City of Arvada Third Quarter 2022 Financial Report

FINANCIAL REPORT THIRD QUARTER 2022

COMMUNITY AND ECONOMIC DEVELOPMENT INFRASTRUCTURE ORGANIZATIONAL AND SERVICE EFFECTIVENESS SAFE COMMUNITY VIBRANT COMMUNITY AND NEIGHBORHOODS

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

Contributors: Bryan Archer, Director of Finance Deb Nielson, Assistant Director of Finance Vacant, Budget Analyst Chris Kelly, Budget Analyst Carolyn Ewing, Budget Analyst Vesta Weinhauer, Controller Danielle Trujillo, Accounting Supervisor Carolyn Ivey, Accounting Supervisor Natasha Galston, Grant Accountant Jenna Belec, Executive Assistant Steve Milke, Bun Heng, Print Shop

Table of Contents Overview............................................................................................................................... 2-3 General Fund........................................................................................................................ 4-7 Street Maintenance Fund...................................................................................................... 8-9 Parks Fund............................................................................................................................ 10 Special Revenue Funds Tax Increment Funds.......................................................................................................... 11 Community Development................................................................................................... 12 Arvada Housing Authority................................................................................................... 13 Capital Improvements Projects Fund................................................................................. 14-15 Enterprise Funds Water Fund........................................................................................................................ 16 Wastewater Fund............................................................................................................... 17 Stormwater Fund............................................................................................................... 18 Golf Fund........................................................................................................................... 19 Solid Waste Fund............................................................................................................... 20 Internal Service Funds Insurance Fund.................................................................................................................. 21 Computer Fund.................................................................................................................. 22 Vehicle Fund...................................................................................................................... 23 Print Services Fund............................................................................................................ 24 Buildings Fund................................................................................................................... 24 3F Bond Projects.............................................................................................................. 25-26 City of Arvada Investment Report...................................................................................... 27-28 Performance Data............................................................................................................29-30

1

OVERVIEW

2022 Third 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 overall economy started to show signs of slowing down in the 3rd quarter. Unemployment has ticked up on a national level to 3.7% and at the State to 3.4%. These are relatively small changes as compared to the prior quarter but could be signs of what is to come. One interesting statistic is that there are fewer unemployed individuals today than there was at the height of the financial crisis in 2019 and the dot.com challenge of 2001.

This signifies that there are fewer individuals in the workforce. What we do not know is if this trend will continue.

Consumer credit card debt is now at an all-time high, vehicle debt continues to be at a record high, consumer sentiment was down for the second straight quarter, industry production has slowed with many larger companies implementing hiring freezes or even lay-offs and the 2-year and 10-year yield curves are still inverted.

Inflation continues to be a challenge sitting at 8.2% for the 12 months ending September 2022. While this is off of its 40 year high, it is still concerning as the Federal Reserve was hoping to see some sort of reduction with the increases in short term interest rates. As long as inflation stays above 2%, the Fed will maintain its tightening policy.

The Federal Reserve increased short term interest rates 75 basis points at its most recent meeting. The current range now sits at 3% – 3.25% with additional 50 to 125 basis point increases expected by the end of the year. As you can see in the graph below, the Fed Funds rate has been very low since 2009 and is only now returning to a more “normal” level.

Finally, the Gross Domestic Product (GDP) increased 2.6% in the third quarter of 2022. This reverses the two quarter downward trend and beat expectations by .3%. Small increases in consumer spending, nonresidential fixed investment and government spending led to the increase. These trends are not expected to last as much of the spending was one time in nature.

The State of Colorado’s economists are expecting a slowdown for at least the first half of fiscal year 2023 but do not think Colorado will fully enter a recession. Inflation is taking its toll, outpacing wage growth even as employers boost wages. Consumer purchasing power is declining as real wages (wage growth adjusted for inflation) is negative so far in 2022, down 1.7%. Home prices have started to level off but demand is still greater than supply on a local level.

The City’s revenue growth in the 3rd quarter continued to outpace inflation, but not by much. Overall revenue growth for the General Fund was 13.1%. If you remove inflation of 8.2% and one-time building revenues of 3.8%, the overall growth is closer to 1%.

Sales tax is up 9.8% for the third quarter over 2021. The largest growth categories are: Merchant Wholesalers, Internet Retailers, Full-service Restaurants, Power Generators and Local messengers/delivery, all experiencing double digit increases over 2021. Limited Service Restaurants, Liquor Stores and Electronic Computers are showing negative year over year revenues.

2

OVERVIEW

Auto use tax has started to level off with the 3rd quarter receipts ending up 1.7%. Demand for new and used cars has slowed but elevated prices kept this revenue source flat. As was stated above, building revenues have already exceeded their budget for 2022 due to a couple of large commercial projects.

Inflation continues to put pressure on the overall City organization. Capital projects along with goods and services are all experiencing double digit cost increases. Lead times have improved but are still 6 months or more on most items. As was stated earlier, inflationary pressure on salaries and wages remains high. The City Council approved an immediate 3% increase to base pay in August and another 3% increase to be implemented in January.

One capital project focus area is discussed this month - the Pavement Markings Program. Please take the opportunity to review the write-up on this very unique program.

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 Ward. Please see the project detail pages on pages 25-26 in the document for detailed updates.

The current financial picture for the City is strong. Reserves continue to meet or exceed the City Council’s required minimum balances in the current year and at the end of the 10-year model in all major funds but the Parks Fund. If the economists are correct about the pending recession, the City will be well equipped to continue to provide the core services our community expects.

3

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 actual amounts.

2022 Budget

General Fund Beginning Fund Balance

As of 09/30/22

As of 09/30/21

$61,007,000

$61,007,000

77,086,936

60,454,914

53,006,673

7,949,428

8,265,641

7,497,548

786,750

684,410

641,213

20,996,948

19,017,507

17,045,655

$106,820,062

$88,422,472

$78,191,089

$105,556,604

$68,072,944

$61,999,367

Capital

7,806,371

1,460,000

740,343

Debt Service

5,361,782

1,370,891

1,433,266

$118,724,757

$70,903,835

$64,172,976

17,518,638

14,018,113

REVENUES Sales & Use Tax Property Tax Interest Other Total Revenues EXPENDITURES Ongoing

Total Expenditures Income/(Loss)

(11,904,695)

Ending Fund Balance

$49,102,305

• • •

$78,525,638

The 2022 beginning fund balance was $61,007,000. $10,605,330 of the fund balance is dedicated to projects not completed in 2021, one-time items and new requests.

The 2022-2030 ten-year financial plan requires the use of $26,235,587 to balance. A new 10-year plan was presented to City Council and approved with the 2-year budget cycle.

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 2019

Q2 2019

Q3 2019

Q4 2019

Q1 2020

4

Q2 2020

Q3 2020

Q4 2020

Q1 2021

Q2 2021

Q3 2021

Q4 2021

Q1 2022

Q2 2022

Q3 2022

GENERAL FUND Revenue Highlights • Overall revenues increased $10,231,383 or 13.1% over 2021.

• Franchise fees saw an increase of $300,572 or 12.3% over 2021 which is due to increased tax collections from Xcel Energy.

• Property tax saw an increase of $768,093 and is discussed in more detail in the “Property Tax” section.

• Sales tax saw an increase of $4,205,892 and is discussed in more detail in the “Sales Tax” section.

• General use tax saw a decrease of $79,626 and is discussed in more detail in the “Use Tax” section.

• Building Use Tax and Permits saw an increase of $4,007,994 Building Use Tax is discussed in more detail in the “Use Tax” section.

• Court fines and fees saw a decrease of $122,873 or 15.6% from 2021.

Sales Tax 59.8%

2022 BUDGETED GENERAL FUND REVENUES

Property Tax 7.4%

Other 12.7%

Use Tax 1.0%

Interest .7% Franchise Fees 4.0%

Court Fines & Fees .9%

Auto Use Tax 8.4%

Building Use Tax & Permits 5.1%

Sales Tax

• Sales tax collections lag one month; therefore, collections for the third quarter represent eight months’ collections.

• Sales tax is up 9.8% for the third quarter.

• With inflation at 8.2%, the net increase in sales tax is around 1.6%.

• The following categories are up over the same time in 2021: grocery stores 3.1%, merchant wholesalers 10.3%, internet retailers 17.9%, full service restaurants 14.8%, power generators 14.8%, floor covering 10.9%, local messengers/delivery 34.5%, and wireless communication carriers 13.7%.

• The following categories are down from the same time in 2021: limited service restaurants (1.6%), liquor stores (1.8%), and electronic computer (38.8%).

Sales Tax Collections $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $-

09/30/2018 $33,649,082

Sales Tax

06/30/2019 $34,142,451

09/30/2020 $36,161,649

09/30/2021 $42,936,989

09/30/2022 $47,142,881

Use Tax Building Use Tax • Building use tax increased 114.6% for the third quarter.

• Building use tax has exceeded the budget for 2022 due to some large commercial projects.

• Inflation also attributes to the growth in building use tax with higher construction costs; however, the City is continuing to see a normal level of growth.

Auto Use Tax • Auto use tax is up 1.7% in the third quarter.

• Auto use tax is expected to meet budget projections.

• The nation continues to see a shortage in new cars and the price of used cars is also elevated, so auto use tax has continued to increase.

General Use Tax • General use tax decreased 13.1% in the third quarter.

• The decrease is due to several businesses with larger use tax remittances in 2021. This revenue will continue to be monitored throughout the year as it is trending to be below budget.

Use Tax Collections $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0

5

General

09/30/2018 $905,101

09/30/2019 $633,692

09/30/2020 $453,070

09/30/2021 $609,051

09/30/2022 $529,425

Auto

$5,164,899

$5,585,634

$4,985,702

$6,658,997

$6,770,543

Building

$3,679,289

$2,546,856

$2,893,315

$2,801,635

$6,012,066

GENERAL FUND

Property Tax Collections

Property Tax • The City’s property tax rate is 4.31 mills per $1,000 of assessed valuation.

• 2022 property tax is based on the mill which is placed on the assessed valuation from 2021.

• Property tax is up 10.2% from 2021.

$9,000,000 $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

09/30/2018 $5,623,110

09/30/2019 $6,554,500

09/30/2020 $5,656,399

09/30/2021 $7,497,547

09/30/2022 $8,265,641

Intergovernmental Revenues

Intergovernmental Revenues • Highway Users Tax Fund (HUTF), the City’s share of statecollected gas tax revenue, decreased 19.5% for the third quarter. This tax is collected on the number of gallons of gas sold. The decrease in 2022 is due to a supplemental receipt of $469,210 in 2021 of American Rescue Plan funds. Minus this one-time revenue, HUTF funds would be down 5.1%.

• Road and Bridge revenues are up 15.2%. This revenue is City’s share of property tax collected by Jefferson County & Adams County and dedicated to the maintenance of roads and bridges.

$5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Jefferson County

09/30/2018 $872,026

09/30/2019 $887,111

09/30/2020 $905,461

09/30/2021 $954,214

09/30/2022 $1,099,393

HUTF

$3,958,509

$3,721,368

$2,495,181

$3,084,327

$2,482,536

6

GENERAL FUND Expenditure Highlights • Overall expenditures increased $6,730,859 or 10.5% over 2021.

• Services and charges increased $392,022 or 4.8% over 2021.

• Supplies and expenses saw an increase of $1,367,175 or 29.1% over 2021. This is primarily due to contributions to the computer replacement and maintenance fund to support additional costs associated with technology.

• Contracts saw an increase of $1,309,858 or 32.2% over 2021. This is due to contracts related to the new body worn camera program in the Police Department and grants to Colorado Homeless Families and the Arvada Chamber of Commerce.

• Transfer to other funds increased $7,091,978 or 56.7% over 2021.

This is due to an additional transfer to the Streets Maintenance fund of $3,500,000 and a transfer to the Computer Fund of $3,000,000 to replace the City’s ERP system.

• Personnel saw a decrease of $3,199,927 or 9.8% from 2021 due to vacancies primarily in the Police Department.

Miscellaneous 0.9% Transfers 26.0%

Personnel, 44.0%

2022 BUDGETED GENERAL FUND EXPENDITURES Debt Service 4.5%

Contracts 5.5%

Supplies and Expenses, 7.4%

Services and Charges, 11.7%

Salary and Benefit Salary & Benefits Salaries & Wages

2022 Budget

As of 09/30/21

$20,356,840

$23,832,085

-

-

842,696

845,169

750,307

Group Insurance

7,295,665

3,996,887

4,165,848

Retirement

4,280,417

2,856,246

2,715,495

Medicare

560,318

359,020

336,414

Temporary Wages & SS

676,968

348,501

252,257

Other

532,247

478,961

417,661

$52,084,408

$29,241,624

$32,470,066

Vacancy Savings Overtime

Total

$39,295,647

As of 09/30/22

(1,399,550)

• Salaries and Wages decreased due to vacancies throughout the City’s departments, down 9.9% compared to 2021. The Police Department has 23% more vacant positions on average in 2022 than 2021. All other departments have 15% more vacancies on average.

• Overtime and Temporary Wages increased due to turnover. Difficulties in the current job market caused the hiring process to take longer than normal. Job duties needed to be completed so the existing staff members were relied upon to fulfill these responsibilities.

7

STREET MAINTENANCE FUND Street Maintenance Fund Overview The Street Maintenance Fund accounts for costs associated with street maintenance, repair and replacement including: crack sealing, chip sealing, seal coating, reconstruction, milling and overlay. 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.

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

Expenditure Highlights • The 2022 Pavement Management Program map below identifies neighborhoods which need ADA upgrades for compliance, areas addressed or are currently under construction for mill and overlay, and areas addressed or are currently under construction for hot chip slurry seal and crack seal.

Street Maintenance Fund Beginning Fund Balance

2022 Budget

As of 09/30/22

As of 09/30/21

$1,556,870

$1,556,870

$13,499,631

$10,962,223

$7,462,878

120,000

199,681

273,000

$13,619,631

$11,161,904

$7,735,878

REVENUES General Fund Transfer Other Total Revenues EXPENDITURES Asphalt Replacement

$5,000,000

$2,954,484

$2,893,969

Concrete Replacement

4,451,541

3,067,510

$2,180,953

Crack Sealing

1,484,722

599,432

$27,301

Other

1,385,535

$597,809

$508,412

$12,321,798

$7,219,236

$5,610,635

1,297,833

3,942,668

2,125,243

$2,854,703

$5,499,538

Total Expenditures Income/(Loss) Ending Fund Balance

Pavement Maintenance 2022 ADA Curb Ramp and Concrete Replacement Program: Along with addressing ADA upgrades in areas which are scheduled to receive alterations in the streets, the Pavement Management Team selects priority areas. Priority areas are identified as high traffic areas such as schools. The area identified for 2022 was Meiklejohn Elementary located in the Five Parks neighborhood. Fifty five (55) ADA Curb Ramps were replaced.

• 2022 Program Summary • Four (4) concrete contracts • Neighborhoods Completed -12 • Pending Completion – 0 • Curb Ramps Completed - 933 • Curb Ramps Pending Completion - 0 • Average Cost/Ramp - $6,531.35 • 2022 ADA Curb Ramp and Concrete Replacement Program Completed October 7, 2022.

In 2022, along with the ADA and Concrete Replacement, 6,655 LF of Valley Pans were removed and in preparation for Mill and Overlay in Rainbow Ridge. This work was completed the beginning of July, 2022.

8

STREET MAINTENANCE FUND Pavement Ma ntenance 2022 M and Over ay Program • 2022 P og am Summa y • Two 2 Aspha Con a s • A eas Comp e ed 11 • A eas Comp e ed n e na y – 1 • Pend ng Comp e on – Unde Cons u on P o e ed – 1 • A eas moved o 2023 – Due o a k o Fund ng 5 • Lane M es Comp e ed – 37 3 • Es ma ed Lane M es Pend ng Comp e on – 45 • To a 2022 M and Ove ay Lane M es Comp e ed Th d Qua e – 37 3 • Es ma ed Ave age Cos pe Lane M e $142 425 82 • Es ma ed Comp e on – O obe 31 2022 – Wea he Pe m ng Pavement Ma ntenance 2022 Hot Ch p S urry Sea and Crack Sea Program • 2022 P og am Summa y • One 1 Con a • A eas Comp e ed w h S u y Sea – F ve Pa ks – No h S de o 86 h Pa kway and Sp ng Mesa u de sa s • A eas Comp e ed w h Ho Ch p Sea – 86 h Pa kway – Eas and Wes Bound Lanes • Lane M es omp e ed w h Ho Ch p and S u y Sea – 21 19 • A eas Comp e ed w h C a k Sea – Va ous o a ons h oughou he C y – Ma ked n G een on he S ee Ma n enan e P og ams – 2022 Map • Es ma ed Comp e on – O obe 10 2022 – Wea he pe m ng The Pavemen Managemen Team s omm ed o mp ov ng ou a ess b y and oadways h oughou he C y As we as mak ng s gn an p og ess w h he 2022 Pavemen Ma n enan e P og am PMP he Pavemen Managemen Team has and on nues o o abo a e o bu d and mp ove p o esses and p o edu es Th d Qua e examp es n ude • ADA omp an e Co abo a ng w h n e na eams o deve op and mp emen a s anda d zed p o ess when add ess ng non omp an u b amps wh h a e n uded n he 2022 PMP • Road Ma x U z ng so wa e o ass s w h de e m n ng pavemen ma n enan e app a ons and p o es • Commun a on Con nuous o abo a on w h n e na eams o ev ew upda e and mp emen s anda d zed ommun a on n e na y and ex e na y

Challenges

S T. XAVIER

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BY DATE

10/12/2022

7/5/2022 Added Chip Seal Areas

Adjusted based on work done.

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4600 W. VRAIN

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4900 W. XAVIER

5000 W. YATES

5100 W. ZENOBIA

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5500 W. CHASE

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6100 W. INGALLS

6200 W. JAY

6300 W. KENDALL

6400 W. LAMAR

6500 W. MARSHALL

6600 W. NEWLAND

6700 W. OTIS

6800 W. PIERCE

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7100 W. SAULSBURY

7200 W. TELLER

7300 W. UPHAM

7400 W. VANCE

7500 W. WEBSTER

7600 W. WADSWORTH

7700 W. YUKON

7800 W. YARROW

7900 W. ZEPHYR

8000 W. ALLISON

8100 W. AMMONS

8200 W. BALSAM

8300 W. BRENTWOOD

8400 W. CARR

8500 W. CODY

8600 W. DOVER

8700 W. DUDLEY

8900 W. EVERETT

9000 W. FIELD

9100 W. FLOWER

9200 W. GARRISON

9300 W. GARLAND

9400 W. HOLLAND

9500 W. HOYT

9600 W. INDEPENDENCE

9700 W. IRIS

9800 W. JELLISON

9900 W. JOHNSON

10000 W. KIPLING

10100 W. KLINE

10200 W. LEE

10300 W. LEWIS

10400 W. MILLER

10500 W. MOORE

10600 W. NELSON

10700 W. NEWCOMBE

10900 W. OWENS

11000 W. PARFET

11100 W. PIERSON

11200 W. QUAIL

11300 W. QUEEN

11400 W. ROBB

11500 W. ROUTT

11600 W. SIMMS

11700 W. SWADLEY

11800 W. TABOR

11900 W. TAFT

12000 W. UNION

12100 W. URBAN

12200 W. VAN GORDON

12300 W. VIVIAN

10800 W. OAK

9

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WE LL

60 PL.

63 AVE.

60TH

55TH

65

XAVIER

PL .

LAMAR CR.

ST. LAMAR

ST. KENDALL

MARSHALL ST.

LAM PL. AR

KEN DAL L

CT.

ST.

KENDALL ST.

QUAY

REED

ST.

OTIS OTIS

QUAY

OTIS OTI S

REED

ST.

OTIS ST.

NEWLAN D

ST. CT.

REED

REED WY.

ST.

ST.

OTIS

REED

CT.

QUAY CT.

NEWLAN D

MARSHALL ST.

PIERCE ST. ST. REED

ST.

SAULSBURY

60

NOLA N

CT.

QUAY CT.

CT.

PIERCE CT.

ST. OTIS

ST.

ST.

CT.

OTIS

66TH

W.

62 AVE.

PL.

W. 56TH AVE.

NOLAN NOLAN CT. ST. NEWLAN D WY. MARSNEWLAN D HALL ST. ST. ST.

REED

PIER CE ST. COLUMBINE

REED ST.

CT.

NOLAN ST.

MARSHALL

REED

61 .

DR

W. 54TH AVE.

PIERCE ST. OTIS ST.

QUA Y ST.

QUAY

QUAY

61 PL.

PL.

NEWLAN D ST.

TELLER ST.

SAULSBURY CT. REED

CT.

H RT

SAULSBURY

WO ST.

TELLER ST

WY.

CT .

LA M AR CT.

NE WLA N C T MARD .

S HAL L

OTIS CR.

CR.

CR. MARSHALL

NEWLAN D

76

ST

.

TH

RS HA LLST. 77

MA

WL AN D NE

QUAY

REED

ST.

ST.

ST.

ST.

ST.

ST.

SAULSBURY

NEWLAN D

MARSHALL

OTIS CT.

ST.

PIERCE

OTIS ST. ST.

CT.

ST.

REED CR.

QUAY CR.

OTIS

NEWLAN D

QUAY QUAY CT.

REED ST.

REED CT.

CT.

ST.

O TIS S T.

CT. ST.

QUAY

NEWLAN D ST.

ST. OTIS

PIERCE ST.

ST.

CT.

OTIS

OTIS

NEWLAND

ST.

CT.

ST.

VANCE

ST.

SAULSBURY ST .

CT. TELLER

SAU LSBURY SAULSBURY ST.

MARSHALL

UPHAM

CR. TELLER

U PHAM ST.

ST.

CT.

SAULSB URY

TELLER

ST.

VANCE

UPHAM

ST. UPHAM

AS S

BYP WEBSTER

ST. ST.

VAN CE

ST.

ST. UPHAM

VANCE ST.

WA DS VANCE

DEPEW CT.

RC E

Y.

PI E

W

DR .

OT IS D CT .

MARSHALL CT.

D LAN NEW CT.

LAN NEW CR.

QU AY

PIERCE CT. CT. OTIS

REE D

CT.

TELLER

UPHAM

ST. UPHAM ST.

CT.

VANCE ST.

UPHAM

CT. ST. A M

PH U Y

ST.

ST.

ST.

ALLISON

BALSAM AMMON S

CT.

NS T.

YUKON ST.

ST.

YUKON

VAN CE .

DR

ST ER EB

ST.

W

RY SAU L SBU

CT.

ST.

WY.

83

CT.

ZEPHYR

ALLISON

CT.

RO W

ZE PH YR YA RR OW ST.

YA R

CR.

ST.

ST.

M

UPHA

CT. SA BU UL RY SDR C T. .

PL.

VANCE

UPHAM

AMMON S

YUKON CT.

WEBSTER

YARROW

CR.

BALSAM

ALLISON PL.

(C SH 12 1) KO CT N .

YU

W AY

CE

ALLISON WY.

CT.

ALL ISON

VA N

WEBSTER ST. WEBSTER ST.

CARR DR.

ZEPHYR

CR.

WAY

ST.

SCHNEIDER

BRENTWOOD CT. ST.

ST.

ST.

ZEPHYR ST.

BALSA M

BRENT WOOD

YARRO W ST.

YUKON CT.

YUKON ST.

YUKON

ST. ALLISO N ST.

YARROW ST.

ZEPHYR ST.

AMMO N S

BALSAM ST.

ALLISON

AMMON S DR.

OLDE

ST.

ST.

ST.

ST.

ST. YARROW

ALLISON

AMMON S

VAN VOORHIS YUKON WAY ST. YUKON

BRENTWOOD ST.

BALSAM PL.

BRENTWOOD

BALSAM

ST.

ST.

ST.

ST.

ALLISON ST.

ST.

YUK ON

AMMON S

YARROW

BRENTWOOD BRENTWOOD S T. ST. BALSAM

ZEPHYR

ST.

CT.

ST.

ZEPHYR CT. ZEPHYR ST. WATER TOWER PROMENADE

BALSAM

WADSWORTH

CT. W

CT.

ESTES CT.

A LLI SON

CR.

W AD S W O R T H B L V D .

ST.

WEBSTER

ST.

BRENTWOOD CT. BRENTWOOD ST.

BALSAM

AMMON S

ALLISON

ST.

WEBSTER

ALLISON ST.

YARROW ST.

AMMON S ST.

ZEPHYR

CO DY

ES TE S

DU

DL EY

ST.

CARR ST.

CODY

DUDLEY

ESTES

ESTES

DOVER CT.

CODY

DOVER

CT.

DUDLEY ST.

DOVER ST. ST.

EVERETT ST.

GLEN -

ST.

DUD LEY

CODY

ESTES CT.

CT.

ST. ELLEN DR.

DOVER

CT.

DOVER

CT.

ESTES

DUDLEY

DOV ER ST. CODY ST.

EVERETT ST. ESTES ST.

ST.

ST.

CR.

CODY ST.

ESTES

DUD LEY

DOVER

S T.

EVERETT ST.

CODY

EVERETT

CT.

CR.

CARR

DOVER

DO VE R

DR.

ESTES

DOVER

ST.

CARR ST.

ST .

ST. EVERETT

DOV ER

ST.

EVERETT

ST. S T.

EVERETT

ST.

DUDLEY

DOVER

ESTES

CT.

ST.

CT.

ST.

ST.

ST.

FIELD EVERETT CT.

ST.

ST.

ST.

FLOWER

EVERETT

FIELD FALK CT.

ST. FIEL D

ST.

ST.

ST.

FLOWER CT.

FIELD CT.

FLOWER

FIELD CR. FIELD ST.

ST FLOWER GARRISON

CR. FIELD

ESTES CT.

CARR ST.

ST.

GARLAND ST.

GARRISON

ST.

ST. GARLAND

GARRISON

GARRISO N

ST.

ST.

GARRISON

GARLAND

GARLAND ST.

HOLLAND ST.

CT.

DOVER

AY

CR.

ESTES

CR. CODY

DOVER

EVERETT CT.

ESTE S ST.

DUDLEY

CT.

BRE WO NTOD

CT.

DR.

DR .

ST.

ST. DUDLEY ST.

DOVER

CARR ST.

ESTES ST.

FIELD

EVERETT

ST.

FLOWER

ST.

ST.

ST.

FIELD

FLOWER

ST.

GARLAND CT.

ST.

GARLAND ST.

GARLAND

IRIS ST.

ST .

HOYT CT. ST. HOLLAND CR.

ST.

CT.

ST.

HOYT

HOYT

HOLLAND

HOLLAND ST. GARLAND HOLLAND

HOYT DR .

ST.

W.

CT.

HOYT

H OYT

WEBSTER

W .

BRENTWOOD ST.

FIEL D

ER FLOW CT.

EVERETT ST.

F LOWER ST.

GARRISON

CT.

FLOWER ST.

ST.

GARLAND

HOLLAND CT.

ST. INDEP.

IRIS ST.

O LDE WADSWORTHBLVD.

ESTES

CT. DUDLEY

DOVER

CT.

BRENTWOOD CT. BALSAM WY.

CREST DR.

ESTES CR.

CO CT DY .

CT.

WY.

.

ST

FIELD EVERETT CR.

N GARRIS O

FL OW FI ER EL D CT .

W.

GAR CT. R IS ON CT.

HOLLAND

CT.

CT. HOLLAND

HOYT ST.

HOLLAND ST.

IRIS

ST.

ST.

INDEPEND. ST.

JELLISON IRIS CT.

JELLISO N CT.

INDEPENDENCE CT. INDEPENDE NCE

JOHN SON ST. JOHN SON

IRIS ST.

IRIS

ST.

INDEPENDENCE

WAY

IR IS

IR IS CT.

CT. ST.

INDEPENDENCE WY.

WAY

SO N JE LL I

.

ST

IRIS

PL .

ST.

ST.

LYNN

ST.

ST. IRIS

JELLISON

SANDRA WY.

JOHN SON

ST

ST.

INDEPENDE NCE

JELLISON CT. JELLISON ST.

JOHNSON

IRIS

ST.

INDEP ENDENCE

LEE

KIP LI

MILLER ST. OAK

PARFET

ST.

ST.

ST. ROBB

YATES STR EET

MARSHAL

CE

HARLAN STREET

PI ER

ESTES ST.

JELLISON

WA Y CT.

DR.

CT.

CT. CT. GARLAND

HOYT

FLOWER FLOWER FIELD CR.

ISO

GARRISON ST.

GARRI SON CT.

GARLAND WAY

HOL LAN D CT. HOLLAND

WAY

D CT.

HO LLA N

CT.

JEL L

PL.

W.

D E N CE

8 DR3 .

IR IS HOYT ST .

CR.

ST. JE LLJELLISON ISON ST.

N C W T. AY

ST.

IS O

75

HOYT

JOHN SON

MOORE CT. M OO RE ST.

EN

.

ST

JOH NSO N CT JOH JOH .

NS ON NSO N ST. ST. JELLISON JE LLIS ON CT. CT. JE LLISO N ST. IRIS CT.

CR .

MI LL ER

CT.

CT.

KLINE

AVE.

JO HN S C ON JO HN T .

SO N S JE LL T. ISO N CT .

JE LL IS ST ON IR .

IS CT .

MOORE ST.

N EWMAN ST.

E LE

LEE ST.

ST. NEWMAN

ST.

ST.

ST.

MOORE

ST. IS W LE

ST.

ST.

.

DR

NELSON

NEWMAN

JOHN SON

.

LEWIS CT

LEWIS

LEE DRIVE

MOOR E CT. MIL LER LE R CT. ST.

M IL

KI PLING

ST. ST.

ST.

ST.

NEWCOMBE ST.

ST.

ST.

MAN

ST.

NEW

ST.

ST.

LEWIS

LEE

MILLE R

NELSO N

MOOR E

ST.

ST .

KLINE

KIPLING

LEE

ST.

CT. NEWCOM BE

MILLER

NEWCOM BE ST. OAK

NELSON ST. MOORE

CR.

ST.

CT.

ST.

ST. MOORE

ST.

LEWIS

LEWIS ST.

LEE

MILLER

NEWCOMBE

KLINE

CT. NEWCOMBE ST. NELSON

ST.

LEE ST.

CT. NEWCOMBE

MILLER

NELSON CT.

KIPLING ST.

Y. PKW NG

OAK CT .

LEWIS

ST.

NEWCOMBE ST. ST.

NELSON

LEE ST.

CT.

LEE C T.

MILLER ST.

NELSON ST.

ST. ST.

S T.

Y OAK

WA

OAK

CT.

OWENS

O WENS ST.

PARFET ST.

CT.

OAK

PARFET ST.

ST.

S T. OAK

OAK

PARFET

S T.

CT. OAK

OWENS

OAK ST.

KIPLING CT.

CR.

ROUTT LN .

QUEEN

KLINE

O AK ST.

ST.

ST.

OAK

U TT

ST. OWENS

PARFET

ST.

ST.

PARFET

OWENS

OAK

ST. SWADLEY SIMMS CT. ST.

SIMMS ST.

ST.

W 54TH DR

ROUTT ST

PARFET

TABO R

QU A IL CT. QU A ST. I L

CR .

ST.

S T.

ROUTT CT

PIERSON CT.

CT.

TAFT

TAFT ST. TA BO R

QUAIL

W .

W Y.

UNION

CT.

UNION CT.

XENO N

TAFT

VIVIAN ST.

STREET TAFT

(C SH 72 ) D ROA D

AVE.

WINO NA

AVE.

W.

65TH PL.

63 PL.

PL.

PL.

W. 55TH AVE.

ER

68 TH

DATE

12400 W. WARD

12500 W. WRIGHT

12600 W. XENON

12700 W. XENOPHON

KIPLING ST.

R O BB CT.

CT.

.

ST.

M BE

WY

CO

W

OWENS

OAK

NELSON CT.

NELSON DR.

RO BB QU C ST. EEN R. QU PIER SON EEN CT. ST. PARFET CT.

CT.

SIMMS

ST. QUEEN

ROUTT ST.

PIERSON CT.

SIMMS ST.

PKWY.

PARF ET ST.

ROB B T

ST.

CT. OWENS

TA F

CT .

OWENS

PIERSON WY.

QUAIL

RO

PA RF ET C OWT. EN S C OW T. EN S ST .

C RO T. BB ST QU .

EE N

C RO T. BB

PARFET ST.

PIER SON ST.

ST .

ST.

RO W Y BB .

QU AI L

ROUTT ST. ST .

ROBB

ST. ST. QUAIL

QUEEN

ST.

PARFET

PA R FET CT.

ST.

ROBB ST.

ROUTT

SIMMS ST.

PIERSON CT. PIERSON ST.

SIMMS CT.

CR.

QUEEN QUEEN ST. CR.

QUAIL

RF ET

CT.

SWADLE Y CT.

CT. TABO R

PA QUAIL ST.

ST.

ROBB CT. QUEEN ST.

ROUTT

OWENS CT.

QU EEN ST.

PIER SON

SWADLEY ST.

PIERSON ST.

TABO R

QUAIL ST.

CT.

ST.

ST.

PIERSON ST.

QUAIL

PIERSON

SI MM S PL .

PARFE T ST. CT.

CT.

ST.

CT.

ST.

PIERSON

QUEEN CT.

QUEEN ST.

QUAIL

QUAIL

ST.

PIERSON

CT.

ROBB

ST .

PA RFET CT.

ST.

CT.

ST.

ST.

ST.

RO

BB

SWADLEY CT.

PIERSON

QUEEN

QUAIL

ROUTT

PARFET

CT.

UNION

CT.

CT.

CT.

CT.

CT.

CT.

UN IO N

W Y.

VIVIAN

WELCH

XENO N

SWADLEY

VAN GORDON

TA FT ST .

TAFT

WRIGHT CT.

ST.

TAFTCT.

WRIGHT

WELCH CT.

CR. TAFT CR.

CT.

ST.

UNION

TABO R TABO R CT. ST. SWADLEY CT. SIMMS CT.

CT.

VIVIAN

VAN GO RDON ST. URBAN

WRIGHT

URB A N

TAFT ST.

TA FT CT.

CR.

ST.

CT.

CT.

CT.

ST.

ST.

ST.

UNION

WELCH

VIVIAN

TAFT ST.

W AR D R O A D

URBAN

URBAN

VAN GO RDON

WELCH

WRIGH T ST.

WELCH CT.

WELCH ST.

ST. CT.

CT. UNION

URBAN ST. UNION

ST.

(CSH 72 )

URBAN

ST.

WRIGHT ST.

ST.

TAFT CT.

VIVIAN CT. VIVIAN ST. VAN GO RDON ST. URBAN CT. URBAN ST. UNION

ST.

WELCH

ST.

WRIGHT

CT.

ST.

CT.

ST.

VIVIAN

VIVIAN

CT.

TAFT

UNION

URBAN

URBAN

VAN GORDON ST.

W AR D R O A D

TAFT

ST

TAFT ST

WARD WAY

TABO R

ST.

YOUNGFIELD

WY.

YANK

CT. YOUNG FIELD ST.

ST.

12800 W. YOUNGFIELD

12900 W. YANK

13000 W. ZANG

13100 W. ZINNIA

13200 W. ALKIRE

13300 W. ARBUTUS

13400 W. BEECH

13500 W. BRAUN

13600 W. COLE

13700 W. COORS

13800 W. DEFRAME

13900 W. DEVINNEY

14000 W. ELDRIDGE

14100 W. ELLIS

14200 W. FIG

14300 W. FLORA

14400 W. GARDENIA

14500 W. GLADIOLA

14600 W. HOLMAN

14700 W. HOWELL

S ST. IRI IN- .

P DE T .

S

WARD ROAD

T.

WARD

VIVIAN

CT.

CT.

VAN GORDO N CT.

RD.

UNION

SWADLEYCT. 84TH LN.

CT.

ST.

WARD

TAFT S

SWADLEY

TAFT ST. TABO R CT.

ST.

SWADLEY

UNION

UR CT B AN .

UNION CT.

TA FT CT.

TAF T ST.

URB AN

ST.

TABOR ST.

TAFT

URB AN DR. UNION CT.

ST.

XENOPHON CT

XENO N ST. YNFL D.

CR.

ZANG

YANK ST. S T.

ST.

ST.

S T.

WY.

ST. BRAUN

BEECH

BRISTOL

YANK

ALKIRE

YOUNGFIELD WY.

ARBUTUS

ST. COO RS

DEFRAME ST.

ST. ELDRIDGE

TABO R ST.

D I EL ST .

XENO PHON ST.

W

SWADLEY CT.

WARD RD. WARD LN.

VIVIAN ST.

TA BO R ST

ST.

YANK CT. ZANG

ST.

YO UN GF

CT. YOUNGFIELD ST. XENO PHON ST. XENO N

S T.

CT.

ST.

XENO N

CT.

BRAUN WY.

ZANG CT.

ZINNIA CT.

WAY

TABO R CT.

ST.

CT. N

ST.

ALKIRE ST.

ZINNIA

ZANG

ALKIRE ST.

BR AU N ST CT. .

AY

ST.

ST.

ZINNIA

BRAUN CT. BEECH CT.

YANK

BR AU N

BE AR C EC H BU T. TU AL KI RE CT. S ST C . T.

ST.

BEECH CT.

BEECH

BRAUN CT.

BEECH DR.

W .

BR AU N B EE C CH ARBUTUS T. ARBUTU S C T. CT. ALKIR E

ZANG

ZINNIA ST.

ALKIRE CT.

PL.

ST .

ZANG CT. ZA NG

ZINNIA

ARBUTU S ST.

COO RS ST. COO RS ST. COLE CT.

COO RS COLE LN. BRAUN LN.

YOUNG

YANK

DR.

BRAUN CT.

AV E.

BRAUN WY. BEECH CT.

BR AU N

CT.

CT .

ALKIR E CT. ZINNIA

DR .

COO RS CT. COLE CT.

ALKIRE

CT.

YANK

EY W Y. DEFRAME CT.

ZINNIA

COO RS CT.

DEFRAME CT.

WY .

CT. COO RS ST.

COO RS

C T.

ST.

WY. CT. DEFRA ME

DEFRAME

VI N N EY CR .

DE

CT.

DEVINNEY

ELDRIDGE ST. ELLIS CT.

FLORA

FIG CT.

WY.

W.57TH FIG

WY.

ST. GLADIOLA

HOWELL ST.

JOYCE ST.

KILMER ST.

KENDRICK CT.

ISABELL

MCINTYRE ST.

ST.

14800 W. INDIANA

14900 W. ISABELL

15000 W. JOYCE

15100 W. JUNIPER

15200 W. KENDRICK

15300 W. KILMER

15500 W. LUPINE

15400 W. LOVELAND

15700 W. MOSS

15600 W. MCINTYRE

15900 W. NOBLE

15800 W. NILE

16100 W. ORION

16000 W. ORCHARD

16300 W. POPPY

16200 W. PIKE

16500 W. QUARTZ

16400 W. QUAKER

16800 W. SALVIA

W.

WY .

E

XENO PH ON

CT. XENO N

XENO

BEECH CT.

YOUNGFIELD

C

CT.

ZINNIA

ALKIRE ST.

ARBUTUS ST.

BRAUN CT.

BEECH ST.

BRAUN ST.

COLE ST.

COO RS ST.

COO RS CT.

COLE CT.

.

ST

DEFRAME

CT.

CT. BRA UN

COOR S

V IN

DE

DEVINNEY CT.

ST.

ELDRIDGE

DEVINNEY

AME DEFR

CT. DEVINNEY ELDRIDG E ST.

DEVINNEY CT.

ST. FIG

HOLMAN ST.

FIG ST.

GARDENIA ST. CT. GLADIOLA CT. 62

CR.

HOLMAN

JO YCE

AVE.

DR.

PK WY .

KI LM ER

P

E. AV

LO O

DEVINNEY

AV E. KILMER CT. 65 AVE.

LOVELAND.ST

KEN DRICK DR.

LUPIN E

CT.

M OS S CR.

MCINT YRE

MCINTYRE ST.

WY.

McINTYRE

60T H

W.

MCINTYRE CT.

NILE ST.

NORSE ST.

M c I N T Y RE S T .

ST.

NOBLE

POPPY CT.

PIKE ST.

ORC HARD CT. ORCHARD ST.

ORCHARD CT.

EASLEY RD.

16700 W. RUSSELL

16600 W. ROGERS

17000 W. TERRY

16900 W. SECREST

17200 W. ULYSSES

17100 W. TORREY

I-70 SERVICE RD.

8800 W. ESTES

H

CT.

DEVINNEY

DEVINNE Y

ELLIS ST. ST.

ST.

ST.

GARDENIA

HOLMAN ST. ST.

FLORA

ELLIS

ELDRIDGE CT.

FIG ST.

GLA DIOLA

FLO RA CT.

CT.

CT.

HOLMAN ST.

FIG

HOWELL CT.

HOWELL ST. HOLMAN ST.

IS ABELL

CT. CT.

CT. IS ABELL ST. INDIANA INDIANA

KENDRICK PER LN. ST. JUNI PER CT. CT.

JUNI

ST.

ST. KILME R RICK KEND LN.

HOWE LL ST.

( C SH 72 )

JOYCE

ISABELL

ST.

KENDRICK

CR.

CR.

ELL ISAB

KE ND RICK WY. JU N Y. I P ER

CK

W

LUP INE ST.

.

ST

KE ND RI

MC MOSS INTYRE CT. ST.

CT.

NILE ST.

ST.

CT.

NOB LE CT.

CR.

O R ST SE .

N

Mc IN TY RE CT .

CR.

NILE

N DE EY CT. FR AM E

C T. D N LO VE LA

ELDRIDGE ST.

MCINTYRE

CT.

NILE

ST.

MCINTYRE ST.

ST.

POPPY QUARTZ ST.

POPPY WY. PL .

ST .

I N D I A N A ST . ( C S H 72 )

NILE

CT.

CT.

NOBLE

NOBLE ST.

QUARTZ ST.

ROGERS ST.

PL.

PL.

CT.

ST.

RUSSELL

ROGERS

ORION ST.

CT.

CT. E

POPPY

ORION CT.

ORCH A RD

PIK CT.

CT. POPPY

QUA K E R ST .

CT.

PIKE CT.

ORION

POPPY ST.

ORCHARD W Y.

QUAKER CT.

C T. ROG ERS

QUARTZ CR.

PIKE ST.

E C T.

POPPY CT

ORION CT.

ROGERS ST.

QU

QUAKER ST.

LOOP

RUSSELL RU SSELL LN. CT.

ORCHARD CT.

CT .

SALVIA CT.

SE CR ES T

SE C CR RES T .

ES T

SE CR

CT .

TERRY ST. SECREST WY.

ST .

TERRY

WY.

SA L

V CT IA .

R EY TOR LN.

EASLEY RD.

SALVIA LN.

UMBER CR.

NOBLE LNN . OBL

CT.

SECREST

TERRY EY

.

RR

ST

TO

ST.

TERR Y

CT .

SA LV I

A

SECRES T

TORREY S T.

ST. ULYSSES ST.

EASLEY R D. TORREY CT.

17400 W. VIOLET

CR.

IA

BENTON

63

63RD

W.

XA V I

ST.

17300 W. UMBER

ZE N ZE OBI A C NO R. BI A ST.

B NO ZE

UMBER ST.

WY.

ORION

1ST

A S CT ALV .

I

CT .

ORION ST.

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• Poor subgrade conditions found during repaving. Unforeseen additional costs were incurred. However, by addressing and correcting before repaving, the result will significantly extend the service life of the streets. However, it impacts the proposed areas projected to be completed in 2022 as it relates to available funding.

• Instability in the petroleum industry. The instability in the petroleum industry has triggered significant increases in petroleum products which play a critical role in manufacturing, delivery and placement of asphalt products A eques o ue os s ad us men s om Aspha Spe a es has been e e ved Th s ad us men w mpa he p oposed a eas p o e ed o be omp e ed n 2022 as e a es o ava ab e und ng • ADA Cu b Ramp Remova and Rep a emen Add ona un o eseen emova and ep a emen o on e e n o de o mee ADA u b amp omp an e Th s gge s add ona os s wh h mpa s he und ng needed o omp e e he ADA u b amps s hedu ed o omp e on n 2022 n p epa a on o m and ove ay

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 for Parks increased $1,595,029 or 22.4% over 2021, a majority due to the 2021 Apex reimbursement for athletic field maintenance received in 2022.

• Jefferson County Open Space revenue increased $346,747 or 10.2% over 2021.

• In January 2022, the Parks Department transitioned athletic field programming from the APEX Recreation District to the Parks Department.

This new revenue source has contributed $669,222 to the overall revenue increase.

Expenditure Highlights • Overall expenditures increased by 29.1% or $2,005,754 over 2021.

• The purchase of vehicles and equipment for athletic field programming and additional parks maintenance workers, added to increase safety while performing park maintenance, contributed to this increase.

• The addition of athletic field programming has added $585,859 in expenses to the Parks fund.

Even with this increase, Fund 14 is only at 68.3% of budgeted expenses through the 3rd quarter.

2022 Budget

As of 09/30/22

$6,740,000

$6,740,000

$6,075,271

$3,752,636

$3,405,889

4,592,969

2,983,945

2,881,821

APEX Reimbursement

500,000

1,002,738

665,104

Other

300,120

975,890

167,367

$11,468,360

$8,715,209

$7,120,180

$13,033,162

$8,908,173

$6,902,418

Parks Fund Beginning Fund Balance

As of 09/30/21

REVENUES Open Space City Cash Transfer

Total Revenues EXPENDITURES Ongoing Capital Total Expenditures

8,000

-

-

$13,041,162

$8,908,173

$6,902,418

Income/(Loss)

(1,572,802)

Ending Fund Balance

$5,167,198

(192,963)

217,762

$6,547,037

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

2018 $-

2019 $-

2020 $-

2021 $665,104

2022 $1,002,738

2022 Budget $500,000

Cash Transfer

$2,509,834

$2,661,445

$2,772,920

$2,881,821

$2,983,945

$4,592,969

Open Space

$2,647,063

$2,752,300

$2,968,809

$3,405,889

$3,752,636

$6,075,271

APEX

10

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

2022 Budget

As of 09/30/22

As of 09/30/21

$15,927,000

$15,927,000

$10,198,818

$7,512,437

$6,881,194

2,018,619

1,962,929

1,544,011

433,667

393,787

95,676

$12,651,104

$9,869,154

$8,520,881

$13,445,642

$8,413,097

$8,182,242

19,289

6,334

19,637

$13,464,926

$8,419,432

$8,201,879

1,449,722

319,002

REVENUES Sales Tax/Audit Revenue Use Tax Other Total Revenues EXPENDITURES Ongoing Capital Total Expenditures Income/(Loss) Ending Fund Balance

(813,822) $15,113,178

$17,376,722

11

Revenue Highlights • Sales Tax revenue increased due to inflation. The price of goods and services has increased over the last year which is directly related to the sales tax increase.

• Use Tax increase arose from inflation and an increase in new construction activities.

• Other revenue increased due to a larger accounting adjustment entry for daily interest in 2021 than the same entry made in 2022.

Expenditure Highlights • Ongoing expenditures increased due to the contributions to the Computer Internal Service Fund.

This fund, in part, is used to pay for the technology needs of the Public Safety Department and the cost of technology goods and services are increasing significantly.

• Ongoing expenditures also increased due to trainings such as disability training, de-escalation training, and leadership training.

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.

Community Development Fund

2022 Budget

As of 09/30/22

As of 09/30/21

Beginning Fund Balance

$6,286,000

$6,286,000

$156,810

$211,716

$446,435

859,470

265,414

254,512

REVENUES Recovered Grants City Cash Transfer

45,000

37,975

33,750

Interest/Other

34,000

27,388

1,420

Total Revenues

$1,095,280

$542,493

$736,117

$449,715

$222,776

$242,181

EXPENDITURES Ongoing CDBG Essential Home Repairs CDBG Other

392,050

182,554

137,786

446,836

176,780

184,448

Emergency Rental

-

Assistance Total Expenditures Income/(Loss) Ending Fund Balance

$1,288,601 (193,321) $6,092,679

$582,111 (39,618)

1,165,943 $1,730,357 (994,240)

$6,246,382

12

Revenue Highlights

• Overall revenues decreased by $193,624 or 26.3% from 2021.

• An increase in the interest rates in 2022 is responsible for the slowdown of Deferred Loan repayments (Recovered Revenues) compared to 2021. Repayment amounts decreased 52.6% compared to last year, or $234,719.

• Interest income increased $25,968 over 2021 due to the increase in interest rates in 2022.

• Grant revenue increased in 2022 due to additional spending on Homeless Hotel costs reimbursed under CDBG-CV program. The difference between the years is $10,902, or 4.3%.

Expenditure Highlights • Overall expenditures decreased $1,148,247 which is a 66.4% decrease from 2021.

• This decrease is due to the completion of the Emergency Rental Assistance program in 2021.

• CDBG Program spending (Essential Home Repairs, Emergency Housing, Sub grants) increased in 2022 by $44,768 or 32.5% due to spending on Emergency Shelter for Homeless under CDBG-CV program.

• No essential home repair projects were completed during the third quarter of 2022 due to staff turnover. New projects have been placed on hold while the Housing team is considering alternatives for administration of this program. The wait list for essential home repairs is at 73 applications as of September 30, 2022.

• Ongoing expenses have decreased $19,404 or 8.0% due to a change in staffing.

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

2022 Budget

As of 09/30/2022

As of 09/30/2021

Beginning Fund Balance

$247,000

$247,000

$14,400

$8,660

$16,675

5,823,395

4,908,443

4,641,904

REVENUES Recovered Grants Transfers (Rev)

75,000

Interest/Other

1,000

706

36

-

Total Revenues

$5,913,795

$4,917,809

$4,658,615

Ongoing

$809,544

$291,854

$296,200

Rents

4,979,205

4,379,313

4,286,979

38,535

16,325

22,827

$5,827,284

$4,687,492

$4,606,006

86,511

230,317

52,609

$333,511

$477,317

Total Expenditures Income/(Loss) Ending Fund Balance

• Overall revenues increased $259,194 or 5.6% over 2021.

• Grants revenue increased $266,539 or 5.7% from 2021 due to increased HUD funding and the addition of the Mainstream Voucher Program during 2021. The Mainstream program aids families with disabled members.

• There have not been transfers from the General Fund or Community Development fund for the last 2 years. This is mostly due to payroll savings as the team continue to be short staffed.

Expenditure Highlights

EXPENDITURES

Transfers (Exp)

Revenue Highlights

13

• Overall expenditures increased $81,486 or 1.8% over 2021.

• Rent expenditures slightly increased by $92,334 or 2.2% in response to the general rental market increased costs.

• The Arvada Housing Authority served 449 families during the first three quarters of 2022 while 440 were served during the same period in 2021. The Housing Authority also served 38 families with disabled family members through the Mainstream voucher program, 3 vouchers more compared to the same time last year. The waitlist was opened in 2021 and there are 709 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.

2022 Budget

As of 09/30/22

$48,394,048

$48,394,048

$8,103,150

$1,130,000

$902,266

Grants and Recovered Costs

-

445,834

1,050,199

Contributions

-

1,161,132

7,563,876

300,000

438,455

387,761

$8,403,150

$3,175,421

$9,904,102

$2,346,993

$509,791

$489,605

238,810

521,697

750,312

CIP Street Projects

1,560,641

418,786

1,708,810

CIP Traffic Projects

7,713,690

714,986

1,232,697

CIP Park Projects

4,992,667

248,003

760,962

$16,852,801

$2,413,263

$4,942,386

762,158

4,961,716

Capital Improvement Fund Beginning Fund Balance

As of 09/30/2021

Revenue Highlights • Transfers are from the General Fund for a project to remodel the second floor at City Hall and evidence storage building project for the Police Department.

• Contributions reflect traffic impact fees and development fees that are designated for specific capital projects. Contributions in 2022 decreased due to some large contributions received in 2021 for some developments.

• Grants and recovered costs are reimbursements from other agencies that have shared in the cost of a project. The reduction in 2022 is due to a grant received in 2021 for the Stanley Lake Library trailhead and reimbursement from the Arvada Urban Renewal Authority for the No. 04 trolley park.

REVENUES Transfers

Interest Total Revenues EXPENDITURES CIP Administration CIP Technology

Total Expenditures Income/(Loss) Ending Fund Balance

(8,449,651) $39,944,397

CIP Parks Projects $248,003

Expenditure Highlights

$49,156,206

CIP Technology $521,697

CIP Traffic Projects $714,986

CIP Administration $509,791

CIP Streets Projects $418,786

14

• Administration expenditures are related to improvements to the KATV control room and ADA compliance at City Hall and the Arvada Center and the replacement of the roof in the kiln room at the Arvada Center.

• Technology expenditures are related to the fiber conduit boring project.

• Streets expenditures are related to the streets master plan and guardrail rebuilds.

• Traffic expenditures are related to the traffic signal rebuilds, school safety, pavement marking program, and the Alkire Street trail.

CAPITAL IMPROVEMENTS PROJECTS FUND Project Updates Pavement Marking Program: The pavement markings program is an annual traffic infrastructure maintenance program that emphasizes updating the citywide pavement markings (arrows, crosswalks) and striping (yellow centerline, white lane line). The City of Arvada’s Traffic Engineering division (TE) updates the striping annually. Most US transportation agencies plan pavement marking (PM) operations annually immediately after the period when, depending on geographical location, the most damage to pavement markings and striping occurs. In Colorado, winter and early spring are the most critical time concerning pavement marking and striping durability when markings are exposed to extreme temperatures and winter maintenance operations.

The City of Arvada’s transportation system consists of 100+ signalized intersections. Traffic makes the very critical decision to maneuver through these signalized intersections. Pavement markings (arrows and crosswalks) at the signalized intersections provide road users with the necessary information to adjust driving behavior or make calculated decisions about commuting. The visibility of pavement markings for drivers can be the boundary between a safe trip and a disastrous accident. The PM of these signalized intersections hasn’t been updated last several years.

The TE division initiated a collaborative effort, followed the following steps, and established a successful program to address this long-warranted need.

• Team Building: TE division builds a cooperative and collaborative team comprising multiple departments of the City, TE Division, Purchasing, and Legal.

• Research: The TE division staff explored the best management practice in managing the PM and identified the critical components for successful or efficient PM management practices.

• Develop Implementation Guidelines: The TE division’s Indiana shop staff played a critical role in developing implementation guidelines for the contractor to meet the city’s standards.

• Warranty and Inspection: In coordination with the Indiana shop and TE staff, developed a warranty and step-by-step inspection guidelines to ensure the desired outcomes of this program.

• Identify the funding: The Public Works Director played a significant role in identifying the funds to support these initiatives.

• Hire a Contractor: The project team coordinated with Purchasing and Legal and hired the contractor American Striping to initiate the project.

The overall achievement of this program is as follows: • American Striping has upgraded pavement marking for the 25 signalized intersections.

• The TE division’s Indiana staff has installed new pavement markings at 15 intersections.

• The TE division’s Indiana staff has updated all the RR Crossings within the City limit.

The programmatic approach will help the City of Arvada to update the critical infrastructure annually to ensure safe and efficient traffic operations.

15

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 has increased as a result of a 23.9% increase in consumption.

The increase in water consumption is partially due to several months in 2022 being hotter and dryer than the same months in 2021.

• Tap Fees (now called System Development Charges) revenue increased due to the surge in new construction. Residential and commercial construction in the first 3 quarters of 2022 was more than the first 3 quarters of 2021.

• Other revenue increased due to a large payment received from Canyon Pines Metropolitan District for the pump station construction project.

Expenditure Highlights • The Ongoing expenditures decreased as a result of a $1.5 million water meter purchase for the Automated Infrastructure project in 2021 without a similar cost in 2022, • Capital expenditures increased due to the timing of payments from year to year for the various capital projects. The projects in 2022 have been the Canyon Pines Pump Station project and the Coal Creek Water Tank project.

2022 Budget

Water Fund Beginning Fund Balance

As of 09/30/22

As of 09/30/21

$99,967,000

$99,967,000

$26,790,444

$19,765,935

$16,768,517

Tap Fees

3,668,479

7,037,353

3,226,790

Interest

896,689

765,070

674,778

1,559,423

7,505,397

800,445

$32,915,035

$35,073,755

$21,470,529

$27,169,880

$16,706,243

$17,979,109

REVENUES Water Charges

Other Total Revenues EXPENDITURES Ongoing Debt Service

-

Major Capital Maintenance

-

-

4,159,997

1,483,212

1,466,034

32,807,292

12,537,483

11,765,770

Total Expenditures

$64,137,169

$30,726,938

$31,210,913

Income/(Loss)

(31,222,134)

Ending Fund Balance

$68,744,866

Capital

4,346,817

(9,740,384)

$104,313,817

*$36,514,560 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 2026.

16

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

2022 Budget

As of 09/30/22

As of 09/30/21

$13,262,000

$13,262,000

$12,707,789

$9,570,370

$9,094,250

Tap Fees

386,421

645,224

279,774

Interest

178,650

181,470

166,622

1,476,176

2,203,909

1,003,531

$14,749,036

$12,600,972

$10,544,177

$9,490,000

$7,501,304

$6,250,518

Ongoing

4,184,206

2,547,091

2,219,381

Major Capital Maintenance

3,945,282

1,254,449

1,156,767

Capital

7,385,568

209,623

403,163

Total Expenditures

$25,005,056

$11,512,467

$10,029,829

Income/(Loss)

(10,256,020)

1,088,504

514,348

Ending Fund Balance

$3,005,980

Revenue Highlights

REVENUES Sewer Charges

Other Total Revenues EXPENDITURES Metro District

$14,350,504

17

• Sewer Charges revenue increased as a result of the new 2022 rate schedule and Tap Fees (now called System Development Charges) revenue increased due to new construction.

• Other revenue increased due to a retainage fee being refunded from Jefferson Center Metropolitan District (JCMD) for the Alkire Lift project.

Expenditure Highlights • The Metro District expenditure line item increased due to a 20% price increase from Metro Water Recovery. Their costs have increased and they pass them along to their customers.

• Ongoing expenditures increased because of the additional engineering positions needed for new capital projects which are in the initial phases. Inflationary increases have also contributed to the rise in expenditures in this category.

ENTERPRISE FUNDS

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

Revenue Highlights • Stormwater Fee revenue is comparable to the previous year’s revenue. The rate did not change for 2022.

• Other revenue decreased due to fees and grant transactions in 2021 that did not have similar transactions in 2022. The 2021 revenues were from development fees moving out of escrow and from the Lower Ralston Creek Restoration project state grant reimbursement.

Expenditure Highlights • Ongoing expenditures increased because of additional positions needed for new capital projects and from the purchase of two Jet Vac trucks.

• Capital expenditures increased due to the larger payments for the Ralston Creek at Ward Road project in 2022 compared to the payment made for the Drainage and Flood Control Improvements capital project in 2021.

2022 Budget

Stormwater Fund Beginning Fund Balance

As of 09/30/22

As of 09/30/21

$10,851,000

$10,851,000

$3,935,577

$2,935,415

$2,913,468

102,299

66,374

272,995

$4,037,876

$3,001,789

$3,186,463

$4,178,024

$1,585,658

$1,232,461

862,107

646,580

649,850

4,496,379

744,597

626,422

Total Expenditures

$9,536,510

$2,976,836

$2,508,733

Income/(Loss)

(5,498,634)

24,953

677,730

Ending Fund Balance

$5,352,366

REVENUES Stormwater Fee Other Total Revenues EXPENDITURES Ongoing Debt Service Capital

18

$10,875,953

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.

2022 Budget

Golf Fund Beginning Fund Balance

As of 09/30/22

Revenue Highlights

As of 09/30/21

$33,000

$33,000

Golf Courses

$4,326,245

$4,378,660

$3,736,128

Restaurants

2,073,722

1,969,100

1,540,112

REVENUES

Construction Revenue

-

City Cash Transfer

-

-

324,294

274,028

205,892

$6,724,261

$6,621,788

$5,482,132

Golf Courses

$2,525,344

$2,060,350

$1,839,618

Restaurants

2,100,918

1,551,067

1,376,596

Administration

2,549,043

1,781,361

1,945,643

Total Revenues EXPENDITURES

Capital Total Expenditures Income/(Loss) Ending Fund Balance

$7,175,305

-

Expenditure Highlights -

$5,392,777

$5,161,857

(451,044)

1,229,011

320,276

$(418,044)

$1,262,011

Golf Rounds by Type - January - September Player Support

• Overall revenues increased in the 3rd quarter 2022, $1,139,656 or 20.8% over 2021.

• Golf course revenue increased 17.2% or $642,531 over 2021.

Golf rounds played increased by 9.8% at West Woods and 3.6% at Lake Arbor.

• Restaurant revenue increased $428,988 or 27.9% over 2021.

• People are feeling more comfortable going out, and the restaurants are finally able to accommodate guests at full capacity. Also, tournaments and smaller social events have resumed.

• Overall third quarter expenditures increased $230,921, or 4.5% over 2021.

• Golf Course expenditures increased $220,732 or 12.0% due to the increase in golf rounds played which results in higher support costs.

• Restaurant expenditures increased $174,471 or 12.7% due to the increased food and labor costs.

• Overall through the third quarter, Fund 43 is on track with expenses, having spent 75.2% of budget.

Super Users Annuals

Super Users Clubs

Tournament/ Corp Leagues

Grow the Game

Total

West Woods 2021

46,090

6,354

-

1,857

254

54,555

2022

51,873

6,134

-

1,602

307

59,916

5,783

(220)

-

(255)

53

5,361

13%

-3%

0%

-14%

21%

9.8%

20,690 21,824 1,134 5%

8,582 8,309 (273) -3%

0%

288 489 201 0%

0%

29,560 30,622 1,062 3.6%

66,780 73,697 6,917 10%

14,936 14,443 (493) -3%

0%

2,145 2,091 (54) -3%

254 307 53 21%

84,115 90,538 6,423 7.6%

Variance Lake Arbor 2021 2022 Variance Combined Rounds Total 2021 2022 Variance

19

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

2022 Budget

As of 09/30/22

$727,000

As of 09/30/21

Revenue Highlights

$727,000

• Total Revenues are comparable from year to year even though trash and recycling services did not begin until July 2021. The loan proceeds plus the service charge revenue in 2021 are equal to the service charges of the first three quarters in 2022.

REVENUES Charges & Fees Other Total Revenues

$6,078,968

$3,222,371

$782,164

532,800

28,341

2,475,000

$6,611,768

$3,250,712

$3,257,164

$5,748,249

$3,158,522

$2,570,104

EXPENDITURES Operating Debt Services

490,000

Other Total Expenditures Income/(Loss) Ending Fund Balance

-

-

-

-

-

$6,238,247

$3,158,522

$2,570,104

373,521

92,191

687,061

$1,100,521

$819,191

20

Expenditure Highlights • The Operating expenditures are higher in 2022 with nine months of service charges from Republic Services plus the repair part costs versus three months of service charges and recycle bin purchases in 2021.

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 the City Attorney’s Office, 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.

2022 Budget

Insurance Fund Beginning Fund Balance

As of 09/30/21

$2,788,000

$2,788,000

$2,518,422

$1,888,817

$1,804,723

60,000

42,003

54,466

-

39,478

66,545

$2,578,422

$1,970,298

$1,925,734

$2,051,314

$2,237,665

$1,461,861

438,821

283,325

245,000

$2,490,135

$2,520,990

$1,706,861

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.

As of 09/30/22

Risk Management Operations Total Expenditures Income/(Loss)

88,287

Ending Fund Balance

$2,876,287

(550,692)

218,873

$2,237,308

Revenue Highlights • Revenues increased $44,564 or 2.3% over 2021.

• The increase is primarily due to the increase in contributions from other funds.

Expenditure Highlights • • • •

Overall expenditures increased $814,129 or 47.7% over 2021.

Workers compensation claims increased $152,019 or 41.8% over 2021 due to an increase in claim costs.

Liability claims increased $126,623 or 32.0% due to increased insurance premiums and the payment of some large claims due to two water main breaks.

Property claims increased $399,481 or 101.9% due to increased insurance premiums, smoke mitigation and repairs due to a fire at the Community Table building and claims due to a sewer back up.

21

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.

2022 Budget

Computer Fund Beginning Fund Balance

As of 09/30/22

As of 09/30/21

$8,265,000

$8,265,000

Maintenance

$2,594,520

$1,977,396

$1,266,053

Replacement

5,558,429

4,949,959

1,036,662

587,000

189,450

$8,739,949

$7,116,805

$2,298,420

Maintenance

$5,871,630

$1,491,738

$1,414,688

Replacement

2,708,659

209,479

368,447

104,085

61,664

38,033

$8,684,374

$1,762,881

$1,821,168

55,575

5,353,924

477,252

$8,320,575

$13,618,924

REVENUES

Other Total Revenues

(4,296)

EXPENDITURES

Other Total Expenditures Income/(Loss) Ending Fund Balance

Revenue Highlights • Contributions to this Internal Service Fund from the City’s departments were increased starting this year to accommodate for the price increases from the businesses that provide our technology needs. The increase in Maintenance and Replacement revenues represents the higher prices we have experienced.

• The Maintenance revenues are more in 2022 than 2021 due to contributions for new cybersecurity software to protect against an increasing number of cyber-attacks.

• The Replacement revenues significantly increased as a result of a transfer from the General Fund for the purchase and implementation of an Enterprise Resource Planning (ERP) software system.

Expenditure Highlights • Maintenance expenditures increased due to a 26% price increase for Google G-Suite licenses and maintenance agreement.

• Replacement expenditures decreased as a result of supply chain issues which caused delays and affected product availability.

• Total expenditures in 2022 are in-line with the previous year’s expenditures.

22

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.

2022 Budget

As of 09/30/22

$6,260,000

$6,260,000

Maintenance Contributions

$2,626,363

$1,796,521

$1,982,140

Replacement Contributions

4,036,872

2,213,798

2,224,829

148,000

1,931,671

1,003,297

$6,811,235

$5,941,990

$5,210,266

Maintenance

$2,794,685

$2,167,858

$2,153,719

Replacement

4,810,635

2,681,123

2,887,869

$7,605,320

$4,848,981

$5,041,588

1,093,009

168,678

Vehicles Fund Beginning Fund Balance

As of 09/30/21

REVENUES

Other Total Revenues EXPENDITURES

Total Expenditures Income/(Loss) Ending Fund Balance

(794,085) $5,465,915

$7,353,009

23

Revenue Highlights • Overall revenues increased 14.0% from last year in the same time period. This is largely due to transfers from other departments for the purchase of new vehicles not included in the annual replacement contributions or increases in purchase costs related to inflation.

Expenditure Highlights • Expenditures have decreased slightly, 3.8% from, 2021. In the third quarter of 2022, the City purchased: • Stump grinder for Parks • Backhoe for Streets • Snowplow for Streets • Turf equipment for Parks and Golf • Dump truck for Streets • Four Police Trucks

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

2022 Budget

As of 09/30/22

Revenue Highlights

• Overall revenue decreased $18,517 or 7.1% from 2021.

• Printing revenue increased $46,681 or 4.3% over 2021 due to increased print jobs.

• Copier revenue decreased $25,198 or 23.1% from 2021 due to lower use of copiers in 2022.

As of 09/30/21

$374,000

$374,000

$200,000

$160,040

$153,359

135,000

83,905

109,103

$335,000

$243,945

$262,462

REVENUES Print Shop Copiers Total Revenues

Expenditure Highlights

EXPENDITURES Print Shop

$260,504

$178,051

$165,919

Copiers

87,021

54,651

61,456

Equipment

96,000

Total Expenditures

-

$443,525

Income/(Loss)

(108,525)

Ending Fund Balance

$265,475

-

$232,702

$227,375

11,243

35,087

$385,243

• Overall expenditures increased $5,327 or 2.3% over 2021.

• Printing expenditures increased $12,132 or 7.3% over 2021 primarily due to an increase in internal service fund charges to cover risk management, building and vehicle use.

• Copier expenses decreased $6,805 or 11.1% from 2021 due fewer supply purchases and lower repair and maintenance expenditures.

• There is $96,000 budgeted for equipment replacement in 2022; however, the equipment will not be replaced until 2023.

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. It is funded with contributions by all City departments based on their facility occupancy.

Building Fund

2022 Budget

As of 09/30/22

Beginning Fund Balance

$(57,237)

As of 09/30/21

$(57,237)

Revenue Highlights

REVENUES Replacement Transfers

$1,051,090

$480,336

$483,800

42,000

948

43,234

$1,093,090

$481,284

$527,034

Personnel

$67,506

$48,300

$50,719

Replacement

443,731

191,743

3,150

Other Total Revenues EXPENDITURES

Equipment Total Expenditures Income/(Loss) Ending Fund Balance

-

-

244,404

$511,237

$240,042

$298,273

581,853

241,242

228,761

$524,616

$184,005

24

• Revenues include savings related to the Ameresco Energy Performance contract being transferred to the Buildings fund to help offset the original construction costs. Other revenues include interest on investments.

Expenditure Highlights • Replacement spending includes condensers at the Arvada Water Treatment Plant and HVAC renovations at the Olde Wadsworth Shops. The large expenditure item in Equipment in 2021 was the final payment on the completion of the Ameresco Energy Performance contact.

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

Budget

Design

$1,809,992

$1,960,686

$(150,694)

Right-of-Way

4,861,539

4,851,515

10,024

Construction

10,540,410

5,665,174

4,875,236

671,059

356,055

315,004

$17,883,000

$12,833,430

$5,049,570

Miscellaneous Total Project

Actual

Remaining

Ralston Road

72nd Avenue

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: Roadway: • During the third quarter of 2022 the following activities were completed on the north side of Ralston between Balsam and Estes: Excavation, proof rolling/subgrade preparation and Geogrid placement; pouring of concrete driveways, sidewalks, curb and gutter, and ramps and paving of lower lifts of roadway. And finally traffic was shifted to north side of Ralston Road on September 23rd.

• Currently, the contractor is working on south side of Ralston between Garrison and Balsam. The following activities were completed on the south side of Ralston between Garrison and Estes: asphalt and concrete removal, testing contaminated soil, excavation, subgrade preparation and Geogrid placement.

• Carr Street and Brentwood are open for traffic. Side streets (Field, Estes, Everett, Dudley and Dover Court are closed on south side for traffic.

Drainage: • The storm sewer system and water line work near Field Street on south side is mostly complete including pipe, manholes, and inlets.

• Storm system network redesign on the southeast side is in final stage between Field Street and Yukon Street.

Dry Utilities: • Most of the dry utilities (Xcel, Comcast and Century link) work is done. Just waiting on completing one overhead line to underground.

Wet Utilities: • The new east 12” waterline was connected at Brentwood. The remaining lateral work to install new fire hydrants will occur after the traffic lanes are shifted to the north.

• Fire hydrants installed at Everett, Estes, Dudley, and Dover.

Ralston Court (Private Development): • Waiting on pricing from Hamon for water and sanitary sewer connections to the development.

Challenges: • Recent inspection from the utilities team discovered some bad/failing storm water network pipes on this stretch which needs replacement. Currently Designer on the Record is working on completing the redesign of the storm water network. This is causing some additional unanticipated delay to the project construction.

• Contaminated soil near gas station was discovered. Testing and Hauling of this soil is also delaying the project schedule.

• The City continues to receive complaints from citizens and business owners about the inconvenience of the construction zone. However these complaints reduced significantly after traffic has been shifted to north side. 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.

• Developers along this stretch of Ralston are keen to complete their sub-surface utility work before Ralston is paved and the City’s pavement moratorium begins. Ralston gardens is in the process of getting a price quote from the Hamon to complete this utilities work.

Next Steps: • Currently Hamon is working on the south side of the Ralston Road and preparing to pour curb and gutter, sidewalk and finally tow lower lifts asphalt.

• The one last parcel that was in condemnation about ROW was settled out of court.

25

3F BOND PROJECTS 72nd Avenue

Design

Budget

Actual

Remaining

$2,915,584

$4,619,164

$(1,703,580)

Right-of-Way

5,550,000

5,601,657

(51,657)

Professional Services

2,695,226

2,090,580

604,646

Construction

53,339,190

7,125,222

46,213,968

Total Project

$64,500,000

$19,436,622

$45,063,378

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. SEMA has met their contract deadline and is complete with CP-1.

• Construction Package 2 - CP-2 (Swadley to Oak). Work includes utilities and full roadway reconstruction. 100% Plans signed/stamped were received in February 2022. CP-2 began in March.

Currently, detour pavement has been established and traffic has been moved to the north side of the road. Storm sewer and water line construction is well underway. Walls B and D (south side) will be substantially complete by October 14th. Some delays have been experienced due to dry utility companies’ failure to relocate their facilities. 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. 60% bridge plans have been returned with comments from UPRR and will be resubmitted 11/7. Anticipated Notice to Proceed is Q2 of 2023.

• Project scheduling will remain fluid until there is a better understanding of the UPRR coordination and response time. Construction Package 2 underway. 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.

• UPRR has returned 60% bridge plans with comments. Plans are to be resubmitted 11/7.

• The project team continues to work with dry utility contractors to get their infrastructure relocated and to keep our contractor, SEMA, moving on the roadway and utility portion of 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 and has recently settled out of court, 1 other has indicated that he is ready to sign.

Other Challenges: • The citizens of Arvada continue to be interested in the construction progress. The City’s team of representatives continues to respond to all inquiries in a professional and timely fashion.

• Comments from our citizens range from temporary/permanent fence, traffic, signals, walls, stairs, and safety.

• The project team has made significant effort to keep all users safe during construction.

• We have provided cones to separate the vehicle path from the walking path. This is both to encourage vehicles to drive slower and to encourage pedestrians to not walk so close to the white line.

• We have been coordinating with both schools in the area to understand typical drop-off and pick-up patterns.

• Periodically we have project team members at the major intersections to remind students/pedestrians to be safe while waiting to cross the street.

• We have lowered the speed limit through the construction zone to 25 mph.

• We have asked Arvada Police Department to periodically enforce through the construction zone. We have seen the police department doing just that at different times over the last few months.

• We have deployed digital speed signs to inform drivers of their speed and hopefully make them aware that they should slow down.

• We have circulated pedestrian maps to show the public which sidewalks are open through the construction zone.

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 late 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 UPRR, Xcel Energy, Jefferson County School District, and Lincoln Academy, to allow a smooth transition from design to construction.

The Project Team has worked 497 consecutive calendar days with zero injuries and 26 zero lost work days

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, certificates of deposit 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 overseen 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.

PORTFOLIO CHANGES Par Value as of 09/30/2022 MM/Savings/ Cash

$7,620,794

$6,444,038

$1,176,756

LGIP

46,696,889

32,636,425

14,060,464

Time CD

-

6,219,124

Corporate

28,068,000

23,669,000

4,399,000

Municipal

21,850,000

20,050,000

1,800,000

US Agency

126,400,000

89,000,000

37,400,000

US Treasury

The City’s combined investment portfolio grew by over $57 million in the last year to a total of almost $306 million. The portfolio is well diversified within all the allowable by investment policy sectors. Two thirds of the portfolio is allocated to US Agencies and Treasuries, followed by 21.5% in corporate and municipal debt and 15.3% in LGIPs. $8 million of LGIP total balance is invested in term products with competitive yields that are laddered out from 2 to 8 months. Callable agencies continue to offer attractive, wider than normal yield spreads. The city added a few securities to the portfolio with a lock out period of 1 or 2 years. As of September 30, liquidity levels are above the target of 12% due to proceeds from maturities at the end of the period that have not been reinvested yet. Maturity distribution graph shows a bell-shaped allocation, with majority of investments in a 2-3 year bucket.

As interest rates start to peak, the city will focus on a longer term buckets.

Time CD Negotiable CD

20,000,000

Subtotal - City

$250,635,683

Negotiable CD Corporate

$-

$1,070,000

$(1,070,000)

12,275,000

8,313,000

3,962,000

3,480,000

3,500,000

(20,000)

US Agency

17,460,000

20,895,000

(3,435,000)

US Treasury

21,990,000

20,065,000

1,925,000

$53,843,000

$1,362,000

Subtotal - PFM

$55,205,000

CONSOLIDATED PORTFOLIO MM/Savings/ Cash

$7,620,794

$6,444,038

$1,176,756

LGIP

46,696,889

32,636,425

14,060,464

-

6,219,124

-

1,070,000

(1,070,000)

40,343,000

31,982,000

8,361,000

Corporate

(6,219,124)

Municipal

25,330,000

23,550,000

1,780,000

US Agency

143,860,000

109,895,000

33,965,000

41,990,000

36,065,000

5,925,000

US Treasury Total - Combined

$305,840,683

$247,861,588

$57,979,095

CONSOLIDATED MATURITY DISTRIBUTION

LGIP 15.3%

30.0% 25.0%

25.2%

Corporate 13.2%

23.0%

19.1% 14.3%

15.0%

12.2%

6.2%

10.0% 5.0% 0.0%

Municipal 8.3%

4,000,000 $56,617,095

Municipal

20.0%

US Agency 47.0%

16,000,000 $194,018,588

(6,219,124)

PFM-MANAGED PORTFOLIO

CONSOLIDATED PORTFOLIO ALLOCATION MM/Savings/Cash 2.5%

Difference

CITY-MANAGED PORTFOLIO

The third quarter of 2022 continued to be focused around high inflation, supply and demand imbalances, labor market challenges, and the Fed’s tightening monetary policy. The Consumer Price Index (CPI) rose 0.1% in August and 0.4% in September, ending at 8.2% year to date. Consumer core goods prices continued at elevated rates this quarter, which affects the most vulnerable populations. In an effort to curb historically high inflation, FOMC raised the federal funds rate for the third time this year in September. That 75 basis point increase takes the target range for the benchmark federal funds rate to 3 - 3.25%, which is the highest level since 2008. It is expected that the Fed will hike rates another 100-125 bps by the end of the year. The Fed continues to execute its plans to reduce the size of the balance sheet by reducing its holdings in Treasuries, Agencies and agency mortgage-backed securities. The federal unemployment rate dropped slightly to 3.5% in September. Despite the labor shortage, the market remained strong adding jobs modestly over the estimates.

US Treasury 13.7%

Par Value as of 09/30/2021

27

0-.25

.25-1

1-2

2-3

Maturity (years)

3-4

4-5

CITY OF ARVADA INVESTMENT REPORT There has been no significant change to the duration of the portfolio when compared with the second quarter of 2022. The current duration of the city’s portfolio is 2.16 years, which decreased from 2.28 years. PFM portfolio decreased from 2.44 to 2.39 years. Yield-to-maturity (YTM) at cost and YTM at market shows a big gap indicating how much the securities in the portfolio have decreased in value. The current unrealized loss on the total portfolio sits at a little over $17 million. The good news is that maturing securities are getting reinvested into much higher yields.

In the first three quarters of the year the City earned a total of $2.56 million in investment earnings, which is an increase of almost $250,000 over the same period last year. The average year-to-date yields on the City’s and PFM portfolio were 1.28% and 1.21% respectively. In the rising rates environment and flattening Treasury yield curve, most securities in the portfolio are under water and that limits active trading opportunities. PFM portfolio experienced some realized losses in the process of the strategic portfolio rebalancing. The yield on the PFM portfolio has decreased by 18 bps, which also resulted in a short-term decrease in its portfolio earnings.

As an outcome of rebalancing the YTM at Cost has increased which will translate into a higher return in the long run. While the average combined yield increased from 1.19% to 1.26%, it is not as dramatic as the benchmark portfolio increase of 90 bps. The City’s portfolio typically lags the benchmark especially when the Fed hikes the rates so fast.

From the credit rating perspective, over 91% of the City’s portfolio is invested in securities that are rated in the AAA and AA category. A little over 8.2% is allocated to A and BBB+ rated investments. The investment policy requires a minimum of A- rating from two credit rating agencies. The Credit Quality graph is based on the S&P rating only. The 0.20% of the securities that are rated BBB+ by S&P has at least A- rating from the other two agencies, Moody’s and Fitch. The allocation to A-rated securities has grown from 21 corporate names to 24 in the third quarter, a well-diversified bucket of investments.

PORTFOLIO PERFORMANCE

PORTFOLIO CHARACTERISTICS City

PFM

Duration to Maturity (yrs)

2.16

2.39

(348,522)

Yield to Maturity at Cost

1.680%

1.380%

$249,960

Yield to Maturity at Market

3.890%

4.370%

09/30/2022

09/30/2021

Difference

City Interest Earnings

$2,075,617

$1,477,135

$598,482

PFM Interest Earnings

481,404

829,926

$2,557,021

$2,307,061

Total Interest Earned YTD City Portfolio Yield

1.28%

1.14%

+14 bps

YTD PFM Portfolio Yield

1.21%

1.39%

-18 bps

YTD Benchmark

1.07%

0.17%

+90 bps

PFM

Total

CREDIT QUALITY (S&P RATING)

ACCOUNT SUMMARY City Par Value

$250,635,683

$55,205,000

$305,840,683

Book Value

250,731,980

54,997,469

305,729,449

Market Value

236,496,434

51,375,377

287,871,811

Unrealized Gain /(Loss)

$(14,235,546)

$(3,622,092)

$(17,857,639)

AA category, 80.65% A category, 8.03% BBB category, 0.20% AAA category, 11.12%

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.

• Investment-grade corporate spreads narrowed slightly and remained at the midpoints of their historical distribution. 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 municipal bonds sector will slow down with the increasing interest rates. It may be more challenging to get a significant allocation to the taxable Munis. The city will continue to look for the opportunities in this sector.

• 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.

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WE DREAM BIG AND DELIVER

Safe Community BY 12/23 MAINTAIN A VIOLENT CRIME RATE LOWER THAN 80% OF THE CITIES IN THE STATE OF COLORADO WITH A POPULATION OF 100,000 Annually, 80% of calls with a priority of “0” or “1” will have less than 5 minute response time By 12/22, implement a comprehensive Traffic Safety Strategy and Operational Plan with collaboration between the police department, traffic engineering and streets maintenance programs to ensure high level traffic safety and operation standards By 12/22, design and implement Code Enforcement Measure focused on proactive inspections for designated retail commercial areas

4/1/19-12/31/25 4/1/19-12/31/22 9/1/22-9/30/22

Infrastructure BY 12/25, THE ENGINEERING STANDARDS AND CITY CODE FRAMEWORK WILL BE UPDATED By 12/20, complete an inventory of engineering Ordinances and specifications by 12/22 and adopt new/revised Ordinances and specifications 8/12/19-1/31/20 By 12/20, create new Development Agreement terms and template Completed By 12/21, complete draft engineering standards and specifications update 8/12/19-12/1/21

Community and Economic Development BY 12/2022 66% OF DEVELOPMENT CUSTOMERS RATE THE DEVELOPMENT REVIEW PROCESS AS ‘GOOD’ AND/OR ‘EXCELLENT.’ Annually 90% of development reviews will be returned to the applicant within 15 business days By 12/2022 implement a development customer service survey with at least a 50% response rate On an ongoing basis resolve all temporary certificates of occupancy (TCOs) within 6 months of issuance

29

4/1/19-12/31/25 Completed 4/1/19-12/31/25

WE DREAM BIG AND DELIVER

Vibrant Community and Neighborhoods BY 12/24, 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 6/21, evaluate the Human Services Advisory Committee’s process for recommending funding By 12/22, create a Housing Advisory Committee to support the City in current/future initiatives while also educating the broader community on issues of affordable housing

Completed Completed Completed Completed 9/1/22-12/31/22

Organizational and Service Effectiveness BY1/24, COMMUNITY RESILIENCE AND SUSTAINABILITY PLANS WILL BE UPDATED AND IMPLEMENTED By 12/22, develop and begin the implementation of a municipal resilience strategy to prepare and adapt for the urgent threat of changing environment and resources By 12/22, work with the Arvada Sustainability Advisory Committee in the development of the scope of work for the update of the Sustain Arvada Plan By 12/24, resource and implement Council approved actions included in the Sustain Arvada Plan By 6/23, complete the update of the Sustain Arvada Plan including an inventory of existing sustainability actions to determine level of service needs

30

4/1/19-12/31/20 9/1/22-12/31/22 9/1/22-12/31/24 9/1/22-6/30/23