs. The following strategic results and milestones have provided guidance in determining funding priorities for the 2021-2030 capital improvement plan: • • • • • • •
By 2021, Arvada will have a traffic accident rate lower than the national average Through 2025, prepare an annual street maintenance report for City Council and the community By 2021, update the water, sewer, stormwater, and overall infrastructure master plan By 2021, actions including conceptual project and operational changes to utilities programs necessary to implement the master plans are included in the 10-year CIP and performance budget By 2025, the City will have 100% of the water supply needed for build-out as defined by the comprehensive plan Through 2025, maintain funds to meet water supply financial commitments By 2022, complete strategic investments and initiatives to ensure parks, trails, open space, and amenities are in alignment with our diverse, changing, and growing community
2015 Citizens Capital Improvement Planning Committee The current Capital Improvement plan is also driven by the recommendations of the 2015 Citizens Capital Improvement Planning Committee (CCIPC). The Committee was charged by the Arvada City Council with prioritizing capital projects and recommending funding strategies. To do this, the Committee learned about the projects, developed and applied evaluation criteria, and then deliberated on which projects to recommend to Council for funding and at what level. The CCIPC recommended $73 million dollars of funding for 19 different projects. Below is a table identifying the CCIPC-recommended projects that have previously received funding or that are receiving funding as part of the 2021-2022 budget. CCIPC Recommended Projects Funding to 2021 2022 Date Budget Budget W. 72nd Ave. & Indiana St. Intersection $11,109,523 $$W. 72nd Ave. & UPRR Grade Separation 64,500,000 Ralston Road Reconstruction (Phases 1 & 2) 22,605,827 Park Maintenance, Fleet, and Central Stores Bldg 10,150,000 Gold Strike Park 494,237 1,125,000 Utility Undergrounding 154,545 56,275 57,964 Missing Sidewalks/TOD/Bike & Trail Gaps 1,190,000 650,000 700,000 ATMS, Conduit, and Fiber Interconnect 1,604,952 231,855 238,810 Gold Strike Park 494,237 1,125,000 Utility Undergrounding 154,545 56,275 57,964 Missing Sidewalks/TOD/Bike & Trail Gaps 1,190,000 650,000 700,000 Total $113,906,004 $2,505,856 $1,625,640 Project
150
Status Complete Underway Underway Underway Underway Ongoing Ongoing Ongoing Underway Ongoing Ongoing
Capital Improvement Projects In the five years since the Committee released its report, the City has dedicated nearly $114 million to CCIPC-recommended projects, several million more than the level of funding recommended in the report. The 2021-2022 CIP contains an additional $4 million and the ten-year capital improvement plan includes a substantial dedication of resources for CCIPC-recommended projects. Included in the CCIPC projects that received funding in recent years are two bond-funded projects. As the previous sales and use tax bonds retired in 2018, a ballot question for reissuance of the bonds was voted on and approved in November 2018. This approval allowed for the reissuance of bonds for two major road capacity projects: a grade separation on W. 72nd Avenue at the Union Pacific Railroad with improvements between Simms Street and Kipling Street, and the reconstruction and improvement of much of Ralston Road along the W. 58th Avenue alignment. In addition to the project recommendations made by the CCIPC, the group particularly examined the maintenance needs of the City’s street system. While street maintenance is capital in nature, the City’s program for maintenance is funded through operating dollars within the Streets Fund. The committee recommended that the City quickly take action “to address the pressing need for additional resources to repair and maintain roads and streets in Arvada.” Although a proposed sales and use tax increase to fund additional street maintenance was rejected by voters in 2016, the City increased its annual funding for street maintenance by redirecting other operating expenditures. The City’s street network is periodically inspected and scored on a pavement condition index (PCI) from zero (failed) to 100 (excellent). The City’s PCI rating has increased from 62% in 2013 to 68% in 2018 with a goal of 70% set by Council. Over the ten years of the plan, more than $100 million is dedicated to street maintenance in order to achieve that goal. Existing Projects As part of the 2021-2022 CIP budget process, a detailed review was conducted of all currently open capital projects. Staff evaluated the level of resources committed to active projects in order to identify and resolve any known funding issues. The following table lists all currently open Capital Improvement projects and their estimated completion dates. Continuing CIP Projects Project Name Trolley Restoration Visitability Fee City Public Art Indiana Shops Atrium Renov. 2018 ADA Compliance Proj. Parks Maintenance Building Natatorium Public Art Capital Maintenance Bike & Ped Improvements Guardrails-Revolving
2020 Budget Expected Completion 276,828 Fall 2020 592,674 Ongoing 456,718 Ongoing 60,000 TBD 500,000 Ongoing 10,150,000 Fall 2020 300,000 Ongoing 17,250 Ongoing 635,438 Ongoing 329,793 Ongoing 151
Capital Improvement Projects Continuing CIP Projects (continued) ADA Ramps-Revolving Ralston Road - Upham to Yukon Collector Streets Improvmt.Rev W. 60th Ave. (Adams County) PW NW Satellite Station Study Alkire @ 77th Sidewalks 82nd/Leyden & Indiana Imprvmnt Leyden Rd Improvements St Anne's Parking Lot Alley 2020 Bike/Ped Minor Imprvmnts Structural Repairs Wads 68th-72nd RTL (FASTER) 64th & Sheridan Int. (FASTER) W 55th Ave Median Pierce St Sidewalk 60th-62nd 72nd Ave Underpass (Bond) Ralston Yukon-Garrison (Bond) Vehicle Detection Program Sign Replacements - MUTCD Tennyson Corridor (ADCO Grant) Olde Town Street Ltg Phase II Xcel Undergrounding Supplement Traffic Signal Replacement 58th & Indep. (HSIP Grant) 86th & Kipling (HSIP Grant) 64th & Simms (HSIP Grant) 58th & Kipling (HSIP Grant) 80th & Vance (HSIP Grant) Intersection Safety Improvmnts 58th/Ward Rd LT Lanes (HSIP) W 52nd Ave Sidewalk W 57th Ave Bike Boulevard School Safety Traffic Division Standards Traffic Sig Reb-Hill Petrol Traffic Sig Fiber Con (DRCOG) 58th Place & Independence
700,637 4,722,827 26,922 568,779 250,000 502,164 75,000 1,073,166 80,000 33,000 575,400 2,164,727 1,280,995 30,715 298,543 64,500,000 17,883,000 322,105 159,368 2,701,329 689,465 154,545 3,193,187 938,618 637,150 1,198,625 528,175 864,000 167,697 1,423,696 21,000 35,000 94,173 107,730 300,271 643,935 704,853 152
Ongoing Spring 2021 Ongoing 2022 TBD TBD 2020 Ongoing 2020 2020 Ongoing 2020 TBD TBD TBD Spring 2024 Summer 2023 Ongoing Ongoing 2021 TBD Ongoing Ongoing Winter 2021/2022 Winter 2021/2022 Spring 2022 Fall 2021 Spring 2022 Ongoing TBD 2024 2023 Ongoing Ongoing 2020 Winter 2020/2021 Spring 2021
Capital Improvement Projects Continuing CIP Projects (continued) W 59th Pl and Kipling Pkwy Imp 86th & Kipling Trailhead Trail Renovation Gold Strike Pk. Irrigation Systems Holistic Health & Fitness Park Maj View - Minor Improvements Tree Replacement Program Playground Renovation Sabell Park (Dev. Agreement) Leyden Creek Trail Extension ADA Walk/Trail Compliance 2020 Playground Renovations AFON Fiber - Recurring 2019/20 Co-Locate Conduit 2020 AFON Fiber Project Public Safety Radio Sys MARC
450,000 294,029 160,410 494,237 194,670 804,179 29,687 112,215 515,239 185,953 292,279 100,000 265,000 291,494 138,705 600,000 250,104
153
Spring 2021 Ongoing Ongoing 2022 Ongoing 2022 TBD Ongoing Ongoing 2022 TBD Ongoing 2020 Ongoing 2020 2020 TBD
Capital Improvement Projects The 2021-2030 Capital Improvement Program The following table displays the City’s full 2021-2030 capital improvement program. Funding is summarized by source. Expenditures are summarized by category of spending. Sources
Existing
2021
2022
2023
2024
2025
98-101 $
$1,000,712 $10,802,863 $11,072,933 $11,405,121
$11,804,301
$12,158,430
Other City $
34,443,770
48,117,226
54,774,572
46,440,967
25,919,843
18,989,314
3,762,179
2,998,151
230,906
234,233
237,660
241,190
$39,206,661 $61,918,241 $66,078,411 $58,080,321 $37,961,804
$31,388,934
External $ Total Sources Total Uses
Existing
2021
2022
2023
$-
$6,523,351
$6,484,578
$6,530,167
$6,534,605
$6,110,194
-
335,885
1,843,881
1,852,096
1,860,536
1,869,209
182,861
5,974,030
2,304,138
2,521,562
2,401,831
3,202,885
-
9,133,991
9,523,434
9,716,227
9,943,731
10,171,509
100,249
4,196,166
886,916
961,273
1,481,105
1,464,131
Debt Service General Administration Transportation Street Maintenance Parks and Golf Water
2024
2025
23,728,976
41,185,101
40,272,081
33,957,058
13,353,797
5,874,411
Wastewater
-
4,268,633
3,683,646
1,498,717
1,311,823
1,589,988
Stormwater
1,400,000
4,095,658
1,079,738
1,043,222
1,074,375
1,106,606
$25,412,086 $75,712,815 $66,078,411 $58,080,321 $37,961,804
$31,388,934
Total Uses
Sources 98-101 $ Other City $ External $ Total Sources Total Uses Debt Service General Administration Transportation Street Maintenance Parks and Golf Water Wastewater Stormwater Total Uses
2026
2027
2028
2029
2030
2021-2030 Total
$12,462,392 $12,773,944 $13,093,300 $13,414,159 $13,722,700 $123,710,855 28,860,658
31,117,907
21,353,655
19,624,274
19,872,587
244,825
248,570
252,427
256,400
260,492
8,967,033
$41,567,874 $44,140,422 $34,699,383 $33,294,833 $33,855,779
482,192,661
2026
2030
349,514,773
2021-2030 Total
2027
2028
2029
$6,112,274
$6,125,175
$6,138,821
$6,149,185
$6,163,316
$62,871,666
1,878,120
1,887,277
1,896,686
1,906,356
1,916,294
17,246,340
3,255,472
3,404,981
3,655,977
4,200,594
4,450,326
35,554,654
10,406,324
10,655,324
10,917,364
11,185,445
11,461,891
103,115,239
1,719,155
1,874,219
1,935,055
1,707,260
1,758,477
18,084,008
15,515,013
17,659,719
7,808,653
5,461,936
5,619,700
210,436,444
1,391,713
1,686,819
1,476,469
1,789,546
1,566,386
20,263,740
1,289,804
846,908
870,358
894,512
919,390
14,620,570
$41,567,874 $44,140,422 $34,699,383 $33,294,833 $33,855,779 $482,192,661
154
Capital Improvement Projects 2021-2022 Capital Expenditure Detail The following table details the City’s 2021 and 2022 capital expenditures by project. Capital expenditures are presented in major categories with the sources of funding shown for each project. 2021 Capital Expenditures Project
98-101 $
Other City $
External $
2021 Total
Debt Service Debt Service
$6,523,351
$-
$-
$6,523,351
General Administration Arvada Fiber Optic Network
231,855
-
-
231,855
Public Art
104,030
-
-
104,030
$63,339
$-
$-
$63,339
-
-
76,006
76,006
Collector Street Improvements
63,339
-
-
63,339
Guardrails
28,138
-
-
28,138
Intersection Safety Improvements
95,008
-
-
95,008
-
-
600,000
600,000
25,335
-
-
25,335
650,000
-
-
650,000
Transportation ADA Ramps Adams County Transportation Projects
Leyden Road Improvement Project School Safety Sidewalks/TOD/Bike & Trail Gaps Traffic Signals
1,050,422
-
-
1,050,422
UPS at Major Intersections
49,404
-
-
49,404
Vehicle Detection Program
50,150
-
-
50,150
-
-
800,000
800,000
351,524
-
205,476
557,000
56,275
-
-
56,275
-
9,013,991
120,000
9,133,991
$-
$-
$31,669
$31,669
1,125,000
-
570,000
1,695,000
W. 58th and Ward Road Intersection W. 60th Ave. Improvements Xcel Energy Undergrounding Fund Supplement
Street Maintenance Asphalt and Concrete Replacement Programs Parks Adams County Open Space Projects Gold Strike Park Holistic Health and Fitness Park
-
-
495,000
495,000
Irrigation Systems
-
161,234
-
161,234
Park Water Tap Fees
-
164,662
-
164,662
253,354
14,740
-
268,094
Trail Renovation
63,339
-
-
63,339
Tree Replacement Program
19,002
-
-
19,002
$-
$-
$47,000
$47,000
Lake Arbor Improvements
-
-
30,000
30,000
West Woods Tree Replacement and Removal Project
-
-
23,000
23,000
Playground Renovation
Golf Forward Tee Construction West Woods
155
Capital Improvement Projects 2021 Capital Expenditures (continued) Project
98-101 $
Other City $
External $
2021 Total
Water Denver Water Moffat Project Participation
$- $22,020,000
Castlegate Water Line
$- $22,020,000
500,000
500,000
Highway 93 Water Tank and Pipeline
-
940,000
-
940,000
Raw Water Meter Project
-
500,000
-
500,000
Raw Water Pump Station
-
5,000,000
-
5,000,000
Water Distribution System Upgrades
-
520,200
-
520,200
Water System Replacement (Operations)
-
3,830,560
-
3,830,560
$-
$460,000
$-
$460,000
Infiltration Elimination Program
-
424,360
-
424,360
North Trunk Sewer Line 81st and Kipling
-
690,000
-
690,000
Oversizing of Replacement Pipelines for Additional Capacity
-
281,377
-
281,377
Sewer System Replacement (Operations)
-
2,412,896
-
2,412,896
$-
$450,000
$-
$450,000
Leyden Creek Crossing at Alkire Street
-
200,000
-
200,000
Mile High Flood District Joint Maintenance Projects
-
26,523
-
26,523
Mile High Flood District Joint Master Plan Studies
-
56,275
-
56,275
-
450,407
-
450,407
Wastewater 69th and Ward Sewer Replacement
Stormwater Lake Arbor Dredging and Shoreline Stabilization
Ralston Creek at Croke Canal Crossing Grand Total
$10,802,863 $48,117,226
156
$2,998,151 $61,918,241
Capital Improvement Projects 2021-2022 Capital Expenditure Detail The following table details the City’s 2021 and 2022 capital expenditures by project. Capital expenditures are presented in major categories with the sources of funding shown for each project. 2022 Capital Expenditures Project
98-101 $
Other City $
External $
2022 Total
Debt Service Debt Service
$6,484,578
$-
$-
$6,484,578
1,500,000
-
-
1,500,000
Arvada Fiber Optic Network
238,810
-
-
238,810
Public Art
105,070
-
-
105,070
$65,239
$-
$-
$65,239
General Administration Aquatics Center
Transportation ADA Ramps Adams County Transportation Projects
-
-
78,286
78,286
Collector Street Improvements
65,239
-
-
65,239
Guardrails
28,982
-
-
28,982
Intersection Safety Improvements
97,858
-
-
97,858
School Safety
26,095
-
-
26,095
Sidewalks/TOD/Bike & Trail Gaps
700,000
-
-
700,000
1,081,934
-
-
1,081,934
UPS at Major Intersections
50,886
-
-
50,886
Vehicle Detection Program
51,655
-
-
51,655
Xcel Energy Undergrounding Fund Supplement
57,964
-
-
57,964
-
9,403,434
120,000
9,523,434
$-
$-
$32,619
$32,619
Irrigation Systems
-
166,071
-
166,071
Park Water Tap Fees
-
169,602
-
169,602
Traffic Signals
Street Maintenance Asphalt and Concrete Replacement Parks Adams County Open Space Projects
Playground Renovation
433,813
-
-
433,813
Trail Renovation
65,239
-
-
65,239
Tree Replacement Program
19,572
-
-
19,572
157
Capital Improvement Projects 2022 Capital Expenditures (continued) Project
98-101 $
Other City $
External $
2022 Total
Water Denver Water Moffat Project Participation
$- $35,146,000
$- $35,146,000
NW Improvements - Leyden Rock - Upsize Quaker Alignment Pipeline
-
650,000
-
650,000
Water Distribution System Upgrades
-
530,604
-
530,604
Water System Replacement (Operations)
-
3,945,477
-
3,945,477
$-
$218,545
$-
$218,545
North Sewer Trunk Line 61st and Tennyson
-
690,000
-
690,000
Oversizing of Replacement Pipelines for Additional Capacity
-
289,819
-
289,819
Sewer System Replacement (Operations)
-
2,485,282
-
2,485,282
$-
$27,318
$-
$27,318
Mile High Flood District Joint Master Plan Studies
-
57,964
-
57,964
Ralston - Indiana to Eldridge
-
954,838
-
954,838
Stormwater Master Plan Projects
-
39,618
-
39,618
Wastewater Infiltration Elimination Program
Stormwater Mile High Flood District Joint Maintenance Projects
Grand Total
$11,072,933 $54,774,572
158
$230,906 $66,078,411
Capital Improvement Projects Operating Impact The City’s operating budget is directly affected by the CIP. When certain types of capital projects are developed and completed, they also have ongoing financial impacts. For example, if the City were to construct a new building, the operating budget would increase to include capacity for any new equipment, utilities, and supplies needed to operate and maintain the facility. Park maintenance staff might be added when a new park is completed. Likewise, operating costs can decrease with certain capital improvement. For example, repair and maintenance costs could go down with the replacement of an aging traffic signal. In the 2021-2030 Capital Improvement Program, each individual project includes an estimated future operating budget impact, if it is possible to identify the cost at this time in the project’s lifecycle. The City carefully considers these operating costs when deciding which projects to move forward in the CIP. The following table summarizes the quantifiable projected annual impact of the FY 2021-2022 CIP on the City’s operating budget: Project Arvada Fiber Optic Network Forward Tee Construction West Woods West Woods Tree Replacement and Removal Project Gold Strike Park Holistic Health and Fitness Park Castlegate Water Line Highway 93 Water Tank and Pipeline Raw Water Meter Project Raw Water Pump Station Totals
Operating Impact Operational cost to maintain OSP Insight software, used to document the fiber cable and fiber strand allocation
Annual Cost
Annual Savings
$10,000
$-
500
-
-
3,500
25,000
-
8,000
-
Operating and maintenance cost
5,000
-
Operating and maintenance cost
10,000
-
Operating and maintenance cost
5,000
-
Operating and maintenance cost
10,000
-
$73, 500
$3,500
Maintenance costs for new tees Savings on insect treatments and reduced winter damage Operating cost for Gold Stike Park Operating cost for Holistic Health and Fitness Park
159
Capital Improvement Projects 2023-2030 Governmental Capital Expenditure Detail The planned capital expenditures from 2023 to 2030 are shown in the chart below. Some of the larger projects that make up these expenditures include: General Administration Aquatics Center - $12,000,000 Arvada Fiber Optic Network - $2,187,290 Public Art - $879,284
Water Denver Water Moffat Project - $37,850,000 Water System Replacement - $36,137,045 Highway 93 Lakes Water Storage Project - $20,500,000
Transportation Traffic Signal Replacement - $10,979,747 Sidewalks/TOD/Bike & Trail Gaps - $5,600,000 Arterial Improvements - $4,209,618
Wastewater Sewer System Replacement - $6,669,252 Infiltration Elimination Program - $2,987,730 Oversizing of Replacement Pipelines - $2,654,479
Parks Playground Renovations - $6,743,157 Irrigations System Renovations - $3,528,566 Trail Renovation - $597,528
Stormwater Lower Ralston Creek Stabilization - $1,500,000 Ralston Creek Improvements - $1,348,077 Bates Lake Watershed Improvements - $705,741
2023 - 2030 Capital Expenditures Street Maintenance $84,457,815 32%
General Administration $15,066,574 6%
Transportation $27,093,626 10%
Parks $12,900,676 5%
Water $105,250,286 40% Wastewater $12,311,461 4%
160
Stormwater $8,045,174 3%
Capital Improvement Projects 2021- 2030 Individual Project Sheets Each project included in the 2021-2030 Capital Improvement Plan is presented on a separate sheet within the following program areas: General Administration, Transportation, Street Maintenance, Parks and Golf, Water, Wastewater, and Stormwater. Each project sheet contains a description, picture, project justification, strategic plan alignment, project funding source details, anticipated uses of funds, expected timeline, and operating impact.
161
Capital Improvement Projects
General Administration Overview The General Administration category includes items such as public art, the Arvada Fiber Optic Network project, and the construction, expansion, or replacement of existing facilities. From 2022-2030, the City has set aside $1,500,000 a year for debt service for the construction of an aquatics center to replace the George Meyers Pool.
Summary of General Administration Sources Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Total
98-101 $
$-
$335,885
$1,843,881
$1,852,096
$1,860,536
$1,869,209
$9,484,733
$17,246,340
Other City $
-
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$335,885
$1,843,881
$1,852,096
$1,860,536
$1,869,209
$9,484,733
$17,246,340
Summary of General Administration Uses Uses
Existing
2021
2022
2023
2024
2025
2026-2030
Total
Design
$-
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
104,030
105,070
106,121
107,182
108,254
557,726
1,088,384
Construction
-
231,855
1,738,810
1,745,975
1,753,354
1,760,955
8,927,007
16,157,956
Total Uses
$-
$335,885
$1,843,881
$1,852,096
$1,860,536
$1,869,209
$9,484,733
$17,246,340
162
Capital Improvement Projects General Administration Public Art Description
In support of the City Art in Public Places Program, this project will fund the acquisition of public art for placement throughout the City. The funds are used within the guidelines set forth by the program and purchases are approved by City Council.
Project Justification Established by City Council in 2009, program goals are to enhance and enrich the lives of Arvada’s residents, visitors, employees, and local businesses by incorporating works of art in public places, contribute to Arvada’s civic pride and sense of identity, increase access to works of art, and enhance Arvada’s reputation as a City which celebrates and supports the arts.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing both Arvada’s small town traditions and history and changing to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors
Project Funding This project is fully funded. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$104,030
$105,070
$106,121
$107,182
$108,254
$557,726
$1,088,384
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$104,030
$105,070
$106,121
$107,182
$108,254
$557,726
$1,088,384
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
104,030
105,070
106,121
107,182
108,254
557,726
1,088,384
-
-
-
-
-
-
-
$104,030
$105,070
$106,121
$107,182
$108,254
$557,726
$1,088,384
Acquisition Construction Total Uses
Operating Cost Impact This project includes funding for capital maintenance on public art.
163
Capital Improvement Projects General Administration Aquatics Center Description
These funds will accommodate debt service on the City’s share of resources for the construction of a facility to replace the George Meyers Pool.
Project Justification The George Meyers Pool is reaching the twilight of its useful life.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides meaningful ways for the community to engage with local government and strategic partnerships to advance quality of life by embracing both Arvada’s small town traditions and history and changing to achieve an inclusive, equitable, diverse, prosperous, and resilient community that cares about its neighbors
Project Funding Costs will be shared between Arvada, JeffCo Public Schools, and the Apex Park and Recreation District. The funding identified below reflects the City’s share of the project cost. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
98-101 $
$-
$1,500,000
$1,500,000
$1,500,000
$1,500,000
$7,500,000
$13,500,000
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
Total Sources
$-
$1,500,000
$1,500,000
$1,500,000
$1,500,000
$7,500,000
$13,500,000
Project Cost Estimate and Timeline While the project design and construction timeline are still being determined, the debt service on the project is ongoing. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
-
1,500,000
1,500,000
1,500,000
1,500,000
7,500,000
13,500,000
Total Uses
$-
$1,500,000
$1,500,000
$1,500,000
$1,500,000
$7,500,000
$13,500,000
Operating Cost Impact Arvada will not be responsible for the ongoing operating cost of the facility.
164
Capital Improvement Projects General Administration Arvada Fiber Optic Network Description
Arvada Fiber Optic Network (AFON) is a backbone fiber network which will allow City facilities, Jefferson County Public Schools, and the Arvada Fire Protection District to have lateral network connections to Information Communication and Technology assets. AFON will not only provide a high-speed communication network linking current City assets distributed throughout the City but will position the City to undertake yet unforeseen technology improvements that will benefit the City and its citizens.
Project Justification Due to the longevity of fiber optic cable, this project will prepare the City for other opportunities that may arise over the next 30 years. Such initiatives may include improvements in public safety, traffic management, economic development opportunities, and Smart City initiatives.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.
Project Funding Additional funding has come from Arvada Fire Protection District and Jeffco Schools. Over $500,000 has been contributed as of 2019 from those two entities. Other opportunities include grants related to public safety and traffic management. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$231,855
$238,810
$245,975
$253,354
$260,955
$1,427,007
$2,657,956
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$231,855
$238,810
$245,975
$253,354
$260,955
$1,427,007
$2,657,956
98-101 $
Total Sources
Project Cost Estimate and Timeline As of January 2020, about 68% of the master plan conduit is installed. The initial plan will take the next 3 to 5 years to complete. The changing needs of the City will generate other opportunities to expand the conduit network and install additional fiber cable. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
231,855
238,810
245,975
253,354
260,955
1,427,007
2,657,956
Total Uses
$231,855
$238,810
$245,975
$253,354
$260,955
$1,427,007
$2,657,956
Operating Cost Impact Operational funding will be used for the cost to maintain OSP Insight software, about $10,000 a year. This software is used to document the fiber cable and fiber strand allocation.
165
Capital Improvement Projects
Transportation Overview The Transportation category includes all redesign and construction of transportation infrastructure within the City limits, including roads, bridges, traffic signals, intersections, guardrails, bike lanes, and sidewalks. It also includes project for pedestrian safety, traffic calming, and ADA improvements. Much of the funding for transportation is dedicated to “Taking Lasting Care� of existing transportation infrastructure. However, the ten-year plan also includes funding for improvements to Leyden Road, 58th and Ward, and W. 60th Avenue.
Summary of Transportation Sources Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Total
98-101 $
$506,475
$2,482,934
$2,225,851
$2,440,927
$2,318,777
$3,117,339
$18,499,550
$31,591,853
-
-
-
-
-
-
-
-
External $
1,486,000
1,681,482
78,286
80,635
83,054
85,546
467,799
3,962,802
Total Sources
$1,992,475
$4,164,416
$2,304,138
$2,521,562
$2,401,831
$3,202,885
$18,967,349
$35,554,654
Other City $
Summary of Transportation Uses Uses
Existing
2021
2022
2023
2024
2025
2026-2030
Total
Design
$39,739
$1,028,240
$154,814
$172,358
$159,979
$243,678
$1,440,977
$3,239,785
Acquisition
143,122
403,689
106,595
109,793
113,086
125,879
728,153
1,730,317
-
4,542,100
2,042,729
2,239,411
2,128,765
2,833,328
16,798,219
30,584,552
$182,861
$5,974,030
$2,304,138
$2,521,562
$2,401,831
$3,202,885
$18,967,349
$35,554,654
Construction Total Uses
166
Capital Improvement Projects Transportation W. 60th Ave. Improvements Description
The improvements along W. 60th Ave. adjust the lane channelization to include bicycle lanes, parking, and travel lanes. This project also includes the expansion or construction of sidewalks.
Project Justification These upgrades result in a street that meet current City standards and adds sidewalks in areas where they are missing, improving access to the Gold Line Commuter Rail.
Strategic Plan Alignment Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding A portion of this project is funded through the Adam’s County Transportation Tax. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
$68,779
$351,524
$-
$-
$-
$-
$-
$420,303
-
-
-
-
-
-
-
-
External $
500,000
205,476
-
-
-
-
-
705,476
Total Sources
$568,779
$557,000
$-
$-
$-
$-
$-
$1,125,779
98-101 $ Other City $
Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses
Existing
2021-2030
Project Total
Design
$-
$98,266
143,122
Acquisition Construction Total Uses
Timeline
Start
Completion
$98,266
Design
2015
2020
-
143,122
Acquisition
2016
2021
-
884,391
884,391
Construction
2021
2022
$143,122
$982,657
$1,125,779
Operating Cost Impact There are no operating costs associated with this project.
167
Capital Improvement Projects Transportation Leyden Road Improvement Project Description
Leyden Road needs improvement as a result of the significant development that has occurred in this area. This project intends to be a planning document to identify: 1) 10% roadway design, 2) right-of-way, 3) environmental impacts, 4) survey, 5) conceptual construction costs.
Project Justification With the significant development and increased traffic on Leyden Road and adjacent roadways, Leyden road is no longer capable of handling the traffic volume. This project intends to begin the study and design work associated with improving Leyden Road.
Strategic Plan Alignment Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding This project is funded through Traffic Impact Fees from the Leyden Rock and Leyden Ranch developments. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
-
-
-
External $
-
600,000
-
-
-
-
-
600,000
Total Sources
$-
$600,000
$-
$-
$-
$-
$-
$600,000
Project Cost Estimate and Timeline This project is for the initial study and project design. Once complete, construction costs and timing will be reviewed. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$600,000
$600,000
Design
2021
2021
Acquisition
-
-
-
Acquisition
TBD
TBD
Construction
-
-
-
Construction
TBD
TBD
Total Uses
$-
$600,000
$600,000
Operating Cost Impact There are no additional operating costs associated with this project.
168
Capital Improvement Projects Transportation W. 58th and Ward Road Intersection Description
This project is for the design and reconstruction of the W. 58th and Ward intersection. Improvements will include the reconstruction of curb and gutter, a median, sidewalk, and islands, as well as removal and replacement of signal heads and poles and the relocation of utilities.
Project Justification With several developments in the area near W. 58th and Ward Road, developer fees have been placed in escrow to help pay for improvement at this intersection (along with other locations).
Strategic Plan Alignment Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding This project is funded through a combination of funding from the Federal Highway Safety Improvement Program, Developer Fees from Haskins Station ($800,000), Sabelles ($25,000), and Timberline ($25,000), and City funding. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$437,696
$-
$-
$-
$-
$-
$-
$437,696
-
-
-
-
-
-
-
-
986,000
800,000
-
-
-
-
-
1,786,000
$1,423,696
$800,000
$-
$-
$-
$-
$-
$2,223,696
Other City $ External $ Total Sources
Project Cost Estimate and Timeline This project is fully funded. Design began in 2019. Construction is expected to be complete by 2023. Uses
Existing
2021-2030
Project Total
Design
$39,739
$182,631
Acquisition
-
Construction Total Uses
Timeline
Start
Completion
$222,370
Design
2019
2023
300,199
300,199
Acquisition
2022
2022
-
1,701,127
1,701,127
Construction
2022
2023
$39,739
$2,183,957
$2,223,696
Operating Cost Impact This is currently a signalized intersection, subject to normal signal and roadway maintenance operations. With this rebuild, initial maintenance costs will be low.
169
Capital Improvement Projects Transportation Sidewalks/TOD/Bike & Trail Gaps Description
This funding will provide improvements to facilitate non-vehicular transit in a coordinated fashion to link existing trails and sidewalks into each other. The City’s park trail and sidewalk networks have a number of gaps throughout the City.
Project Justification As part of the 2015 Citizens Capital Improvement Project Committee’s report to City Council, it recommended substantial funding for sidewalks, transit-oriented development, bicycle and pedestrian improvements, and trails.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Project Funding While this project provides an ongoing, annual source of funding, it does not fully meet the need for trail and sidewalk gaps identified by the City. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$650,000
$700,000
$700,000
$700,000
$700,000
$3,500,000
$6,950,000
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$650,000
$700,000
$700,000
$700,000
$700,000
$3,500,000
$6,950,000
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Specific improvements are planned through coordination between Public Works and Parks. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$65,000
$70,000
$70,000
$70,000
$70,000
$350,000
$695,000
-
-
-
-
-
-
-
Construction
585,000
630,000
630,000
630,000
630,000
3,150,000
6,255,000
Total Uses
$650,000
$700,000
$700,000
$700,000
$700,000
$3,500,000
$6,950,000
Acquisition
Operating Cost Impact There are no operating cost impacts.
170
Capital Improvement Projects Transportation Arterial Improvements Description
This project will improve segments of arterial streets meriting work due to traffic demand. Work may include improvements to existing lanes, addition of turn lanes, etc.
Project Justification This project provides spot and intersection improvements on arterials as traffic volumes increase and as needs arise.
Strategic Plan Alignment Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding This project is fully funded. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
98-101 $
$-
$-
$-
$-
$300,000
$3,909,618
$4,209,618
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
Total Sources
$-
$-
$-
$-
$300,000
$3,909,618
$4,209,618
Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$30,000
$390,962
$420,962
Acquisition
-
-
-
-
-
-
-
Construction
-
-
-
-
270,000
3,518,656
3,788,656
Total Uses
$-
$-
$-
$-
$300,000
$3,909,618
$4,209,618
Operating Cost Impact There are no ongoing operating costs associated with arterial improvements.
171
Capital Improvement Projects Transportation Collector Street Improvements Description
This project completes isolated improvements along collector streets such as turn lanes, curb gutters, sidewalks, etc. It may also provide the City’s match for outside funding on minor projects, such as preliminary engineering studies or design needed to apply for outside grants, and it can serve as supplemental funding between a budgeted project and actual costs.
Project Justification This project completes minor projects along collector streets to bring them into compliance with the City’s collector street standards and to improve safety and capacity.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Project Funding This project is fully funded. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$63,339
$65,239
$67,196
$69,212
$71,288
$389,832
$726,105
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$63,339
$65,239
$67,196
$69,212
$71,288
$389,832
$726,105
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$3,167
$3,262
$3,360
$3,461
$3,564
$19,492
$36,305
-
-
-
-
-
-
-
Construction
60,172
61,977
63,836
65,751
67,724
370,341
689,800
Total Uses
$63,339
$65,239
$67,196
$69,212
$71,288
$389,832
$726,105
Acquisition
Operating Cost Impact There are no new costs associated with Collector Street Improvements.
172
Capital Improvement Projects Transportation ADA Ramps Description
This project funds the Federal requirement to replace non-compliant sidewalks and install new sidewalk accessibility ramps on streets with significant construction. It also installs ramps along heavily used pedestrian corridors.
Project Justification This project fulfills a federal requirement per Title II of the Americans with Disabilities Act of 1990, utilizing the 2004 Accessible Guidelines adopted by the DOJ in 2010. It increases access to physically impaired individuals and installs ramps in areas of high pedestrian traffic and in neighborhoods where there are ADA ramp deficiencies and known physically impaired residents live.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.
Project Funding This project provides ongoing funding for continuous ADA improvement, but there is a large unmet need to reach full compliance with the federal requirement. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$63,339
$65,239
$67,196
$69,212
$171,288
$689,832
$1,126,105
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$63,339
$65,239
$67,196
$69,212
$171,288
$689,832
$1,126,105
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
63,339
65,239
67,196
69,212
171,288
689,832
1,126,105
Total Uses
$63,339
$65,239
$67,196
$69,212
$171,288
$689,832
$1,126,105
Operating Cost Impact There are no new costs associated with ADA ramps.
173
Capital Improvement Projects Transportation Guardrails Description
This project will be used to conduct an inventory of the City’s guardrails, perform a structural assessment on existing guardrails, and install new guardrails or mitigate hazards that do not meet current City and AASHTO standards for roadside clear zones. Mitigation measures, in addition to the installation of guardrails, may include installing or extending culverts to eliminate a ditch or culvert end section or the removal of large roadside objects that pose a hazard to the traveling public.
Project Justification This project eliminates safety hazards to motorists and pedestrians. Funding for guardrails was included in the 2015 Citizens Capital Improvement Project Committee’s recommendations to City Council.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.
Project Funding This project is fully funded. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$28,138
$28,982
$29,851
$30,747
$31,669
$163,097
$312,484
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$28,138
$28,982
$29,851
$30,747
$31,669
$163,097
$312,484
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. The funding will be utilized as particular needs are identified. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
28,138
28,982
29,851
30,747
31,669
163,097
312,484
Total Uses
$28,138
$28,982
$29,851
$30,747
$31,669
$163,097
$312,484
Operating Cost Impact There are no operating costs associated with guardrails.
174
Capital Improvement Projects Transportation Bridge Repair Description
Non-CDOT bridges need to be regularly inspected and maintained. The City has bridges that need attention in order to ensure the safety and ongoing maintenance of the existing infrastructure.
Project Justification There are bridge infrastructure issues in the City that need repair or maintenance. If bridge maintenance issues are not addressed routinely, expensive repairs or replacement is likely. Without sufficient funding, bridge infrastructure will deteriorate.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.
Project Funding This project provides periodic, ongoing funding for bridge repair, but does not fully fund all needs identified. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
98-101 $
$-
$-
$69,300
$-
$50,000
$150,000
$269,300
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
Total Sources
$-
$-
$69,300
$-
$50,000
$150,000
$269,300
Project Cost Estimate and Timeline This is an ongoing project. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
-
-
69,300
-
50,000
150,000
269,300
Total Uses
$-
$-
$69,300
$-
$50,000
$150,000
$269,300
Operating Cost Impact There are no ongoing operating costs associated with this project.
175
Capital Improvement Projects Transportation Xcel Energy Undergrounding Fund Supplement Description
This funding will help to cover costs for undergrounding other utilities on existing Xcel Energy poles during Xcel 1% fund undergrounding work. Utility poles cannot be removed until all lines on them are undergrounded.
Project Justification The Xcel 1% fund provides funding to underground Xcel electric lines. Often there are also phone, cable and fiber optic lines on the poles that must also be undergrounded in order to remove the poles. The Xcel 1% fund does not cover the undergrounding cost for other lines.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.
Project Funding Per the City’s franchise agreement with Xcel Energy, an amount equal to 1% of revenues collected on utility sales in Arvada are available for the undergrounding of utilities at locations identified by the City. This City funding supplements the Xcel 1% fund. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$56,275
$57,964
$59,703
$61,494
$63,339
$326,193
$624,967
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$56,275
$57,964
$59,703
$61,494
$63,339
$326,193
$624,967
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Timing is dependent on needs identified by Public Works. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
56,275
57,964
59,703
61,494
63,339
326,193
624,967
Total Uses
$56,275
$57,964
$59,703
$61,494
$63,339
$326,193
$624,967
Operating Cost Impact There is no operating impact.
176
Capital Improvement Projects Transportation Adams County Transportation Projects Description
Each year the City receives about $75,000 in a Transportation Tax from Adams County that can only be used in Adams County for transportation-related projects. The funds are captured in a holding account. The monies are used to complete missing sidewalks, upgrade street sections not meeting current City standards, and for the City match on jointly funded projects.
Project Justification The TOD Bike-Ped Access Plan describes the need for roadway retrofits along W 60th Ave, Tennyson St, W 64th Ave and Sheridan Blvd. The retrofits adjust the lane channelization to include bicycle lanes, parking, and travel lanes. The plan also identifies expansion or construction of sidewalks. These upgrades result in streets that meet current City standards and fund City matches on joint projects.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.
Project Funding Each year the City receives about $75,000 through a transportation sales tax from Adams County that can only be used in Adams County for transportation purposes. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
-
-
External $
76,006
78,286
80,635
83,054
85,546
467,799
871,326
Total Sources
$76,006
$78,286
$80,635
$83,054
$85,546
$467,799
$871,326
Project Cost Estimate and Timeline This is an ongoing project. Funding will be utilized as eligible needs are identified. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$3,800
$3,914
$4,032
$4,153
$4,277
$23,390
$43,566
-
-
-
-
-
-
-
Construction
72,206
74,372
76,603
78,901
81,268
444,409
827,760
Total Uses
$76,006
$78,286
$80,635
$83,054
$85,546
$467,799
$871,326
Acquisition
Operating Cost Impact There is no operating cost impact.
177
Capital Improvement Projects Transportation Traffic Signals Description
This project is to replace, rebuild, and build new traffic signals. The City is behind on replacing traffic signals at several locations. This project replaces old, deteriorating signals and upgrades signals in order for them to meet contemporary standards. It includes not only the signals themselves, but improving sidewalk crossings, obtaining right-of-way, and installing the latest technology to help connect signals. This project allows the City to leverage the installation of fiber and connect the signal infrastructure in order to better control signals remotely, optimize signal timing, and improve traffic flow.
Project Justification Many of the City’s traffic signals are over 30 years old and are in need of replacement or rebuild. Some infrastructure is deteriorating, doesn’t meet current standards, doesn’t meet the needs of the intersection (e.g., signal lights don’t align with lanes), or vehicles are damaging the infrastructure (e.g., trucks at 80th and Chase). Without adequate funding, deterioration will lead to expensive emergency repair. In addition, some intersections now meet warrants for signalization (e.g., 64th and Quail and 64th and Easley).
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Project Funding While this project provides ongoing funding for traffic signals each year, there is an additional unmet need to address the backlog of intersections that require signal rebuilds or new signals. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$1,050,422
$1,081,934
$1,114,392
$1,147,825
$1,282,259
$7,435,271
$13,112,103
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$1,050,422
$1,081,934
$1,114,392
$1,147,825
$1,282,259
$7,435,271
$13,112,103
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Signal replacement is driven by actual conditions. The Traffic Engineering Division has a list of priorities for new and replacement signals. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$63,025
$64,916
$66,864
$68,870
$76,936
$446,116
$786,726
Acquisition
98,740
101,702
104,753
107,896
120,532
698,915
1,232,538
Construction
888,657
915,316
942,776
971,060
1,084,791
6,290,239
11,092,839
$1,050,422
$1,081,934
$1,114,392
$1,147,825
$1,282,259
$7,435,271
$13,112,103
Total Uses
Operating Cost Impact Inspection and maintenance costs for new signals average $950 annually. Older signals that require extensive repairs can run in the range of $9,000 - $10,000 a year. Intersections in poor repair have a higher risk of major component failure, such as a pole or cabinet failure, which can cost $20,000 or more to replace.
178
Capital Improvement Projects Transportation Intersection Safety Improvements Description
The Traffic Division analyzes intersections annually to determine if improvements are needed. Funds are used to rebuild arterial intersections, modify traffic signals, and reduce the risk of accidents.
Project Justification This project improves intersections in order to reduce road and intersection related accidents.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Project Funding This project is fully funded. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$95,008
$97,858
$100,794
$103,818
$106,932
$584,748
$1,089,157
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$95,008
$97,858
$100,794
$103,818
$106,932
$584,748
$1,089,157
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Funds are used as needs are determined through analysis of intersections. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$4,750
$4,893
$5,040
$5,191
$5,347
$29,237
$54,458
Acquisition
4,750
4,893
5,040
5,191
5,347
29,237
54,458
Construction
85,507
88,072
90,714
93,436
96,239
526,274
980,242
Total Uses
$95,008
$97,858
$100,794
$103,818
$106,932
$584,748
$1,089,157
Operating Cost Impact There is no operating cost impact.
179
Capital Improvement Projects Transportation Vehicle Detection Program Description
Vehicle detection consists of cameras, pavement sensors, or radar devices used to detect vehicles in travel lanes to actuate a change in the signal cycle.
Project Justification Uninterrupted signal operations help to ensure an efficient flow of traffic.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Project Funding This project is fully funded. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$50,150
$51,655
$103,204
$54,800
$106,444
$458,662
$824,916
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$50,150
$51,655
$103,204
$54,800
$106,444
$458,662
$824,916
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Funds are used as needs are identified by Traffic Engineering staff. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
50,150
51,655
103,204
54,800
106,444
458,662
824,916
Total Uses
$50,150
$51,655
$103,204
$54,800
$106,444
$458,662
$824,916
Operating Cost Impact There is no operating cost impact.
180
Capital Improvement Projects Transportation UPS at Major Intersections Description
Uninterruptible Power Supply (UPS) maintains power to traffic signals during power outages. Police Officers are dispatched to major intersections for traffic safety while the power is being restored. UPS at signalized intersections will allow Police to attend to other priorities during an outage.
Project Justification UPS installations will allow traffic operations to continue safely during power outages. Any signal at a railroad crossing requires a UPS per the currently adopted Manual on Uniform Traffic Control Devices for Streets and Highways.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Project Funding This project is fully funded. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$49,404
$50,886
$52,413
$53,985
$55,605
$286,364
$548,657
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$49,404
$50,886
$52,413
$53,985
$55,605
$286,364
$548,657
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Priorities for other traffic signal work may drive location and timing. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
49,404
50,886
52,413
53,985
55,605
286,364
548,657
Total Uses
$49,404
$50,886
$52,413
$53,985
$55,605
$286,364
$548,657
Operating Cost Impact There is no operating cost impact.
181
Capital Improvement Projects Transportation Traffic Calming Description
This project will continue the design and experimentation of traffic calming through the lighter, quicker, cheaper strategy. The funds will be used to construct a temporary traffic circle at 59th and Brooks to address traffic and pedestrian issues. Another project is to design traffic circles and raised medians for W. 57th Ave and traffic circles along Grandview Ave.
Project Justification This project will improve safety for drivers, pedestrians, and bicyclists. It supplements traditional education and enforcement strategies currently engaged in by the traffic engineering and police teams.
Strategic Plan Alignment Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding This project provides multi-year funding for various traffic-calming projects. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
98-101 $
$-
$-
$-
$-
$50,000
$150,000
$200,000
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
Total Sources
$-
$-
$-
$-
$50,000
$150,000
$200,000
Project Cost Estimate and Timeline This is a multi-year, ongoing project. Individual projects will be prioritized and implanted by Transportation Mobility staff. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$15,000
$45,000
$60,000
Acquisition
-
-
-
-
-
-
-
Construction
-
-
-
-
35,000
105,000
140,000
Total Uses
$-
$-
$-
$-
$50,000
$150,000
$200,000
Operating Cost Impact Maintenance of traffic calming devices will be included in the operating budget. Final operating costs are currently being evaluated and will depend on traffic calming design.
182
Capital Improvement Projects Transportation Bike Master Plan Implementation Description
This project will initiate study, design and construction of projects related to the bicycle master plan. Projects under consideration include improvements to the Ralston Creek Trail (Johnson Way), a Bike Boulevard on W. 57th Ave., and a demonstration project on Ward Road.
Project Justification The bike master plan is ready for implementation. Demand for alternative forms of transportation is increasing, as shown in the results of the citizen’s survey and comments from City Council members.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Project Funding This project provides periodic, ongoing funding for implementation of the bike master plan, but does not fully fund all needs identified. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
98-101 $
$-
$-
$50,000
$-
$100,000
$300,000
$450,000
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
Total Sources
$-
$-
$50,000
$-
$100,000
$300,000
$450,000
Project Cost Estimate and Timeline This is an ongoing, multi-year project. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$15,000
$-
$30,000
$90,000
$135,000
Acquisition
-
-
-
-
-
-
-
Construction
-
-
35,000
-
70,000
210,000
315,000
Total Uses
$-
$-
$50,000
$-
$100,000
$300,000
$450,000
Operating Cost Impact Regular maintenance of roadway improvement.
183
Capital Improvement Projects Transportation School Safety Description
This project provides funding to increase the safety of students walking or biking to school and serves as a potential match for grants through the Federal Safe Routes to School program.
Project Justification This project will provide increased safety for elementary and middle school students who walk and bike to school.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides safe and efficient connections to modes of transportation, including transit, streets, sidewalks, and bikeways with a focus on enhanced technology at high-priority intersections improving safety and minimizing traffic congestion.
Project Funding Funding can be used for smaller school safety projects or as the 20% match to grants received through the Federal Safe Routes to School program. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$25,335
$26,095
$26,878
$27,685
$28,515
$155,933
$290,442
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$25,335
$26,095
$26,878
$27,685
$28,515
$155,933
$290,442
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$7,601
$7,829
$8,063
$8,305
$8,555
$46,780
$87,133
-
-
-
-
-
-
-
Construction
17,735
18,267
18,815
19,379
19,961
109,153
203,309
Total Uses
$25,335
$26,095
$26,878
$27,685
$28,515
$155,933
$290,442
Acquisition
Operating Cost Impact There is no operating cost impact.
184
Capital Improvement Projects
Street Maintenance Overview The Street Maintenance category includes funding for the asphalt program, the 100% concrete replacement program, and the 50/50 concrete replacement program. Over $100 million is dedicated to street maintenance over the ten-year life of the program. The Street Maintenance program is funded through the City’s operating budget.
Summary of Street Maintenance Sources Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
9,013,991
9,403,434
9,596,227
9,823,731
10,051,509
54,026,349
101,915,239
External $
-
120,000
120,000
120,000
120,000
120,000
600,000
1,200,000
Total Sources
$-
$9,133,991
$9,523,434
$9,716,227
$9,943,731
$10,171,509
$54,626,349
$103,115,239
Summary of Street Maintenance Uses Uses
Existing
2021
2022
2023
2024
2025
2026-2030
Total
Design
$-
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
-
Construction
-
9,133,991
9,523,434
9,716,227
9,943,731
10,171,509
54,626,349
103,115,239
Total Uses
$-
$9,133,991
$9,523,434
$9,716,227
$9,943,731
$10,171,509
$54,626,349
$103,115,239
185
Capital Improvement Projects Street Maintenance Asphalt and Concrete Replacement Description
This project includes the asphalt program, the 100% concrete replacement program, and the 50/50 concrete replacement program. Arvada’s street infrastructure of 1,586 lane miles is the City’s largest and most valuable asset. The 2018 Pavement Condition Index ranked the City’s streets at 68% on a scale from zero (failed) to 100 (excellent). The concrete program provides improved surface drainage, updated cross-pans and ADA ramps, and safe, attractive crack-free sidewalks. The asphalt program includes surface treatments, mill and overlay, and crack seal maintenance, extending the life of the streets 15-20 years.
Project Justification This project addresses the pressing need for additional resources to repair and maintain roads and streets in Arvada. In 2016, the electors of Arvada rejected a proposed tax to fund additional street maintenance. While the tax increase did not pass, the City redirected operating funds to address street maintenance needs.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Maintains existing roads and transportation network in tandem with snow and ice control services to ensure swift and safe transportation modes for the community.
Project Funding This project is funded through the Streets Fund, which is part of the City’s operating budget. Revenues are derived from the City’s General Fund and the Highway Users Tax Fund which is the City’s share of state-collected tax revenue. External funding comes through payments to the 50/50 sidewalk program. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
9,013,991
9,403,434
9,596,227
9,823,731
10,051,509
54,026,349
101,915,239
120,000
120,000
120,000
120,000
120,000
600,000
1,200,000
$9,133,991
$9,523,434
$9,716,227
$9,943,731
$10,171,509
$54,626,349
$103,115,239
Project Cost Estimate and Timeline This is an ongoing project. Priorities will be determined through the annual pavement assessment. Personnel costs, testing, equipment, and materials are not reflected in these numbers. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Asphalt
$7,014,539
$7,214,040
$7,368,546
$7,543,401
$7,723,524
$41,571,836
$78,435,886
100% Concrete
2,002,962
2,080,868
2,125,435
2,175,871
2,227,827
11,991,271
22,604,235
50/50 Concrete
116,490
228,525
222,245
224,459
220,159
1,063,241
2,075,119
$9,133,991
$9,523,434
$9,716,227
$9,943,731
$10,171,509
$54,626,349
$103,115,239
Total Uses
Operating Cost Impact This project is funded through the City’s operating budget. Additional operating expenses related to this project are reflected in the Streets fund.
186
Capital Improvement Projects
Parks and Golf Overview The parks system includes regional, community and neighborhood parks, as well as the trails that link neighborhoods to parks. This category includes the “Taking Lasting Care” component of the parks capital improvement program which includes major capital maintenance of existing parks or park infrastructure, including playground and trail renovation, tree replacement and irrigation systems. The plan also includes funding for a major renovation of Gold Strike Park and construction of the new Holistic Health and Fitness Park. Projects related to the City’s Golf enterprise also fall into this category.
Summary of Parks and Golf Sources Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Total
98-101 $
$494,237
$1,460,694
$518,623
$581,932
$1,090,384
$1,061,688
$6,793,440
$12,000,997
-
340,637
335,674
345,744
356,116
366,800
2,005,810
3,750,780
804,179
1,196,669
32,619
33,598
34,606
35,644
194,916
2,332,231
$1,298,416
$2,998,000
$886,916
$961,273
$1,481,105
$1,464,131
$8,994,166
$18,084,008
Other City $ External $ Total Sources
Summary of Parks and Golf Uses Uses
Existing
2021
2022
2023
2024
2025
2026-2030
Total
Design
$99,013
$316,583
$1,631
$1,680
$1,730
$1,782
$9,746
$432,165
-
-
-
-
-
-
-
-
1,237
3,879,583
885,285
959,593
1,479,375
1,462,349
8,984,420
17,651,842
$100,249
$4,196,166
$886,916
$961,273
$1,481,105
$1,464,131
$8,994,166
$18,084,008
Acquisition Construction Total Uses
187
Capital Improvement Projects Parks Gold Strike Park Description
This project will see major improvements to the Gold Strike Park area. Preliminary discussions with other governmental entities, such as Apex, Hyland Hills, Adams County, Jefferson County, and CDOT are underway.
Project Justification This project represents a major upgrade to a regional park servicing the southeast portion of the City.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.
Project Funding A portion of this project will be funded through the Conservation Trust. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$494,237
$1,125,000
$-
$-
$-
$-
$-
$1,619,237
Other City $
-
-
-
-
-
-
-
-
External $
-
570,000
-
-
-
-
-
570,000
$494,237
$1,695,000
$-
$-
$-
$-
$-
$2,189,237
Total Sources
Project Cost Estimate and Timeline This is a one-time project that is expected to be completed in 2022. Uses
Existing
2021-2030
Project Total
Design
$-
$250,000
$250,000
Acquisition
-
-
-
Construction
1,237
1,938,000
1,939,237
Total Uses
$1,237
$2,188,000
$2,189,237
Timeline
Start
Completion
Design
2021
2021
2021
2022
Acquisition Construction
Operating Cost Impact The annual operating cost for Gold Strike Park will be $25,000 a year.
188
Capital Improvement Projects Parks Holistic Health and Fitness Park Description
The City of Arvada and Red Rocks Community College (RRCC) are working together to develop a new park in the Arvada Ridge area which seeks to meet identified public park service gaps and support higher education curriculum at the RRCC Arvada Campus.
Project Justification One of the first of its kind in the nation, Arvada’s newest park will focus on whole-body health and offer a variety of uses for all ages and abilities, provide interactive features, and improve community access to free health opportunities and solutions to chronic health issues. Residents, practitioners, faculty, students, artists, and other stakeholders are invited to help shape the vision for this new park.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.
Project Funding This project is funded through Park Development fees, Lands Dedicated Opt-Out fees, and through Conservation Trust funding. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
-
-
-
External $
804,179
495,000
-
-
-
-
-
1,299,179
Total Sources
$804,179
$495,000
$-
$-
$-
$-
$-
$1,299,179
Project Cost Estimate and Timeline Design on this project began in 2017. It is expected to be complete by 2022. Uses
Existing
2021-2030
Project Total
Design
$99,013
$35,000
$134,013
Acquisition
-
-
-
Construction
-
1,165,166
1,165,166
$99,013
$1,200,166
$1,299,179
Total Uses
Timeline
Start
Completion
Design
2017
2020
2021
2022
Acquisition Construction
Operating Cost Impact The annual operating cost for Holistic Health and Fitness Park will be $8,000 a year.
189
Capital Improvement Projects Parks Playground Renovation Description
This project is for playground renovation as evaluated and prioritized by Parks Maintenance staff.
Project Justification Playgrounds receive intensive use at all parks and could represent the greatest potential risk for public use. Adding to use and risk issues, ongoing changes to ASTM Standards, CPSC Guidelines, and ADA access requirements require manufacturers to update play equipment, making replacement of older equipment sometime impossible after 15 years.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.
Project Funding Playground renovation can be supplemented by Park Development and Lands Dedicated fees collected from developers located near the playground. As part of an IGA with the City, APEX funds may be available for replacing the Lake Arbor Recreation Center playground. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$253,354
$433,813
$494,577
$500,408
$719,013
$5,029,158
$7,430,323
14,740
-
-
-
-
-
14,740
-
-
-
-
-
-
-
$268,094
$433,813
$494,577
$500,408
$719,013
$5,029,158
$7,445,063
Project Cost Estimate and Timeline This is an ongoing project. Projects are prioritized by Parks staff. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
268,094
433,813
494,577
500,408
719,013
5,029,158
7,445,063
Total Uses
$268,094
$433,813
$494,577
$500,408
$719,013
$5,029,158
$7,445,063
Operating Cost Impact This project is for ongoing renovation of existing playgrounds; it does not have an operating cost impact.
190
Capital Improvement Projects Parks Irrigation Systems Description
This project funds renovation of the irrigation system. The irrigation system is reevaluated annually and potential sites are reprioritized.
Project Justification Older, deteriorating irrigation systems become less water efficient over time. Annual operating and maintenance costs increase as replacement parts are no longer available and repair frequencies increase.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.
Project Funding A 3-cent per thousand gallons of water consumed revenue source funds the irrigation system upgrades. This varies annually based on consumption. Enterprise funds may be available at the Arvada Center site and Apex funds at the Lake Arbor Recreation Center. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$500,000
$250,000
$1,257,500
$2,007,500
161,234
166,071
171,054
176,185
181,471
992,356
1,848,371
-
-
-
-
-
-
-
$161,234
$166,071
$171,054
$676,185
$431,471
$2,249,856
$3,855,871
Project Cost Estimate and Timeline This is an ongoing project. Sites are reevaluated each year. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
161,234
166,071
171,054
676,185
431,471
2,249,856
3,855,871
Total Uses
$161,234
$166,071
$171,054
$676,185
$431,471
$2,249,856
$3,855,871
Operating Cost Impact This project is expected to lead to savings on water, ongoing maintenance costs, and specialized labor.
191
Capital Improvement Projects Parks Park Water Tap Fees Description
As part of new construction, park tap fees are collected to fund new park construction.
Project Justification This project covers the cost to pay water tap fees for new City parks.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.
Project Funding Funded through the water fund. The fee varies based on type of development. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
164,662
169,602
174,690
179,931
185,329
1,013,454
1,887,668
-
-
-
-
-
-
-
$164,662
$169,602
$174,690
$179,931
$185,329
$1,013,454
$1,887,668
Project Cost Estimate and Timeline This is an ongoing project. Projects are prioritized each year as new parks are developed. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
164,662
169,602
174,690
179,931
185,329
1,013,454
1,887,668
Total Uses
$164,662
$169,602
$174,690
$179,931
$185,329
$1,013,454
$1,887,668
Operating Cost Impact There are no operating costs associated with Park Water Tap Fees.
192
Capital Improvement Projects Parks Trail Renovation Description
These funds are used to renovate trails as evaluated and prioritized by Parks Maintenance staff.
Project Justification Trails develop potential safety issues for the public as conditions decline with age.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.
Project Funding Trail renovation funds may be supplemented by Park Development and Lands Dedicated fees as available. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$63,339
$65,239
$67,196
$69,212
$71,288
$389,832
$726,105
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$63,339
$65,239
$67,196
$69,212
$71,288
$389,832
$726,105
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Projects are prioritized by Parks staff and may be coordinated with other park maintenance efforts, such as playground renovation. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
63,339
65,239
67,196
69,212
71,288
389,832
726,105
Total Uses
$63,339
$65,239
$67,196
$69,212
$71,288
$389,832
$726,105
Operating Cost Impact Trail renovation does not have an operating cost impact.
193
Capital Improvement Projects Parks Adams County Open Space Projects Description
Each year the City receives funding for Open Space from the Adams County sales tax. This funding can only be used in Adams County for Open Space-related projects.
Project Justification The funds are used for various needs in Adams County as they arise.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.
Project Funding Funding is received from Adams County sales tax. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
-
-
External $
31,669
32,619
33,598
34,606
35,644
194,916
363,052
Total Sources
$31,669
$32,619
$33,598
$34,606
$35,644
$194,916
$363,052
Project Cost Estimate and Timeline This is an ongoing project. Funding is used as needs are identified. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$1,583
$1,631
$1,680
$1,730
$1,782
$9,746
$18,153
-
-
-
-
-
-
-
Construction
30,086
30,988
31,918
32,876
33,862
185,170
344,900
Total Uses
$31,669
$32,619
$33,598
$34,606
$35,644
$194,916
$363,052
Acquisition
Operating Cost Impact There is no operating cost impact.
194
Capital Improvement Projects Parks Tree Replacement Program Description
This program is necessary to purchase and install new trees on City rights-of-way, medians, and parks.
Project Justification The Tree Replacement program maintains the integrity of the original design for the built environment in parks and right-of-way throughout the City.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Provides maintenance services to the community and visitors, so they can play and enjoy activities in a safe, well-maintained parks and trails system. Completing park projects, creating a green spine trail system while enhancing the existing trail system, and acquiring lands for open space conservation to complete gaps in underserved areas or along potential open space corridors.
Project Funding This project is fully funded. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$19,002
$19,572
$20,159
$20,764
$21,386
$116,950
$217,831
Other City $
-
-
-
-
-
-
-
External $
-
-
-
-
-
-
-
$19,002
$19,572
$20,159
$20,764
$21,386
$116,950
$217,831
98-101 $
Total Sources
Project Cost Estimate and Timeline This is an ongoing project. Projects are prioritized by Parks staff. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
19,002
19,572
20,159
20,764
21,386
116,950
217,831
Total Uses
$19,002
$19,572
$20,159
$20,764
$21,386
$116,950
$217,831
Operating Cost Impact Tree replacement does not have an operating cost impact.
195
Capital Improvement Projects Golf Forward Tee Construction West Woods Description
This project includes the construction of forward tees at West Woods golf course. Forward tees would create more enjoyment for players that need a shorter course to keep the game fun.
Project Justification Golf architecture is currently in a trend of making courses longer so they can remain difficult for the low handicapper. However, with this increase in length of golf courses, the game is becoming very difficult and long for the new player or a player that is not yet good enough for longer tees. Forward tees will also help speed up play which will improve the experience for not only the player playing those tees, but everyone else that is golfing that day.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Operates sustainable premier golf programs and facilities focusing on exceptional service and value to the community with the conservation of natural environment under economically sound and socially responsible management.
Project Funding Funding for this project is provided through the Conservation Trust. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
-
-
-
External $
-
47,000
-
-
-
-
-
47,000
Total Sources
$-
$47,000
$-
$-
$-
$-
$-
$47,000
Project Cost Estimate and Timeline This project is anticipated to be started in 2021 and to close out in 2023. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2021
2022
Acquisition
-
-
-
Acquisition
Construction
-
47,000
47,000
2022
2023
Total Uses
$-
$47,000
$47,000
Construction
Operating Cost Impact $500/year for all the new tees.
196
Capital Improvement Projects Golf West Woods Tree Replacement and Removal Project Description
This project is to replace and remove all dead, diseased, or damaged trees at West Woods Golf Club. These trees will be replaced with species that are more adapted to the climate at West Woods.
Project Justification There are many diseased, damaged, or dying trees at West Woods Golf Course. The new trees will include new varieties and species of trees to improve the diversity which will also help combat disease and insects. Additional trees will be removed to add needed sunlight and reduce shade for a few troubled greens and tees, as noted in the recent USGA report.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Operates sustainable premier golf programs and facilities focusing on exceptional service and value to the community with the conservation of natural environment under economically sound and socially responsible management.
Project Funding Funding for this project is provided through the Conservation Trust. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
-
-
-
External $
-
23,000
-
-
-
-
-
23,000
Total Sources
$-
$23,000
$-
$-
$-
$-
$-
$23,000
Project Cost Estimate and Timeline This project is anticipated to be started in 2021 and to close out in 2023. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2021
2021
Acquisition
-
-
-
Acquisition
Construction
-
23,000
23,000
2021
2023
Total Uses
$-
$23,000
$23,000
Construction
Operating Cost Impact This project will save approximately $2,500 per year from insect treatments. It will reduce winter damage which will save $1,000-$1,500 annually.
197
Capital Improvement Projects Golf Lake Arbor Improvements Description
The USGA Study performed in August of 2019 listed renovations at Lake Arbor that would improve safety of the residents. These renovations would make the course play shorter to limit errant golf shots hit with longer clubs such as drivers and fairway woods. These renovations consist of relocating greens and tees and redesigning holes six, seven, twelve, seventeen, and eighteen.
Project Justification This project would greatly improve the safety of the residents around Lake Arbor Golf Course. It also provides an opportunity to make some other changes that would freshen the look of the golf course to grow the game while also addressing some overdue renovations.
Strategic Plan Alignment Strategic Priority: Vibrant Community and Neighborhoods A vibrant community is engaged in civic life, the arts, and the outdoors. It comprises individuals and groups who are dedicated to their community, get involved with neighborhood associations, and participate with local government to ensure responsiveness to changing needs, resulting in Arvada being the preferred place to live, work, play, and stay.
Strategic Principle: Operates sustainable premier golf programs and facilities focusing on exceptional service and value to the community with the conservation of natural environment under economically sound and socially responsible management.
Project Funding Funding for this project is provided through the Conservation Trust. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
-
-
-
External $
-
30,000
-
-
-
-
-
30,000
Total Sources
$-
$30,000
$-
$-
$-
$-
$-
$30,000
Project Cost Estimate and Timeline The funding covers the design portion of this project. The project is anticipated to be started in 2021. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$30,000
$30,000
Design
2021
2021
Acquisition
-
-
-
Acquisition
Construction
-
-
-
Construction
2023
2024
Total Uses
$-
$30,000
$30,000
Operating Cost Impact This is currently an existing asset; there is no additional operating cost associated with this project.
198
Capital Improvement Projects
Water Overview The Water category includes improvements for all water infrastructure, including water treatment plants and the drinking water distribution system. Over $117 million through the ten-year plan is included for the Gross Reservoir Expansion, which will substantially increase the availability of water for the City, ensuring a stable and adequate supply for decades to come. Other projects, including system capacity expansion to accommodate new growth in the northwest and continued water main replacements, will see to the continued provision of safe drinking water.
Summary of Water Sources Sources 98-101 $ Other City $
Existing
2021
2022
2023
2024
2025
2026-2030
Total
$-
$-
$-
$-
$-
$-
$-
$-
31,603,317
33,310,760
40,272,081
33,957,058
13,353,797
5,874,411
52,065,020
210,436,444
-
-
-
-
-
-
-
-
$31,603,317
$33,310,760
$40,272,081
$33,957,058
$13,353,797
$5,874,411
$52,065,020
$210,436,444
External $ Total Sources
Summary of Water Uses Uses
Existing
2021
2022
2023
2024
2025
2026-2030
Total
Design
$979,501
$124,028
$65,000
$60,000
$-
$500,000
$1,500,000
$3,228,529
-
-
-
-
-
-
-
-
Construction
22,749,475
41,061,073
40,207,081
33,897,058
13,353,797
5,374,411
50,565,020
207,207,915
Total Uses
$23,728,976
$41,185,101
$40,272,081
$33,957,058
$13,353,797
$5,874,411
$52,065,020
$210,436,444
Acquisition
199
Capital Improvement Projects Water Water System Replacement (Operations) Description
Water infrastructure installed prior to 1980 generally has a 50-year life cycle. As this part of the water system reaches the end of its life cycle, the infrastructure needs to be replaced. The pipeline replacement priority is based upon leak history, age, and other known factors about the condition of the pipeline. Another major component is meters, which generally have only a 20-year life cycle.
Project Justification A proactive main replacement program is key to maintaining the reliability of the water system, an expectation and responsibility to City of Arvada rate payers.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Project Funding Funding is from the Water Fund, through water rates. The program is designed to grow at 3% each year to keep up with vendor costs and to grow the level of replacement over the years. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
3,830,560
3,945,477
4,063,842
4,185,757
4,311,330
23,576,117
43,913,083
-
-
-
-
-
-
-
$3,830,560
$3,945,477
$4,063,842
$4,185,757
$4,311,330
$23,576,117
$43,913,083
Project Cost Estimate and Timeline This project is fully funded. Projects are designed in-house by the Engineering Division of Public Works. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
3,830,560
3,945,477
4,063,842
4,185,757
4,311,330
23,576,117
43,913,083
Total Uses
$3,830,560
$3,945,477
$4,063,842
$4,185,757
$4,311,330
$23,576,117
$43,913,083
Operating Cost Impact There is no operating cost impact.
200
Capital Improvement Projects Water Denver Water Moffat Project Participation Description
Arvada has entered into a financial partnership with Denver Water on the expansion of Denver’s Moffat system. Arvada’s participation in the Moffat project will result in a water system that can meet the needs of the City at full buildout. The anticipated cost to Arvada is nearly $118 million over the life of the project.
Project Justification This project will provide additional water supplies to meet the needs of residents.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from water tap fees. In October of 2013, $36,514,560 was placed into escrow per an agreement with Denver Water as part of the City’s financial obligation toward the expansion. That funding is reflected in the figures below. Sources 98-101 $ Other City $ External $ Total Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
$-
$-
$-
$-
$-
$-
$-
$-
22,749,475
22,020,000
35,146,000
28,734,000
8,616,000
500,000
-
117,765,475
-
-
-
-
-
-
-
-
$22,749,475
$22,020,000
$35,146,000
$28,734,000
$8,616,000
$500,000
$-
$117,765,475
Project Cost Estimate and Timeline These funds represent Arvada’s portion of the project total. Construction is expected to be complete by 2025. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2013
2020
Acquisition
-
-
-
Acquisition
Construction
22,749,475
95,016,000
117,765,475
2020
2025
Total Uses
$22,749,475
$95,016,000
$117,765,475
Construction
Operating Cost Impact There are no operations and maintenance costs, but water will be purchased from Denver Water at the standard out-of-city contract rate. These are different terms from the 1965 contract with Denver Water and will be subject to additional drought period limitations.
201
Capital Improvement Projects Water Raw Water Pump Station Description
Install a pump station and pipeline to pump water from Arvada Reservoir to Ralston Water Treatment Plant at 12 mgd flow rate - 8,200 feet of 18 inch pipe, 8,333 gallon per minute pump station.
Project Justification This is a top priority, critical project. The timeline is driven by the planned outage of Ralston Reservoir. If not funded, the City will not have raw water deliveries from Denver Water. Long-term, the pump station will provide needed operational flexibility for the Water Treatment and Water Resources Divisions.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from the Water Fund water tap fees. Sources 98-101 $ Other City $ External $ Total Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
$-
$-
$-
$-
$-
$-
$-
$-
5,113,561
5,000,000
-
-
-
-
-
10,113,561
-
-
-
-
-
-
-
-
$5,113,561
$5,000,000
$-
$-
$-
$-
$-
$10,113,561
Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses
Existing
2021-2030
Project Total
Design
$829,763
$-
$829,763
Acquisition
-
-
-
Construction
-
9,283,798
9,283,798
$829,763
$9,283,798
$10,113,561
Total Uses
Timeline
Start
Completion
Design
2019
2021
2021
2022
Acquisition Construction
Operating Cost Impact $10,000 annually, included in water operations budget.
202
Capital Improvement Projects Water Castlegate Water Line Description
This project will enlarge the water line crossing Wadsworth at Pomona and increase the size of the green pressure zone. At this time, the water system pressure is not sufficient for fire flow conditions in the Castlegate area.
Project Justification This is the highest priority distribution system project from the water master plan.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from the Water Fund water tap fees. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
500,000
-
-
-
-
-
500,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$500,000
$-
$-
$-
$-
$-
$500,000
Project Cost Estimate and Timeline The engineering estimate for this project is $6.7 million. At this time, only a portion of this project is funded. The construction schedule will be updated after the project is fully funded. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2020
2021
Acquisition
-
-
-
Acquisition
Construction
-
500,000
500,000
2021
TBD
Total Uses
$-
$500,000
$500,000
Construction
Operating Cost Impact $5,000 annually, included in the water operations budget.
203
Capital Improvement Projects Water Highway 93 Water Tank and Pipeline Description
Installation of a 1.5 million gallon potable water tank at the intersection of Highway 93 and Highway 72. The project requires the installation of nearly two miles of 12 inch water main east along Highway 72 to tie into the existing water distribution system.
Project Justification This project is needed to serve growth and provide improved reliable, efficient pumping operations on the west side of the City. It will provide additional fire protection to the northwest section of Arvada, including the Candelas and Leyden Rock subdivisions. This project will enhance water system operations and eliminate the current labor intensive efforts needed to maintain proper pressures and water turnover in this area.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from the Water Fund water tap fee revenues. Sources 98-101 $ Other City $ External $ Total Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
$-
$-
$-
$-
$-
$-
$-
$-
3,000,000
940,000
-
-
-
-
-
3,940,000
-
-
-
-
-
-
-
-
$3,000,000
$940,000
$-
$-
$-
$-
$-
$3,940,000
Project Cost Estimate and Timeline This project is fully funded. Construction is expected in begin in 2021 and to be complete by 2022. Uses
Existing
2021-2030
Project Total
Design
$149,738
$-
$149,738
Acquisition
-
-
-
Construction
-
3,790,262
3,790,262
$149,738
$3,790,262
$3,940,000
Total Uses
Timeline
Start
Completion
Design
2020
2021
2021
2022
Acquisition Construction
Operating Cost Impact $10,000 annually, included in water utility operations.
204
Capital Improvement Projects Water Raw Water Meter Project Description
As part of the Denver Water North Water Treatment Plant Project, the raw water pipelines from Ralston Reservoir to the Ralston Water Treatment Plant were recently replaced, which required the original raw water meter vault to be decommissioned. Construction of a new raw water master meter vault with six water meters is needed to support the new pipelines and provide required flow metering.
Project Justification Raw water metering is a critical component of tracking water deliveries for contractual and legal requirements. The meters are also a required redundancy component for water treatment influent flow control and accurate chemical pacing.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from the Water Fund water tap fees. Sources 98-101 $ Other City $ External $ Total Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
$-
$-
$-
$-
$-
$-
$-
$-
740,281
500,000
-
-
-
-
-
1,240,281
-
-
-
-
-
-
-
-
$740,281
$500,000
$-
$-
$-
$-
$-
$1,240,281
Project Cost Estimate and Timeline This project is fully funded. It is expect to be complete by 2022. Uses
Existing
2021-2030
Project Total
Design
$-
$124,028
$124,028
Acquisition
-
-
-
Construction
-
1,116,253
1,116,253
Total Uses
$-
$1,240,281
$1,240,281
Timeline
Start
Completion
Design
2020
2021
2021
2022
Acquisition Construction
Operating Cost Impact $5,000 annually, included in water operations budget.
205
Capital Improvement Projects Water NW Improvements - Leyden Rock - Upsize Quaker Alignment Pipeline Description
This project is to replace existing 12 inch water pipeline with a 24 inch water pipeline from 82nd and Quaker Street north to Highway 72 - 3,600 feet of 24 inch pipeline and one railroad crossing.
Project Justification This is a needed expansion of the water system.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from the Water Fund water tap fees. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
650,000
-
-
-
-
650,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$-
$650,000
$-
$-
$-
$-
$650,000
Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses
Existing
2021-2030
Project Total
Design
$-
$65,000
$65,000
Acquisition
-
-
-
Construction
-
585,000
585,000
Total Uses
$-
$650,000
$650,000
Timeline
Start
Completion
Design
2022
2022
2022
2022
Acquisition Construction
Operating Cost Impact There is no operating cost impact.
206
Capital Improvement Projects Water Leyden Rock / Candelas Gore Street Alignment Interconnection Description
This project connects the water system at Highway 72 and Gore Street to the water system at 88th Drive and Gore Street - 2,400 feet of 18 inch pipeline, one railroad crossing, and one Highway 72 crossing.
Project Justification This project is needed to serve growth and provide improved reliable, efficient pumping operations on the west side of the City. It will provide additional fire protection to the northwest section of Arvada, including the Candelas and Leyden Rock subdivisions. This project will enhance water system operations and eliminate the current labor intensive efforts needed to maintain proper pressures and water turnover in this area.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from the Water Fund water tap fees. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
618,000
-
-
-
618,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$-
$-
$618,000
$-
$-
$-
$618,000
Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2023. Uses
Existing
2021-2030
Project Total
Design
$-
$60,000
$60,000
Acquisition
-
-
-
Construction
-
558,000
558,000
Total Uses
$-
$618,000
$618,000
Timeline
Start
Completion
Design
2023
2023
2023
2023
Acquisition Construction
Operating Cost Impact There is no operating cost impact to this project.
207
Capital Improvement Projects Water Highway 93 Lakes Water Storage Project Description
This project is for construction of a raw water reservoir on the Pioneer-Blunn property.
Project Justification This project meets future water supply needs.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from the Water Fund water tap fees. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
500,000
20,000,000
20,500,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$-
$-
$-
$-
$500,000
$20,000,000
$20,500,000
Project Cost Estimate and Timeline This project is expected to be completed by 2028. Uses
Existing
2021-2030
Project Total
Design
$-
$1,500,000
$1,500,000
Acquisition
-
-
-
Construction
-
19,000,000
19,000,000
Total Uses
$-
$20,500,000
$20,500,000
Timeline
Start
Completion
Design
2025
2027
2027
2028
Acquisition Construction
Operating Cost Impact The operating cost impact of this project is currently unknown.
208
Capital Improvement Projects Water Water Treatment Plant Expansion Description
Engineering design services will expand the City’s water treatment capacity by 12 MGD. Additional studies will determine the optimal location of the expansion, which is currently anticipated to be an additional 4 MGD at the Ralston Water Treatment Plant and an additional 8 MGD at the Arvada Water Treatment Plant.
Project Justification This project is needed for additional water treatment capacity and is addressed in the 2019-2020 Water Treatment Master Plan.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funding is from the Water Fund water tap fees. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
-
5,500,000
5,500,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$-
$-
$-
$-
$-
$5,500,000
$5,500,000
Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2028. Uses
Existing
2021-2030
Project Total
Design
$-
$500,000
$500,000
Acquisition
-
-
-
Construction
-
5,000,000
5,000,000
Total Uses
$-
$5,500,000
$5,500,000
Timeline
Start
Completion
Design
2026
2026
2027
2028
Acquisition Construction
Operating Cost Impact There is no operating cost impact for this project.
209
Capital Improvement Projects Water Water Distribution System Upgrades Description
A water distribution system master plan was recently completed. These funds are for system upgrades identified in the master plan.
Project Justification System upgrades are needed to provide improved long term water system functionality and reliability.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Project Funding Funding is from the Water Fund water tap fees. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
520,200
530,604
541,216
552,040
563,081
2,988,903
5,696,045
-
-
-
-
-
-
-
$520,200
$530,604
$541,216
$552,040
$563,081
$2,988,903
$5,696,045
Project Cost Estimate and Timeline This project is fully funded. Projects are determined by the water distribution master plan. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
520,200
530,604
541,216
552,040
563,081
2,988,903
5,696,045
Total Uses
$520,200
$530,604
$541,216
$552,040
$563,081
$2,988,903
$5,696,045
Operating Cost Impact There is no operating cost impact.
210
Capital Improvement Projects
Wastewater Overview The plan for the Wastewater Division, which operates and maintains the City’s sanitary sewer system and is responsible for wastewater treatment by the Metro Wastewater Reclamation District, focuses primarily on the maintenance and replacement of sewer infrastructure throughout the City. The comprehensive inspections and proactive maintenance that have marked Wastewater operations for over a decade, particularly with its cure-in-place pipe (CIPP) work, will continue in order to carry on its exemplary service record. In addition, the expansion of system capacity in the north area of the City will meet rising demands as growth continues in the coming years.
Summary of Wastewater Sources Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
4,268,633
3,683,646
1,498,717
1,311,823
1,589,988
7,910,932
20,263,740
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$4,268,633
$3,683,646
$1,498,717
$1,311,823
$1,589,988
$7,910,932
$20,263,740
Summary of Wastewater Uses Uses
Existing
2021
2022
2023
2024
2025
2026-2030
Total
Design
$-
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
-
Construction
-
4,268,633
3,683,646
1,498,717
1,311,823
1,589,988
7,910,932
20,263,740
Total Uses
$-
$4,268,633
$3,683,646
$1,498,717
$1,311,823
$1,589,988
$7,910,932
$20,263,740
211
Capital Improvement Projects Wastewater Sewer System Replacement (Operations) Description
Approximately 60% of the sanitary sewer system was constructed before 1980. Material from that earlier time period has a 50-year life cycle. Using a relatively inexpensive process, these sewer lines are being rehabilitated, resulting in an extension of their life cycle by many decades.
Project Justification This project maintains the reliability and capacity of the wastewater system.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding This project is funded through the Wastewater Fund using wastewater rates. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
2,412,896
2,485,282
750,000
772,500
795,675
4,351,077
11,567,430
-
-
-
-
-
-
-
$2,412,896
$2,485,282
$750,000
$772,500
$795,675
$4,351,077
$11,567,430
Project Cost Estimate and Timeline This project is fully funded. At the current rate of rehabilitation, the majority of work will be completed by 2022. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
2,412,896
2,485,282
750,000
772,500
795,675
4,351,077
11,567,430
Total Uses
$2,412,896
$2,485,282
$750,000
$772,500
$795,675
$4,351,077
$11,567,430
Operating Cost Impact There is no operating cost impact.
212
Capital Improvement Projects Wastewater 69th and Ward Sewer Replacement Description
This project will replace and resize a section of 18� sewer line that is in poor condition between Xenon St. and Ward Road on W. 69th Avenue.
Project Justification When sewers fail, they start to leak. In this area, 1,100 feet of sewer line is in poor condition. It will be replaced and upsized, as the infrastructure is at the end of its useful life.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding This project is funded through wastewater tap fees. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
460,000
-
-
-
-
-
460,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$460,000
$-
$-
$-
$-
$-
$460,000
Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2022. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2020
2021
Acquisition
-
-
-
Acquisition
Construction
-
460,000
460,000
2021
2022
Total Uses
$-
$460,000
$460,000
Construction
Operating Cost Impact There is no additional ongoing expense. There may be a reduction in cost in payments to metro due to reduced infiltration in this new sewer line.
213
Capital Improvement Projects Wastewater North Trunk Sewer Line 81st and Kipling Description
The North Trunk of the sanitary sewer has several bottlenecks. There is not enough capacity to serve growth in the northwest part of the City. This project will upsize the sewer line in the 81st and Kipling area.
Project Justification This project is required in order to serve growth in the City. The current sewer is not large enough to accommodate the development contemplated in the comprehensive plan.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding This project is funded through wastewater tap fees. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
690,000
-
-
-
-
-
690,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$690,000
$-
$-
$-
$-
$-
$690,000
Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2023. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2020
2021
Acquisition
-
-
-
Acquisition
Construction
-
690,000
690,000
2022
2023
Total Uses
$-
$690,000
$690,000
Construction
Operating Cost Impact No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.
214
Capital Improvement Projects Wastewater North Sewer Trunk Line 61st and Tennyson Description
The North Trunk of the sanitary sewer has several bottlenecks. There is not enough capacity to serve growth in the northwest part of the City. This project will upsize the sewer line in the 61st and Tennyson area.
Project Justification This project is required in order to serve growth in the City. The current sewer is not large enough to accommodate the development contemplated in the comprehensive plan.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding This project is funded through wastewater tap fees. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
690,000
-
-
-
-
690,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$-
$690,000
$-
$-
$-
$-
$690,000
Project Cost Estimate and Timeline This project is fully funded. It is expected to be complete by 2023. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2021
2022
Acquisition
-
-
-
Acquisition
Construction
-
690,000
690,000
2022
2023
Total Uses
$-
$690,000
$690,000
Construction
Operating Cost Impact No additional operating expenses are anticipated. Cost of payment to Metro may be lower due to reduction in infiltration.
215
Capital Improvement Projects Wastewater Oversizing of Replacement Pipelines for Additional Capacity Description
This project involves rehabilitation of the larger sewer pipelines. It provides funding for areas where larger pipeline sizes are needed to increase capacity or to remove structures that result in flow constrictions.
Project Justification This project maintains the wastewater collection system and increases flow capacity where needed.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Project Funding This project is funded through the Wastewater Fund tap fees. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
281,377
289,819
298,513
307,468
316,693
1,731,805
3,225,674
-
-
-
-
-
-
-
$281,377
$289,819
$298,513
$307,468
$316,693
$1,731,805
$3,225,674
Project Cost Estimate and Timeline This is an ongoing project. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
281,377
289,819
298,513
307,468
316,693
1,731,805
3,225,674
Total Uses
$281,377
$289,819
$298,513
$307,468
$316,693
$1,731,805
$3,225,674
Operating Cost Impact There is no operating cost impact.
216
Capital Improvement Projects Wastewater Infiltration Elimination Program Description
Groundwater infiltration into the city’s sanitary sewer system after heavy rains has been identified at various points in the system. The City is then required to pay for treatment of this groundwater as it flows through the Metro Wastewater system. This project will fund improvements to underdrain systems and replacement of sections of sanitary sewer main where infiltration is the greatest.
Project Justification Any inflow from groundwater into the sanitary sewer system must be processed. An inflow infiltration rate of 25% costs rate payers $2 million. In 2018 alone, the City stopped about 150 gallons per minute from entering the sanitary sewer system.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Project Funding This project is funded through the Wastewater Fund using wastewater tap fees. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
424,360
218,545
450,204
231,855
477,621
1,828,051
3,630,635
-
-
-
-
-
-
-
$424,360
$218,545
$450,204
$231,855
$477,621
$1,828,051
$3,630,635
Project Cost Estimate and Timeline This is an ongoing project. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
424,360
218,545
450,204
231,855
477,621
1,828,051
3,630,635
Total Uses
$424,360
$218,545
$450,204
$231,855
$477,621
$1,828,051
$3,630,635
Operating Cost Impact Elimination of groundwater infiltration results in lower operating costs.
217
Capital Improvement Projects
Stormwater Overview The City’s Stormwater utility has programmed a robust series of projects to span the coming decade. Major plans include improvements to Lake Arbor and Ralston Creek, as well as various outfall improvements aimed at mitigating potential threats of flash flooding and property damage. Ongoing operations include stream bank stabilizations, detention pond dredging, minor miscellaneous infrastructure replacements and upgrades, as well as joint master plan studies with the Mile High Flood District.
Summary of Stormwater Sources Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Total
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
2,840,453
1,183,205
1,079,738
1,043,222
1,074,375
1,106,606
4,820,971
13,148,570
External $
1,472,000
-
-
-
-
-
-
1,472,000
Total Sources
$4,312,453
$1,183,205
$1,079,738
$1,043,222
$1,074,375
$1,106,606
$4,820,971
$14,620,570
98-101 $
Summary of Stormwater Uses Uses
Existing
2021
2022
2023
2024
2025
2026-2030
Total
Design
$-
$481,503
$153,447
$298,513
$61,494
$190,016
$426,193
$1,611,166
Acquisition
-
-
-
238,810
-
-
-
238,810
Construction
1,400,000
3,614,155
926,291
505,899
1,012,881
916,590
4,394,778
12,770,594
Total Uses
$1,400,000
$4,095,658
$1,079,738
$1,043,222
$1,074,375
$1,106,606
$4,820,971
$14,620,570
218
Capital Improvement Projects Stormwater Lake Arbor Dredging and Shoreline Stabilization Description
This project dredges Lake Arbor’s forebay and the western end of the lake to a depth of roughly six feet. These areas are shallower than the original design depths. Dredging the forebay and west half of the lake will improve water quality and vegetation overgrowth in the lake. It will also address shoreline stability issues by correcting ongoing erosion and making the shoreline more aesthetically pleasing.
Project Justification This project maintains the quality of the lake and prevents it from being taken over by cattails and other overgrowth due to the shallow depth of water.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funded through the stormwater utility fee. The shoreline stabilization is expected to be managed through Mile High Flood District (MHFD). There is currently $1.4 million in escrow through a 50/50 partnership between MHFD and the City of Arvada that is expected to be available for this work. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
2,352,273
450,000
-
-
-
-
-
2,802,273
External $
1,400,000
-
-
-
-
-
-
1,400,000
Total Sources
$3,752,273
$450,000
$-
$-
$-
$-
$-
$4,202,273
98-101 $
Project Cost Estimate and Timeline This project is fully funded. Should the external funds not become available, the project will be reevaluated. Design is expected to begin in 2021 and construction is expected to complete in 2022. Uses
Existing
2021-2030
Project Total
Design
$-
$280,227
$280,227
Acquisition
-
-
-
Construction
1,400,000
2,522,046
3,922,046
Total Uses
$1,400,000
$2,802,273
$4,202,273
Timeline
Start
Completion
Design
2021
2021
2022
2022
Acquisition Construction
Operating Cost Impact Future operating costs will decrease with shoreline stabilization improvements.
219
Capital Improvement Projects Stormwater Ralston Creek at Croke Canal Crossing Description
This project will collect and direct the flood flows in Ralston Creek upstream of the Croke Canal to the existing 100-year crossing structure at Ralston Creek and the Croke Canal.
Project Justification In 2013, flood flows entered the Croke Canal at this location. Irrigation canals are not designed to convey flood flows. It is critical to keep the flows separated to protect downstream properties from being flooded due to canal overtopping and breaks in the canal embankment.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funded through the stormwater utility fee. This project is anticipated to be completed through 50/50 cost sharing with the Mile High Flood District (MHFD). Sources 98-101 $ Other City $ External $ Total Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
$-
$-
$-
$-
$-
$-
$-
$-
415,180
450,407
-
-
-
-
-
865,587
-
-
-
-
-
-
-
-
$415,180
$450,407
$-
$-
$-
$-
$-
$865,587
Project Cost Estimate and Timeline This cost represents the City’s share of the project total. This project is anticipated to be completed in 2021. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2020
2021
Acquisition
-
-
-
Acquisition
Construction
-
865,587
865,587
2021
2021
Total Uses
$-
$865,587
$865,587
Construction
Operating Cost Impact Joint capital projects with the MHFD qualifies the improved channel reach for the MHFD’s Maintenance Eligibility Program (MEP). Through the MEP, MHFD funding can be used to help operate and maintain the capital improvements.
220
Capital Improvement Projects Stormwater Leyden Creek Crossing at Alkire Street Description
This project will construct a new pedestrian bridge crossing on the west side of Alkire Street over Leyden Creek. The pedestrian bridge will be designed to accommodate a future culvert replacement project.
Project Justification Alkire Street serves as a major access route to Ralston Valley High School and Van Arsdale Elementary School. This bridge project will help increase pedestrian safety in the area.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funded through the stormwater utility fee. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
200,000
-
-
-
-
-
200,000
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$200,000
$-
$-
$-
$-
$-
$200,000
Project Cost Estimate and Timeline This project is fully funded. It is expected to be completed by 2022. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$-
$-
Design
2020
2021
Acquisition
-
-
-
Acquisition
Construction
-
200,000
200,000
2021
2022
Total Uses
$-
$200,000
$200,000
Construction
Operating Cost Impact There is no operating cost impact.
221
Capital Improvement Projects Stormwater Ralston - Indiana to Eldridge Description
This project is a bank and stream stabilization effort along Ralston Creek from Indiana to Eldridge. The City of Arvada and Mile High Flood District plan to partner on this joint effort to stabilize the downcutting stream bed, repair the badly eroded banks and clear unnecessary vegetation within the floodplain corridor.
Project Justification This reach of Ralston Creek has experienced channel downcutting and some severe bank erosion over the years. Additionally, there are many dead and downed trees within this reach that limit the channel’s ability to convey larger stream flows. These funds will be used to restore the channel, eliminate steep vertical banks and clear vegetation that poses an increased flood risk in this area.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funded through the stormwater utility fee and through collaboration with the Mile High Flood District. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
954,838
200,000
-
-
-
1,154,838
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$-
$954,838
$200,000
$-
$-
$-
$1,154,838
Project Cost Estimate and Timeline This project is fully funded. It is expected to be completed by the spring of 2023 Uses
Existing
2021-2030
Project Total
Design
$-
$95,484
$95,484
Acquisition
-
-
-
Construction
-
1,059,354
1,059,354
Total Uses
$-
$1,154,838
$1,154,838
Timeline
Start
Completion
Design
2021
2022
2022
2023
Acquisition Construction
Operating Cost Impact Joint capital projects with the MHFD qualifies the improved channel reach for the MHFD’s Maintenance Eligibility Program (MEP). Through the MEP, MHFD funding can be used to help operate and maintain the capital improvements.
222
Capital Improvement Projects Stormwater Lower Ralston Creek Stabilization Description
The city received a grant from the Colorado Water Conservation Board (CWCB) for conceptual engineering to correct a trail flooding issue on Ralston Creek.
Project Justification This project addresses flooding of the bike trail and sediments deposited under the bridge, reducing hydraulic capacity. There is a safety concern from a flooding standpoint and limited capacity of the existing bridge due to 5 to 6 feet of sediments that have built up over the last few years.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funded through the stormwater utility fee. Grant funding has been received to supplement this project. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
73,000
-
-
-
500,000
500,000
500,000
1,573,000
External $
72,000
-
-
-
-
-
-
72,000
$145,000
$-
$-
$-
$500,000
$500,000
$500,000
$1,645,000
98-101 $
Total Sources
Project Cost Estimate and Timeline This project is fully funded. Design is expected to begin in 2021. It is anticipated construction will run from 2024 through 2026. Uses
Existing
2021-2030
Project Total
Design
$-
$145,000
$145,000
Acquisition
-
-
-
Construction
-
1,500,000
1,500,000
Total Uses
$-
$1,645,000
$1,645,000
Timeline
Start
Completion
Design
2021
2022
2024
2026
Acquisition Construction
Operating Cost Impact Operating costs will be reduced through elimination of the need to clean debris out of a drop structure and clear sediments off the bike path twice a year.
223
Capital Improvement Projects Stormwater Stormwater Master Plan Projects Description
This project is intended to fund construction of stormwater improvements per the recommendations received in the master plan study project.
Project Justification Upon completion of the stormwater master plan, this project will fund construction of the priorities identified within the plan.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Project Funding Funded through the stormwater utility fee. Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
Other City $
-
39,618
277,761
114,937
-
3,137,720
3,570,037
External $
-
-
-
-
-
-
-
Total Sources
$-
$39,618
$277,761
$114,937
$-
$3,137,720
$3,570,037
Project Cost Estimate and Timeline Project timing is subject to change based on need and constantly reevaluated priorities. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$100,000
$100,000
Acquisition
-
-
-
-
-
-
-
Construction
-
39,618
277,761
114,937
-
3,037,720
3,470,037
Total Uses
$-
$39,618
$277,761
$114,937
$-
$3,137,720
$3,570,037
Operating Cost Impact The replacement of undersized storm sewer collection systems will reduce the annual frequency of maintaining and operating these problem drainage areas.
224
Capital Improvement Projects Stormwater Ralston Creek Improvements - Vance Street to Wadsworth By-Pass Description
The purpose of this project is to remove around twenty residential properties in the 100-year floodplain along Ralston Creek from upstream of Vance Street to Wadsworth By-Pass. A detailed solution has not been identified, but it will probably be a combination of structural channels and purchasing flood prone properties.
Project Justification About 20 homes in this area have been in the 100-year floodplain for years. The neighborhood is adjacent to Olde Town and with the opening of the Gold Line Commuter Rail, it will be difficult for those properties in the floodplain to reach their full redevelopment potential.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funded through the stormwater utility fee. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
477,621
368,962
260,062
241,432
1,348,077
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$-
$-
$477,621
$368,962
$260,062
$241,432
$1,348,077
Project Cost Estimate and Timeline This project is expected to begin in 2023 and be completed by 2026. Uses
Existing
2021-2030
Project Total
Timeline
Start
Completion
Design
$-
$238,810
$238,810
Design
2023
2023
Acquisition
-
238,810
238,810
Acquisition
2023
2023
Construction
-
870,456
870,456
Construction
2024
2026
Total Uses
$-
$1,348,077
$1,348,077
Operating Cost Impact There is no operating cost impact.
225
Capital Improvement Projects Stormwater Bates Lake Watershed Drainage Improvements Description
This is multi-phased project to rebuild the outlet works for the Bates Lake Detention area, upsize the existing stormwater pipe under the railroad tracks at Depew St., and expand the stormwater conveyance system along Sheridan Blvd. from W. 62nd Ave. to Clear Creek. The watershed boundaries are roughly Lamar St., W. 66th Ave., Tennyson St., and Clear Creek.
Project Justification The primary aim of this project is to reduce property damage caused by flooding events.
Strategic Plan Alignment Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Project Funding Funded through the stormwater utility fee. Sources
Existing
2021
2022
2023
2024
2025
2026-2030
Project Total
98-101 $
$-
$-
$-
$-
$-
$-
$-
$-
Other City $
-
-
-
-
-
253,354
452,387
705,741
External $
-
-
-
-
-
-
-
-
Total Sources
$-
$-
$-
$-
$-
$253,354
$452,387
$705,741
Project Cost Estimate and Timeline This project is fully funded. Design is expected to begin in 2025 and construction will close out in 2026. Uses
Existing
2021-2030
Project Total
Design
$-
$126,677
$126,677
Acquisition
-
-
-
Construction
-
579,064
579,064
Total Uses
$-
$705,741
$705,741
Timeline
Start
Completion
Design
2025
2025
2025
2026
Acquisition Construction
Operating Cost Impact The replacement of smaller outfall pipes with larger outfall pipes will reduce the frequency that wastewater operations needs to clean the system, decreasing operating costs.
226
Capital Improvement Projects Stormwater Mile High Flood District Joint Master Plan Studies Description
Drainageway Master Plans are updated or created through collaboration with the Mile High Flood District in order to identify solutions to basin-wide drainage problems. By contributing financial support, the City becomes eligible to receive Mile High Flood District construction funds as they are available.
Project Justification This project is for engineering analysis and the creation of drainageway master plans to identify basin-wide drainage problems. Basins can also traverse across multiple jurisdictional lines.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Project Funding Funded through the stormwater utility fee. These funds match contributions by the Mile High Flood District. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
56,275
57,964
59,703
61,494
63,339
326,193
624,967
-
-
-
-
-
-
-
$56,275
$57,964
$59,703
$61,494
$63,339
$326,193
$624,967
Project Cost Estimate and Timeline This is an ongoing project. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$56,275
$57,964
$59,703
$61,494
$63,339
$326,193
$624,967
Acquisition
-
-
-
-
-
-
-
Construction
-
-
-
-
-
-
-
$56,275
$57,964
$59,703
$61,494
$63,339
$326,193
$624,967
Total Uses
Operating Cost Impact There is no operating cost impact.
227
Capital Improvement Projects Stormwater Mile High Flood District Joint Maintenance Projects Description
This project funds the City’s share of the construction of jointly funded maintenance projects with the Mile High Flood District as opportunities become available.
Project Justification This project is for the maintenance of existing stormwater infrastructure on creeks and drainageways throughout the City so that the infrastructure continues to function as designed.
Strategic Plan Alignment Strategic Priority: Infrastructure The community depends on a well-maintained foundation of streets, sidewalks, and water, wastewater and stormwater facilities. Planned and steady population growth requires proper maintenance of existing infrastructure and additional capacity to support a thriving community.
Strategic Principle: Provides the community with a safe, reliable, high-quality water supply, drainage system, and wastewater disposal services for full city buildout, as defined by the Comprehensive Plan. This includes maintaining utility rates at lowest practical levels with accurate billing that supports replacement of aging infrastructure in order to maintain robust utility systems.
Project Funding Funded through the stormwater utility fee. These funds match contributions by the Mile High Flood District. Sources 98-101 $ Other City $ External $ Total Sources
2021
2022
2023
2024
2025
2026-2030
10-Year Total
$-
$-
$-
$-
$-
$-
$-
26,523
27,318
28,138
28,982
29,851
163,239
304,051
-
-
-
-
-
-
-
$26,523
$27,318
$28,138
$28,982
$29,851
$163,239
$304,051
Project Cost Estimate and Timeline This is an ongoing project. Uses
2021
2022
2023
2024
2025
2026-2030
10-Year Total
Design
$-
$-
$-
$-
$-
$-
$-
Acquisition
-
-
-
-
-
-
-
Construction
26,523
27,318
28,138
28,982
29,851
163,239
304,051
Total Uses
$26,523
$27,318
$28,138
$28,982
$29,851
$163,239
$304,051
Operating Cost Impact There is no operating cost impact.
228
Capital Improvement Projects Future Unprioritized Projects Capital projects need a long lead time for planning, environmental studies, and cost evaluation. As a result, the City maintains a list of potential future projects. While these projects may be pursued in time, they have not been prioritized and are not a part of the current capital improvement plan. Project General Administration ADA Improvements Northwest Services Facility Justice Center Transportation W. 72nd Ave. Improvements - Simms St. to Indiana St. W. 72nd Ave. Improvements - Indiana St. to McIntyre St. W. 72nd Ave. Spot Widening Alkire St. - W. 86th Pkwy to W. 88th Ave. Eldridge Street - W. 64th Ave. to Ralston Creek Indiana Street / UP Bridge Replacement Indiana Street Widening -W. 64th Ave. to W. 86th Pkwy Kendrick Dr. Extension - W. 64th Ave. to Indiana St. Quaker St. Improvements - W. 72nd Ave. to Leyden Road W. 80th Ave. Improvements - Kipling St. to Simms St. W. 80th Ave. Improvements - Simms St. to Alkire St. Ward Rd Extension - Double E Ranch Frontage Ward Road Improvements - W. 64th Ave. to W. 72nd Ave. Ward Rd. Extension - W. 72nd Ave. to W. 86th Pkwy. 4-lane section Ward Road Extension - W. 72nd Ave to W. 80th Ave. (Two Lane Section) W. 80th Avenue UP Railroad Grade Separation Bicycle / Pedestrian Overpass at Alkire St. and Union Pacific Railroad Bike Master Plan - Build Out (w/o) bridges) Bike Master Plan - Ped Bridges/Underpasses Retrofit Projects per TOD Bike/Ped Access Plan Traffic Calming Automated Traffic Count Program Bridge Guardrails Bridge Maintenance 229
Anticipated Cost $129,173,895 78,873,895 15,000,000 35,300,000 $305,111,766 33,000,000 6,000,000 800,000 700,000 3,000,000 8,000,000 45,000,000 11,000,000 13,100,000 13,100,000 13,100,000 1,000,000 24,500,000 36,600,000 15,000,000 8,100,000 3,560,000 8,350,000 8,730,000 10,080,000 550,000 750,000 1,000,000 1,830,700
Capital Improvement Projects Future Unprioritized Projects (continued) Traffic Signals Post Office master plan Missing Sidewalks W 52 Ave trail/sidewalk Oberon Road Improvements Leyden Parkway Improvements Parks Quaker Acres Park Expansion Spring Mesa Open Space Acquisitions and Trail Extensions Leyden Lake Open Space and Trails Indiana Equestrian Center Completion Leyden Creek Trail Pioneer Park Lake Arbor Park Kipling Street Entrance Signage The Hills at Standley Lake Park Completion Double E Park/ Ph2 Gibbs West Community Park Churches Ranch National Historic District Moore Brothers Farm and Agricultural Center Hyatt Lake Park Preserve Acquisition Majestic View Community Park and Nature Center Arvada Blunn Reservoir Welton Reservoir Trail Median Renovation/Completion project Trail Gaps Golf Lake Arbor USGA Recommended Renovation Lake Arbor/West Woods Cart Path Repairs Lake Arbor Tree and Fencing Plan West Woods Silo Course Additions and Improvements Lake Arbor Chipping Green
6,711,066 50,000 10,000,000 1,500,000 12,000,000 8,000,000 $108,144,000 450,000 800,000 3,340,000 785,000 1,000,000 355,000 3,325,000 420,000 725,000 325,000 28,912,000 1,710,000 1,525,000 3,620,000 7,927,000 1,075,000 350,000 1,500,000 50,000,000 $1,251,191 201,500 175,000 296,191 500,000 28,500
West Woods North Practice Facility Remodel Stormwater Leyden Creek Ralston Creek Yankee Doodle Drainage Way
50,000 $107,900,000 19,100,000 28,500,000 8,900,000
230
Capital Improvement Projects Future Unprioritized Projects (continued) Moon Gulch Clear Creek Bates/Hidden Lake Independence Street Outfall Estes Street Outfall Trail/Creek Separation Van Gordon/Hyatt Drainage Way Simms Street Outfall Allison Street Outfall Downtown W. 56th Avenue Outfall Pierce Street Outfall Sheridan Avenue Outfall Yarrow Street Outfall Miller Street Outfall Sheridan Bridge Replacement Water Arvada Water Treatment Plant Clarifier Rehab Castlegate Water Line Ralston Plant Site Reinvestment and Engineering Ralston Plant Storage Tank Expansion Ralston Water Treatment Plant Filter Rehab Ralston Water Treatment Plant Residuals Management Water Treatment for Growth Water Treatment Plant Repair and Maintenance Total Unfunded Projects
231
4,400,000 5,000,000 8,500,000 3,000,000 2,500,000 1,500,000 8,500,000 2,400,000 5,600,000 700,000 2,500,000 1,500,000 800,000 1,500,000 3,000,000 $89,195,776 600,000 6,200,000 250,000 32,000,000 5,528,000 1,725,000 40,600,000 2,292,776 $740,776,628
Debt Service Obligations LONG-TERM DEBT OBLIGATIONS Payments on all of the City of Arvada’s long–term obligations are included in debt service. This includes revenue bonds and lease purchase agreements. Additionally, the City has a number of lease-purchase agreements for equipment, however, such payments are handled through operating budgets, because the amounts are small and do not adversely affect operating budgets. LEGAL DEBT LIMIT General obligation debt is a direct obligation which pledges the full faith and credit of the government. The Colorado Revised Statutes provides that general obligation indebtedness for all purposes shall not at any time exceed 3 percent (3%) of actual value, as determined by the County Assessor, of the taxable property in the City. As of December 31, 2019, the City has no general obligation debt outstanding and does not intend to issue any general obligation debt at this time. The City’s debt is within the legal debt limit as demonstrated by the table below: Legal Debt Limit Actual Value
$20,435,467,279
Debt Limit: 3% of Actual Value
$613,064,018
Amount of General Oblication Debt
$0
TOTAL FINANCIAL OBLIGATIONS In 2018, the City retired the 1998 Sales and Use Tax Bonds. A ballot question for the reissuance of bonds was voted on and approved in November 2018. The City issued $70,825,000 of Sales and Use Tax Bonds in February 2019 for two transportation capital improvement projects. Certificates of Participation (COP) are a lease-financing mechanism where the City enters into an agreement to make regular lease payments for the use of an asset over a period of time, after which the title of the assets transfers to the government. Since the government can decide, at any time, to discontinue the lease, COPs do not constitute a multi-year fiscal obligation and can be issued without voter approval. While COPs are not technically debt, they are included in this graph to show the City’s total governmental financial obligations. Total debt in 2020 is $86,970,000 which decreases to $50,225,000 in 2028.
Total Outstanding Sales and Use Tax Bonds and Certificates of Participation $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0
2017
2018
2019
2020
2021
2022
232
2023
2024
2025
2026
2027
2028
Debt Service Obligations The City will retire its only Enterprise bonds in 2020. However, a portion of the 2015 Certificates of Participation were used to finance projects in the Stormwater Fund. The Stormwater Fund transfers two-thirds of the annual debt service payment of the 2015 Certificates of Participation to the COP Debt Service Fund. In addition, approximately half of the proceeds from the 2016 Certificates of Participation were used to fund the expansion of the West Woods Golf Clubhouse. The Golf Course Fund transfers approximately half of the debt service payment of the 2016 Certificates of Participation to the COP Debt Service Fund.
Total Outstanding Enterprise Bonds $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0
2017
2018
2019
2020
BOND RATING The City’s Sales and Use Tax Revenue Bond rating with Fitch Ratings is AAA, the very highest rating. The rating was assigned in January 2019 when the City issued bonds to fund two transportation capital improvement projects. Key rating drivers from Fitch’s rating report include: • Revenue growth prospects are strong, continuing a historical trend in line with U.S. GDP • The city’s predominant use of pay-go for capital improvements and the absence of a net pension liability have resulted in low fixed costs • Strong financial management practices support financial flexibility through economic cycles • Pledged revenues provide ample debt service cushion to handily withstand a moderate economic decline scenario
233
Debt Service Obligations The Fitch bond rating is a credit score that describes the general credit worthiness of a company, city or county that issues debt. Fitch rates how likely debt will be repaid from the entity in question. Letter Grade
Capacity to Repay
AAA Highest credit quality – Exceptionally strong City of Arvada capacity for repayment AA Very high credit quality - Very strong capacity for repayment A
High credit quality – Repayment capacity more vulnerable to adverse business conditions Good credit quality – Adverse business conditions more likely to impair repayment capacity Speculative - Elevated vulnerability to credit risk
BBB BB B CCC
Highly speculative – Material default risk is present Substantial credit risk - Default is a possibility
CC
Very high levels of credit risk - Default of some kind appears probable
C
Near default – A default or default like process has begun
D
Default
The following table shows bond ratings from other cities in Colorado. City
Moody’s
Fitch
Standard & Poor’s AAA AAA
Arvada
-
Aurora
Aaa
AA
*AA+
Denver
Aaa
AAA
AAA
Fort Collins
Aaa
-
AAA
Golden
-
-
*AAA
Lakewood
-
-
*AA+
Northglenn
-
-
AA+
Aa1
-
*AA
-
-
*AA+
Thornton Westminster
*Assumed issuer credit rating based off of one notch higher than COP rating
234
Debt Service Obligations DEBT SERVICE REQUIREMENTS Series 2019 Sales and Use Tax Revenue Bonds The City issued Sales and Use Tax Bonds in the amount of $70,825,000. The bonds were issued for the purpose of funding two capital improvement projects, constructing an underpass at Union Pacific Railroad crossing on West 72nd Avenue between Kipling Street and Simms Street and improvements on Ralston Road between Yukon Street and Garrison Street. The bonds carry interest rates from 3% to 5% payable semi-annually June 1 and December 1 and principal due annually to December 31, 2038. Sales and Use Tax Revenue Bonds - Series 2019 Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 Totals
Principal 2,495,000 2,620,000 2,750,000 2,885,000 3,030,000 3,180,000 3,340,000 3,510,000 3,685,000 3,865,000 4,060,000 4,265,000 4,435,000 4,565,000 4,710,000 4,855,000 5,015,000 5,185,000 $68,450,000
Interest 2,866,531 2,741,781 2,610,781 2,473,281 2,329,031 2,177,531 2,018,531 1,851,531 1,676,031 1,491,781 1,298,531 1,095,531 924,931 791,881 649,225 502,038 344,250 174,994 $28,018,191
235
Total Payment 5,361,531 5,361,781 5,360,781 5,358,281 5,359,031 5,357,531 5,358,531 5,361,531 5,361,031 5,356,781 5,358,531 5,360,531 5,359,931 5,356,881 5,359,225 5,357,038 5,359,250 5,359,994 $96,468,191
Principal Balance $68,450,000 65,955,000 63,335,000 60,585,000 57,700,000 54,670,000 51,490,000 48,150,000 44,640,000 40,955,000 37,090,000 33,030,000 28,765,000 24,330,000 19,765,000 15,055,000 10,200,000 5,185,000 $-
Debt Service Obligations Series 2015A Certificates of Participation The City issued certificates of participation in the amount of $7,880,000 to advance refund a portion of the Series 2005 Certificates of Participation, resulting in a deferred loss on the refunding of $444,000. The certificates of participation carry an interest rate of 1.78% payable semi-annually June 1 and December 1 and principal due annually to December 1, 2024. Year 2020 2021 2022 2023 2024 Totals
Certificates of Participation - Series 2015A Principal Interest Total Payment 1,210,000 1,225,000 1,250,000 1,270,000 $4,955,000
88,199 66,661 44,856 22,606 $222,322
1,298,199 1,291,661 1,294,856 1,292,606 $5,177,322
Principal Balance $4,955,000 3,745,000 2,520,000 1,270,000 $-
The City issued certificates of participation in the amount of $11,180,000 for the purpose of funding two capital improvement projects, reconstruction and widening of West 72nd Avenue and Indiana Street and to expand the West Woods Golf Clubhouse. The certificates of participation carry an interest rate of 4% payable June 1 and December 1 and principal due annually to December 31, 2036. Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 Totals
Certificates of Participation - Series 2016 Principal Interest Total Payment 420,000 445,000 465,000 490,000 515,000 540,000 560,000 585,000 605,000 630,000 655,000 680,000 710,000 740,000 765,000 800,000 $9,605,000
407,550 386,550 364,300 341,050 316,550 290,800 269,200 246,800 223,400 199,200 174,000 147,800 120,600 92,200 62,660 32,000 $3,674,660 236
827,550 831,550 829,300 831,050 831,550 830,800 829,200 831,800 828,400 829,200 829,000 827,800 830,600 832,200 827,660 832,000 $13,279,660
Principal Balance $9,605,000 9,185,000 8,740,000 8,275,000 7,785,000 7,270,000 6,730,000 6,170,000 5,585,000 4,980,000 4,350,000 3,695,000 3,015,000 2,305,000 1,565,000 800,000 $-
Pay Plan Schedules Pay Plan Schedule by Fund Fund - Department
2019 Actuals
2020 Revised
2021 Budget
2022 Budget
01 General Fund City Attorney's Office
13.00
13.00
15.00
15.00
City Manager's Office
20.10
20.10
20.10
20.10
0.00
36.00
39.00
39.00
Community Development
15.00
1.00
0.00
0.00
Finance
29.36
29.36
29.75
29.75
Human Resources
11.00
11.00
11.00
11.00
Information Technology
26.00
26.00
26.00
26.00
Municipal Court
12.00
12.00
11.00
11.00
0.00
0.00
3.00
3.00
Public Safety
158.00
161.00
161.00
161.00
Public Works
96.50
92.50
90.75
90.75
Utilities
15.00
0.00
0.00
0.00
395.96
401.96
406.60
406.60
04 Streets
1.00
1.00
4.00
4.00
09 Community Development
2.42
3.42
3.42
2.42
10 Arvada Housing Authority
3.58
3.58
3.58
3.58
14 Parks
53.00
54.00
54.00
54.00
21 Police Tax Increment .21
33.50
34.50
40.50
40.50
22 Police Tax Increment .22
43.50
42.50
40.50
40.50
34 2019 Bond Construction
0.00
0.00
0.75
0.75
41 Water
68.75
70.75
72.75
72.75
42 Wastewater
17.70
17.70
16.70
16.70
43 Golf Courses
22.22
22.22
21.90
23.25
44 Stormwater
5.55
7.55
6.55
6.55
45 Food Services
7.42
7.42
6.35
0.00
47 Solid Waste
0.00
0.00
2.00
2.00
51 Insurance
3.00
3.00
3.00
3.00
52 Computers
1.00
1.00
1.00
1.00
53 Print Shop
2.00
2.00
2.00
2.00
54 Vehicles
16.75
16.75
16.75
16.75
55 Buildings
1.00
1.00
1.00
1.00
86 AEDA
4.00
0.00
0.00
0.00
682.35
690.35
703.35
697.35
Community and Economic Development
Parks, Golf, and Hospitality
Total 01 General Fund Positions
Total Position Count
237
Pay Plan Schedules Budget Position Changes Fund
Type of Change
Work System
Department
Position
Notes
Public Works
(+) Traffic Engineer II
New
01
General Fund
New
Infrastructure
01
General Fund
New
01
General Fund
New
01
General Fund
New
01
General Fund
New
04
Street Fund Street Fund Tax Initiative Fund Water Fund Solid Waste Fund General Fund
New
Organizational and Service Effectiveness Organizational and Service Effectiveness Organizational and Service Effectiveness Organizational and Service Effectiveness Infrastructure
New
City (+) Assistant City AttorAttorney's ney Office City (+) Legal Specialist Attorney's Office City (+) Engagement Manager's Coordinator Office City (+) Assistant to City Manager's Manager Office Public Works (+) Municipal Inspector II
New
Infrastructure
Public Works
New
New
Safe Community
Public Safety
(+) Traffic Technician I (2) (+) Police Officers (4)
New
Infrastructure
Utilities
New
New
Infrastructure
Utilities
(+) SCADA Process and Controls Technician I (+) Senior Customer Information Specialist (2)
Title
Community and Economic Development
(+) Deputy Director of Community and Economic Development
(-) Deputy Director of Infrastructure
General Fund General Fund
Title
Infrastructure
Community and Economic Development Public Works
Title
Infrastructure
Public Works
(+) Transportation Design Manager (+) Traffic Engineering Manager
01
General Fund
Title
01
General Fund
Title
01
General Fund
Title
Organizational and Service Effectiveness Organizational and Service Effectiveness Organizational and Service Effectiveness
City Attorney's Office City Attorney's Office City Manager's Office
(-) Senior Civil Engineer (-) Senior Civil Engineer-Transportation (-) Legal Specialist-Contracts
04 21 41 47 01
01 01
238
(+) Legal Specialist
New New New New
New
New
(+) Legal Specialist
(-) Legal Specialist-Prosecution
(+) Digital Content Producer
(-) Multi Media Technician
Pay Plan Schedules Budget Position Changes (continued) Fund 01
General Fund
10
Arvada Housing Authority General Fund
01
Type of Change Title
Title
ReClass
Work System
Department
Vibrant Community and Neighborhoods
Parks Golf and Hospitality Services Vibrant Community Parks Golf and Neighborhoods and Hospitality Services Infrastructure Public Works
General Fund
ReClass
Infrastructure
01
General Fund General Fund General Fund General Fund General Fund
ReClass
Infrastructure
Public Works
ReClass
Infrastructure
Public Works
ReClass
Infrastructure
Public Works
ReClass
Infrastructure
Public Works
01
General Fund
ReClass
01
General Fund
ReClass
01
General Fund
ReClass
01
General Fund
ReClass
01
General Fund
ReClass
01 01 01
ReClass
Notes
(+) Deputy Director of Vibrant Community and Neighborhoods
(-) Senior Manager of Vibrant Community and Neighborhoods (-) Section 8 Program Supervisor
(+) Housing Choice Voucher Program Supervisor
(+) Parking and Travel Demand Management Coordinator Public Works (+) Mobility Planning and Innovation Manager
01
01
Position
(-) Senior Transportation Planning Engineer (+) Civil Engineer III (-) Civil Engineer (pavement focus) II (+) Pavement Manager (-) Streets Supervisor (+) Civil Engineer III (-) Civil Engineer IV (+) Civil Engineer II (-) Soils Technician (+) Senior Assistant City (-) Assistant City Attorney Attorney
Organizational and City Service Attorney's Effectiveness Office Organizational and Human Re(+) Administrative Service sources Coordinator Effectiveness Organizational and Human Re(+) Recruitment and Service sources Onboarding Manager Effectiveness Organizational and IT (+) Senior IT Project Service Manager Effectiveness Organizational and IT (+) Service Desk Service Manager Effectiveness Vibrant Community Parks Golf (+) Manager of Housing and Neighborhoods and Hospital- and Preservation Reity Services sources
239
(-) Chief Building Official
(-) Administrative Assistant (-) Employment Specialist (-) Associate Project Manager (-) Lead Technical Support Analyst (-) Manager of Housing and Preservations Resources
Pay Plan Schedules Budget Position Changes (continued) Fund
Type of Change ReClass
Work System
Department
Position
Notes
Vibrant Community and Neighborhoods
Parks Golf and Hospitality Services Public Works
(+) Neighborhood Engagement Coordinator
(-) Neighborhood Engagement Coordinator
(+) Pavement Management Coordinator (+) Parks and Urban Design Manager
(-) Civil Engineer III (pavement focus) (-) Parks and Urban Design Manager
(+) Records Supervisor
(-) Lead Records Specialist
01
General Fund
04
Street Fund
ReClass
Infrastructure
14
Parks Golf & Hospitality Tax Initiative Fund Tax Initiative Fund Water Fund Parks Golf & Hospitality Vehicles Fund Vehicles Fund Vehicles Fund Vehicles Fund General Fund
ReClass
Vibrant Community and Neighborhoods
ReClass
Safe Community
Parks Golf and Hospitality Services Public Safety
ReClass
Safe Community
Public Safety
(+) Code Compliance officer
(-) Police Services Technician
ReClass
Infrastructure
Utilities
(-) Utility Foreman
ReClass
Vibrant Community and Neighborhoods
ReClass
Infrastructure
Parks Golf and Hospitality Services Utilities
(+) Utility System Technician (+) Golf Course Superintendent (+) Utilities Systems Analyst Supervisor
(-) Fleets Services Coordinator
ReClass
Infrastructure
Utilities
(+) Assistant Fleet Manager (2)
(-) Shop Supervisor (2)
ReClass
Infrastructure
Utilities
(+) Lead Master Fleet Technician (3)
ReClass
Infrastructure
Utilities
(+) Master Fleet Equipment Technician (3)
Eliminated
Safe Community
Judicial
(-) Administrative Court Clerk
Eliminated
Vibrant Community and Neighborhoods
Parks Golf and Hospitality Services
(-) Administrative Coordinator
(-) Lead Fleet Equipment Technician (3) (-) Fleet Equipment Technician (3) Department budget reduction in response to COVID-19 budget cuts Vacancy not being filled ahead of the conclusion of department operations in 2021
21 21 41 43
54 54 54 54 01
45
Food Services Fund
240
(-) Assistant Golf Course Superintendent
Pay Plan Schedules Pay Plan Schedule by Department ARVADA ECONOMIC DEVELOPMENT ASSOCIATION (AEDA)
2019 Actual
2020 Revised
2021 Budget
2022 Budget
Economic Development Manager
1.00
0.00
0.00
0.00
Deputy Director of Economic Development
0.00
0.00
0.00
0.00
Director of Economic Development
0.00
0.00
0.00
0.00
Director of Growth and Economic Development
1.00
0.00
0.00
0.00
Economic Development Specialist
0.00
0.00
0.00
0.00
Marketing Program Manager
1.00
0.00
0.00
0.00
Senior Economic Development Specialist
1.00
0.00
0.00
0.00
4.00
0.00
0.00
0.00
2019 Actual 2.00
2020 Revised 2.00
2021 Budget 2.00
2022 Budget 2.00
City Attorney
1.00
1.00
1.00
1.00
Deputy City Attorney
1.00
2.00
2.00
2.00
Law Office Administrator
1.00
1.00
1.00
1.00
Legal Specialist Contracts
0.00
1.00
0.00
0.00
Legal Specialist Prosecution
1.00
1.00
0.00
0.00
Legal Specialist
0.00
0.00
3.00
3.00
Litigation Paralegal
1.00
1.00
1.00
1.00
Senior Assistant City Attorney
5.00
4.00
5.00
5.00
Contract Administrator Paralegal
1.00
0.00
0.00
0.00
13.00
13.00
15.00
15.00
2019 Actual 1.00
2020 Revised 1.00
2021 Budget 1.00
2022 Budget 1.00
Administrative Coordinator
1.00
1.00
1.00
1.00
Administrative Specialist
3.50
3.50
3.50
3.50
Assistant to the City Manager
1.00
0.00
1.00
1.00
Chief Communications Manager
0.00
1.00
1.00
1.00
City Clerk
1.00
1.00
1.00
1.00
City Manager
1.00
1.00
1.00
1.00
Communications Coordinator
0.60
0.60
0.60
0.60
Communications Manager
1.00
0.00
0.00
0.00
Community Engagement Coordinator
0.00
0.00
1.00
1.00
Community Resilience Coordinator
1.00
1.00
1.00
1.00
Total AEDA Positions CITY ATTORNEY Assistant City Attorney
Total City Attorney Positions CITY MANAGER’S OFFICE Administrative Analyst
241
Pay Plan Schedules Pay Plan Schedule by Department (continued) CITY MANAGERS OFFICE (continued) Deputy City Clerk
1.00
1.00
1.00
1.00
Deputy City Manager
1.00
1.00
1.00
1.00
Digital Content Producer
0.00
0.00
1.00
1.00
Executive Assistant
1.00
1.00
1.00
1.00
Innovation and Performance Manager
0.00
1.00
1.00
1.00
Media Services Manager
1.00
1.00
1.00
1.00
Multi Media Technician
2.00
2.00
1.00
1.00
Neighborhood Engagement Coordinator
1.00
1.00
0.00
0.00
Performance Budget Manager
1.00
0.00
0.00
0.00
Records Management Coordinator
1.00
1.00
1.00
1.00
Senior Manager of Vibrant Community and Neighborhoods
0.00
1.00
0.00
0.00
20.10
20.10
20.10
20.10
0.00
1.00
0.00
0.00
0.00
1.00
0.00
0.00
Creative Services Designer
1.00
1.00
1.00
1.00
Printing Technician
1.00
1.00
1.00
1.00
Total Print Shop Fund Positions
2.00
2.00
2.00
2.00
Total City Manager's Office Positions
22.10
23.10
22.10
22.10
2019 Actual 0.00
2020 Revised 0.00
2021 Budget 2.00
2022 Budget 2.00
Administrative Specialist
0.00
4.00
4.00
4.00
Assistant Building Official
0.00
2.00
2.00
2.00
Chief Building Official
0.00
1.00
0.00
0.00
Civil Engineer I
0.00
1.00
2.00
2.00
Civil Engineer III
0.00
1.00
1.00
1.00
Combination Inspector I
0.00
1.00
1.00
1.00
Combination Inspector II
0.00
3.00
3.00
3.00
Combination Inspector III
0.00
3.00
3.00
3.00
Deputy Director of Community and Economic Development
0.00
0.00
1.00
1.00
Director of Community and Economic Development
0.00
1.00
1.00
1.00
Economic Development Manager
0.00
1.00
1.00
1.00
Economic Development Specialist
0.00
0.00
1.00
1.00
Engineering Permit Coordinator
0.00
0.00
1.00
1.00
Total General Fund Positions Homeless Navigator Total Community Development Fund Positions
COMMUNITY AND ECONOMIC DEVELOPMENT Administrative Coordinator
242
Pay Plan Schedules Pay Plan Schedule by Department (continued) COMMUNITY AND ECONOMIC DEVELOPMENT (continued) Land Development Technician
0.00
1.00
1.00
1.00
Manager of City Planning and Development
0.00
1.00
1.00
1.00
Manager of Communication and Marketing
0.00
1.00
1.00
1.00
Manager of Development Engineering
0.00
1.00
1.00
1.00
Planner I
0.00
2.00
1.00
1.00
Planner II
0.00
1.00
2.00
2.00
Planning Technician
0.00
1.00
1.00
1.00
Plans Examiner I
0.00
2.00
1.00
1.00
Plans Examiner II
0.00
0.00
1.00
1.00
Senior Economic Development Specialist
0.00
1.00
0.00
0.00
Senior Planner
0.00
5.00
5.00
5.00
Systems and Administrative Manager
0.00
1.00
1.00
1.00
Traffic Engineer I
0.00
1.00
0.00
0.00
Total General Fund Positions
0.00
36.00
39.00
39.00
Total Community and Economic Development Positions
0.00
36.00
39.00
39.00
Administrative Assistant
2019 Actual 1.00
2020 Revised 0.00
2021 Budget 0.00
2022 Budget 0.00
Administrative Specialist
1.00
0.00
0.00
0.00
Administrative Supervisor
1.00
0.00
0.00
0.00
Deputy Director of Growth and Economic Development
1.00
0.00
0.00
0.00
Manager of City Planning
1.00
0.00
0.00
0.00
Manager of Housing Preservation and Resources
1.00
1.00
0.00
0.00
Planner I
2.00
0.00
0.00
0.00
Planner II
1.00
0.00
0.00
0.00
Planning Technician
1.00
0.00
0.00
0.00
Senior Planner
5.00
0.00
0.00
0.00
15.00
1.00
0.00
0.00
Administrative Specialist
0.50
0.50
0.00
0.00
Housing Rehabilitation / Loan Specialist
1.00
1.00
0.00
0.00
Housing Services Specialist
0.92
0.92
0.00
0.00
2.42
2.42
0.00
0.00
Administrative Specialist
0.50
0.50
0.00
0.00
Housing Services Specialist
0.08
0.08
0.00
0.00
COMMUNITY DEVELOPMENT
Total General Fund Positions
Total Community Development Fund Positions
243
Pay Plan Schedules Pay Plan Schedule by Department (continued) COMMUNITY DEVELOPMENT (continued) Housing Specialist
2.00
2.00
0.00
0.00
Section 8 Program Supervisor
1.00
1.00
0.00
0.00
Total Arvada Housing Authority Positions
3.58
3.58
0.00
0.00
Total Community Development Positions
21.00
7.00
0.00
0.00
2019 Actual 1.00
2020 Revised 1.00
2021 Budget 1.00
2022 Budget 1.00
Accounting Specialist
1.00
1.00
1.00
1.00
Accounting Supervisor
3.00
3.00
3.00
3.00
Accounting Technician II
1.00
1.00
1.00
1.00
Accounting Technician III
1.00
0.00
0.00
0.00
Accounts Payable Technician
2.00
2.00
2.00
2.00
Accounts Receivable Technician
0.00
1.00
1.00
1.00
Assistant Finance Director
1.00
1.00
1.00
1.00
Budget Analyst
2.00
2.00
2.00
2.00
Business Analyst
0.36
0.36
0.75
0.75
Controller
1.00
1.00
1.00
1.00
Director of Finance
1.00
1.00
1.00
1.00
Executive Assistant
1.00
1.00
1.00
1.00
Financial Systems Analyst
1.00
1.00
1.00
1.00
Grants Accountant
1.00
1.00
1.00
1.00
Grants Administrator
1.00
1.00
1.00
1.00
Payroll Administrator
1.00
1.00
1.00
1.00
Procurement Specialist
2.00
2.00
2.00
2.00
Purchasing Manager
1.00
1.00
1.00
1.00
Revenue Manager
1.00
1.00
1.00
1.00
Revenue Technician
2.00
2.00
2.00
2.00
Sales Tax Auditor
2.00
2.00
2.00
2.00
Sales Tax Auditor Supervisor
1.00
1.00
1.00
1.00
Storeskeeper
1.00
1.00
1.00
1.00
29.36
29.36
29.75
29.75
0.32
0.32
0.25
0.25
0.32
0.32
0.25
0.25
0.32
0.32
0.00
0.00
FINANCE Accountant
Total General Fund Positions Business Analyst Total Golf Course Fund Position Business Analyst
244
Pay Plan Schedules Pay Plan Schedule by Department (continued) FINANCE (continued) Total Food Service Fund Position
0.32
0.32
0.00
0.00
Property and Casualty Claims Manager
1.00
1.00
1.00
1.00
Risk and Claims Analyst
1.00
1.00
1.00
1.00
Risk and Safety Manager
1.00
1.00
1.00
1.00
Total Insurance Fund Positions
3.00
3.00
3.00
3.00
Total Finance Department Positions
33.00
33.00
33.00
33.00
2019 Actual 1.00
2020 Revised 1.00
2021 Budget 0.00
2022 Budget 0.00
Administrative Coordinator
0.00
0.00
1.00
1.00
Benefits Specialist
1.00
1.00
1.00
1.00
Compensation Analyst
1.00
1.00
1.00
1.00
Deputy Director of Human Resources
1.00
1.00
1.00
1.00
Director of Human Resources
1.00
1.00
1.00
1.00
Employment Specialist
1.00
1.00
0.00
0.00
HR Business Partner
1.00
1.00
1.00
1.00
HR Coordinator
1.00
1.00
1.00
1.00
Organizational Development Manager
1.00
1.00
1.00
1.00
Recruiting and Onboarding Manager
0.00
0.00
1.00
1.00
Senior HR Business Partner
1.00
1.00
1.00
1.00
Senior HR Coordinator
1.00
1.00
1.00
1.00
11.00
11.00
11.00
11.00
2019 Actual 1.00
2020 Revised 1.00
2021 Budget 1.00
2022 Budget 1.00
Application System Administrator
0.00
2.00
2.00
2.00
Associate Project Manager
1.00
1.00
0.00
0.00
Business Systems Manager
1.00
0.00
0.00
0.00
Chief Information Officer
1.00
1.00
1.00
1.00
Community Connectivity Manager
1.00
1.00
1.00
1.00
IT Business Analyst
1.00
1.00
1.00
1.00
IT Security Specialist
1.00
1.00
1.00
1.00
Mobile Business Analyst
1.00
0.00
0.00
0.00
HUMAN RESOURCES Administrative Assistant
Total Human Resources Positions INFORMATION TECHNOLOGY Administrative Specialist
245
Pay Plan Schedules Pay Plan Schedule by Department (continued) INFORMATION TECHNOLOGY (continued) Mobile Network Systems Administrator
0.00
2.00
2.00
2.00
Network Administrator
2.00
0.00
0.00
0.00
Network Systems Administrator
0.00
1.00
1.00
1.00
Senior Applications Systems Administrator
0.00
1.00
1.00
1.00
Senior Database Administrator
1.00
1.00
1.00
1.00
Senior IT Project Manager
0.00
0.00
1.00
1.00
Senior Network Administrator
2.00
0.00
0.00
0.00
Senior Network Engineer
0.00
2.00
2.00
2.00
Senior Network Systems Administrator
0.00
1.00
1.00
1.00
Service Desk Manager
0.00
0.00
1.00
1.00
Services Technician
1.00
1.00
1.00
1.00
Software Developer
1.00
1.00
1.00
1.00
Systems Administrator
3.00
0.00
0.00
0.00
Technical Support Analyst
3.00
3.00
2.00
2.00
Technical Systems Project Manager
1.00
1.00
1.00
1.00
Technology and Project Services Manager
1.00
1.00
1.00
1.00
Technology Infrastructure and Operations Manager
1.00
1.00
1.00
1.00
Web Architect
1.00
1.00
1.00
1.00
Web Systems Administrator
1.00
1.00
1.00
1.00
26.00
26.00
26.00
26.00
Applications Systems Administrator
0.00
1.00
1.00
1.00
Radio Communications Administrator
1.00
1.00
1.00
1.00
Systems Administrator
1.00
0.00
0.00
0.00
2.00
2.00
2.00
2.00
Lead Technical Support Analyst
1.00
1.00
0.00
0.00
Technical Support Analyst
0.00
0.00
1.00
1.00
Total Computer Fund Positions
1.00
1.00
1.00
1.00
Total Information Technology Positions
29.00
29.00
29.00
29.00
2019 Actual 8.00
2020 Revised 8.00
2021 Budget 7.00
2022 Budget 7.00
Chief Probation Officer
1.00
0.00
0.00
0.00
Court Administrator
1.00
1.00
1.00
1.00
Deputy Court Administrator
1.00
1.00
1.00
1.00
Total General Fund Positions
Total Tax Initiative 22 Fund Positions
MUNICIPAL COURT Administrative Court Clerk
246
Pay Plan Schedules Pay Plan Schedule by Department (continued) MUNICIPAL COURT (continued) Municipal Judge
1.00
1.00
1.00
1.00
Senior Probation Officer
0.00
1.00
1.00
1.00
12.00
12.00
11.00
11.00
2019 Actual 0.00
2020 Revised 0.00
2021 Budget 1.00
2022 Budget 1.00
Manager of Housing Preservation and Resources
0.00
0.00
1.00
1.00
Neighborhood Engagement Coordinator
0.00
0.00
1.00
1.00
0.00
0.00
3.00
3.00
Administrative Specialist
0.00
0.00
0.50
0.50
Homeless Navigator
0.00
0.00
1.00
0.00
Housing Rehabilitation / Loan Specialist
0.00
0.00
1.00
1.00
Housing Services Specialist
0.00
0.00
0.92
0.92
0.00
0.00
3.42
2.42
Administrative Specialist
0.00
0.00
0.50
0.50
Housing Choice Voucher Program Supervisor
0.00
0.00
1.00
1.00
Housing Services Specialist
0.00
0.00
0.08
0.08
Housing Specialist
0.00
0.00
2.00
2.00
0.00
0.00
3.58
3.58
Administrative Coordinator
1.00
1.00
1.00
1.00
City Forester
1.00
1.00
1.00
1.00
Computerized Irrigation Supervisor
1.00
1.00
1.00
1.00
Computerized Irrigation System Administrator
1.00
1.00
1.00
1.00
Director of Parks, Golf and Hospitality Services
1.00
0.00
0.00
0.00
Director of Vibrant Community and Neighborhoods
0.00
1.00
1.00
1.00
Executive Assistant
1.00
1.00
1.00
1.00
Forestry Technician
3.00
3.00
3.00
3.00
Irrigation Crew Supervisor
1.00
1.00
1.00
1.00
Irrigation Maintenance Leadworker
1.00
1.00
1.00
1.00
Irrigation Maintenance Worker
4.00
4.00
4.00
4.00
Municipal Services Worker
1.00
1.00
1.00
1.00
Nature Center Director
1.00
1.00
1.00
1.00
Parks and Urban Design Manager
1.00
1.00
1.00
1.00
Total Municipal Court Positions PARKS, GOLF AND HOSPITALITY Deputy Director of Vibrant Community and Neighborhoods
Total General Fund Positions
Total Community Development Fund Positions
Total Arvada Housing Authority Positions
247
Pay Plan Schedules Pay Plan Schedule by Department (continued) PARKS, GOLF AND HOSPITALITY (continued)
2019 Actual 6.00
2020 Revised 6.00
2021 Budget 6.00
2022 Budget 6.00
Parks Manager
1.00
1.00
1.00
1.00
Parks Program Manager
1.00
1.00
1.00
1.00
Parks Supervisor
4.00
5.00
5.00
5.00
19.00
19.00
19.00
19.00
Senior Landscape Architect
2.00
2.00
2.00
2.00
Special Events Coordinator
1.00
1.00
1.00
1.00
52.00
53.00
53.00
53.00
0.75
0.75
0.75
0.75
0.75
0.75
0.75
0.75
0.25
0.25
0.25
0.25
0.25
0.25
0.25
0.25
Assistant Golf Course Superintendent
1.00
2.00
0.00
0.00
Assistant Golf Manager
1.00
1.00
1.00
1.00
Assistant Golf Professional
2.00
2.00
2.00
2.00
Assistant Restaurant Manager
1.00
1.00
1.00
1.00
Business Development Coordinator
0.30
0.30
0.30
1.00
Business Development Manager
0.15
0.15
0.15
0.00
Executive Chef
0.45
0.45
0.45
0.00
Food and Beverage Manager
0.00
0.00
0.00
1.00
Golf Course Computerized Irrigation Technician
2.00
2.00
2.00
2.00
Golf Course Equipment Mechanic Leadworker
1.00
0.00
0.00
0.00
Golf Course Equipment Specialist
1.00
2.00
2.00
2.00
Golf Course Maintenance Worker
3.00
3.00
3.00
3.00
Golf Course Manager
1.00
1.00
1.00
1.00
Golf Course Superintendent
1.00
0.00
2.00
2.00
Head Golf Professional
2.00
2.00
2.00
2.00
Manager of Golf Course Operations
1.00
1.00
1.00
1.00
Restaurant Manager
3.00
3.00
3.00
3.00
Sous Chef / Kitchen Manager
1.00
1.00
1.00
1.00
21.90
21.90
21.90
23.00
Administrative Coordinator
1.00
1.00
0.00
0.00
Assistant Banquet Manager
1.00
1.00
1.00
0.00
Parks Maintenance Leadworker
Parks Worker II
Total Parks Fund Positions Assistant Nature Center Director Total Water Fund Positions Assistant Nature Center Director Total Stormwater Fund Positions
Total Golf Course Fund Positions
248
Pay Plan Schedules Pay Plan Schedule by Department (continued) PARKS, GOLF AND HOSPITALITY (continued) Business Development Coordinator
1.70
1.70
1.70
0.00
Business Development Manager
0.85
0.85
0.85
0.00
Executive Chef
0.55
0.55
0.55
0.00
Food Services Manager
1.00
1.00
1.00
0.00
Hospitality Services Supervisor
1.00
1.00
1.00
0.00
Total Food Service Fund Positions
7.10
7.10
6.10
0.00
Total Parks, Golf and Hospitality Positions
82.00
83.00
92.00
86.00
2019 Actual 1.00
2020 Revised 1.00
2021 Budget 1.00
2022 Budget 1.00
Animal Management Officer
4.00
4.00
4.00
4.00
Chief of Police
1.00
1.00
1.00
1.00
Code Compliance Officer
4.00
4.00
4.00
4.00
Crime Analyst
1.00
1.00
1.00
1.00
Criminalist
1.00
1.00
1.00
1.00
CSI Technician
0.00
1.00
1.00
1.00
Deputy Police Chief
2.00
2.00
2.00
2.00
Evidence Supervisor
1.00
1.00
1.00
1.00
Evidence Technician
2.00
2.00
2.00
2.00
Executive Assistant
1.00
1.00
1.00
1.00
Liquor Licensing Control Administrator
1.00
1.00
1.00
1.00
Master Police Officer
0.00
0.00
7.00
7.00
Patrol Investigative Specialist
1.00
1.00
1.00
1.00
Police Accreditation Coordinator
0.00
1.00
1.00
1.00
Police Administrative Assistant
1.00
1.00
1.00
1.00
Police Commander
6.00
6.00
6.00
6.00
101.00
101.00
94.00
94.00
Police Records Specialist
6.00
6.00
6.00
6.00
Police Recruiter
0.00
1.00
1.00
1.00
Police Sergeant
20.00
20.00
20.00
20.00
Police Services Technician
4.00
3.00
3.00
3.00
Police Training Coordinator
0.00
1.00
1.00
1.00
158.00
161.00
161.00
161.00
Animal Management Officer
1.00
1.00
1.00
1.00
Code Compliance Officer
0.00
0.00
1.00
1.00
PUBLIC SAFETY Administrative Coordinator
Police Officer
Total General Fund Positions
249
Pay Plan Schedules Pay Plan Schedule by Department (continued) PUBLIC SAFETY (continued) Crime Analyst
1.00
1.00
1.00
1.00
Evidence Technician
1.00
1.00
1.00
1.00
Financial Business Analyst
1.00
1.00
1.00
1.00
Lead Police Records Specialist
1.00
1.00
0.00
0.00
Master Police Officer
0.00
0.00
1.00
1.00
NIBRS Data Specialist
0.00
1.00
1.00
1.00
Police Commander
1.00
2.00
2.00
2.00
17.00
17.00
22.00
22.00
Police Records Specialist
1.00
1.00
1.00
1.00
Police Sergeant
2.00
2.00
2.00
2.00
Police Services Technician
5.00
4.00
3.00
3.00
Records Supervisor
1.00
1.00
2.00
2.00
32.00
33.00
39.00
39.00
Animal Management Officer
1.00
1.00
1.00
1.00
Master Police Officer
0.00
0.00
1.00
1.00
Police Civilian Operations Manager
1.00
1.00
1.00
1.00
Police Commander
1.00
0.00
0.00
0.00
33.00
33.00
30.00
30.00
5.00
5.00
5.00
5.00
Total Tax Initiative 22 Fund Positions
41.00
40.00
38.00
38.00
Total Public Safety Positions
231.00
234.00
238.00
238.00
2019 Actual 2.00
2020 Revised 2.00
2021 Budget 0.00
2022 Budget 0.00
Administrative Specialist
1.00
1.00
1.00
1.00
Building Craftsworker
1.00
1.00
1.00
1.00
Building Maintenance Leadworker
2.00
2.00
2.00
2.00
Building Maintenance Worker
4.00
4.00
4.00
4.00
CAD / GIS Supervisor
1.00
1.00
1.00
1.00
Chief Surveyor
1.00
1.00
1.00
1.00
Civil Engineer I
1.00
0.00
0.00
0.00
Civil Engineer II
2.00
2.00
1.50
1.50
Civil Engineer III
1.00
0.00
1.00
1.00
Civil Engineer IV
1.00
1.00
0.00
0.00
Construction and Inspection Supervisor
1.00
1.00
1.00
1.00
Police Officer
Total Tax Initiative 21 Fund Positions
Police Officer Police Sergeant
PUBLIC WORKS Administrative Coordinator
250
Pay Plan Schedules Pay Plan Schedule by Department (continued) PUBLIC WORKS (continued)
2019 Actual 1.00
2020 Revised 1.00
2021 Budget 1.00
2022 Budget 1.00
10.00
10.00
10.00
10.00
Deputy Director of Infrastructure
0.00
1.00
0.00
0.00
Director of Public Works
1.00
1.00
1.00
1.00
Electrician
1.00
1.00
1.00
1.00
Engineering Permit Coordinator
1.00
1.00
0.00
0.00
Engineering Services Manager
1.00
1.00
0.75
0.75
Engineering Technician II
1.00
0.00
0.00
0.00
Facilities Manager
1.00
1.00
1.00
1.00
GEO Data Services Manager
1.00
1.00
1.00
1.00
GIS Analyst
1.00
1.00
1.00
1.00
HVAC Specialist
1.00
1.00
1.00
1.00
Manager of City Facilities
1.00
1.00
1.00
1.00
Manager of Communication-Infrastructure
0.00
1.00
1.00
1.00
Mobility Planning and Innovation Manager
0.00
0.00
1.00
1.00
Municipal Inspector Foreman
1.00
1.00
1.00
1.00
Municipal Inspector I
2.00
1.00
0.00
0.00
Municipal Inspector II
4.00
4.00
6.00
6.00
Parking and Travel Demand Management Coordinator
0.00
0.00
1.00
1.00
Pavement Manager
1.00
0.00
1.00
1.00
Public Works Project Manager
1.00
1.00
1.00
1.00
Senior Civil Designer
0.50
0.50
0.50
0.50
Senior Civil Engineer
2.00
2.00
1.00
1.00
Senior Civil Engineer - Transportation
1.00
1.00
0.00
0.00
Senior GIS Analyst
1.00
0.00
1.00
1.00
Senior Survey Technician
0.00
0.00
1.00
1.00
Senior Transportation Planning Engineer
1.00
1.00
0.00
0.00
Soils Technician
1.00
1.00
0.00
0.00
Streets Foreman
6.00
6.00
6.00
6.00
Streets Manager
1.00
1.00
1.00
1.00
Streets Supervisor
3.00
4.00
3.00
3.00
Streets Technician
21.00
21.00
21.00
21.00
Survey Party Chief
1.00
1.00
1.00
1.00
Survey Technician II
1.00
0.00
0.00
0.00
Survey Technician III
1.00
2.00
1.00
1.00
Traffic Crew Foreman
1.00
1.00
1.00
1.00
Traffic Engineer I
1.00
0.00
0.00
0.00
Construction and Maintenance Supervisor Custodian
251
Pay Plan Schedules Pay Plan Schedule by Department (continued) PUBLIC WORKS (continued) Traffic Engineer II
2019 Actual 1.00
2020 Revised 1.00
2021 Budget 2.00
2022 Budget 2.00
Traffic Engineer III
1.00
0.00
0.00
0.00
Traffic Engineering Manger
0.00
0.00
1.00
1.00
Traffic Field Operations Supervisor
1.00
1.00
1.00
1.00
Traffic Technician I
2.00
2.00
2.00
2.00
Traffic Technician II
1.00
1.00
1.00
1.00
Transportation Design Manger
0.00
0.00
1.00
1.00
Transportation Planner
0.00
1.00
1.00
1.00
96.50
92.50
90.75
90.75
Civil Engineer I
1.00
1.00
0.00
0.00
Municipal Inspector II
0.00
0.00
1.00
1.00
Pavement Management Coordinator
0.00
0.00
1.00
1.00
Traffic Technician I
0.00
0.00
2.00
2.00
1.00
1.00
4.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
0.50
Civil Engineer II
0.00
0.00
0.50
0.50
Engineering Services Manager
0.00
0.00
0.25
0.25
0.00
0.00
0.75
0.75
Civil Engineer III
0.00
0.00
2.00
2.00
Custodian
1.00
1.00
1.00
1.00
Senior Civil Designer
1.50
1.50
1.50
1.50
2.50
2.50
4.50
4.50
Civil Engineer III
1.00
2.00
0.00
0.00
Municipal Inspector I
1.00
1.00
0.00
0.00
Senior Utilities Design Engineer
0.00
0.00
1.00
1.00
Total General Fund Positions
Total Streets Fund Positions Craftsworker Total Parks Fund Positions Custodian Total Police Tax Increment .21 Fund Positions Custodian Total Police Tax Increment .22 Fund Positions
Total 2019 Bond Construction Fund Positions
Total Water Fund Positions
252
Pay Plan Schedules Pay Plan Schedule by Department (continued) PUBLIC WORKS (continued)
2019 Actual 0.00
2020 Revised 1.00
2021 Budget 1.00
2022 Budget 1.00
Stormwater Inspector II
0.00
1.00
1.00
1.00
Stormwater Regulatory Analyst
0.00
0.00
1.00
1.00
Stormwater Projects Coordinator
1.00
0.00
0.00
0.00
3.00
5.00
4.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
106.00
104.00
107.00
107.00
2019 Actual 2.00
2020 Revised 0.00
2021 Budget 0.00
2022 Budget 0.00
Assistant Building Official
2.00
0.00
0.00
0.00
Chief Building Official
1.00
0.00
0.00
0.00
Combination Inspector I
1.00
0.00
0.00
0.00
Combination Inspector II
4.00
0.00
0.00
0.00
Combination Inspector III
2.00
0.00
0.00
0.00
Plans Examiner
2.00
0.00
0.00
0.00
Utility System Analyst
1.00
0.00
0.00
0.00
15.00
0.00
0.00
0.00
Chief Plant Operator
4.00
4.00
4.00
4.00
Customer Information Manager
1.00
1.00
1.00
1.00
Customer Information Supervisor
1.00
1.00
1.00
1.00
Director of Utilities
1.00
1.00
1.00
1.00
Electro Mechanical Technician
1.00
1.00
1.00
1.00
GIS Analyst
1.00
1.00
1.00
1.00
Operations Supervisor
1.00
1.00
1.00
1.00
Operations Support Supervisor
1.00
1.00
1.00
1.00
Plant Operator
6.00
6.00
6.00
6.00
Plant Supervisor - SCADA
1.00
1.00
1.00
1.00
SCADA Process and Controls Technician I
4.00
4.00
5.00
5.00
Senior Customer Information Specialist
5.00
5.00
5.00
5.00
Senior GIS Analyst
1.00
1.00
1.00
1.00
Senior Utilities Design Engineer
1.00
1.00
0.00
0.00
Stormwater Administrator
Total Stormwater Fund Positions Building Maintenance Worker Total Buildings Fund Positions Total Public Works Positions UTILITIES Administrative Specialist
Total General Fund Positions
253
Pay Plan Schedules Pay Plan Schedule by Department (continued) UTILITIES (continued)
2019 Actual 9.00
2020 Revised 9.00
2021 Budget 8.00
2022 Budget 8.00
4.00
4.00
4.00
4.00
15.00
15.00
17.00
17.00
Utility Systems Analyst
1.00
2.00
2.00
2.00
Water Quality Administrator
1.00
1.00
1.00
1.00
Water Quality Analyst
2.00
2.00
2.00
2.00
Water Quality Technician
1.00
1.00
1.00
1.00
Water Resources Administrator
1.00
1.00
1.00
1.00
Water Resources Analyst
0.50
0.50
0.50
0.50
Water System Manager
1.00
1.00
1.00
1.00
Water Treatment Manager
1.00
1.00
1.00
1.00
65.50
66.50
67.50
67.50
Utility Foreman
4.00
4.00
4.00
4.00
Utility Supervisor
2.00
2.00
2.00
2.00
11.00
11.00
10.00
10.00
0.70
0.70
0.70
0.70
17.70
17.70
16.70
16.70
Stormwater Regulatory Analyst
0.00
1.00
0.00
0.00
Utility System Technician
2.00
2.00
2.00
2.00
Wastewater and Stormwater Manager
0.30
0.30
0.30
0.30
2.30
3.30
2.30
2.30
0.00
0.00
2.00
2.00
0.00
0.00
2.00
2.00
Assistant Fleet Manager
0.00
0.00
2.00
2.00
Lead Fleet Equipment Technicians
3.00
3.00
0.00
0.00
Fleet Equipment Technician
7.00
7.00
7.00
4.00
Fleet Manager
1.00
1.00
1.00
1.00
Fleet Services Coordinator
1.00
1.00
0.00
0.00
Lead Master Fleet Technician
0.00
0.00
3.00
3.00
Master Fleet Equipment Technician
0.00
0.00
0.00
3.00
Parts Specialist
2.00
2.00
2.00
2.00
Police Courier
0.75
0.75
0.75
0.75
Utility Foreman Utility Supervisor Utility System Technician
Total Water Fund Positions
Utility System Technician Wastewater and Stormwater Manager Total Wastewater Fund Positions
Total Stormwater Fund Positions Senior Customer Information Specialist Total Solid Waste Fund Positions
254
Pay Plan Schedules Pay Plan Schedule by Department (continued) UTILITIES (continued)
2019 Actual 2.00
2020 Revised 2.00
2021 Budget 0.00
2022 Budget 0.00
0.00
0.00
1.00
1.00
16.75
16.75
16.75
16.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Total Utilities Department Positions
118.25
105.25
106.25
106.25
Total Position Count
682.35
690.35
703.35
697.35
Shop Supervisor Utility Systems Administrator Supervisor Total Vehicle Fund Positions Fleet Equipment Technician Total Tax Initiative 21 Fund Positions
255
Glossary of Terms The City of Arvada Operating and Capital Budget is structured to be easily understood and meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar with budgeting terms and a few terms specific to the Arvada financial planning process. Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Advance Refunding: The payoff and re-issuance of bonds to obtain better interest rates and/or bond conditions. Appropriation: Appropriation is a formal action by the City Council which approves the spending limits for the fiscal year for each fund. Assessed Valuation: Assessed valuation is a valuation set upon real estate or other property by the County Assessor as a basis for levying taxes. Asset: Resources owned or held that have monetary value. Assigned Fund Balance: These are amounts that a government intends to use for a specific purpose. Intent can be expressed by the governing body or by an official or body to which the governing body delegates authority. Attrition: A method of achieving a reduction in personnel by not refilling the positions vacated through resignation, reassignment, transfer, retirement or means other than layoffs. AURA: AURA stands for Arvada Urban Renewal Authority. AURA acquires and assembles property in order to redevelop blighted property located in the urban renewal district. The district in Arvada includes five active areas that are located throughout the City. Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled during the year. Bond: A long-term I.O.U. or promise to pay. Often bonds are issued to finance the construction of long term capital projects. It is a promise to repay a specified amount of money (the face amount of the bond) on a particular date (maturity date). Bonds come in two types: general obligation bonds are backed by the full faith, credit and taxing authority of the government and revenue bonds are backed only by a specific revenue stream, such as water user fees or sales tax. Budget: A plan of financial activity for a specified period of time (two years) indicating all planned revenues and expenditures for the budget period. Budgetary Basis: This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: Generally Accepted Accounting Principles (GAAP), cash, or modified accrual. Budgetary Control: The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. 256
Glossary of Terms Capital Equipment: Assets of value greater than $5,000 and having a useful life greater than 36 months. Capital equipment is also called fixed assets. Capital Improvements Plan (CIP): The appropriation and spending plan for improvements to city facilities including buildings, streets, water , stormwater and sewer projects, drainage improvements, parks and trails. Capital Outlay: Classification of expenditures related to the purchase of capital equipment. Capital Project: Major construction, acquisition or renovation activities which add value to a government’s physical assets of significantly increase their useful life. Cash basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased. CCIPC: The Citizens Capital Improvement Plan Committee, a 21-member group of citizens appointed by City Council to report recommendations for capital improvement project prioritizations and funding. CDBG: CDBG stands for Community Development Block Grant, which is money given to cities from the federal government to improve blighted conditions and to assist low and moderate income persons. Committed Fund Balance: These are amounts constrained to specific purposes by a government itself, using its highest level of decision making authority. To be reported as committed, amounts cannot be used for any other purpose unless the government takes the same highest-level action to remove or change the restraint. Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of Labor. The index is used to measure the increase in the cost of living (economic inflation). Contingency: A contingency is a budgetary reserve set aside for emergency or unanticipated expenditures and/or revenue shortfalls. Debt Service: Debt Service is the principal and interest payments on outstanding bonds. Depreciation: Expiration in the service life of capital equipment attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. Emergency Reserve: The Emergency Reserve is a term used in TABOR.TABOR requires Arvada to maintain 3% of total fiscal year spending as an emergency reserve. Encumbrance: An encumbrance is the formal accounting recognition of commitments to expend resources in the future. Enterprise Fund: An enterprise fund is a separate set of financial records used for operations which are financed and operated in a manner similar to a private business enterprise. City enterprise funds are set up in order to pay ongoing costs of a program using ongoing revenues and fees generated by the program such as Arvada’s utility service. 257
Glossary of Terms Fiscal Year: A fiscal year is the one year period designated by the city for the beginning and ending of financial transactions. This is the period covered by the budget and the financial report. The city’s fiscal year begins January 1 and ends December 31. FOCUS: This is the name given to the process of the City of Arvada’s transition to a system of performancebased budgeting, the practice of developing budgets based on the relationship between program funding levels and expected outcomes from that program. Full Time Equivalent Position (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to .5 of a full-time equivalent. Full Faith and Credit: A pledge of the government’s taxing power to repay debt obligations. Fund: A fund is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, related liabilities and residual balances. Fund Balance: A fund balance is the difference between total assets and total liabilities for a fund. GASB: GASB is the Governmental Accounting Standards Board, which is the source of generally accepted accounting principles for public-sector entities like the City of Arvada. General Obligation (G.O.) Bond: This type of bond is backed by the full faith, credit and taxing power of the city. General Fund: A general purpose fund supported by taxes, fees and other revenues which may be used for any lawful purpose. This fund accounts for all financial resources except those required to be accounted for in another fund. Goal: A goal is a statement of broad direction, purpose or intention based on the needs of the community. A goal is general and timeless; that is, it is not concerned with a specific achievement in a given time period. Infrastructure: Infrastructures are facilities on which the continuance and growth of a community depend such as a road, water lines, sewer lines, public buildings, and parks. Infrastructure assets are immovable and of value only to the government. Internal Service Fund: This fund accounts for the financing of goods or services provided by one department or agency to other departments or agencies of the governmental unit. An example is the insurance fund. Liability: An obligation to pay an amount in money, goods, or services to another party. Line of Business: A grouping of Programs with similar common purposes.
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Glossary of Terms Local Growth: Local growth is a term defined by TABOR. Local growth is the net percentage change in actual value of all real property. Maintenance and Operation Costs: The day to day operation and maintenance costs of a municipality include such things as gas and electric utility bills, telephone expense, reproduction costs, postage and vehicle maintenance. Milestone: A significant event or important achievement that indicates change or progress toward a strategic result. Milestones signal anchors and serve as visible indicators of progress toward achievement of a strategic result. Mill: Property tax rates that are based on the valuation of property are measured in units called mills. A tax rate of one mill produces one dollar of taxes on each $1,000 of assessed property valuation. Modified Accrual: Modified accrual is a basis of accounting where revenues are recognized in the accounting period in which they become available and measurable, and expenditures are recognized in the accounting period when the liability is incurred, if measurable. Non-spendable Fund Balance: These are amounts that are not in a spendable form (such as inventory) or are required to be maintained intact (such as the corpus of an endowment fund). Operating Budget: An operating budget contains the day-to-day costs of delivering city services. The operating budget is the spending plan for the entity. Operating Revenue: Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings and grant revenues. Operating revenues are used to pay for day-to-day services. Operating Expenditures: The cost for personnel, materials and equipment required for a department to function. Performance Measure: Data collected to determine how effective or efficient a program is in achieving its objectives. Personnel Expenditures: Expenditures for salaries, wages and fringe benefits for employees. Principle: Principles are high-level business strategies that form our business model and serve as pillars of excellence. They are broad in scope and apply to all areas within the City organization and provide standards for how we do business in order to successfully support City Council priorities. They promote working collaboratively in a deliberate strategic direction Program: A subdivision within a department within which revenues and expenditures are organized around benefits experienced by consumers of the program’s services. Reserve: A reserve is a portion of the fund balance that is not available for appropriation or expenditure. Reserve Funds: Reserve funds are separate sets of accounts established to account for funds that are reserved for a specific purpose. 259
Glossary of Terms Resolution: A resolution is a formal statement of a decision or expression of opinion put before or adopted by the city council. Restricted Fund Balance: These are amounts constrained to specific purposes by their providers (such as grantors, bondholders, and higher levels of government), through constitutional provisions or enabling legislation. Revenue Bond: This is a type of bond that is backed only by a particular source of revenue, such as water sales, road tolls, and sales taxes. Strategic Result: These are specific results the department aims to achieve within a defined timeframe that go beyond the current practice and status quo and are critical to the department’s success. Supplemental Appropriation: An additional appropriation made by the governing body after the budget year has started. TABOR: TABOR (Taxpayer Bill of Rights, Article X, and Section 20 of the Colorado Constitution) is an amendment to Colorado’s State Constitution passed by election in 1992 that imposes revenue limitations for governments. TABOR Caps: TABOR caps are the limits placed each year on how much money cities can receive. The caps are calculated on a yearly basis and are dependent upon local growth plus inflation. Taxes: Taxes are compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Tax Levy: A tax levy is the total amount to be raised by general property taxes as measured by mills. A mill equals $1,000 of assessed valuation. Transfer: A transfer is expenditure from one fund to be benefit of a receiving fund. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service is a user charge. Working Capital: The difference between the current assets and current liabilities in a fund. In other words, working capital is the amount of money available to pay for current operations. 98-101 Funding – Since the electors of Arvada adopted a sales tax in 1969, the City Code has required that 60% of the first cent of sales tax revenue must be appropriated annually for capital projects or debt service. Codified as 98-101 in the Arvada Code of Ordinances, this funding is referred to as 98-101 funding.
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City of Arvada 8101 Ralston Road, Arvada, CO 80002