City of Arvada Fourth Quarter 2021 Financial Report by City of Arvada

FINANCIAL REPORT FOURTH QUARTER 2021 SAFE COMMUNITY INFRASTRUCTURE ORGANIZATIONAL AND SERVICE EFFECTIVENESS VIBRANT COMMUNITY AND NEIGHBORHOODS COMMUNITY AND ECONOMIC DEVELOPMENT

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

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

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

OVERVIEW

2021 fourth Quarter Financial Report The Financial Report for the City of Arvada provides an unaudited overview of the major funds and how their revenues and expenditures performed in comparison to budget. This is not meant to be a complete accounting, but rather a quick look at the highlights. The fourth quarter experienced a dramatic rise in COVID cases as the year came to an end. New cases rose to an all-time high of over 1 million per day. This was 10x the daily average for the prior three months. Cases continued to spike through the month of January, finally slowing down dramatically in February. The concerns of an “outbreak” due to the holidays and increased travel did come true. Fortunately, the number of deaths did not increase proportionately with the number of cases. Vaccination rates rose throughout the quarter with 74% of eligible citizens receiving at least one vaccination, 63% fully vaccinated and 22% have received a booster. Locally, the numbers are just a little bit larger, 75% with at least one vaccination and 66% fully vaccinated. Final US Gross Domestic Product (GDP) grew at an annualized rate of 5.7%, the largest number since 1984. This was driven by a 6.9% increase in the fourth quarter alone. The concept of “transitory inflation” went out the window with the Fed now trying to slow down the rapidly increasing inflationary rate. After receiving this data, the Fed telegraphed the start of rate hikes in March 2022. Federal unemployment has dropped to 3.9%, the lowest since March of 2020. Job openings still outpace the number of workers available, reducing the production of goods and increasing inflation as demand for goods has remained high. At the State level, GDP grew at an annualized rate of 5.5%, slower than the national economy. Per-capita personal income experienced the second largest increase placing Colorado ninth in the country at an average of $68,106. This has certainly led to an increase in consumer confidence and spending. The state’s unemployment rate finished the year at 4.2%, above the national average but well below last year’s 6.6%. Growth continues but there is still a pretty large hole to climb out of. Locally, unemployment finished the year at 3.4%. The lowest number since the start of the pandemic. The City of Arvada’s retail environment closed 2021 the strongest it has been in over 2 years. As mask mandates were lightened, consumers returned to in-person shopping experiences in droves while continuing to take advantage of the convenience of on-line ordering. Overall sales tax receipts ended up the year 15.4% over 2020. While some of this can be explained by the increase in inflation, 6.9%, the rest demonstrates a very strong growth pattern. The largest growth categories for 2021 were: local messengers/delivery, 135.7%, internet retailers 88.3%, full service restaurants 31.2%, grocery stores 10.1%, and limited service restaurants 11.8%. The categories that experienced reductions as compared to 2020 were: plumbing and heating (15.8%), pet supplies (5.5%)

Unemployment Rates 2019-2021 15.5 13.5 11.5 9.5 7.5

5.5

Colorado

3.5

Arvada January February March April May June July August September October November December January February March April May June July August September October November December January February March April May June July August September October November December

1.5

2019

2020

2021

OVERVIEW and liquor stores (5.5%). Below is a graph that shows the past nine years of sales tax growth. As you can see, the past two years have demonstrated strength year over year growth. The majority of this growth can be attributed to online sales and the collection of sales tax from these transactions. Moving forward, additional growth in sales tax will need to come from retail expansion or a sales tax increase as the majority of transactions on goods are now taxed.

Building activity slowed in 2021 with year over year growth at 2.6%. Constraints in the labor market along with supply chain challenges made it difficult to get new projects to the market. With the expected interest rate increases in 2022, this revenue category will be under pressure. Auto use tax surged in 2021, up 16.8% compared to 2020. With new car inventory being limited, the used car market demand exploded, driving prices up across the board. As the chip crisis is resolved, this industry should see a return to a more normal buying pattern. Four large capital projects are discussed this quarter – Ralston Road Phase I, Denver Tramway Company Streetcar No. 4 Restoration, Olde Town Street Closures and the Meyers Pool Replacement. Please take the opportunity to read about these exciting projects. A warm fourth quarter pushed total golf course rounds over 2020 by 1.7%, ending the year with 103,558 total rounds. Lake Arbor experienced 7.6% growth over 2020 with West Woods down (1.3%). Demand for golf continued to be high throughout the year with many weekends selling out available tee times well in advance. The restaurants also experienced growth with the consumer searching for in-person dining experiences. The limiting factor for additional growth continues to be staffing. The Solid Waste fund ended its first year with positive results. While revenues were under budget due to the reduced number of expected participants, expenditures were also under budget. The program will experience some growth in the first quarter of 2022 as HOA’s with expiring contracts will have the opportunity to join the program. The Water and Wastewater Funds continue to work through the approved master plans. A few large CIP projects along with many ongoing reinvestment needs have been identified. Over the next couple of budget cycles, priorities will be confirmed and funding mechanisms will be presented to City Council for approval. Expected changes include water fees and sewer fees, increases to tap fees and an expansion of the reinvestment fee. The citizens of Arvada passed Ballot Issue 3F in November of 2018, approving a sales and use tax bond to fund the widening of Ralston Road from Yukon to Garrison and the widening and creation of an underpass on 72nd Avenue from Kipling to Simms. Please see the project detail pages (pages 24-25) in the document for detailed updates. The City team, under the support and direction of the City Council, have worked hard to continue to provide the essential services the residents and customers of Arvada have come to rely upon. The pandemic brought to the fore front the pressures that exist with an aging infrastructure. Emphasis during the next two-year budget cycle will be placed on the City Council budget principal of Taking Lasting Care. This will not only affect our infrastructure and physical assets but our human assets as well. The positive financial picture will provide additional resources to address some of these needs but innovation and additional funding opportunities will need to be leveraged to successfully address all of the challenges.

GENERAL FUND

General Fund Overview The General Fund pays for the City’s basic services. This includes police, planning, transportation planning, street light maintenance and costs, building activity and general administration. In addition, the General Fund also provides for the following: • Operational support to the Parks Fund • General Debt Service payments • Transfer to the Capital Improvements Fund for new parks, transportation and other infrastructure projects • Grant support to the Arvada Center The following table provides a comparison of budgeted cash balances, revenues and expenditures to budget, including prior year amounts in the same areas. 2021 Budget

General Fund Beginning Fund Balance

2021 Actual

$47,115,000

64,401,040

81,606,225

7,272,000

7,543,438

917,450

960,908

21,327,680

24,757,139

$93,918,170

$114,867,709

$91,216,636

$88,554,024

Capital

7,505,625

7,505,627

Debt Service

5,361,532

5,361,531

$104,083,793

$101,421,182

REVENUES Sales & Use Tax

Property Tax Interest Other Total Revenues EXPENDITURES Ongoing

Total Expenditures Income/(Loss)

(10,165,623)

13,446,527

Ending Fund Balance

$36,949,377

$60,561,527

Goal (17% of Expenditures)

17,694,245

17,241,601

$19,255,132

$43,319,927

Excess/Deficit

• • •

The 2021 beginning fund balance was $47,115,000. $4,051,879 of the fund balance is dedicated to projects not completed in 2020, one-time items and new requests. The 2021-2030 ten-year financial plan requires the use of $14,945,196 to balance. 70% 60%

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

50% 40% 30% 20% 10% 0%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2017 2017 2017 2017 2018 2018 2018 2018 2019 2019 2019 2019 2020 2020 2020 2020 2021 2021 2021 2021

GENERAL FUND Revenue Highlights • •

Overall revenues increased $754,596 or .7% over 2020. Franchise fees saw an increase of $273,630 or 6.2% over 2020 mostly due to increases in electric charges; Cable TV franchise fees saw a slight decrease from 2020. Building use tax and permits increased $585,701 or 9.7% over 2020. Building use tax is discussed in more detail in “Revenue Use Tax Highlights”. Building permit fees saw an 21.8% increase over 2020. Interest income saw a decrease of $131,368 or 12.0% from 2020 due to the low interest rate investment environment. Sales tax saw an increase of $8,885,395 or 15.4% and is discussed in more detail in the “Sales Tax” section. General Use and Auto Use Tax both saw increases of 30.8% and 16.9% respectively from 2020 and are discussed in more detail in the “Sales Tax” section. Court fines and fees saw an increase of $128,287 or 13.6% over 2020, the pandemic forced the close of the court during 2020, lowering the revenues. Other Revenues saw a decrease of $10,732,017 or 39.8% from 2020. 2020 included federal grant receipts (CARES Act) of $9.5 million and repayments from AURA, and AEDA.

• • • • • •

Interest, 0.8% Franchise Fees, 4.1%

Court Fines & Fees, 0.9%

•

Sales tax was up 15.4% over 2020 and exceeded the budget by $2,807,000. Almost half of the increase can be attributed to inflation as inflation in 2021 was 6.8%. The following categories are up compared to 2020: local messengers/delivery 135.7%, internet retailers 88.3%, full service restaurants 31.2%, grocery stores 10.1%, merchant wholesalers 2.4%, hardware stores 4.7%, and limited service restaurants 11.8%. The following categories are down compared to 2020: liquor stores (5.5%), plumbing and heating (15.8%) and pet supplies (5.5%).

Sales Tax, 58.0% Auto Use Tax, 8.7%

Use Tax, 0.9%

Sales Tax Collections

$80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 Sales Tax

2017 $48,111,671

Use Tax Building Use Tax • Building use tax increased 2.6% from 2020 reflecting that the City did not experience much growth during 2021. • 2021 collections exceeded the budget by $760,000 as the budget was reduced from 2020 due to ongoing concerns with the pandemic. Auto Use Tax • Auto use tax collections increased 16.8% compared to 2020. • Collections exceeded the budget by $1,184,000. • Although there was a new car shortage in 2021, the prices of new and used car sales were up 20% - 30% compared to 2020. General Use Tax • General use tax increased 30.9% compared to 2020. • General use tax collections exceeded the budget by $173,000.

2021 ACTUAL GENERAL FUND REVENUES

Building Use Tax & Permits, 5.8%

Sales Tax •

Property Tax, 6.6%

Other, 14.2%

2018 $51,651,502

2019 $52,950,017

2020 $57,767,639

2021 $66,653,034

Use Tax Collections

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

2017 $1,811,571

2018 $1,462,398

2019 $1,087,182

2020 $829,053

2021 $1,085,077

Auto

$8,540,345

$8,022,544

$8,219,398

$8,553,248

$9,994,678

Building

$7,007,517

$4,088,460

$3,329,604

$3,776,346

$3,873,433

Building

Auto

General

GENERAL FUND

Property Tax Collections

Property Tax • • • •

The City’s property tax rate is 4.31 mills per $1,000 of valuation. 2021 property tax is based on the mill which is placed on the assessed valuation from 2020. Property tax was relatively unchanged from 2020 as the assessed valuation did not change. Collections in 2021 were short of budget by just $27,000.

$8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Property Tax

2017 $5,654,004

Intergovernmental Revenues Highway User’s Tax Fund (HUTF) • The City’s share of this state-collected gas tax revenue is up 7.7% compared to 2020. Although this revenue source increased in 2021, it has still not recovered to pre-pandemic levels. • 2021 collections exceeded the budget by $305,000.

2018 $6,568,030

2019 $6,583,728

2020 $7,495,926

2021 $7,543,437

Intergovernmental Revenues $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000

Road and Bridge • Road and Bridge funds, the City’s share of property tax collected by Jefferson County and Adams County and dedicated to the maintenance of roads and bridges was up 6.9% from 2020 and exceeded the budget by $213,000.

$1,000,000 $0 HUTF Jefferson County

2017 $4,182,792

2018 $5,203,928

2019 $5,124,956

$870,641

$904,281

$904,962

Jefferson County

HUTF

2020 $3,748,268

2021 $4,037,196

$919,374

$983,208

GENERAL FUND

Expenditure Highlights • •

• •

Miscellaneous, 1.0% Transfers, 24.2%

Overall expenditures decreased $7,493,154 or 6.9% from 2020. Services and charges decreased $9,548,809 or 44.8% from 2020. Additional expenses due to COVID 19, emergency assistance to businesses and reimbursements to AURA and AEDA for business grants were included in 2020 expenditures. CARES Act funding was used to offset the 2020 expenses. Professional Services decreased $767,975 or 12.5% from 2020 expenses. 2020 expenses included items related to security system upgrades. Transfers increased $2,189,127 or 9.8% over 2020. Transfers to Capital projects increased $400,000 in 2021. Other increases included: additional transfers to the Golf Fund to cover overages on the Westwoods Golf Course remodel in 2018 and to the Food Service fund for 2021 expenses due to the closing of this fund.

2021 ACTUAL GENERAL FUND EXPENDITURES

Personnel, 46.3%

Debt Service, 5.3%

Contracts, 5.3%

Supplies and Expenses, 6.3%

Services and Charges, 11.6%

Salary and Benefit Salary & Benefits Salaries & Wages Vacancy Savings Overtime

2021 Budget $36,176,001 (1,648,759)

2021 Actual $34,506,090 -

817,123

966,551

Group Insurance

6,254,979

5,952,611

Retirement

3,936,691

3,913,759

Medicare

506,849

490,532

Temporary Wages & SS

477,139

364,174

Other

982,635

724,592

$47,502,658

$46,918,310

Total

• •

Salaries & Wages is under budget due to numerous Police Officers resigning throughout the year and from non-Public Safety positions going unfilled for longer than expected. Vacancies took longer to fill due to a lack of candidates applying for the job postings. Overtime expenditures were greater than the budget due to the needs in the Police Department. To maintain the necessary level of coverage for public safety, the existing officers covered the filled position shortages.

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$2,377,052

4,744,700 $5,909,175

Crack Sealing 602,996 $119,262

Other 739,396 $685,266

$10,409,668 $9,090,755

Income/(Loss) (339,164) 1,194,091

Ending Fund Balance $23,836 $1,557,091

W. 59TH AV

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AVE

W. 52ND AVE.

51ST AVE

SHEET OF

75TH AVE

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6161 Wadsworth Blvd. Arvada, Colorado 80002 Phone 720-898-7720

ST.

SAULSBURY

TELLER

ST.

WEBSTER

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ST.

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ES TE

BRENTWOOD CT. BRENTWOOD ST. BALSAM

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ROUTT

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CT.

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XENOPHON CT

72ND DR.

Public Works Department Streets Division

ST.

DEPEW

CT.

CHASE

ST.

INGALLS

ST.

ION

ELLIS ST.

CT. BRAU

DR.

(CSH 95)

BENTON

HARLAN GRAY FENTON

AVE.

ST.

63RD

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BENTON ST.

DEPEW CT.

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ST.

INGALLS

GRAY FENTON W. CHASE

ST.

DR.

ESTES

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ST.

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ST. OTIS

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IRIS

CT.

N EATO CT.

ST.

WEBSTER

ST.

DR.

PROJECT NO. 21-ST-01 2021 STREET RESURFACING PROGRAM

W. 61ST PL. ST.

ST.

ALLISON ST.

QUEEN QUEEN ST. CR.

QUAIL

INDEPENDENC E CT. INDEPENDENCE

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DEF

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334,342

W 80TH AV E

AV E

W 75TH AVE

PROJECT MANAGER

James Smith

03/16/2021

DATE

1 OF 1

W. 55TH AVE.

DR.

CHASE

CT.

AVE.

ST.

62ND

69TH

75TH

5900 W. GRAY

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FIELD

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CT.

TAFT CT. TABOR

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ST.

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ELLIS

FIG ST.

EXPENDITURES

$363,000

NO.

INGALLS

W. ST.

ST. CT.

ST.

CT.

WAY

ST.

CT.

ST.

CT.

FLORA CT.

REVENUES

$363,000

6161 Wadsworth Blvd. Arvada, Colorado 80002 Phone 720-898-7720

W. INGALLS

AVE.

ST.

PL.

JAY

W. 64TH AVE.

INGALLS

PL.

FENTON CT.

Public Works Department Streets Division

AVE.

GRAY

W. 62ND AVE.

EAT

ST.

KEND ALL

LAMAR

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OTIS

ST.

65T

ST.

56 PL.

JAY ST.

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ST.

SCHNEIDER

TELLER SAULSBURY

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ST. EVERETT

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WRIGHT

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REED

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FIG

ST.

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FENTON

MARSHALL 60TH PL. JAY ST.

ST.

PL.

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GRAY CT.

ST.

QUAY

D 73R AVE.

6100 W. INGALLS

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REED

CT.

SAULSBURY

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ST.

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W.62ND PL.

71ST

AY GR

6200 W. JAY

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68 CR.

6300 W. KENDALL

MARSHALL F.R.

MARSHALL

ST.

OTIS

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CT.

60TH

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ST.

WEBSTER

REED

AVE.

PL.

6400 W. LAMAR

AVENUE

AVE.

6500 W. MARSHALL

54TH

ST.

58 PL.

ST.

GRANDVIEW

MARSHALL

NEWLAND

CT.

QUAY

61ST

INGALLS ST.

DR.

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W. 56TH AVE.

NEWLAND ST.

CT.

ST.

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YUKON

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ZEPHYR ST.

ST. ST.

AVE.

74 PL.

PROJECT NO. 21_ST-02 2021 Chip & Slurry Seal Program

THL 89 CT.

ST. REED

OLDE

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ALLISON

AMMONS DR.

AVE.

W.71ST AVE.

75TH

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ND D R W. 72ND FRONTAGE RD. W.71ST PL.

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58 PL.

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11600 W. SIMMS

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11700 W. SWADLEY

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STER

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75 DR.

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MBINE

QUAY CT. PL.

WARD RD

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DR.

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6700 W. OTIS

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CR.

LAND

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CT.

XENON

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KLINE

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ZANG

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CR.

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11900 W. TAFT

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W.73RD PL.

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12300 W. VIVIAN

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W. 73RD

W. 75TH

12400 W. WARD

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AVE.

12500 W. WRIGHT

W 70TH D R

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68TH PL.

7000 W. REED

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ST.

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7100 W. SAULSBURY

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12800 W. YOUNGFIELD

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AVE.

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59TH

AVE.

AVE

AVE.

12900 W. YANK

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13000 W. ZANG

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PL.

QUAY

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71ST PL.

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QUAY

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W. 55TH AVE.

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13200 W. ALKIRE

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W. 58TH AVE.

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69 AVE.

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ANN

66TH

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68TH

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60 AVE.

67TH

13300 W. ARBUTUS

E ST.

ST.

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YUKON

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7500 W. WEBSTER

RD.

PL.

OLDE WADSWORTH BLVD.

AMMONS

LANE

AVE.

7600 W. WADSWORTH

W. 50TH AVE.

AVE.

7700 W. YUKON

RIDGE

YARROW

ZEPHYR

59TH

62ND 62ND

7800 W. YARROW

W. 51ST AVE.

YARROW

AVE.

65TH

UPH AM

B EECH ST

W 7 5TH PL EC W 75 THAV

AVE.

13400 W. BEECH

82 N 54

62ND

AVE.

BALSAM

BRENTWOOD BRENTWOOD ST. ST.

MILLER

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PL.

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ESTES

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W.66TH AVE.

DEVINNEY C

W. 69TH AVE.

BRA U

W CT.

AVE.

E LLIS ST

W 95TH AVE W 94 W 93TH AV RD E PL ST.

W.61 ST

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CT.

ST.

CT.

ST.

FIELD

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ST.

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FIG

66 DR.

71 AVE.

13500 W. BRAUN

W 67 TH 7TH Treatment

W 71 S T PL W DR 0 TH RENO

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PL.

ALLISON

AVE.

AREA 1

13600 W. COLE

W 76TH AVE . DR

AVE.

W. 70TH

13700 W. COORS

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63RD

69TH PL.

13800 W. DEFRAME

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LE ROAD

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13900 W. DEVINNEY

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CODY

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CT.

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ORE

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NELSON

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T DR

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ST.

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ST.

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8400 W. CARR

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CT.

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W.55TH

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DR.

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14300 W. FLORA

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15300 W. KILMER

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JELLISON

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10000 W. KIPLING

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16400 W. QUAKER

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16900 W. SECREST

17000 W. TERRY

17100 W. TORREY

17200 W. ULYSSES

17300 W. UMBER

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17500 W. VIRGIL

17600 W. WIER

17700 W. WILKERSON

17800 W. WINDY

17900 W. YULE

18000 W. YANKEE

18100 W. YUCCA

18200 W. ZETA

18300 W. ZIRCON

18400 W. ANTERO

18500 W. ANVIL

18600 W. BLANCA

18700 W. BROSS

18800 W. CRESTONE

18900 W. CULEBRA

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C:\Users\JASMITH\Desktop\Pavement Management Program\21_ST-01 Street Resurfacing Program\MXD\Streets_2021StrtResurfProg.mxd

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C:\Users\JASMITH\Desktop\Projects & Programs\Pavement Management Program\21_ST-02 Street Chip & Slurry Seal Program\MXD\21-ST-02 Program Map.mxd

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C:\Users\JASMITH\Desktop\Projects & Programs\Pavement Management Program\21-ST-10 Concrete Repairs\MXD&DWG\Streets_2021ConcreteRepairs.mxd

General Fund Transfer

PL W.

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CHASE

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70TH 73 AVE. CT.

ANN

PL.

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ES AM

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60 A VE.

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70TH

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W.74TH PL.

PL.

FIG

DR.

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W. 68TH AVE.

RD W. 73

A VE. 75TH INGALLS

TON FEN CT.

ROAD

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AVE

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AVE.

62ND

W. 75TH

W. 80 TH PL.

AVE.

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59TH

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H 82 A VE.

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AVE.

PL.

AVE.

CT.

W.79T E

concrete replacement EL

W.61 ST

62ND 62ND

REED

70TH

CR. AS

76 AVE.

The maps below show the work performed in 2021 for street resurfacing, concrete replacement and chip and slurry seal. 0TH

74TH PL.

AM FR

65TH

71ST

W.73RD P L.

DR.

PL. 81 CH

75 PL.

DR.

AVE.

68TH

W. 74 TH AVE.

80TH W

DR.

W. POMONA DR. PE

As-Built 76 LN.

OR CO

13500 W. BRAUN

In 2021 the asphalt program resurfaced or reconstructed about 47 lane miles of streets: 11 lane miles of arterials, and 36 lane miles of local streets were resurfaced. Spending in the asphalt program decreased 68.3% over the prior year due because of a larger asphalt program in 2020. The smaller asphalt program in 2021 allowed the concrete work to “get ahead” of the asphalt work thereby reducing the risk that concrete warranty work would be completed after a road was rebuilt or repaired. In addition in 2021, the City was challenged to obtain asphalt due to the environmental upgrades that were required at the Suncor plant. This created a shortage of available asphalt, and with all of the major roadway projects occurring throughout the metropolitan area, the plant needed to restrict the amount of available asphalt per jurisdiction. This issue will be resolved in the near future and should not impact future work. The 2021 concrete program replaced 14 miles of sidewalk, curb and gutter and replaced or updated 93 ADA accessible ramps. Spending in the concrete program increased 9.3% over 2020. COORS

13600 W. COLE

Expenditure Highlights

RS COO CT.

CALVIN

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(RALSTON ROAD)

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63RD PL.

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RET

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63RD

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81ST HO RET

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82N .

DUD

66TH

67TH PL.

JELLISON

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ST.

58TH F.R.

60TH PL.

68 LEE

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58TH F.R.

WY.

W. 72ND AVE.

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81 AVE

AVE.

80TH DR.

57TH A VE

61S

PL.

70TH

78TH

PL.

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PL.

75TH 86

RLA

WEST 71ST PL.

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79T AVE. 84

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LEWIS KL

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W. W.

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78 A VE.

79 PL.

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62ND AVE

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W. 82ND PL. W. 82ND E. AV

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H AVE.

W.61ST PL. W. 61ST

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WY.

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85TH

PL.

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W. 62

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68TH

PL.

N W.

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GARR ISON CIR.

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H AVE.

DR.

79T

63 PL. 63

68 A VE.

PL. 84TH PL.

W.69T

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74TH

DRI

60 PL.

XEN

WY.

LN.

CR. 62

FIELD CT.

PL.

76 TH LAN E 82ND

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75TH

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74 WY.

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PL.

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74 DR. LN.

CT.

71 PL.

60 P L.

VE. 65 A

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70 PL.

74 PL.

62 DR.

W. 75 TH AVE.

PL.

MIL

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75TH

DR.

CR.

75TH

DR.

PARK

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81 A VE.

62ND DR.

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W. 80TH AVE.

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CT.

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ZANG ZINNIA

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W. 73 RD PL

AVE.

W. 65TH

W. 74 TH DR

77 PL. PL. 83

TAF

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63 ND HA M

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ROAD 83

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W. 81 ST PL. AVE.

P L.

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64 DR.

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W.85

PL.

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PL.

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63 LN. WY

DR. ST

TAB

65 PL.

TH 67 YAN K

73 AV

78 83RD DR. 85TH

CT.

66 PL.

72 PL.

W. DR. 85

66 WY.

73 LN

RD CR.

CR.

OA K ST.

W. 82 ND AVE. WY.

UNION ST.

W. 80 TH PL. 84TH W.

67TH

W. 81 ST AV E. 82 LN.

UR BAN

DR.

CR.

59 TH DR.

CO 83RD

UR BAN WAY ST. N UR BAN GORDO VAN ST.

67 WY.

72ND WRIGHT

PL. 83RD DR.

4TH DR.

DR. W.

PL.

70 83

67 CR.

PL.

84 A VE.

DR.

AVE.

Added Wildflower ponds and Joyce Dr and Kendrick Dr (south of 64th ave, between McIntyre and Eldridge

ST.

67TH PL.

LN.

PL. 84

WYNDHA

DR.

59TH A VE.

69T LN.

72ND

FRA WY ME . D

W. 83 RD PL. DR.

CT.

W. 79 TH W.86TH AVE.

UR BAN

84TH 85TH CR.

CT.

DR.

84TH

UNION

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VIV IAN ST.

W. W.

CT. UR BAN

74T YANK

CR.

W. 78 TH AVE. P L.

ST.

8 DR.

CT. UN BRA E COL CT.

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DEF

63R

W.78TH PL.

CT.

GFIEL

4 P L.

PL.

ST.

PKWY.

NIA

BEECH CT.

66T

UN BRA CT. E COL CT.

CT.

DR.

YOUN

PL.

ST.

PL.

ST. DR.

ZIN

AVE

LOOP TH 84

AVE. W.

COORS

WY.

DR.

CT.

8 7TH TE R R A

AN URB CT.

84 TH AVE. W.

RD AVE. 84TH P L. CT.

RS COO CT.

8TH P 85 DR.

ZANG CT.

LOO

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ST.

CR.

DR.

86 H

86TH 86T

13700 W. COORS

•

TH N 86RS 85BRAU

Revenues consist of a transfer from the General Fund, payments from participants in the 50/50 Sidewalk Replacement program and street degradation fees.

• Street Maintenance Fund

Revenue Highlights

The Street Maintenance Fund accounts for costs associated with street maintenance, repair and replacement including: crack sealing, chip sealing, seal coating, milling and overlay, and full replacement. Revenues are derived from the City’s General Fund and the Highway Users Tax Fund which is the City’s share of state-collected gas tax revenue.

•

F R AM ECT.

BEEC

13800 W. DEFRAME

STREET MAINTENANCE FUND

Street Maintenance Fund

Overview

2021 Actual

Street resurfacing W. 74TH AVE.

CR.

PL.

PL. 60TH

AVE.

50TH

PROJECT MANAGER

J. SMITH

DRAWN BY

J. SMITH

DATE

11/10/20

1 OF 1

chip and slurry seal

W 88TH AVE

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

Revenue Highlights • • •

Overall revenues increased $733,279 or 7.3% over 2020. Open space experienced increased revenue of $751,151 or 13.9% over 2020. The cash transfer from the General Fund increased $145,200 or 3.9%.

•

2021 Actual

$6,055,000

$5,066,964

$6,140,512

3,784,869

3,842,427

APEX Reimbursement

901,564

678,435

Other

326,024

167,366

$10,079,421

$10,828,740

$10,294,028

$10,199,482

$10,294,028

$10,199,482

Beginning Fund Balance REVENUES Open Space City Cash Transfer

Total Revenues

Expenditure Highlights •

2021 Budget

Parks Fund

Ongoing expenditures increased $714,125 or 7.5% over 2020. This is due to increases in salaries and insurance, Water, Sewer and Storm Water charges, and an increase in supplies, especially in Urban Forestry.

EXPENDITURES Ongoing Capital Total Expenditures Income/(Loss)

(214,607)

Ending Fund Balance

$5,840,393

$6,684,258

Goal (11% of Expenditures)

1,132,343

1,121,943

Excess/(Deficit)

4,708,050

5,562,315

$12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

2017 $863,499

2018 $899,600

2019 $897,184

2020 $655,000

2021 $678,435

Cash Transfer

$3,286,092

$3,346,445

$3,548,593

$3,697,227

$3,842,427

Open Space

$4,380,272

$4,632,757

$5,025,652

$5,389,361

$6,140,512

APEX

629,258

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

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

Tax Increment Funds Beginning Fund Balance

2021 Budget

2021 Actual

$14,413,000

$8,714,675

$10,733,423

1,510,135

2,292,849

480,667

331,083

$10,705,477

$13,357,355

$11,827,175

$11,817,657

35,681

27,771

$11,862,856

$11,845,429

Revenue Highlights

REVENUES Sales Tax/Audit Revenue Use Tax Other Total Revenues

•

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

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

(1,157,379)

Expenditure Highlights •

1,511,926

$13,255,621

$15,924,926

1,304,914

1,302,997

$11,950,707

$14,621,929

Sales Tax revenue is up 23.2% from sales growth in full service restaurants and food delivery services. A portion of the sales tax increase is also from 6.8% inflation. Use Tax exceeded the budget by 51.8% due to auto sales. A low inventory has caused a high demand which has resulted in high sales prices.

Ongoing and Capital expenditures are in-line with the budget.

SPECIAL REVENUE FUNDS

Community Development Overview The Community Development Fund accounts for all entitlements, revenues and expenditures of the Community Development Block Grants (CDBG) program and the Home Rehabilitation program and Essential Home Repairs program. 2021 Budget

2021 Actual

$6,061,000

$156,810

$481,691

475,207

1,529,891

City Cash Transfer

45,000

Interest/Other

34,000

1,678

Total Revenues

$711,017

$2,058,260

$758,556

$370,285

968,544

332,877

1,496,996

1,130,001

$3,224,096

$1,833,163

Community Development Fund Beginning Fund Balance

Revenue Highlights • •

REVENUES Recovered Grants

•

Expenditure Highlights •

EXPENDITURES Ongoing

Essential Home Repairs Emergency Rental Assistance Total Expenditures Income/(Loss)

(2,513,079)

Ending Fund Balance

$3,547,921

Overall revenues increased $646,412 or 45.8% from 2020. Repayment revenue decreased $541,061 or 52.9% from 2020 due to a loan repayment of $540,000 received during the first quarter 2020 from Sheridan Ridge Apartments. An Emergency Rental Assistance (ERA) grant of $1,100,000 was received in 2021.

• •

225,097

•

$6,286,097

Overall expenditures increased $958,593 or 111.2% from 2020. This increase is due to assisting residents with emergency rental assistance during the Covid-19 pandemic. Essential home repairs increased approximately $130,740 from 2020. Eight essential home repair projects were completed during 2021. 48 People are on the waiting list.. Ongoing expenses decreased due to a change in staffing and part of the cost was paid through a different funding source.

SPECIAL REVENUE FUNDS

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

Arvada Housing Authority

2021 Budget

Beginning Fund Balance

$127,000

$13,200

$22,983

5,765,738

6,260,465

Transfers (Rev)

75,000

854

Interest/Other

1,000

Total Revenues

$5,854,938

$6,284,345

Ongoing

$531,959

$428,440

Rents

6,152,730

5,705,507

37,413

30,256

$6,722,102

$6,164,203

Revenue Highlights

2021 Actual

• •

REVENUES Recovered Grants

•

Expenditure Highlights

EXPENDITURES

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

(867,164)

120,143

$(740,164)

$247,143

Overall revenues increased $889,744 or 16.5% over 2020. Grants revenue increased $893,861 or 16.7% from 2020 due to rising rental costs and the addition of the Mainstream voucher program during 2021, which aids families with disabled members. For 2021, there was a small amount of transfers from the General Fund and Community Development Funds due to staffing changes.

• • •

Overall expenditures increased $830,915 or 15.6% over 2020. Rent expenditures increased $742,180 or 14.9% due to increased rental costs and the addition of the Mainstream voucher program mentioned above. The Arvada Housing Authority served 449 families during 2021 while 455 were served during the same period in 2020. The Housing Authority also served 34 families with disabled family members through the Mainstream voucher program which was added during 2021. The waitlist was opened in 2021 and there are 963 people on it.

CAPITAL IMPROVEMENTS PROJECTS FUND

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

Capital Improvement Fund Beginning Fund Balance

2021 Actual $35,527,000

REVENUES Transfers in

8,983,062

Grants and Recovered Costs

3,842,610

Contributions

9,528,646

Interest Total Revenues

CIP Technology

CIP Street Projects

1,921,916 926,358

2,367,123 1,561,632

CIP Park Projects

1,364,952

Total Expenditures

8,141,981

Anticipated Grant Revenue

•

22,827,593

CIP Traffic Projects

Ending Fund Balance

• •

473,275

EXPENDITURES CIP Administration

Revenue Highlights

50,212,612 8,472,458

Transfers consist of a transfer from the General Fund, Water Fund, and Grants Fund. Contributions reflect transportation tax, park development fees and lands dedicated fees that help fund eligible projects. Contributions also include development fees for transportation, traffic signals, lights and traffic impact fees. Grants and recovered costs are reimbursements from other agencies that have shared in the cost of a project. The majority of this amount comes from the Arvada Urban Renewal Authority for their participation in the streetscape of Ralston Road.

Expenditure Highlights • • • • •

Administration expenditures are related to the restoration of the trolley, improvements in Olde Town and purchase/capital maintenance of public art. Technology expenditures are related to the fiber conduit boring project. Streets expenditures are related to Ralston Road, construction of the Wadsworth right turn lanes from 68th to 74th and a payment to the City of Wheat Ridge for improvements at Ward Road. Traffic expenditures are related to the traffic signal rebuilds and intersection improvements at W. 58th and Kipling. Park expenditures are for athletic field irrigation controllers and improvements for the Sabell’s development and playground.

Assigned for Projects:

CIP Administration

5,758,789

CIP Technology

1,231,036

CIP Street Projects

13,043,059

CIP Traffic Projects

22,297,935

CIP Parks Projects

15,211,963

Reserve Total Assigned for Projects Ending Fund Balance

814,198 58,356,980 $328,090

CAPITAL IMPROVEMENTS PROJECTS FUND Project Updates Many capital improvement projects are completed in less than a year, while others may take several years to complete. This section summarizes the 2021 projects. Completed: Ralston Road (Upham to Yukon) Ralston Road is the number one Citizen Capital Improvement Project Committee recommended capital project. This section of Ralston Road is the first phase of the Ralston Road project and reconstructed the roadway pavement, widened the traffic lanes and sidewalks to improve traffic flow and the safety of drivers and pedestrians. The second phase of Ralston Road is bond funded as described in the Bond Projects section. Denver Tramway Company Streetcar No. 04 Restoration The restoration of this artifact was a complete refurbishment of the interior and exterior of the street car and was completed in 2021. The car is currently is storage while the site for the trolley is prepared. Completion of the site is expected to be late 2022.

Olde Town Street Closure Early in the pandemic, the City of Arvada worked with the Olde Town Business Improvement District (BID) to temporarily close streets within Olde Town as part of its support to the local business community. The closures expanded patio dining and retail space to allow businesses the opportunity to safely serve more patrons. The response was largely favorable, and in the Spring of 2021, the City moved forward to make the pedestrian street closure semi-permanent with plans to beautify the area. Work included redoing crosswalks at key intersections, removing existing striping on roadways, and building new medians complete with traffic warriors and new planters. The BID, in partnership with the Arvada Arts and Culture Commission, also installed three large street murals on the pedestrian street closure.

In Progress: Meyers pool is over 40 years old and serves 160,000 to 170,000 swimmers each year. Repairs of the pool have become more costly and parts to repair the pool are even harder to find. In 2021, the City, Jeffco Schools and the Apex signed an agreement to participate in funding and operating a new pool. The pool will be at the existing site. Design of the new pool will start in early 2022.

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

Revenue Highlights • •

Water Charges revenue is in-line with the budget. Tap Fees revenue is under budget due to overestimating the number of new construction water taps. Supply chain issues have affected the ability to build.

2021 Budget

2021 Actual

$106,124,000

$25,037,798

$24,986,556

Tap Fees

7,155,114

4,273,115

Interest

1,182,400

890,988

Other

1,244,976

2,071,139

$34,620,288

$32,221,799

$25,628,850

$24,267,128

Water Fund Beginning Fund Balance REVENUES Water Charges

Total Revenues

Expenditure Highlights •

Capital expenditures are under budget due to delays in the Denver Moffat Gross Reservoir project and the Water Treatment Plant Solids Handling projects. The activities to date have focused on planning, design, and permitting and multiple agencies are involved in these activities.

EXPENDITURES Ongoing Debt Service

Major Capital Maintenance Capital Total Expenditures

4,797,044

1,615,567

53,104,701

14,923,101

$83,530,595

$40,805,796

Income/(Loss)

(48,910,307)

Ending Fund Balance

$57,213,693

$97,540,003

Goal (25% of Expenditures)

20,882,649

10,201,449

$36,331,044

$87,338,554

Excess/Deficit

(8,583,997)

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

ENTERPRISE FUNDS

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

Wastewater Fund Beginning Fund Balance

2021 Budget

2021 Actual

$12,371,000

$13,701,004

$12,468,161

Tap Fees

778,446

377,812

Interest

213,787

190,470

1,570,136

4,793,376

$16,263,373

$17,829,819

REVENUES Sewer Charges

Other Total Revenues

•

$9,581,748

$8,334,209

Ongoing

3,565,055

3,183,977

Major Capital Maintenance

3,656,640

1,083,093

Capital

4,458,683

662,858

$21,262,126

$13,264,138

Total Expenditures Income/(Loss)

(4,998,753)

Ending Fund Balance

$7,372,247

$16,936,681

Goal (25% of Expenditures)

5,315,532

3,316,035

$2,056,716

$13,620,647

Excess/Deficit

4,565,681

Other Revenue is over budget due to a large payment received from Jefferson Center Metropolitan District (JCMD) for the Wastewater Expansion project not budgeted in 2021.

Expenditure Highlights •

EXPENDITURES Metro District

Revenue Highlights

Capital expenditures and Major Capital Maintenance expenditures are under budget due to a few projects still in the planning and design phase which has caused a delay in the start of construction and maintenance.

ENTERPRISE FUNDS

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

Revenue Highlights • •

Total Revenues are in-line with the budget. Other revenue was higher than anticipated due to a state grant reimbursement for the Lower Ralston Creek Restoration project and for development fees returned from escrow after new construction projects have been closed.

Expenditure Highlights • •

Ongoing expenditures are under budget due to the Stormwater Master Plan project being pushed forward into 2022. Capital expenditures are under budget due to the Lake Arbor Dredging project amending an agreement with the Mile High Flood District (MHFD) resulting in a delay to the construction phase of this project.

Stormwater Fund

2021 Budget

2021 Actual

Beginning Fund Balance

$7,076,000

$3,935,577

$3,874,417

99,813

317,490

$4,035,390

$4,191,908

$2,891,270

$1,749,791

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

866,466

864,057

4,067,028

648,192

$7,824,764

$3,262,041

(3,789,374)

929,867

Ending Fund Balance

$3,286,626

$8,005,867

Goal (25% of Expenditures)

1,956,191

815,510

$1,330,435

$7,190,357

Excess/Deficit

ENTERPRISE FUNDS

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

Golf Fund

2021 Budget

2021 Actual

Beginning Fund Balance

$(705,000)

Revenue Highlights •

$(705,000)

REVENUES Golf Courses

$3,976,578

$4,637,333

Restaurants

1,903,032

1,951,628

Construction Revenue

City Cash Transfer

266,262

792,298

$6,145,872

$7,381,260

Golf Courses

$2,260,073

$2,555,035

Restaurants

2,047,725

1,893,623

Administration

2,008,665

2,634,653

Total Revenues

•

EXPENDITURES

Capital

100,000

Total Expenditures Income/(Loss)

Excess/(Deficit)

251,967

$(975,591)

$(453,033)

705,811

784,222

Goal (11% of Expenditures)

$(1,681,402)

Overall expenditures increased $893,216 or 14.3% over 2020. The broad categories of Golf and Restaurants experienced an increase in expenditures. Additional temporary staff, inventory and supplies were needed to service the increased demand by customers, especially at West Woods Restaurant and Golf Maintenance.

$(1,237,255)

Golf Rounds by Type - January Player Support

• •

$7,129,293

(270,591)

Ending Fund Balance

Expenditure Highlights

45,982

$6,416,463

Overall revenue increased in 2021 by $914,311, a 14.1% increase from 2020. Golf course revenue had an increase of $798,836 or 20.8%. Golf rounds played at both courses in 2021 increased by 1.7%, or 1,690 rounds. The most significant increase was seen at Lake Arbor Golf Course. Restaurant revenue increased $796,721 or 69% from 2020. Again, as Covid restrictions lifted, restaurant capacity increased and more people felt comfortable eating out.

December

Super Users Annuals

Super Users Clubs

Tournament/ Corp Leagues

Grow the Game

Total

West Woods 2020

60,570

6,652

646

172

68,040

2021

56,527

8,323

2,021

300

67,171

Variance

(4,043)

1,671

1,375

128

(869)

-7%

25%

74%

-1%

23,752 25,084 1,332 6%

10,048 11,015 967 10%

28 288 260 0%

33,828 36,387 2,559 8%

84,322 81,611 (2,711) -3%

16,700 19,338 2,638 16%

674 2,309 1,635 0%

172 300 128 74%

101,868 103,558 1,690 1.7%

Lake Arbor 2020 2021 Variance Combined Rounds Total 2020 2021 Variance

ENTERPRISE FUNDS

Solid Waste Fund Overview In 2020, the Arvada City Council approved a new waste and recycling program. The City entered into an agreement with a single trash company to provide waste and recycling collection for residents. The trash and recycling services started in July 2021.

Solid Waste Fund Beginning Fund Balance

2021 Budget

Revenue Highlights

2021 Actual $-

•

REVENUES Charges & Fees Other Total Revenues

$3,039,485

$2,050,955

3,282,400

2,736,185

$6,321,885

$4,787,140

$6,035,427

$3,783,303

285,833

276,667

EXPENDITURES Operating Debt Services Other Total Expenditures Income/(Loss) Ending Fund Balance

Expenditure Highlights • -

$6,321,260

$4,059,970

625

727,170

$625

$727,170

Charges & Fees revenue is under budget due to a lower number of households signing up for trash and recycling services than anticipated.

Operating expenditures are under budget due to the lower than expected number of trash and recycle bins purchased.

INTERNAL SERVICE FUNDS

Internal Service Funds Overview There are five Internal Service Funds – Insurance Fund (Risk Management), Computer Fund, Print Services Fund, Vehicles Fund and Building Fund. Internal Service Funds charge internal programs and departments for use of goods and services. The Funds then pay for all associated costs of things such as purchasing insurance, vehicle purchases and maintenance, computer purchases and maintenance, and buildings maintenance.

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

2021 Budget

Insurance Fund Beginning Fund Balance

$3,830,000

$2,433,742

$2,203,511

80,000

65,726

72,249

$2,513,742

$2,341,486

$2,026,065

$2,994,204

412,824

351,245

$2,438,889

$3,345,449

REVENUES Contributions Interest Other Total Revenues EXPENDITURES Risk Management Administration

*Per GASB Statement 10, an additional $2,518,436 in cash is currently held in the Risk Management fund to cover potentially incurred liabilities as of the beginning of the year. This figure was reached by the Risk Management’s actuary for 2021.

2021 Actual

Risk Management Operations Total Expenditures Income/(Loss)

74,853

Ending Fund Balance

$3,904,853

(1,003,963) $2,826,037

Revenue Highlights • •

Overall revenues decreased $424,376 or 15.3% from 2020. The decreases were caused by lower interest revenue and a decrease in contributions from other funds when compared to 2020.

Expenditure Highlights • • • • •

Overall expenditures increased $1,230,458 or 58.2% over 2020. $997,485 of the this increase is a year-end adjustment to record potential incurred liabilities. Contract services increased $36,258 over 2020 due to a software service agreement paid in 2021. Workers compensation claims increased $106,128 over 2020 due to an increase in the claims amounts paid. Liability claims increased $176,827 over 2020 while property insurance premiums saw a decrease of $143,475 from 2020. The liability claim increase is due to the settlement of a claim from a prior year. Auto claims saw an increase of $10,196 over 2020. Supplies and expenses saw an increase of $25,649 due to ergonomic purchases for employees working remotely.

INTERNAL SERVICE FUNDS

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

Computer Fund

2021 Budget

2021 Actual

Beginning Fund Balance

$7,718,000

Maintenance

$1,443,636

$1,693,293

Replacement

1,043,556

1,297,550

91,146

21,568

$2,578,338

$3,012,411

Maintenance

$1,845,284

$1,906,706

Replacement

1,160,589

489,764

106,567

64,046

$3,112,440

$2,460,516

REVENUES

Other Total Revenues EXPENDITURES

Other Total Expenditures Income/(Loss) Ending Fund Balance

(534,102) $7,183,898

551,895 $8,269,895

Revenue Highlights • •

Maintenance revenue was higher than budget due to a reimbursement from the Arvada Fire Department for their use of the Public Safety Radio System. Replacement revenue was higher than budget due to a one-time transfer into the fund for the implementation of Comcate, a customer relationship management software application.

Expenditure Highlights •

Replacement expenditures are under budget due to two projects not occurring in 2021 – the Journal Tech replacement project and the Conference Room Upgrade project. The full replacement of the Journal Tech software was decided by the Courts Department to be unnecessary. The new leadership in this department determined that the current software could be used with a few changes. The Conference Room Upgrade project could not be completed due to the long delays in acquiring equipment and supplies.

INTERNAL SERVICE FUNDS

Vehicle Fund Overview The Vehicles Fund provides resources for the maintenance and replacement of City vehicles and heavy equipment. It is funded with contributions by all City departments based on their vehicle inventory and use. 2021 Budget

2021 Actual

$6,651,000

Maintenance Transfers

$2,850,577

$2,642,854

Replacement Transfers

$2,716,765

$2,948,517

140,000

1,393,806

$5,707,342

$6,985,176

Vehicles Fund Beginning Fund Balance

Revenue Highlights •

REVENUES

Other Total Revenues

Expenditure Highlights •

EXPENDITURES Maintenance

$2,882,824

$3,480,989

Replacement

4,896,014

4,024,344

Total Expenditures

$7,778,838

$7,505,333

Income/(Loss)

(2,071,496)

Ending Fund Balance

$4,579,504

Overall revenues exceeded the budget by 22.4%. This is largely due to transfers from other departments for the purchase of new vehicles not included in the annual replacement contributions.

(520,156) $6,130,844

Expenditures have increased by 52.1% over 2020, primarily due to greater spending on vehicle replacements. Vehicle and equipment purchases in 2021 included: • Two Police trucks and five Police Interceptors • Two trucks and a utility vehicle for the Parks Department • A loader for the Streets Department • A paint truck for the Traffic Department • A water break van for the Water Department

INTERNAL SERVICE FUNDS

Print Services Fund Overview

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

Print Services Fund Beginning Fund Balance

2021 Budget

Revenue Highlights

2021 Actual

$372,000

$210,166

$188,414

148,352

139,708

• •

REVENUES Print Shop Copiers

Interest Total Revenues

Expenditure Highlights

4,703

$358,518

$332,824

$268,396

$236,920

85,603

82,656

Print shop revenue came in below budget and is down 11.5% from 2020 due to fewer jobs. Copier revenue is slightly under budget as employees are continue to work remotely.

•

Print shop expenditures are lower than budget, primarily due to a decrease in supplies and repair and maintenance. Copier expenditures are slightly under budget. The purchase of equipment was budgeted in 2021, but not made as existing equipment did not need to be replaced.

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

9,400

• • -

$363,399

$319,577

(4,881)

13,248

$367,119

$385,248

Buildings Fund Overview

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

Building Fund

2021 Budget

2021 Actual

Beginning Fund Balance

$(84,000)

$819,723

$642,687

46,000

165

$865,723

$642,852

$67,181

$72,339

1,564,887

301,812

Revenue Highlights •

REVENUES Replacement Transfers Other Total Revenues EXPENDITURES Personnel Replacement Equipment Total Expenditures Income/(Loss) Ending Fund Balance

$1,632,068 (766,345) $(850,345)

Replacement transfers have increased 12.0% over 2020. This is due to savings from the Ameresco Energy Performance project being transferred to the Buildings fund from other funds to help offset the original construction costs. Other revenues include rebates associated with the Ameresco Energy Performance project and interest on investments.

Expenditure Highlights •

244,404 $618,555 24,297 $(59,703)

Replacement spending includes the Majestic View Roof replacement. Equipment expenditures are for final payments to the Ameresco Energy Performance contract to conserve energy and generate savings through efficiencies in electricity, gas, and water consumption.

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

Ralston Road Design

Budget

Actual

Remaining

$1,953,532

$1,922,038

$31,494

Right-of-Way

4,726,429

4,281,924

444,505

Construction

9,258,398

1,831,483

7,426,915

Miscellaneous

1,944,641

180,539

1,764,102

$17,883,000

$8,215,984

$9,667,016

Total Project

Ralston Road - Yukon to Garrison Bond Project

Description: Ralston Road is an arterial roadway and a major east-west corridor for Arvada’s transportation network, serving 23,000 vehicle trips each day. It provides connectivity to major north-south corridors including three State Highways. The Regional Transportation District (RTD) operates five bus lines using portions of Ralston Road. The Citizens Capital Improvement Plan Committee has twice ranked Ralston Road improvements as the number one transportation priority and recommended it for funding to the City Council. The project also addresses concerns expressed in recent Arvada Citizen Surveys. The 2014 Comprehensive Plan generated transportation models indicating that the congestion, operation, and safety of Ralston Road will deteriorate with the build-out of the City, and roadways will perform at the lowest levels of services. Progress:

• • • •

The City has possession of all of the properties impacted by the project either through negotiations or eminent domain. The overhead conversions by Xcel Energy, Lumen and Comcast are approximately 95% completed. The new 12” waterline in Ralston Rd and new 8” waterline in Allison St are approximately 90% completed. The remaining work is the lateral connections to have this eastern portion of the waterline completed before this new system becomes operational once the appropriate testing is conducted. Hamon Infrastructure is actively working on the north side of Ralston Rd, removing and replacing known and unknown and aging utilities as a part of the contract.

Challenges:

•

As Ralston Road has been reduced from four lanes to two lanes and bad weather has set in, potholes have been a problem. Our team drives the project looking for potholes and contacts Hamon to fill them. Unfortunately, the patches are not that long-lasting under the current conditions. This has resulted in the City hearing from drivers with damage to their vehicles. These damage claims are sent to Crystal Huntley, our Claims Specialist, who contacts the drivers and gives them Hamon’s contact information. Hamon is contractually responsible to pay these damage claims. The City receives calls from citizens about the inconvenience of the construction zone. Through the City’s social media outlets, the project webpage, and direct contact with project team members, the City attempts to explain the challenges of the construction zone. The project team recognizes the challenges with a construction zone and the City and Contractor teams are taking all reasonable steps to avoid as much inconvenience as possible. Contractors and sub-contractors working for the private utility owners at times encroach past the temporary construction easements. The City generally receives notifications from the landowners and/or business owners about the encroachment. When these issues arise, the City works with Hamon (the city’s contractor who in turn hires the subcontractors and has responsibility for them), to work on a resolution to this issue. Hamon works with their subcontractors to help them resolve these issues. Aging infrastructure has triggered additional removal and replacement of storm sewers, which were not identified in the bid documents. The result is that force accounts are being drawn down and the project team will continue to evaluate the drawn down to reduce project impact over the life of the project.

Next Steps:

• •

Preparation for two valuation trials scheduled for early 2022. One case may settle prior to trial. Once the north widening is completed, Hamon will shift traffic to the north and will work on the south side for the second phase of the project.

3F BOND PROJECTS 72nd Avenue

Budget

Actual

Remaining

$4,183,451

$4,287,491

$(104,040)

Right-of-Way

5,550,000

5,563,363

Professional Services

2,776,796

1,217,222

1,559,574

Construction

51,989,753

869,281

51,120,472

Total Project

$64,500,000

Design

$11,937,357

(13,363)

$52,562,643

W. 72nd Avenue Bond Project Description: W. 72nd Avenue is an arterial parkway and a major east-west corridor for Arvada’s transportation network, serving 21,000 vehicle trips each day. It provides connectivity to major north-south corridors including three State Highways. The regional corridor not only serves all of Arvada, it provides access to Westminster and Golden/Jefferson County. The Citizens Capital Improvement Plan Committee twice ranked improvements to W. 72nd Avenue as a high priority. The project also meets concerns expressed in recent Arvada Citizen Surveys. The 2014 Comprehensive Plan generated transportation models indicating the congestion, operations, and safety of W. 72nd Avenue will deteriorate with the build-out of the City and roadways will perform at the lowest levels of service. Progress:

•

Construction Package 1 - CP-1 (tree removal, utility relocation for the entire corridor, and new utilities). Xcel, Comcast, and Lumen are working to relocate utilities in the corridor. Xcel 1% electric work started in November 2021 with a critical path to removing certain poles by March 30, 2022 so that SEMA can begin CP-2 work. A revised end date to the SEMA contract has been established as June 6, 2022 due to the Xcel, ROW acquisition, and UPRR delays. Construction Package 2 - CP-2 (Swadley to Oak). Work includes utilities and full roadway reconstruction. 100% Plans signed/stamped were received in February 2022. The CP-2 and construction plans will go to the City Council March 7th. Notice to Proceed (NTP) will follow the City Council approval. A preconstruction meeting is scheduled for the end of March 2022. The CP-2 is $22.6 million. Construction Package 3 - CP-3 (Oak to Kipling, including the UPRR underpass) has five components: 1) bridge structure; 2) railroad shoofly; 3) temporary vehicular bypass; 4) roadway design plans; and 5) Construction and Maintenance Agreement (C & M Agreement), which are at varying stages of review by UPRR and the City. UPRR reviews have been occurring outside the expected timelines. The bridge abutment will be redesigned to a style which UPRR is more comfortable with. Current schedule shows bridge plans complete in May 2022 with the track plans following in August 2022. Anticipated NTP is late summer 2022. Project scheduling will remain fluid until there is a better understanding of the UPRR coordination and response time and Xcel Energy’s utility relocation delays. Construction Package 2 NTP is anticipated in March 2022 as long as Xcel keeps their promised critical path schedule. UPRR reviews and timelines continue to be unpredictable.

Project Challenges:

•

For the underpass excavation component of CP-3, the project team is developing a plan to mitigate underpass excavation and dewatering issues and possible environmental issues. Options include discharging groundwater to the public sanitary sewer system and treating for heavy metals using a Baker Truck removal system, thus allowing discharge into the storm sewer system. A possible test hole is being considered at a City-owned property at the 72nd and UPRR intersection to better understand the dewatering method needed to waterproof the underpass excavation limits.

•

Sonheim Underground Stream - The project team is assessing how the underpass may cut off underground stream flow to several properties on the south side of 72nd. A french drain is being proposed to recharge the water table in that location. Assessments are ongoing as to the recharge rates of the water table after construction.

•

UPRR has rejected the abutment design after continued attempts by the design team to demonstrate the benefits of the design. The design team will, therefore, go to Plan B, a design which UPRR is more comfortable with. The schedule will be impacted with a few more weeks of design and some additional costs for design and construction.

• •

SEMA Change Orders total $272,000 due to delays in the project and SEMA’s commitment during that time to continue to work with the design team. Muller Change Order $444,759 due to project delays and additional effort expended on the project.

Right of Way (ROW):

•

All Notices of Intent (NOIs) have been delivered. Of the 72 Parcels impacted, 70 offers have been accepted or have closed. Of the remaining 2 parcels, 1 is in the condemnation process, 1 other

may go to condemnation, however, the City remains committed to working with the property owner to successfully settle the issues. Other challenges:

•

Some citizen complaints and inquiries have been received with CP-1 construction. Most have to do with the temporary fence that has been installed. SEMA and City staff will continue to respond to all complaints in a timely fashion.

•

A water line was hit by Xcel’s boring contractor on Lincoln Academy property. The resulting water flooded the school and one residence. While this was an unfortunate event, restoration efforts were quick and thorough. The interior restoration went well and is mostly complete. Outdoor restoration of landscaping will be accomplished when weather improves this spring

Next Steps:

•

Continue working with the UPRR to have them review plans in a timely manner and to get the on-site visit site review complete. The City to begin negotiation of the C & M (Construction and Maintenance) Agreement in the summer of 2022.

•

Continue development of a construction organizational chart to allow the City team to forecast construction staffing needs for the different construction packages. Inspections will be a

•

combination of City staff and Owner’s Rep staff. Continue coordination efforts with stakeholders, including the Union Pacific Railroad, Xcel Energy, Jefferson County School District, and Lincoln Academy, to allow a smooth transition from design to construction.

CITY OF ARVADA INVESTMENT REPORT

Investment Portfolio Objectives As stated in the City’s investment policy, the primary objectives of the City’s investment activities, in priority order, is safety, liquidity and yield. Consistent with this policy, the portfolio of securities is invested in U.S. Treasuries, U.S. Agencies, local government investment pools (LGIPs), commercial paper, and corporate debt subject to rating restrictions and concentration limits which are outlined in the City’s investment policy. The City-managed investment portfolio is administered to provide sufficient liquidity to meet all reasonably anticipated operating cash needs without selling securities prior to maturity. The portfolio controlled by PFM is actively managed which means that investments may be sold prior to maturity and reinvested in order to achieve the desired duration, yield or diversification of the portfolio. Last year was a challenging year filled with many uncertainties. In the early months of 2021 the government stimulated the economy with a massive pandemic rescue plan. Just when the economy started a strong recovery from the pandemic the new variants emerged causing renewed concern and volatility in the markets. The year ended with strong consumer demand and supply chain troubles. Inflation rose 6.8% year-over-year (YOY) in December alone with unemployment rate coming in at 3.9%. Workers gained an upper hand over employers. Low unemployment along with the increasing prices put a lot pressure on the wages, which rose 4.7% YOY. The Fed kept the interest rates near zero but sped up its tapering schedule to address the inflation. In anticipation of the Fed rate hike in 2022, the markets already started to build in the increase. The 2- and 5-year Treasury yields rose by 62 and 90 basis points (bps), ending the year at 0.73% and 1.26% respectively. The City’s investment portfolio has increased by $31.6 million. Majority of the increase came from the robust sales tax collections in 2021. Due to labor shortages and supply delays, spending for the CIP projects was impacted as well contributing to the overall growth of the investment portfolio. The allocation between different sectors of market has not seen significant changes. The spreads on US Agencies and corporate bonds remained very tight. The relative value has been seen in Treasuries and municipal debt, hence the greater allocation to those sectors. The increase in local government pools has been primarily due to the expectation of the future Fed rate hike when the funds could be reinvested at higher rates. During 2021 the portfolio saw only $15 million in securities being called before maturity and mainly in the first 4 months of the year when the rates were the lowest.

PORTFOLIO CHANGES Par Value as of 12/31/21 MM/Savings/ Cash

$9,894,162

$4,757,787

$5,136,375

LGIP

29,637,381

17,663,317

11,974,064

Time CD

6,250,052

6,980,883

(730,831)

Corporate

23,669,000

26,669,000

(3,000,000)

Municipal

22,350,000

16,080,000

6,270,000

US Agency

98,000,000

95,000,000

3,000,000

US Treasury

14,000,000

Subtotal - City

5,000,000

$203,800,596

Negotiable CD

$31,649,608

$1,070,000

$(1,070,000)

Corporate

10,445,973

7,288,000

3,157,973

Municipal

3,539,904

3,370,000

169,904

US Agency

20,777,931

20,880,000

(102,069)

US Treasury

19,529,192

20,655,000

(1,125,808)

$54,293,000

$53,263,000

$1,030,000

Subtotal - PFM

CONSOLIDATED PORTFOLIO MM/Savings/ Cash

$9,894,162

$4,757,787

$5,136,375

LGIP

29,637,381

17,663,317

11,974,064

6,250,052

6,980,883

1,070,000

(1,070,000)

34,114,973

33,957,000

157,973

Time CD Negotiable CD Corporate

(730,831)

Municipal

25,889,904

19,450,000

6,439,904

US Agency

118,777,931

115,880,000

2,897,931

US Treasury

33,529,192

25,655,000

7,874,192

Total - Combined

$258,093,596

$225,413,988

$32,679,608

CONSOLIDATED MATURITY DISTRIBUTION 28.1%

30.0% 25.0%

MM/Savings/Cash 3.8%

20.0%

18.0%

16.7%

16.5%

12.7%

15.0%

8.0%

10.0%

LGIP 11.5% Corporate 13.2%

9,000,000

$172,150,988

PFM-MANAGED PORTFOLIO

US Treasury 13.0%

Municipal 10.0%

Difference

CITY-MANAGED PORTFOLIO

CONSOLIDATED PORTFOLIO ALLOCATION US Agency 46.0%

Par Value as of 12/31/20

5.0% 0.0%

Time CD 2.4%

0-.25

.25-1

1-2

2-3

Maturity (years)

3-4

4-5

CITY OF ARVADA INVESTMENT REPORT The City’s combined investment portfolio posted $3 million in interest earnings, which is $1 million less than the prior year. The yield on the portfolio managed by the City dropped to 1.11% from 1.52%, a decrease of 41 bps. The yield on the PFM managed portfolio fell to 1.35% from 1.84%, a 49 bps decrease. The City’s investment portfolio turnover was about 25%, which means a quarter of the portfolio was reinvested at much lower rates than the investments that matured. From the maturity distribution chart one can see that about 25% will be reinvested in 2022 as well but at increasing rates. The expectation is that the portfolio will yield slightly higher interest earnings next year. The City benchmarks its portfolio to the trailing 12 months (TTM) of a 2-year Treasury. The city’s portfolio outperformed its benchmark by 92 bps in 2021. The duration of the city’s portfolio was 2.33 years compared to 2.58 in the prior year. The duration of the PFM managed portfolio also was shorter in 2021 when compared with 2020, 2.48 and 2.64 respectively. The deliberate steps were taken to allocate some investments into shorter maturity buckets in anticipation of the rate increase over the next few years. In 2021 the City investment committee reviewed and updated the investment policy. One of the bigger changes was lowering the credit rating requirements for corporate and municipal debt. The current credit quality by rating category is reflected in the graph. The graph is based on the S&P rating only. A small percentage of investments with BBB+ rating have A-rating with Moody’s and Fitch agencies, which is consistent with the investment policy requirements. Since the policy change the City added 5% of investments rated in A category mostly in the PFM managed portfolio, which is already reflected in a higher yield to maturity (YTM) at cost and at market indicators (as shown in the portfolio characteristics table). The credit rating of all investments in the city’s portfolio is monitored and assessed on a monthly basis to ensure the safety of the investments.

PORTFOLIO PERFORMANCE 12/31/2021

PORTFOLIO CHARACTERISTICS

12/31/2020

Difference

City

PFM

City Interest Earnings

$1,972,549

$2,592,275

$(619,727)

Duration to Maturity (yrs)

2.33

2.48

PFM Interest Earnings

1,038,076

1,436,522

(398,446)

Yield to Maturity at Cost

0.940%

1.200%

$3,010,625

$4,028,798

$(1,018,173)

Yield to Maturity at Market

0.799%

0.920%

Total Interest Earned YTD City Portfolio Yield

1.11%

1.52%

-41 bps

YTD PFM Portfolio Yield

1.35%

1.84%

-49 bps

YTD Benchmark

0.19%

1.11%

-92 bps

CREDIT QUALITY (S&P RATING) AA category, 82.93%

ACCOUNT SUMMARY City

PFM

Total

Par Value

$203,800,596

$54,293,000

$258,093,596

Book Value

204,606,639

54,426,016

259,032,655

Market Value

204,196,835

54,480,242

258,677,077

$(409,803)

$54,225

Unrealized Gain /(Loss)

$(355,578)

AAA category, 11.97% BBB+ category, 0.29%

A category, 4.80%

Investment Management Focus - 2022 The market expectation is that the Fed will raise the interest rates at each of their 2022 meetings. The City will focus on slightly extending the portfolio duration by the end of the year to take advantage of the higher rates. The City will continue to utilize LGIPs for its excess cash. The yields in the LGIP pools are expected to rise along with the Fed interest rates. As of 12/31/2021 the yield on the LGIPs was only 5 bps. Investment-grade corporate spreads are getting wider and may look more attractive in 2022. The City will be selective in this sector but will look to re-invest few bonds as the current corporate bonds mature. The supply in the municipal bonds sector will slow down with the increasing interest rates. It may be more challenging to get a significant allocation to this sector. The city will continue to look for the appropriate opportunities. The Federal Agencies’ spreads have been lifting especially on the callable options. With the rising interest rates the risk of securities being called before maturity is lower. The City will look to increase its allocation to callable Agencies in the shorter maturity buckets while balancing it with the bullets (noncallable) on the longer end.

WE DREAM BIG AND DELIVER

Safe Community BY 12/21, OBTAIN THE SAFEST CITY DESIGNATION ACCORDING TO THE NATIONAL INCIDENT-BASED REPORTING SYSTEM (NIBRS) Annually, 80% of calls with a priority of “0” or “1” will have less than 5 minute response time By 12/21, Arvada will have a traffic accident rate lower than the national average

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

WE DREAM BIG AND DELIVER

Infr astructure BY 12/21, COMPLETE AND IMPLEMENT A STREET MAINTENANCE MASTER PLAN Through 12/25, prepare an annual street maintenance report for City Council and the community

4/1/19-12/31/25

COMMUNITY SURVEY: MAINTAINING AND EXPANDING TRASPORTATION NETWORK

Community and Economic Development BY 12/25, FULLY ALIGN THE CITY’S ECONOMIC DEVELOPMENT EFFORTS WITH THE COMMUNITY’S VISION EXPRESSED IN THE COMMUNITY SURVEY AND BUSINESS SURVEY 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

Completed 1/8/21 4/1/19 - 12/31/20

WE DREAM BIG AND DELIVER Vibr ant Community and Neighborhoods BY 12/21, IMPLEMENT A TOOL KIT OF HOUSING MIX AND STYLE PLANS TO IMPROVE ACCESS TO QUALITY HOUSING AFFORDABLE FOR A BROAD RANGE OF INCOME LEVELS By 12/20, complete a list of current projects under development or planning By 12/20, complete an affordable housing assessment including incentive options and the area south of Arvada Cemetery By 12/20, create a regional strategy to address homelessness By 12/20, evaluate the Human Services Advisory Committee’s process for recommending funding

Completed 4/27/21 Completed 2/24/22 Completed 2/16/21 Completed 9/7/21

COMMUNITY SURVEY: IF YOU WERE LOOKING TO BUY A HOME IN ARVADA AND THINKING IN TERMS OF BEING ABLE TO AFFORD A PLACE TO LIVE: VALUE FOR TAX DOLLAR

Organizational and Service Effectiveness BY 6/21, IMPLEMENT A COMPREHENSIVE CITY COMMUNICATIONS AND ENGAGEMENT STRATEGY 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, develop a marketing plan highlighting City successes, presents information using engaging content and uses shared partner messaging SEEKING RESIDENTS INVOLVEMENT AND INPUT

Completed 2/9/21 Completed 2/9/21 Completed 12/14/21