Vibrant Community and Neighborhoods

Vibrant Community and Neighborhoods 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 .

Vibrant Community and Neighborhoods Work System Summary

Budget Summary

REVENUES BY TYPE 2019 ACTUAL 2020 ACTUAL 2021 REVISED 2022 BUDGET Licenses, Permits and Fees $ 48,469 $ 755 $ 62,988 $ 64,878 Intergovenmental 10,540,682 11,089,005 12,205,287 12,766,577 Charges for Services 7,163,436 5,245,172 5,773,350 6,462,149 Miscellaneous 1,763,684 1,443,299 866,190 870,828 Revenue Transfer 4,010,588 5,254,976 4,555,757 4,292,263 Total Revenues $ 23,526,858 $ 23,033,207 $ 23,463,572 $ 24,456,695

Revenue Highlights

• Intergovernmental revenues include $5 .8 million in federal grants for housing and community development, and $6 million for Jefferson County Open Space funds. • Charges and services reflect the revenue generated from the 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 closed the Golf Course restaurants for several months and limited the number of guests allowed in the restaurants for several more months . Education classes at Majestic View Nature Center were also closed due to the pandemic in early 2020, these closures contributed to the revenue reduction in 2020 . As the restaurants and Majestic View

Nature Center recover from the effect of the COVID 19 pandemic, it will take some time to build up to pre-pandemic revenue levels. The restaurants are currently experiencing staffing shortages which reduces the number of hours the restaurants can be open . • Miscellaneous revenues include interest income, recovered costs which includes funding from APEX

Recreation District in support of maintenance performed by the Parks Department . The amount received from APEX Recreation District for 2021 and 2022 has been reduced to reflect a recovery period by the district due to the COVID 19 pandemic . • A transfer from the General Fund in support of Parks operations is reflected in the Revenue Transfer.

Vibrant Community and Neighborhoods Work System Summary

EXPENDITURES BY TYPE 2019 ACTUAL 2020 ACTUAL 2021 REVISED 2022 BUDGET Personnel $ 10,326,586 $ 10,463,801 $ 10,002,868 $ 10,745,321 Services and Charges 7,889,877 8,001,079 8,466,067 8,984,902 Supplies and Expenses 3,049,482 2,752,334 3,072,808 3,335,727 Contract and Leaes 457,976 522,035 654,365 781,722 Debt Service 163,200 163,200 163,200 163,200 Inventory Capital Maintenance Capital Outlay Transfers 1,250,484 540,584 781,249 875,994 131,531 152,887 217,914 273,720 88,751 6,611 100,000 30,900 609,504 631,623 708,094 1,103,008 Other 2,525 2,185 4,200 4,206 Total Expenditures $ 23,969,916 $ 23,236,339 $ 24,170,765 $ 26,298,700

Employees

Expenditures Highlights

91 90 93 89

• The Food Services fund that operated Arvada Events at the Arvada Center ceased operations in June, 2021 and will reduce the work force which accounts for the reductions in personnel expenditures in 2021 .

Two new positions are added in 2022 to assist with homelessness, which accounts for the increase in 2022 .

• The largest component of services and charges are the Section 8 Housing voucher program accounting for $5 .3 million, utility charges account for $1 .7 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 are 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 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

Effect of climate change on outdoor assets

Lack of affordable housing Land available for acquisition Resident and community support for parks, trails and open space Collaboration for affordable housing options Regional focus on addressing homelessness

Community partnerships associated with recreation programming, facility use and reinvestment Expanding service area

Vibrant Community and Neighborhoods Work System Summary

Strategic Result 1

By 12/21 complete a History Master Plan

MILESTONES: • By 6/21 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 2

By 12/21 implement a tool kit of housing mix and style plan to improve access to quality housing affordable for a board range of income levels

COMPLETED MILESTONES: a By 12/20 create a regional strategy to address homelessness a By 12/20 complete an affordable housing assessment including incentive options in the area a south of Arvada Cemetery a By 12/20 complete a list of current projects under development or planning MILESTONES: • By 6/21 evaluate the Human Services Advisory Committee’s process for recommending funding • By 12/21 research and develop the implementation for up to three strategic options outlined in the affordable housing assessment

Performance Measure 2016 2017 2018 2019 2020

Number of households served by Essential Home Repairs Program N/A 19 16 10 7 Annual costs associated with Essential Home Repairs Program 205,585 352,857 299,294 240,192 195,532 Number of household served by Housing Choice Voucher Program 484 441 518 463 487

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 .

Vibrant Community and Neighborhoods Work System Summary

Strategic Result 3

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

MILESTONES: • By 12/21 complete a Community Events Plan • By 12/21 establish a centralized volunteer coordination program • By 12/21 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 6/22 with 3 years of Ralston Rd . construction, develop options for the Harvest Festival targeting the alignment of the Committee and City goals • By 12/22 replace Meyers Pool with a new 50 meter natatorium

Performance Measures Target 2016 2017 2018 2019 2020

Published Maintenance Standards Met for All Park Areas 95% 97% 99% 97% 94% 82% % of Priority 1 Trails Cleared Once within 24 Hours of Snowfall 100% 100% 100% 100% 100% 100%

Open Space per Capita 31 .00 31 .21 30 .72 29 .33 29 .12 29 .12

Trails per Capita 1 .30 1 .34 1 .25 1 .30 1 .29 1 .29

Park Level of Service - Park within 10 minute walk of every residence 100% 91% 91% 84% 84% 84% Hours contributed by festivals commission 1,750 1,026 1,630 1,865 1,685 415 Nature Center: educators/aids with Elementary Exploration groups report students enjoyed learning about wildlife and nature 95% 96% 100% 100% 100% 0% Nature Center: educator/aides surveyed answered excellent or above average when asked how the program ties to curriculum 90% 100% 96% 100% 91% 0% Golf course maintenance performance standards met 95% 51% 51% 51% 100% 100% 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 .

Vibrant Community and Neighborhoods Work System Summary

2019 Citizen Survey shows that nearly all residents have visited a City park and/or used the trails and open spaces in Arvada .

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 90%

83%

28%

Visited a City Park Used Trails or Open Spaces Visited the Majestic View Nature Center

Strategic Result 4

By 12/25 50% of neighborhoods complete a project or initiative that reshapes or activates shared neighborhood spaces

COMPLETED MILESTONES: a By 12/20 offer leadership development opportunities and training to volunteers to foster future City leaders MILESTONES: • By 6/21 develop a neighborhood engagement plan

Performance Measure Target 2016 2017 2018 2019 2020

# of neighbors engaged through neighborhood incentives 300 N/A N/A 75 64 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 .

Community Survey: Do you have a space in your neighborhood where you can gather together as a neighborhood and get to know your neighbors?

No 43%

Yes 57% Meets or Exceeds Target Just Under Target Does Not Meet Target a Complete