Infrastructure

Infrastructure Work System Summary

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

PRINCIPLES AND SERVICES:

To support infrastructure, the City of Arvada:

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

Infrastructure Work System Summary

Budget Summary

REVENUES BY TYPE 2019 ACTUAL 2020 ACTUAL 2021 REVISED 2022 BUDGET Licenses, Permits and Fees $11,407,244 $8,361,509 $4,603,011 $4,449,158 Intergovernmental 5,476,709 5,845,595 6,845,884 6,151,623 Charges for Services 39,468,962 43,775,851 46,415,512 51,170,073 Fines and Forfeits - 43,303 83,232 84,896 Miscellaneous

Revenue Transfer

Other Financing Sources Total Revenues

3,994,144 6,645,176 2,445,635 2,760,092 10,447,435 11,392,887 10,571,183 11,918,724 - (871,085) 2,391,000 75,000 $70,794,494 $75,193,236 $73,355,457 $76,609,566

Revenue Highlights

• Licenses, Permits and Fees include water tap and sewer tap fees, drilling fees, inspection fees and, as part of the Waste Hauling program, new Waste and Recycling fees . The decline in revenue is largely due to a decrease in water tap fees . • Intergovernmental revenues increased in 2021 due to a one-time state grant for the implementation of the Waste Hauling program . • Charges for services increased both due to an increase in water rates and due to new charges associated with implementation of the Waste Hauling program . • Miscellaneous revenues include interest on investments and recovered costs, including payments received as part of the 50/50 sidewalk replacement program . • The increase in other financing sources is the use of a loan to support the initial cost of the new

Waste Hauling program .

Infrastructure Work System Summary

EXPENDITURES BY TYPE 2019 ACTUAL 2020 ACTUAL 2021 REVISED 2022 BUDGET Personnel $20,143,106 $20,569,674 $21,852,469 $24,417,815 Services and Charges 13,733,006 14,947,517 17,006,936 17,284,986 Supplies and Expenses 4,555,683 4,835,668 8,431,620 6,008,689 Contracts and Leases 16,505,399 22,677,812 24,735,777 26,328,618 Debt Service 2,246,432 2,247,420 285,833 490,000 Capital Maintenance 9,548,248 6,019,866 11,754,521 9,046,364 Capital Outlay 9,858,373 20,604,211 63,000,514 28,668,038 Transfers 7,084,431 6,089,508 5,154,426 5,791,671 Other (4,732) (23,006) 6,337 6,447 Total Expenditures $83,669,946 $97,968,670 $152,228,433 $118,042,628

Employees Expenditure Highlights

205 .25 209 .25 213 .25 228 .25

• 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

Aging roads and utility assets Execution of bond projects Funding required for asset maintenance and replacement Completion of Master Plans Cost and availability of labor and materials Progress on long-term water needs Expanding service area Comprehensive road condition analysis Implementation of organized waste hauling

Infrastructure Work System Summary

Strategic Result 1

By 12/20 complete and implement a Street Maintenance Master Plan

MILESTONES: • Through 12/25 prepare an annual street maintenance report for City Council and the community

Performance Measure: Funds allocated toward street maintenance and the dollars required to maintain streets

2016 2017 2018 2019 2020

Level of Funding Funding needed to stabilize streets Gap in Funding $5,500,000 $12,164,988 $11,664,806 $9,623,036 $13,194,319

16,200,000 16,200,000 16,200,000 15,500,000 15,500,000

$10,700,000 $4,035,012 $4,535,194 $5,876,964 $2,305,681

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

Performance Measures Target 2020

Pavement Quality Index 70 38

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

Infrastructure 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

Overall street condition

Traffic Signal Timing

Level of congestion on the streets

Road convenience and accessibility

Plowing of streets in Arvada 5 .58 5 .45

5 .26 5 .29

4 .64 4 .83

6 .22 6 .58

6 .84 6 .5

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

Strategic Result 2

By 12/21, complete full implementation of waste hauling options

COMPLETED MILESTONES: a By 5/20 the first reading of the proposed ordinance will be complete a By 6/20 a public hearing at a City Council Business Meeting will be held and City Council will be provided with the option for contract approval a By 12/20 develop a waste hauling engagement and outreach plan if contract is approved by City

Council a By 4/21 complete initial house-hold component selects to prepare for Cart Deployment in June a By 6/21 stage and deploy waste and recycle carts a By 7/21 begin waste and recycle collection services with contracted vendor

Performance Measure Support for Single-Hauler Waste Collection Service in Arvada 2017 2019

Somewhat or Strongly Support Neither Support nor Oppose Somewhat or Strongly Oppose

Infrastructure Work System Summary

66% 62% 13% 13% 21% 24%

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

Strategic Result 3

By 12/23 update water, sewer, and stormwater master plans and develop an implementation plan to address all findings

COMPLETED MILESTONES: a By 12/21 complete the Water Master Plan MILESTONES: • By 12/21 complete the Sewer and Stormwater Master Plans • By 12/23 actions including conceptual project and operational changes to utilities programs necessary to implement the Master Plans are included in the 10-year CIP and performance budget

Performance Measure Target 2016 2017 2018 2019 2020

Water related urgent response events will have a technician on site within 60 minutes 100% 100% 100% 100% 100% 100%

Water distribution pipeline breaks 25 29 12 21 24 14

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

Infrastructure Work System Summary

Performance Measure Target 2016 2017 2018 2019 2020

Stormwater assets inspected and cleaned annually . 25% 28% 39% 52% 62% 52%

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

Performance Measure Target 2016 2017 2018 2019 2020

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

Zero miles remaining by 2023 60,000 feet annually

63 53 38 29 24

70,650 56,099 75,022 48,745 37,770

a minimum of 66% 56% 57% 57% 52% 48%

2 or fewer 1 3 3 1 1

2 or fewer 5 1 0 0 1

Infrastructure Work System Summary

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

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

Miles of 15" and Smaller Sanitary Sewer

500 450 400 350 300 250 200 150 100 50 0

2016 2017 2018 2019 2020 Needs Rehabilitation

Replaced/Rehabilitated

Previously Rehabilitated

Strategic Result 4

By 12/23 provide financial options for City Council in order to eliminate the street maintenance deficit

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

Infrastructure Work System Summary

Strategic Result 5

By 12/25 effectively utilize voter approved bond funds for the completion of Ralston Road phase 2 and the expansion of 72nd Avenue

MILESTONES: • By 3/22 85% of bond funds will be expended • By 12/24 the required 5-year bond arbitrage calculation will be completed on time

Performance Measure Bond Budget 2019 2020

72nd Underpass

Ralston Road - Yukon to Garrison 64,500,000 2,202,151 6,203,229

15,300,000 638,141 4,432,573

In 2018, Arvada citizens approved Ballot Issue 3F to fund $79 .8 million of improvements to Ralston Road and West 72nd Avenue . By March 2022, 85% of those funds ($67 .8 million) must be expended .

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0

As of the end of FY 2020, 13% of the $79.8 million in bond proceeds had been spent

72nd Underpass Ralston Road - Yukon to Garrison

2019 2020

Infrastructure Work System Summary

Strategic Result 6

By 12/25 complete a comprehensive plan for City facilities and properties that would be utilized for City business operations post COVID-19 including the City Hall campus, Indiana Shops, and other appropriate satellite facilities to ensure optimal usage of space

COMPLETED MILESTONES: a By 12/20 update the conceptual plan for the Post Office property a By 12/21 present the conceptual plan for the Post Office property with cost, funding, and schedule to City Council MILESTONES: • By 12/24 develop a financial plan for improvements to existing City facilities and/or purchase of additional properties • By 12/22 complete an evaluation of utilization of all currently operating City facilities • By 12/23 determine need for additional facilities to support City operations

Performance Measure Target 2019 2020

Asset Management Program: Maintain less than 3% facility cost index (FCI) Less than 3% 0 .9% 0 .4%

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

Infrastructure Work System Summary

Strategic Result 7

Through 12/25 continue progress on having 100% of water needed for build out based upon the water supply master plan and current schedule for completion of Gross Reservoir by 2028

MILESTONES: • By 12/24 develop a water supply master planDate TBD Convene citizen’s working group • Through 12/25 maintain funds to meet water supply financial commitments • Through 12/25 monitor Denver Water participation contract requirements

Performance Measure FY 2016 Target

2016 Actuals

2017 Actuals

2018 Actuals

2019 Actuals

2020 Actuals

Responsible water use at golf courses - West Woods Average use for the prior Responsible water use at golf three yearscourses - Lake Arbor 315 287 295 239 331

117 116 124 111 153

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

Strategic Result 8

By 12/25 the engineering standards and City code framework will be updated

COMPLETED MILESTONES: a By 12/20 create new development agreement terms and template MILESTONES: • By 12/20 complete an inventory of engineering ordinances and specifications and by 12/22, adopt new/revised ordinances and specifications • By 12/21 complete draft engineering standards and specifications update

Strategic Result 9

Date TBD continue progress working with regional partners and jurisdictions to complete construction of the regional toll road

MILESTONES: • Date TBD resolve legal issues • Date TBD Convene citizen’s working group • Date TBD Complete concession agreement

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