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Organizational and Service Effectivness
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.
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PRINCIPLES AND SERVICES:
To support organizational and service effectiveness, The City of Arvada:
• Provides leadership, policy and guidance, communication, and engagement services to City
Council, the community, and the organization utilizing a values-driven organizational culture, ethical behavior, and transparency to the community to maintain public trust . • Provides legal services to the City Council, Boards and Commissions, and all work systems, so they can enforce the law, avoid, or mitigate risks associated with City operations and protect the legal interests of the City . • Maintains appropriate staffing levels, collaborative communications, information technology and financial management support, as well as, leadership services to all work systems to achieve strategic and operational results .
• Provides a well-managed, fiscally responsible government that operates effectively and efficiently while identifing revenue requirements to sustain current service levels and achieve future requested levels of service . • Leverages technology, and benchmarks to guide decisions, improve results, enhance service delivery, and maintain the highest level of data security in support of City effectiveness, now and into the future. • Provides multiple information platforms and data to the community to support its ability to engage in community governance, exercise civic responsibility, and easily access and share public information . • Fosters a top workplace environment that attracts and retains a highly engaged, inclusive workforce and fosters a culture of wellness, safety, cycles of learning and performance excellence . • Supports a resilient workforce and community that are able to withstand stresses and shocks, while maintaining essential functions and recovering quickly, effectively, and equitably .
Budget Summary
REVENUES BY TYPE 2019 ACTUAL 2020 ACTUAL 2021 REVISED 2022 BUDGET Taxes $73,749,340 $78,867,246 $84,379,289 $85,100,460 Licenses, Permits and Fees 513,948 481,907 518,635 523,272 Intergovernmental 11,573,133 19,568,237 9,893,656 12,042,188 Charges for Services 3,905,657 3,828,577 3,759,662 3,930,683 Fines and Forfeits 308 - - -
Miscellaneous
Other Financing Sources Revenue Transfer
Total Revenues 5,435,157 5,636,979 3,848,987 4,330,951 - 1,286,831 - -
893,341 99,823 307,866 317,102 $96,070,883 $109,769,600 $102,708,095 $106,244,656
Revenue Highlights
• Taxes include sales tax, general use, auto use, building use tax and property tax . This revenue increases 7% in 2021, primarily due to the increase in sales tax revenue . Revenues in 2022 show a 1% increase in 2022 as these revenue sources stabilize .
• Intergovernmental revenue includes Highway User Tax Fund (HUTF)and Road and Bridge revenue that is used for street maintenance . Intergovernmental revenue also includes internal service charges for the Computer Replacement/Maintenance fund . Intergovernmental revenue declines in 2021 as 2020 revenue includes CARES Act funds of $9 .4 million . The revenue increases in 2022 due to increased contributions to the Computer Replacement/Maintenance fund . • Charges for services represent transfers from 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% each 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 .
EXPENDITURES BY TYPE 2019 ACTUAL 2020 ACTUAL 2021 REVISED 2022 BUDGET Personnel $13,054,439 $13,433,172 $13,310,927 $14,473,861 Services and Charges 8,822,806 17,085,552 8,025,762 8,387,359 Supplies and Expenses 3,501,165 2,847,661 3,510,183 7,258,465 Contracts and Leases 4,865,251 2,958,259 3,743,814 2,474,540 Inventory 23,297 138,737 - 20,000 Capital Maintenance 43,249 34,676 57,161 55,993 Capital Outlay 12,596 124,389 38,735 138,950 Transfers 24,295,313 22,368,570 24,172,897 22,210,299 Other - 255 - - Total Expenditures $54,618,114 $58,991,272 $52,859,479 $55,019,467
Employees Expenditure Highlights
106 .10 109 .10 110 .10 115 .00
• Personnel includes salaries and benefits for the City Manager’s Office, City Attorney’s Office, Finance, Human Resources and Information Technology departments. The increase in 2022 reflects seven new positions in the City Manager’s Office, City Attorney’s Office and Information Technology.
• The supplies and expense line item increases in 2022 due to increased maintenance and replacement spending in the Computer Replacement/Maintenance fund .
• The contracts and leases line item increases in 2021 due to several one-time increases for legal fees, professional services and security projects . Spending returns to normal levels in 2022 .
• Transfers from the General Fund to the Parks, Streets, Golf, Capital Improvement Projects and Debt Service funds comprise the transfer line . Transfers in 2021 include a one-time transfer to the Capital Projects fund, the Golf fund and the Food Service fund . Transfers return to normal levels in 2022 .
Challenges Advantages
Heightened focus on cyber security .
Transitioning to and from remote work during the COVID pandemic .
Increasing workloads .
Focus on building organizational capacity .
2020 Top Workplace recognition .
Enhancing technology infrastructure .
Flexible work schedules and location options .
Strategic Result 1
a By 12/20, in alignment with established recovery principles, the City will provide services with necessary modifications while remaining agile and able to respond to changing circumstances related to the COVID-19 pandemic
COMPLETED Milestones: a By 5/20, all work systems teams will have a recovery plan in place a By 7/20, develop and implement a framework for remote work including policy updates, equipment needs, and performance metrics a By 9/20, present a 2-year budget and 10-year financial plan that accounts for the effects of COVID-19 a By 12/20, CARES funding will be fully utilized to support the community and City operations “Cares Act Allocation”
Strategic Result 2
By 12/21, implement a comprehensive City communications and engagement strategy
COMPLETED MILESTONES: a By 1/20, complete the overarching communications and engagement strategy MILESTONES: • By 12/20, implement external communications, engagement plans and an internal communication plan • By 6/21, develop a marketing plan highlighting the City successes, presenting information using engaging content and using shared partner messaging
Strategic Result 3
By 12/23, develop an organizational framework for the effective advancement of data utilization, system integration, and digital capacities across all work systems
COMPLETED MILESTONES: a By 6/20, identify all performance measures with a potential smart city component and create a city wide inventory a By 12/20, complete first draft of the Smart Arvada Plan MILESTONES: • By 6/21, develop a data governance framework • By 1/22, increase the data governance maturity score from the 1 .4 to 2 .2 • By 6/22, select a Cloud partner and implement the Could platform • By 1/23, increase the data governance score to 2 .9 152
Organizational and Service Effectiveness Work System Summary
Strategic Result 4
By 12/22, implement an organizational performance excellence framework as evidenced by obtaining a Malcolm Baldrige National Quality site visit
COMPLETED MILESTONES: a By 12/21 achieve Denver Post Top Workplace designation MILESTONES: • Annually maintain a “AA” or better bond rating • Annually enhance Arvada University programming to support workplace growth and development • On an ongoing basis, prepare and present a balanced biennial budget and 10-year financial plan
Performance Measure Target 2016 2017 2018 2019 2020
Bond Rating AA AAA 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 .
Organizational and Service Effectiveness Work System Summary
Performance Measures Target 2016 2017 2018 2019 2020
Annually update the City's ten-year financial plan GFOA Certificate of Achievement in Financial Reporting received *GFOA Certificate of Distinguished Budget Presentation received Businesses voluntarily compliant with City tax codes Yes Yes Yes Yes Yes
Yes Yes Yes Yes Yes
Yes Yes
85%/95% 91% 90% 92% 94% 94%
Licensed businesses that file and pay sales and use tax returns online 40%/99% 27% 39% 80% 91% 95% Audits completed within timeframes spec ified by industry standards 80% 88% 79% 58% 91% 77%
Grant proposals awarded 50% 61% 29% 67% 69% 73%
These performance measures demonstrate that the City is a well-managed, fiscally responsible government that can sustain current service levels and also utilizes long range planning to maintain the fiscal health of the City.
* The Certificate of Distinguished Budget is awarded every other year.
Organizational and Service Effectiveness Work System Summary
Performance Measures Target 2016 2017 2018 2019 2020
City's matched jobs graded according to their market value
Annual healthcare increase over previous year City employees enrolled in the City's healthcare plan who receive an annual physical Employees participating in wellness awareness and incentives
Recruitments resulting in a hire during the first recruitment process Vacancies posted where a conditional offer occurs within 45 days of the application deadline Evaluations completed by the January 31 deadline
*Achieve Denver Post Top Workplace designation 85% 89% 89% 95% 94% 81%
6% or less 0% 6% 6% 2% 0%
70% 80% 77% 78% 81% 83%
50% 47% 63% 51% 53% 50%
90% 94% 94% 93% 89% 97%
90% 88% 93% 99% 95% 95%
0% N/A N/A 97% 98% 89%
Yes Yes
The City is an employer of choice and fosters a culture of safety, wellness, cycles of learning and process improvement that attracts and retains a highly-engaged and diverse workforce .
*Denver Post Top Workplace only entered in 2018 and 2020
Organizational and Service Effectiveness Work System Summary
Performance Measures Target 2016 2017 2018 2019 2020
70% or less average storage space in use 70% N/A 76% 61% 61% 65% 80% or less system memory is in use for host servers 80% 43% 44% 31% 37% 37%
These technology performance measures track performance of the overall system and ensure that there is room for growth .
Strategic Result 5
By 6/22, develop and launch an annual behavioral community survey focusing on access to city services, civic engagement and overall wellbeing of the community to fully understand quality of life in Arvada
COMPLETED MILESTONES: a By 12/20 identify all lower-rated items in the 2019 Community Survey and develop an action plan to address all items MILESTONES: • By 12/21, identify and select a survey vendor • By 6/22, develop survey questions with input from the community • By 8/22, launch an annual Arvada Community Survey
Performance Measures Target 2016 2017 2018 2019 2020
Ask Arvada expectations met or exceeded 90% 86% 86% 77% 81% 84% Ask Arvada questions answered without submitting a service request 95% NA 91% 91% 94% 97% Ask Arvada customers report employee was effective 85% 84% 83% 77% 80% 82% Ask Arvada customers report employees were courteous 90% 87% 87% 87% 85% 87% Ask Arvada customers report receiving timely responses 90% 88% 88% 79% 84% 86%
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 .
Organizational and Service Effectiveness Work System Summary
Service Excellence, Economic Vitality and Infrastructure
This measure provides direct feedback from citizens regarding whether staff responses and action met of exceeded expectations . It should be noted that we cannot always provide citizens with the answer they are seeking
Once a service request is closed in the Customer Relationship Management system, citizens who provided an email address receive a satisfaction survey via email. Surveys focus on employee effectiveness, timeliness of response and employee courtesy. The effectiveness of staff is defined as the level of customer service required to produce a desired result in the eyes of the customer . We do recognize that some citizens may rate staff poorly in some instances when the answer provided was not what the customer was anticipating or seeking
Organizational and Service Effectiveness Work System Summary
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 12/21, develop a municipal resilience strategy to prepare and adapt for the urgent threat of changing environment and resources
Meets or Exceeds Target Just Under Target Does Not Meet Target a Complete
Strategic Result 7
By 12/214, construct a regional Navigation Center to deliver coordinated homeless services located out of Olde Town
MILESTONES: • By 12/21, enter into an IGA with Jefferson County, Lakewood, Wheat Ridge, Golden, Edgewater and Westminster to develop two navigation centers with Jefferson County • By 10/22, complete Low Income Housing Tax Credits (LIHTC) application and receive award from
CHFA • By 10/23, complete all closing actions and begin construction • By 12/24, complete constriction of a Regional Navigation Center
