2013-2014 Revised Biennial Operating and Capital Budget

8101 Ralston Road, Arvada, CO 80002

2013-2014 REVISED Biennial Operating and Capital Budget

2013-2014 Revised Biennial Operating and Capital Budget

2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET TABLE OF CONTENTS Budget Message................................................................................................................................................................. 1-3 Revenue and Expenditure Overview.......................................................................................................................... 5-35 Performance Budgeting Overview of Performance Budgeting - FOCUS.......................................................................................37-42 Economic Development...................................................................................................................................43-60 Utilities............................................................................................................................................................. 61-130 Department Areas Arvada Center for the Arts and Humanities......................................................................................... 131-134 City Attorney’s Office.................................................................................................................................135-138 City Manager’s Office.................................................................................................................................139-142 Community Development..........................................................................................................................143-146 Finance...........................................................................................................................................................147-150 General Administration..............................................................................................................................151-154 Human Resources........................................................................................................................................155-158 Information Technology............................................................................................................................159-162 Judicial............................................................................................................................................................163-166 Parks, Golf and Hospitality Services...................................................................................................... 167-171 Public Safety..................................................................................................................................................173-177 Public Works.................................................................................................................................................179-182 Capital Improvement Plan..................................................................................................................................... 183-213 Additional Information Pay Plan Schedules......................................................................................................................................215-222 2014 Budget Adoption Resolution................................................................................................................... 223 2014 Appropriation Ordinance.................................................................................................................224-225 Mill Levy Ordinance........................................................................................................................................... 226 Resolution Adopting 2014 Pay Plan............................................................................................................... 227 2014 Capital Improvement Adoption Resolution......................................................................................... 228

Cover Design Provided By: Special Thanks To:

Arlene Martinez Bryan Archer, Finance Director Lisa Yagi, Assistant Finance Director Arlene Martinez, Executive Assistant

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2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET CITY OFFICIALS

Marc Williams Mayor (Term expires 2015)

Don Allard Councilmember At-Large (Term expires 2017)

Bob Fifer Councilmember At-Large (Term expires 2015)

Gerald Marks Councilmember District 1 (Term expires 2015)

Mark McGoff Mayor Pro Tem Councilmember District 2 (Term expires 2015)

John Marriott Councilmember District 3 (Term expires 2017)

Bob Dyer Councilmember District 4 (Term expires 2015)

CITY MANAGER AND KEY STAFF Mark G. Deven William Ray Michele Hovet Bryan Archer David Cooke Christopher K. Daly Michael Elms Hazel Hartbarger Ron Czarnecki Robert Manwaring Linda Haley Maureen Phair Gordon Reusink Philip Sneed James Sullivan Don Wick Chris Koch

City Manager Deputy City Manager Deputy City Manager Director of Finance Municipal Judge City Attorney Director of Community Development Director of Economic Development Chief Information Officer Director of Public Works Director of Human Resources Executive Director of Arvada Urban Renewal Authority Director of Parks, Golf and Hospitality Services Executive Director Arvada Center Director of Utilities Chief of Police City Clerk

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2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET CITIZENS OF ARVADA

Mayor and City Council

City Attorney

Municipal Judge

City Manager

Deputy City Manager

Deputy City Manager

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2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Arvada for its Biennial budget beginning January 01, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of two years only.

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January 17, 2014 Members of City Council City of Arvada 8101 Ralston Road Arvada, Colorado 80002 Members of City Council: Transmitted with this letter is the City of Arvada 2013-2014 Revised Operating and Capital Budget. As you will note, there are a few significant changes requested in the updated 2014 budget. The probability of changes was expressed to City Council in the 2013-2014 budget letter as we realized that many factors, including an improving economy, the implementation of a Performance-based Budget (now called FOCUS) and service demands would likely have an impact. This budget represents the refinement of our financial strategies as the organization continues its transition to building a data-driven, results-oriented, customer-focused and responsive local government organization. Preparation of the 2014 budget update continued our commitment to long-range financial planning. Developing long-range financial plans encompasses many different elements, including ten-year planning for all major funds to view costs within a longer framework, a ten-year Capital Improvement Plan that identifies projects, funding sources and any associated operating costs and the allocation of all resources in a manner that reflects the Council’s strategic priorities. These elements should also be consistent with departmental long-term planning efforts, such as the City’s Comprehensive Plan. We initiated these elements with the 2013-2014 biennial budget; the 2014 budget update reflects our refinement of these elements. This refinement was positively influenced by the City Council adoption of the 2013-2019 Strategic Plan on June 17, 2013. Further refinement will occur as all departments continue their transition through FOCUS that incorporates the Council’s Strategic Plan and defines each department’s specific strategic business plans. Transmitted within this document are ten-year plans for each Operating Fund. These plans have been updated and refined based on the actual revenues and expenditures from 2012 and the results for 2013. In the Overview, the assumptions and expected revenues and expenditures are identified for each Fund. We believe our assumptions for the 2014 update are appropriately conservative while exercising caution as we estimate future revenues. Nonetheless, the improving economy for Colorado and the Denver Metro Area, as well as development activity within the city and community of Arvada, allow for some consideration to enhance services. Please note that we are working with various third-party economists to constantly review our analysis. We have provided an updated ten-year Capital Improvements Plan (CIP) with operating costs of changes included. Like last year, our alignment of priorities fits into three categories – “Taking Lasting Care” of what we currently have, “Building Our Base” and finishing the projects we have started, and “Investing in the Future”, which continues the dialogue on the long-term strategic investments the City needs and wants to provide to our future residents. As we continue to refine the ten-year CIP, there will be additional projects and changes to current and future projects that reflect the Council-adopted Strategic Plan.

2013-2014 Revised Biennial Operating and Capital Budget Members of City Council January 17, 2014 Page 2 As the Council is aware, implementation of Arvada’s commitment to Performance-based Budgeting – FOCUS – has begun. The City Council led the way with a challenging and productive strategic planning session April 12-13. That session identifies four major priority areas: • • • •

Growth and Economic Development; Infrastructure; Vibrant Community and Neighborhoods; and Organization and Service Effectiveness

The City Council adopted a statement for each of the four priority areas and 30 strategic results that define measures of success for each area on June 17, 2013. Concurrently and following this adoption, city departments began developing their strategic plans and performance measures that are intended to align with the direction established by the City Council. Economic Development and Utilities have completed the entire process, thereby allowing the 2014 budget update for those departments to be presented in the new format. All departments will complete the process by mid-2014, which will allow the 2015-2016 biennial budget to be provided entirely in the new format. The progress that has been made thus far with this transition has been excellent and it is due entirely to the leadership of the City Council and the department heads who have exhibited extraordinary commitment to this process. In addition to the Strategic Plan, there have been many other strategic initiatives that have been implemented in 2013 and which will carry over into 2014. The Comprehensive Plan update has started and its completion will have an obvious and significant impact on the community. Urban renewal efforts received a major boost when the City Council approved the Walmart application within Arvada Plaza. This action will generate additional efforts within the Triangle that will influence financial and organizational priorities. Two new community police stations will open in February 2014 which will enhance the Police Department’s commitment to Sector-Based Policing. The City Council’s approval of the Gross Reservoir Financing Agreement will assure that the City will have a source to meet its future water needs. Regional efforts are continuing in order to develop and construct the Jefferson Parkway through a partnership that could include the Colorado Department of Transportation in addition to Arvada, Broomfield, Jefferson County and a potential private partner. Finally, Transit-Oriented Development within Olde Town was supported by City approval of the Park Place at Olde Town multi-family project and will continue through the collaborative efforts of the City, AURA and RTD in the development of the nine-acre site below Grandview Avenue. There are two other major issues that could have significant impacts to the 2014 budget update and the tenyear Financial Plan. One of these issues is the potential change in governance structure for the Arvada Center for the Arts and Humanities. The proposed change defined by a task force appointed by the City Council would establish a non-profit foundation that would work with the City to operate the Arvada Center programming. The concept behind this public/non-profit partnership is to enhance the Arvada Center’s ability to attract philanthropic support for a regional arts center that is equal to the industry standard of 20% to 30% of annual revenue. The Arvada Center’s current generation of charitable donations is approximately 3% to 5% of annual revenue, which is one reason why the City’s financial and in-kind support is approximately $3.7 million annually. If the governance change is successful and a viable non-profit foundation partner is established, the City’s financial and in-kind commitment would be stabilized at current levels, an assumption that has been factored into the ten-year Financial Plan for the General Fund. The second major issue that staff is working on is healthcare. While the financial impact of insuring part-time employees has been averted by the Federal government’s decision to delay the employer penalty conditions

2013-2014 Revised Biennial Operating and Capital Budget Members of City Council January 17, 2014 Page 3 of the Affordable Care Act, the future impact of these conditions and the continuing escalation of health insurance costs remain a threat to undermine the City’s finances. In response to this situation, I have made two decisions that we believe will generate favorable outcomes in terms of controlling healthcare costs and providing superior health benefits for our employees and their dependents. These decisions include moving to a selffunded medical plan and opening a near-site medical clinic in February 2014 that will serve Arvada employees and their dependents. I want to thank all department directors and staff for this year’s budget discussions. Their continuing support for long-term financial planning and implementation of FOCUS is well appreciated. Launching major new initiatives is never easy and our staff has done an excellent job of balancing the day-to-day priorities with the extra effort to begin a new way of doing the public’s business. The budget document transmitted with this letter includes a Performance Budgeting section. This section includes the statement for each of the four FOCUS priority areas and the 30 strategic results. It also contains a reader’s guide to performance-based budgets that describes the new format for the FOCUS budgets. I want to thank the Finance staff for their work on this direction. Arlene Martinez receives a special appreciative note as this document uses the software and design produced last year that is more friendly and readable. In addition, I would like to recognize Interim Director of Finance Lisa Yagi and the entire Finance management team, who have led this process with remarkable efficiency and effectiveness despite the challenges associated with key positions being vacant during the year. I look forward to working with the City Council and the city and community of Arvada in the execution of the 2013-2014 Revised Biennial Operating and Capital Budget. Respectfully submitted,

Mark G. Deven City Manager

Budget and Financial Overview

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET All Funds Summary

The following chart summarizes the revenues, expenditures and funds available for all budgeted City funds.

Funds General Fund

Beginning

2013

2013

2014

2014

2014

2015

Funds Available

Revised Revenues

Budgeted Expenditures

Funds Available

Budgeted Revenues

Budgeted Expenditures

Funds Available

$ 22,965,115

$ 70,510,960

$ 73,417,689

$ 20,058,386

$ 71,572,813

$ 71,465,991

$ 20,165,208

Special Revenue Funds: Grants Fund

2,904,581

586,355

2,237,518

1,253,418

555,500

898,603

910,315

Lands Dedicated

2,143,078

135,000

200,000

2,078,078

139,050

-

2,217,128

Arvada Center Community Development Arvada Housing Authority Parks Police Seizure

232,174

10,846,595

10,844,821

233,948

11,062,883

11,057,374

239,457

6,920,031

817,237

1,559,579

6,177,689

847,237

1,492,253

5,532,673

204,072

3,950,642

3,951,081

203,633

3,950,642

3,993,198

161,077

4,060,764

7,393,702

7,645,022

3,809,444

7,629,311

7,881,273

3,557,482

271,414

28,500

25,000

274,914

28,605

25,000

278,519

Police Tax Increment Fund .21

6,326,436

3,577,683

7,717,312

2,186,807

3,541,139

3,596,879

2,131,067

Police Tax Increment Fund .25 Economic Development

6,571,552 1,540,502

4,231,082 754,000

8,184,806 730,683

2,617,828 1,563,819

4,302,543 775,000

3,884,942 766,881

3,035,429 1,571,938

Total Special Revenue Funds:

31,174,604

32,320,796

43,095,822

20,399,578

32,831,910

33,596,403

19,635,085

COP Series 2005 Debt Service Debt Service Fund

124,924 336,154

1,398,731 11,565,994

1,408,731 11,837,791

114,924 64,357

1,398,731 3,918,313

1,408,731 3,918,313

104,924 64,357

Total Debt Service Funds

Debt Service Funds:

461,078

12,964,725

13,246,522

179,281

5,317,044

5,327,044

169,281

Capital Projects Funds: Capital Projects Fund

41,573,971

8,308,214

28,787,722

21,094,463

4,358,690

6,164,182

19,288,971

Total Capital Projects Funds

41,573,971

8,308,214

28,787,722

21,094,463

4,358,690

6,164,182

19,288,971

Water Fund

64,119,000

28,116,745

66,217,067

26,018,678

25,811,077

25,959,814

25,869,941

Wastewater Fund

12,011,000

12,627,735

13,117,961

11,520,774

13,338,848

12,744,952

12,114,670

Golf Course Fund

633,000

4,336,230

4,616,813

352,417

4,785,785

4,695,809

442,393

9,338,000 675,000

3,223,775 1,531,769

11,654,922 1,860,446

906,853 346,323

3,175,528 1,702,378

4,613,029 1,880,299

(530,648) 168,402

86,776,000

49,836,254

97,467,209

39,145,045

48,813,616

49,893,903

38,064,758

Insurance Fund

4,983,000

2,078,709

3,266,567

3,795,142

2,102,547

2,618,858

3,278,831

Computers

7,949,000

1,856,479

4,759,916

5,045,563

1,858,841

1,301,027

5,603,377

Print Shop

140,000

437,801

403,825

173,976

450,935

413,907

211,004

6,678,000 1,704,000

3,428,397 538,584

5,392,897 328,539

4,713,500 1,914,045

3,494,765 565,886

4,044,128 484,077

4,164,137 1,995,854

Enterprise Funds:

Stormwater Fund Food Service Fund Total Enterprise Funds Internal Service Funds:

Vehicles Buildings Total Internal Service Funds: Total All Budgeted Funds

21,454,000

8,339,970

14,151,744

15,642,226

8,472,974

8,861,997

15,253,203

$ 204,404,768

$ 182,280,919

$ 270,166,708

$ 116,518,979

$ 171,367,047

$ 175,309,520

$ 112,576,506

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2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Proposed Changes

The 2014 revised budget incorporates changes to many departments as improvements in the state and local economy have resulted in increased resources. It is important to note that the changes are made within the framework of the ten-year financial plans and result in balanced ten-year plans for all operating funds. The ten-year financial plans are included at the end of this section. CITY MANAGER’S OFFICE • Emergency Management Coordinator (moved .90 FTE position from Public Safety - increase position by .10 to 1.0 FTE position) • Performance Budget Manager (add 1.0 FTE position for 2 years) • Healthy Places Grant Coordinator (add 1.0 FTE position, salary to be paid by Healthy Places grant; benefits to be paid by HODAG) • City Manager dues and subscriptions - $12,000 • City Manager overtime - $10,000 • City Manager temporary wages - $12,913 • City Manager electric vehicle charging system software - $1,000 • KATV tablet maintenance - $2,000 COMMUNITY DEVELOPMENT • Administrative Assistant (add 1.0 FTE position for 5 years - decrease of $26,913 in temporary wages; remaining salary and benefits to be paid by HODAG) • Healthy Places Grant Coordinator (1.0 FTE position, salary to be paid by Healthy Places grant; benefits to be paid by HODAG) • Training and meeting for Planning Commission - $22,000 • Code Enforcement training - $3,464 • Code Enforcement fuel - $1,000 • Code Enforcement maintenance on tablets - $4,340 • Planning maintenance for Trackit licenses - $1,000 FINANCE • Revenue Manager (add .50 increase to 1.0 FTE position • Revenue Division of Water (moved 6.50 FTE positions to Utilities) GENERAL ADMINISTRATION • Healthcare for temporary employees under Affordable Care Act - $90,000 starting in 2015 • Jefferson County Economic Development - $30,000/year 2013-2017 • Increase recycling charges - $50,000 in 2014 • Sales tax reimbursement for Panera - $41,200/year (2014-2018) JUDICIAL • Administrative Court Clerk (add 1.0 FTE position) • Courts training and mileage - $10,213 6

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET • Courts supplies, dues and subscriptions - $1,031 • Courts court appointed attorneys and court interpreters - $1,342 CITY ATTORNEY’S OFFICE • Assistant City Attorney (add 1.0 FTE position - decrease of $45,000 in temporary wages) PARKS, GOLF AND HOSPITALITY • Administrative Coordinator (add 1.0 FTE position for 5 years - decrease of $25,663 in temporary wages) • Golf Course Maintenance Worker (add 3.0 FTE positions) • Increased maintenance for Leyden Rock, Forest Springs, Ralston Central and Wolff Parks, Long Lake Restrooms and Community Stations – $85,160 • Insurance benefits for employees under ACA starting in 2015 - $89,353 • Parks Master plan - $110,000 (over two years) • Pattridge Open Space - $80,000 (over two years) • Repair for Stenger Sports Complex - $15,000 (one-time) • Phone system upgrade at Nature Center - $8,000 (one-time) • Rate increases of 3-5% in most categories PUBLIC SAFETY • Custodian (add 1.0 FTE position for community stations, split between Tax Increment Funds) • Emergency Management Coordinator (moved .90 FTE position to City Manager’s office) • Police Officer (add 1.0 FTE position in T21 fund and 1.0 FTE position in T22 fund in 2015) • Police Property and Equipment Specialist (moved 1.0 FTE position from Utilities) • City’s participation with the JeffCo Crime Lab - $44,000 in 2014 and $66,000 in 2015 and beyond (75% General Fund, 25% Tax Increment 22 Fund) PUBLIC WORKS • Bicycle and Pedestrian Coordinator (add 1.0 FTE position - decrease of $15,000 in Traffic temporary wages) • Replace the Food Bank parking lot - $106,000 UTILITIES • Utility Billing and Rates Manager (increase position by .50 FTE to 1.0 FTE position) • Police Property and Equipment Specialist (moved 1.0 FTE position to Public Safety) • Creation of a work order tracking system • Additional $83,333 for Denver Water Moffat Project • Additional $750,000 for Water Treatment Plant Improvements • Additional $42,500 for Leyden Storage Project • $1,000,000 for Northwest Water System Improvements • 3.3% increase in water rates • 4.1% increase in wastewater rates 7

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET • No increase in stormwater rates

CAPITAL IMPROVEMENT PROJECTS FUND • Gold Line Project Manager (4-year contract position) • Olde Town street lights - $80,000 • Union Pacific Railroad quiet zones - $250,000 • West 57th Bike/Ped - $109,000

Proposed Changes

The following items were also requested during the budget process. These requests were determined to be onetime items and are not included in this budget. They will be evaluated in 2014 and, should there be additional revenues from 2013, these items will be included in the 2014 budget by carry-forward ordinance.

• • • • • • • • • • • • • • • • • •

Arvada Center gap - $350,000 I.T. Security upgrades - $110,000 Security improvements in Courts - $115,000 Additional expenditures in Building Safety to improve the plan review process - $125,000 Paint the water tower - $75,000 Arvada Center public art maintenance - $50,000 Consulting services for the document management system - $50,000 Jeffco Action Center - $50,000 City logo redesign project - $45,000 Visitor’s Center - $34,155 Web design services for new City website - $20,000 SWAT and M4 rifles - $16,200 Human Resources administrative support - $16,000 Lease for the wellness clinic - $13,000 TRAKIT licenses for Community Development - $10,000 Legal fees for self-insured plan - $10,000 FSLA audit - $8,000 Code Enforcement counter - $3,465

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2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET 2014 Operating Revenue by Source Intergovernmental Reveues 13.29%

Licenses & Permits 4.61%

Transfers 8.45%

Fines & Forfeits 1.03% Miscellaneous 2.39%

Charges for Services 31.15%

Other Financing Sources 0.04%

Taxes 39.04%

2014 Operating Revenue by Source Taxes $ 66,897,551 Charges for Services 53,377,151 Intergovernmental Revenues 22,781,196 Transfers 14,477,557 Licenses & Permits 7,894,646 Fines & Forfeits 1,771,617 Miscellaneous 4,092,329 Other Financing Sources 75,000 Total Revenue $171,367,047

2014 Expenditures by Category

Debt Service 4.48%

Miscellaneous 0.66%

Transfers 11.64%

Personnel Costs 38.74%

Supplies 6.96%

Professional Services 11.37%

Services & Charges 15.38%

Capital 10.77%

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2014 Expenditures by Source Personnel Costs $ 67,901,956 Capital 18,889,404 Services & Charges 26,966,042 Professional Services 19,935,955 Supplies 12,205,742 Debt Service 7,850,647 Miscellaneous 1,156,729 Transfers 20,403,045 Total Expenditures $175,309,520

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Revenues Taxes and Charges for Services comprise about 59% of the total revenues the City generates to pay for all services. These two types of revenues are expected to generate over $102 million of the $171 million for 2014.

Taxes

Taxes provide over 39% of the total budget revenue. The major sources of taxes are as follows and are generated in the General, Debt Service and Police Tax Increment Funds.

Actual 2011 Sales and Use Tax Property & Ownership Tax Auto Use Tax Building Use Tax Franchise Other Total Taxes $ Change % Change

Actual 2012

$43,223,873 4,953,283 5,006,383 2,053,401 4,283,049 712,691 $60,232,680

$45,323,582 4,829,160 5,539,267 2,751,416 4,147,242 682,523 $63,273,190 3,040,510 5.05%

Actual 2013 $47,470,950 4,931,982 5,746,798 2,875,000 4,215,438 812,228 $66,052,396 2,779,206 4.39%

Sales Taxes 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 $-

2010

2011

2012

General Fund

2013 Budget

Tax Increment

10

2014 Revised Budget

Revised Budget 2014 $48,288,363 5,088,622 5,910,063 2,550,000 4,293,275 767,228 $66,897,551 845,155 1.28%

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Property Tax

The City has had the same property tax rate for nearly 20 years – 4.31 mills or 4.31 cents for every $100 of assessed value. Also in Colorado, assessed value is 7.96% of appraised value. The total assessed value of property within the City lags by a year. Due to the new construction, we do expect to receive approximately $4,600,000 in revenue for 2013 and $4,750,000 in 2014.

Assessed Valuation to Property Tax Collections $4,750,000

$1,130,000,000 $4,700,000

$4,700,000

$1,120,000,000 $4,650,000

$4,600,000

$4,600,000 $1,110,000,000 $4,550,000 $1,100,000,000

$4,500,000

$4,500,000 $1,090,000,000

$4,400,000

$4,450,000

$1,080,000,000

$4,400,000

$4,300,000

$1,070,000,000

$4,350,000

$1,060,000,000

Property Tax Revenue

$4,800,000

2010

2011

2012

2013 Budget

2014 Revised Budget

Prop Tax Revenue

Use Taxes

We have three types of use taxes: General, Auto and Building Use. The General Use Tax is reported in the sales tax table. Auto Use and Building Use tax revenue increased significantly in 2012 and we expect to see continued growth in 2013 due to local construction. Estimates in 2014 reflect some growth in Auto Use; however, Building Use will taper off.

Auto and Building Use Tax $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

2010

2011

2012 Auto Use

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Building Use

2013 Budget

2014 Revised Budget

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Charges for Services

Water, Wastewater and Stormwater revenues account for most of the revenue in this category. The following highlights these three charges for services revenue.

Utility Rate Revenue $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $-

2010

2011 Water

2012 Wastewater

2013 Budget

2014 Revised Budget

Stormwater

Intergovernmental

There are two sources of intergovernmental revenue. The Highway Users’ Trust Fund (HUTF) is from the sales tax on vehicle gas purchases. The State allocates the resources in a methodology based on number of vehicles and population. The challenge with this source of revenue is that the actual tax is a fixed amount on total gallons sold. As vehicles become more efficient and due to the economic conditions, the population drives less, and the total resources decrease. The second major source comes from the Jefferson County mill levy for road and bridge costs. They have the authority to change this each year, and have been decreasing the mill levy for this purpose. This revenue type has remained stable. The challenge is that we have used these monies for street maintenance and these costs are seeing inflation between 8% to 11% over the past three years, while the revenue has grown at a much lower rate. This requires the City to dedicate more general revenues to these street maintenance expenses.

Intergovernmental Revenue

$5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

2010

2011 HUTF

2012

2013 Budget

2014 Revised Budget

County Road and Bridge

Revenue Summary

Overall, revenues are expected to increase by 2.63% across all funds. Sales and use taxes are going to increase at approximately inflationary levels. Utility rates will increase due to the costs of significant construction projects and the regional costs of water treatment. These are expected to grow by more than inflation. 12

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Expenditures As the following chart illustrates, salaries comprise 26.9% of the total costs in 2013 and 38.8% in 2014. This change is obviously due to the capital dollars that are estimated to be spent in 2013. As a general rule, removing all capital costs from both years, salaries comprise over 40% of total costs in each year.

Actual 2013 $ 64,956,512 26,351,101 13,466,193 23,731,193 15,923,787 98,195,458 1,098,684 26,443,780 $270,166,708

Salaries and Benefits Services and Charges Supplies and Expenses Professional Services Debt Service Capital Maintenance & Replacement Miscellaneous Transfers

Revised Budget 2014 $ 67,901,956 26,966,042 12,205,742 19,935,955 7,850,647 18,889,404 1,156,729 20,403,045 $175,309,520

A review of the larger costs is provided.

Salaries Salaries and Wages Temporary Wages Benefits Overtime and Other Total Personnel Costs $ Change % Change

Actual 2011 $41,358,931 3,402,688 12,965,595 1,401,393 $59,128,607

Actual 2012 43,934,913 3,477,393 13,970,579 1,342,685 $62,725,570 3,596,963 6.08%

Actual 2013 $45,688,613 3,876,904 14,697,697 693,298 $64,956,512 2,230,942 3.56%

Revised Budget 2014 $47,628,850 3,729,305 15,784,760 759,041 $67,901,956 2,945,444 4.53%

Again, the assumptions through 2014 are that salaries will increase by steps and grade. In addition, we have assumed a 2% Salary Rate Adjustment for those jobs that may grow due to the market conditions. Parks and the Arvada Center account for the majority of the temporary wages. Benefits are primarily comprised of health, dental and retirement costs. Total health costs in 2014 are expected to be $7,780,586. This is a 9.7% increase over the 2013 budgeted amount. The overall increase in health costs represents 8% of the increase and health costs for the new positions account for the remaining increase. Most of the overtime and other expenditures are in the streets, police and water divisions, all due to general emergencies such as weather and other extraordinary events.

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2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Services and Charges

Housing Program Insurance CDBG Program Utilities Electricity Program Expense Training Contract Services Construction Other Total Services and Charges $ Change % Change

Actual 2011 $ 3,482,873 1,276,647 239,331 3,748,816 2,827,143 2,984,921 771,316 1,389,376 6,587,516 5,843,179 $29,151,118

Actual 2012 $ 3,488,481 1,538,572 296,547 4,321,190 2,809,850 2,456,001 762,224 909,676 10,438,772 6,208,895 $33,230,208 4,079,090 13.99%

Actual 2013 $ 3,595,634 1,832,455 588,995 4,184,247 3,162,398 3,742,965 992,524 1,115,335 690,419 6,446,129 $26,351,101 -6,879,107 -20.70%

Revised Budget 2014 $ 3,595,732 1,835,161 1,019,938 4,248,727 3,296,020 4,042,460 1,020,378 1,036,362 803,782 6,067,482 $26,966,042 614,941 2.33%

The services and charges include expenses related to paying other agencies or organizations. Examples include: the utility costs the City pays for electricity, natural gas, water, wastewater and stormwater; monies paid to Denver Water for the purchase of water and the services to Metro Wastewater for the treatment of the city’s sewage that is transferred to this agency. The City pays outside consultants for a variety of trainings, including state and federal-mandated training.

Capital

The City has a Capital Improvement Plan (CIP) document detailing the ten-year plan for the City’s infrastructure expenditures. The CIP tab of this document details the changes for 2014. For the detail of all CIP projects, please see the CIP document. The City has a legal provision to dedicate 20% of the City’s 3-cent sales tax to infrastructure major capital maintenance and new construction. This is referred to as section 98-101 money after the section of the City’s code authorizing the sales tax dedication for capital needs. As the following table shows, in 2014 a total of $8.1 million will be generated from sales tax for capital needs. Of this total, $4.4 million will be used to pay for debt service issued for previous capital needs. The remainder will be dedicated to “pay-as-you-go” projects.

Funding Section 98-101 Debt service obligations Transfer to the capital improvement program

14

2014 $8,131,408 4,372,718 $3,758,690

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Debt Service

This category represents the funds that are reserved for the payment of the City’s debt service for the Series 2009 and 2013 Sales and Use Tax Bonds, Series 2005 Certificates of Participation and Series 2009 Water Enterprise Revenue Bonds. The sales tax debt and one-third of the certificates of participation are paid by the General Fund, and the Stormwater Fund pays the remaining debt on the certificates of participation. The City’s sales tax debt obligation will be retired in 2019 and the certificates of participation will be retired by 2025. The Water Fund is responsible for debt service on the water enterprise bonds. This debt will be retired by 2021.

Transfers

There are a host of transfers to and from various departments. Examples include the following highlights:

From General Fund General Fund General Fund General Fund General Fund General Fund Arvada Center Water Fund Wastewater Fund

To Arvada Center Park Fund Certificates of Participation AEDA CIP Golf General Fund General Fund General Fund

Amount $3,683,122 $2,971,913 $ 466,643 $ 772,000 $3,758,690 $ 209,475 $2,040,000 $1,884,570 $ 708,254

Conclusion

Although the revised budget for 2014 is the second year of a two-year budget, we are recommending additional positions and increases to operating expenditures. The 2013 budget did not contemplate many changes as staff was continuing to assess the uncertain economy and the impact of the Affordable Care Act. Over the past year the state, and more importantly the local economy, appear to be very strong. Sales tax revenues have increased more than expected and we are seeing very healthy building activity in the City. During the height of the recession, golf revenues declined and we responded by eliminating three positions. Over the past two years, the conditions of the two courses have deteriorated, so the 2014 budget recommends the addition of three Golf Course Maintenance Worker positions to restore the maintenance staff to pre-recession levels. The implementation of performance-based budgeting, or FOCUS, and the transit-oriented development around the upcoming light rail into the City are two very important initiatives at the City. Because of the importance of these projects, we are recommending additional resources in these areas. We are recommending the addition of a Gold Line Project Manager, proposed as a contract employee, for a four-year period to oversee the various construction projects and facilitate communication between the City and various agencies involved in the Gold Line project, and are also recommending a Performance Budget Manager for a two-year period to manage the FOCUS process. The addition of an Administrative Court Clerk and an Assistant City Attorney are needed to keep up with the increasing number of cases, to implement new public access technology, to address coverage issues and to comply with new State legislation.

15

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET City staff has also spent the past year determining how the Affordable Care Act will affect the City. While the employer mandate has been delayed for one year, we do think that there will be an impact to the City. Beginning in 2015, the City has reserved $179,000 per year to offer health care to those employees that will qualify. The goal of the revised budget for 2014 was to meet the critical needs within our current and long-term fiscal environment. With the implementation of Performance-Based Budgeting, we will look strategically at what services are important to our citizens and Continue to Build a Great Community for all citizens, businesses, partners and employees.

16

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Revenue Trend Analysis

2011 and 2012 Actuals, 2013 Revised, and 2014 Budget

General Fund Grants Lands Dedicated Drainage Arvada Center Community Development Arvada Housing Authority Parks Police Seizure COP Series 2005 Debt Service Police Tax Increment .21 Police Tax Increment .25 Debt Service Capital Projects Construction Special Assessments Water Wastewater Golf Courses Stormwater Food Services Insurance Computers Print Shop Vehicles Buildings AEDA Total All Budgeted Funds

2011 Actual $ 65,189,222 529,781 1,331,359 28,216 10,183,629 699,987 3,787,366 6,967,658 8,293 1,406,686 3,301,204 3,857,445 4,139,224 10,031,155 4,327 191,860 22,762,866 11,419,621 4,023,241 5,094,392 1,555,098 2,141,757 2,060,477 313,699 3,406,223 548,360 1,175,757 $ 166,158,903

2012 Actual 2013 Revised $ 68,386,745 $ 70,510,960 561,120 586,355 16,811 135,000 (290) 10,414,594 10,846,595 531,847 817,237 3,747,876 3,950,642 7,177,808 7,393,702 19,322 28,500 1,403,121 1,398,731 3,413,613 3,577,683 4,061,805 4,231,082 4,034,595 11,565,994 12,747,534 8,308,214 (82) 256,013 25,981,172 28,116,745 11,076,644 12,627,735 4,531,148 4,336,230 5,993,826 3,223,775 1,497,197 1,531,769 2,133,402 2,078,709 1,857,880 1,856,479 296,687 437,801 3,314,806 3,428,397 526,887 538,584 1,213,359 754,000 $ 175,195,440 $ 182,280,919

17

2014 Budget $

$

71,572,813 555,500 139,050 11,062,883 847,237 3,950,642 7,629,311 28,605 1,398,731 3,541,139 4,302,543 3,918,313 4,358,690 25,811,077 13,338,848 4,785,785 3,175,528 1,702,378 2,102,547 1,858,841 450,935 3,494,765 565,886 775,000 171,367,047

2013-2014 Revised BIENNIAL OPERATING AND CAPITAL BUDGET Expenditure Trend Analysis

2011 and 2012 Actuals, 2013 Revised, and 2014 Budget

General Fund Grants Lands Dedicated Drainage Arvada Center Community Development Arvada Housing Authority Parks Police Seizure COP Series 2005 Debt Service Police Tax Increment .21 Police Tax Increment .25 Debt Service Capital Projects Construction Special Assessments Water Wastewater Golf Courses Stormwater Food Services Insurance Computers Print Shop Vehicles Buildings AEDA Total All Budgeted Funds

2011 Actual $ 63,361,632 823,764 2,219,096 10,210,464 695,673 3,826,648 6,750,319 1,400,381 2,971,012 3,292,196 4,187,993 14,509,317 13,488 16,157 22,669,416 10,345,881 3,839,297 3,358,393 1,700,589 2,295,141 2,341,920 270,211 4,558,723 780,302 1,020,973 $ 167,458,985

2012 Actual $ 68,486,276 594,966 1,524,711 1,984,868 10,414,594 710,140 3,933,629 7,164,415 1,398,731 3,334,408 3,599,316 4,034,469 12,431,920 4,267,576 86 20,788,968 10,345,057 4,107,727 7,655,123 1,582,644 2,399,789 2,509,550 263,714 3,794,409 481,435 888,648 $ 178,697,167

18

2013 Revised $ 73,417,689 2,237,518 200,000 10,844,821 1,559,579 3,951,081 7,645,022 25,000 1,408,731 7,717,312 8,184,806 11,837,791 28,787,722 66,217,067 13,117,961 4,616,813 11,654,922 1,860,446 3,266,567 4,759,916 403,825 5,392,897 328,539 730,683 $ 270,166,708

2014 Budget $

$

71,465,991 898,603 11,057,374 1,492,253 3,993,198 7,881,273 25,000 1,408,731 3,596,879 3,884,942 3,918,313 6,164,182 25,959,814 12,744,952 4,695,809 4,613,029 1,880,299 2,618,858 1,301,027 413,907 4,044,128 484,077 766,881 175,309,520

Ten-Year Models 2014-2023 TEN-YEAR MODEL ASSUMPTIONS All Funds • Personnel-related expenses were calculated in detail based upon each employee’s current grade and step and include future estimated market rate adjustments. The market rate adjustment was budgeted at 2% for 2014-2017 and 1% thereafter. • Increases for the City’s medical plan were budgeted at 8% for 2014-2018 and 4% for 2019 and beyond. • Transfers to fund insurance lines, building maintenance, vehicle replacement, computer maintenance and computer replacement are held flat throughout the models. • Transfers to fund vehicle maintenance and risk management services are increased at 3% throughout the models. General Fund • The working capital goal is 17% of all expenditures. • Sales tax revenue assumes a 3% growth for all years of the model except 2016 (4%) and 2019 (3.5%). • Building use tax revenue assumes a base of $2,000,000 in 2015 and a 2% growth until 2019, with a tax base reset to $2,000,000 in 2020 and 2% growth thereafter. • Assumes a revenue offset of increasing amounts for pending redevelopment in the Urban Renewal Areas. • Assumes $5,000,000 for streets maintenance for 2014-2017 and $4,000,000 thereafter. • Assumes a vacancy savings of 2.3%-2.5% for all years of the model. Arvada Center • The working capital goal is 11% of all expenditures. • Assumes SCFD revenue will increase 3% for all years of the model. • Assumes the City cash transfer to be flat at $1,643,122 throughout the model. Parks • The working capital goal is 11% of all expenditures. • Open Space revenues are budgeted to increase at 3% for all years of the model except 2016 (4%) and 2019 (3.5%). • The City’s attributable share of Open Space revenue will continue to be used 100% for park maintenance and operations in 2014 and thereafter. Police Tax .21 • The working capital goal is 11% of all expenditures. • Assumes $4,250,000 to build a substation in 2013. • Sales tax and building use tax assumptions are the same as the General Fund and also assumes an increase for Arvada Plaza. • Assumes an additional Police Officer in 2015 and 2019. • Model maintains healthy fund balance through 2023.

19

Ten-Year Models 2014-2023 TEN-YEAR MODEL ASSUMPTIONS (cont.) Police Tax .25 • The working capital goal is 11% of all expenditures. • Assumes $4,500,000 to build a substation in 2013. • Sales tax and building use tax assumptions are the same as the General Fund and also assumes an increase for Arvada Plaza. • Assumes three additional Police Officers in 2015, two officers in 2017 and one in 2019. • Model maintains healthy fund balance through 2023. Water • The working capital goal is 25% of all expenditures plus one year’s Debt Service. • Rates are budgeted to increase 3.3% in 2014 and average increases of 3.4% thereafter. Wastewater • The working capital goal is 25% of all expenditures. • Rates are budgeted to increase 4.1% in 2014 and average increases of 4% thereafter. Golf • The working capital goal is 11% of all expenditures. • Assumes an increase in rates of 3.5% in all revenue categories for 2014. Storm Water • The working capital goal is 25% of all expenditures plus one year’s Debt Service. • Rates are budgeted to increase 2% in 2015, 2017, 2019 and 2021 with no rate increase in the other years. Hospitality • The working capital goal is 11% of all expenditures. • Assumes no operating transfer to or from the General Fund. • Model contains funding for capital replacement items of $263,096 in 2014 and $140,000 in 2015 and beyond. Insurance Services • The working capital goal is $3,000,000 plus the annual actuarial projection for limited loss. • Revenues for insurance lines are assumed flat throughout the model. • Revenues for risk management services are increased at 3% throughout the model.

20

21

$ $ $ $

Fund Balance, Beginning Fund Balance, Ending

Fund Balance Goal (17% of Expenditures)

Excess/(Deficiency)

$

$

$

$

EXPENDITURES City Attorney City Council City Manager Community Development Finance General Human Resources Information Technology Judicial Public Safety Public Works Utilities Total General Fund Expenditures

Total General Fund Revenue

REVENUES Taxes Licenses, Permits and Fees Intergovernmental Charges for Services Fines & Forfeits Miscellaneous Revenue Transfer

Ten Year Financial Models General Fund - Table 1

10,751,687 12,312,959

21,120,644 23,064,646

1,344,483 255,240 2,117,318 2,129,452 2,720,759 14,299,475 1,101,802 2,871,205 827,532 17,292,074 17,027,956 1,257,924 63,245,220

65,189,221

49,428,222 2,344,025 4,857,459 6,178,871 1,261,497 782,491 336,656

2011 Actuals

$ $

$ $

$

$

$

$

$

11,642,667 11,322,449

23,064,646 22,965,115 $ $

$ $

1,422,277 $ 243,587 2,380,035 2,280,146 2,908,023 16,411,220 1,113,399 2,844,436 850,323 18,668,039 18,051,454 1,313,338 68,486,276 $

68,386,745

51,975,927 $ 2,827,507 4,908,792 5,822,570 1,680,773 956,005 215,171

2012 Actuals

12,481,007 $ 7,577,380 $

22,965,115 $ 20,058,387 $

1,516,433 $ 287,337 2,705,078 3,008,739 3,056,251 16,355,091 1,221,212 3,094,739 934,131 20,134,540 19,572,290 1,531,847 73,417,689 $

70,510,960 $

54,396,568 $ 2,609,000 4,788,908 5,818,834 1,754,076 972,075 171,499

2013 Estimate

$

12,149,218 8,015,990

20,058,387 20,165,209

$ $

$ $

1,609,097 $ 295,106 2,982,675 2,568,331 3,253,684 13,182,125 1,272,165 3,215,723 1,025,882 20,637,398 19,958,101 1,465,704 71,465,991 $

71,572,813

55,264,795 $ 2,509,000 4,912,866 5,936,206 1,771,617 978,075 200,254

2014 Budget

$

12,573,578 6,548,906

20,165,209 19,122,484

$ $

$ $

1,662,595 $ 303,109 3,089,845 2,642,352 3,376,079 13,747,568 1,323,303 3,335,816 1,062,712 21,364,497 20,529,367 1,524,980 73,962,223 $

72,919,498

56,384,006 $ 2,509,000 5,000,480 6,045,780 1,834,334 942,075 203,823

2015 Proposed

$

13,376,905 2,456,294

17,795,903 15,833,199

$ $

$ $

1,770,358 $ 319,842 3,180,469 2,797,578 3,615,063 14,811,191 1,427,502 3,562,006 1,137,887 22,767,259 21,670,817 1,627,702 78,687,675 $

76,724,971

59,654,661 $ 2,581,720 5,116,984 6,341,988 1,871,203 947,075 211,340

2017 Proposed

$

$ $ 14,470,965 $ 507,408 $

15,163,724 14,978,373

1,847,476 $ 337,593 3,329,507 2,874,393 3,721,401 19,539,592 1,500,084 3,711,857 1,188,272 23,687,701 21,684,657 1,700,793 85,123,324 $

84,937,974

67,380,986 $ 2,657,378 5,271,951 6,653,246 1,908,815 889,395 176,203

2019 Proposed

$

$ $ 15,091,252 $ (21,687) $

14,921,183 15,069,565

1,917,285 $ 356,425 3,471,260 2,974,892 3,871,662 20,598,868 1,560,710 3,847,664 1,231,381 24,517,852 22,659,262 1,764,807 88,772,069 $

88,920,450

70,866,301 $ 2,545,000 5,413,071 6,981,213 1,947,182 989,395 178,288

2021 Proposed

15,742,998 870,464

15,854,188 16,613,462

1,997,850 375,424 3,630,109 3,101,025 4,044,020 21,376,676 1,631,171 4,015,087 1,284,762 25,569,210 23,739,193 1,841,345 92,605,871

93,365,145

74,659,233 2,619,174 5,660,411 7,310,112 2,016,320 919,395 180,500

2023 Proposed

Ten-Year Models

2012 Actuals

2013 Estimate

2014 Budget

2015 Proposed

2017 Proposed

2019 Proposed

2021 Proposed

2023 Proposed

22

1,123,151 $ (890,977) $

1,145,605 $ (913,431) $

1,192,930 $ (958,982) $

1,216,311 $ (976,854) $

233,948 $ 239,457 $

1,265,568 $ (1,037,510) $

239,457 $ 228,058 $

1,384,654 $ (1,250,441) $

196,632 $ 134,213 $

1,500,408 $ (1,447,536) $

81,546 $ 52,872 $

1,580,737 $ (1,506,970) $

48,449 $ 73,767 $

1,657,064 (1,473,742)

127,832 183,322

$ $

232,174 $ 233,948 $

Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)

232,174 $ 232,174 $

$ $

Fund Balance, Beginning Fund Balance, Ending

259,008 $ 232,174 $

- $ 524,921 $ 923,408 $ 1,166,315 $ 1,382,749 $ 1,815,630 $ 2,248,734 $ 2,466,290 2,541,120 3,029,282 3,006,024 3,075,065 3,173,674 3,305,691 3,515,755 3,680,394 3,837,204 4,010,668 128,180 194,803 236,473 329,726 342,298 375,332 401,545 422,035 445,323 776,942 764,202 914,775 1,028,576 1,049,400 1,106,243 1,157,193 1,217,592 1,289,592 137,692 145,691 197,038 188,127 194,471 207,875 269,867 227,821 239,644 321,446 350,722 333,212 308,417 274,099 297,747 320,270 342,630 364,765 1,339,893 1,271,197 1,385,633 1,472,987 1,491,788 1,611,540 1,709,346 1,806,354 1,909,362 4,477,028 4,157,034 3,779,217 3,389,552 3,464,669 3,657,638 3,852,721 4,050,409 4,263,741 $ 10,210,463 $ 10,414,594 $ 10,844,821 $ 11,057,374 $ 11,505,164 $ 12,587,760 $ 13,640,070 $ 14,370,334 $ 15,064,215

$

6,945 $ 19,985 $ 6,600 $ 4,000 $ 6,600 $ 6,600 $ 6,600 $ 6,600 $ 6,600 947,682 1,046,866 1,065,020 1,106,970 1,129,879 1,198,689 1,271,690 1,349,135 1,443,307 5,161,038 4,677,283 5,742,405 5,791,743 6,157,800 6,885,093 7,632,516 8,088,465 8,475,395 493,051 728,871 389,448 477,048 475,564 626,974 805,143 965,012 1,040,096 3,574,913 3,941,589 3,643,122 3,683,122 3,723,922 3,807,986 3,895,447 3,986,441 4,154,306 $ 10,183,629 $ 10,414,594 $ 10,846,595 $ 11,062,883 $ 11,493,765 $ 12,525,342 $ 13,611,396 $ 14,395,653 $ 15,119,704

$

2011 Actuals

EXPENDITURES AC Presents Administration Development Education Facilities Management Gallery / Museum Marketing Performing Arts Total Expenditures

REVENUES Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Arvada Center - Table 2

Ten-Year Models

$ $ $ $ $

Fund Balance, Beginning Fund Balance, Ending

Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)

$

$

$

EXPENDITURES Arvada Reservoir Athletic Facilities District 1 District 2 District 3 Forestry/Open Space Joint Parks Administration Nature Center Park & Urban Design Total Expenditures

REVENUES Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Parks - Table 3

23

742,535 $ 3,304,836 $

3,830,032 $ 4,047,371 $

27,490 $ 494,881 336,557 297,689 301,744 289,718 4,125,032 127,145 750,062 6,750,318 $

52,476 $ 3,142,349 59,598 973,194 2,740,040 6,967,657 $

2011 Actuals

788,086 $ 3,272,678 $

4,047,371 $ 4,060,764 $

23,500 $ 511,575 357,005 294,846 335,441 280,978 4,427,452 127,988 805,630 7,164,415 $

44,959 $ 3,312,981 58,816 970,135 2,790,917 7,177,808 $

2012 Actuals

840,952 $ 2,968,492 $

4,060,764 $ 3,809,444 $

47,242 $ 576,665 388,161 313,815 381,884 307,437 4,694,041 157,995 777,781 7,645,022 $

49,723 $ 3,398,539 62,071 999,824 2,883,545 7,393,702 $

2013 Estimate

866,940 $ 2,690,542 $

3,809,444 $ 3,557,482 $

9,865 $ 589,933 405,377 340,443 417,131 320,884 4,793,437 154,253 849,950 7,881,273 $

51,214 $ 3,514,740 62,433 1,029,011 2,971,913 7,629,311 $

2014 Budget

897,430 $ 2,361,243 $

3,557,482 $ 3,258,673 $

9,685 $ 610,499 421,102 353,304 433,269 330,751 4,968,029 158,444 873,374 8,158,457 $

52,751 $ 3,620,184 64,306 1,059,473 3,062,934 7,859,648 $

2015 Proposed

958,273 $ 1,596,795 $

2,943,845 $ 2,555,069 $

9,937 $ 653,962 454,544 380,612 467,581 351,427 5,304,153 167,278 922,081 8,711,575 $

55,964 $ 3,822,009 68,223 1,123,355 3,253,248 8,322,799 $

2017 Proposed

1,007,754 $ 787,652 $

2,163,093 $ 1,795,407 $

10,824 $ 700,738 490,837 410,190 504,810 373,429 5,604,692 174,542 891,340 9,161,402 $

59,372 $ 4,015,498 72,376 1,191,318 3,455,151 8,793,715 $

2019 Proposed

1,058,822 $ 50,647 $

1,463,928 $ 1,109,469 $

11,983 $ 751,094 530,235 442,236 545,219 396,849 5,846,617 181,682 919,737 9,625,653 $

62,988 $ 4,198,203 76,785 1,263,871 3,669,347 9,271,194 $

2021 Proposed

1,093,799 (332,949)

794,500 760,849

12,755 785,484 556,701 463,850 572,371 413,212 6,008,214 187,249 943,787 9,943,623

66,825 4,475,284 81,462 1,353,857 3,932,544 9,909,972

2023 Proposed

Ten-Year Models

$ $ $ $ $

Fund Balance, Beginning Fund Balance, Ending

Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)

$

$

$

EXPENDITURES Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau Total Expenditures

Taxes Intergovernmental Miscellaneous Total Revenues

REVENUES

Ten Year Financial Models Police Tax Increment .21 - Table 4

24

326,811 $ 5,920,420 $

5,917,039 $ 6,247,231 $

182,029 $ 62,539 280,044 317,716 281,684 1,656,690 190,310 2,971,012 $

3,061,483 $ 15,638 224,083 3,301,204 $

2011 Actuals

366,785 $ 5,959,651 $

6,247,231 $ 6,326,436 $

194,160 $ 82,013 300,839 339,840 394,233 1,808,617 214,706 3,334,408 $

3,257,204 $ 48,027 108,382 3,413,613 $

2012 Actuals

848,904 $ 1,337,903 $

6,326,436 $ 2,186,807 $

225,958 $ 84,758 330,182 347,401 4,620,913 1,857,069 251,031 7,717,312 $

3,420,432 $ 95,600 61,651 3,577,683 $

2013 Estimate

395,657 $ 1,735,410 $

2,186,807 $ 2,131,067 $

232,359 $ 86,666 344,985 358,645 394,806 1,918,590 260,829 3,596,879 $

3,449,139 $ 50,000 42,000 3,541,139 $

2014 Budget

417,281 $ 1,677,600 $

2,131,067 $ 2,094,881 $

239,028 $ 88,642 360,251 366,365 412,346 2,057,416 269,417 3,793,465 $

3,665,279 $ 50,000 42,000 3,757,279 $

2015 Proposed

442,408 $ 1,624,712 $

2,083,451 $ 2,067,120 $

253,232 $ 92,812 383,325 382,622 438,502 2,184,282 287,115 4,021,890 $

3,907,558 $ 50,000 48,000 4,005,558 $

2017 Proposed

471,138 $ 1,569,578 $

2,074,698 $ 2,040,716 $

263,566 $ 95,691 399,233 393,517 461,647 2,370,380 299,037 4,283,072 $

4,139,090 $ 50,000 60,000 4,249,090 $

2019 Proposed

488,512 $ 1,608,521 $

2,045,288 $ 2,097,033 $

272,953 $ 98,396 411,686 403,806 484,860 2,459,270 310,046 4,441,018 $

4,377,763 $ 50,000 65,000 4,492,763 $

2021 Proposed

512,071 1,789,857

2,199,740 2,301,928

286,165 102,789 430,125 421,396 511,792 2,577,814 325,108 4,655,190

4,637,378 50,000 70,000 4,757,378

2023 Proposed

Ten-Year Models

$ $ $ $

Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)

$

$

$

$

Fund Balance, Beginning Fund Balance, Ending

EXPENDITURES Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau Special Investigations Bureau Total Expenditures

Taxes Miscellaneous Total Revenues

REVENUES

Ten Year Financial Models Police Tax Increment .25 - Table 5

25

362,142 $ 5,746,921 $

5,543,816 $ 6,109,063 $

38,083 $ 55,827 294,607 893,667 206,913 1,692,430 110,670 3,292,197 $

3,775,126 $ 82,318 3,857,444 $

2011 Actuals

395,925 $ 6,175,627 $

6,109,063 $ 6,571,552 $

42,867 $ 57,416 307,888 919,745 295,124 1,851,456 124,820 3,599,316 $

4,018,392 $ 43,413 4,061,805 $

2012 Actuals

900,329 $ 1,717,499 $

6,571,552 $ 2,617,828 $

58,309 $ 64,897 336,286 930,223 4,839,604 1,835,713 1,791 117,983 8,184,806 $

4,201,565 $ 29,517 4,231,082 $

2013 Estimate

427,344 $ 2,608,086 $

2,617,828 $ 3,035,429 $

60,058 $ 68,088 351,985 955,294 419,853 1,907,133 1,845 120,686 3,884,942 $

4,277,543 $ 25,000 4,302,543 $

2014 Budget

469,940 $ 2,867,453 $

3,035,429 $ 3,337,393 $

61,861 $ 71,264 367,882 979,203 443,657 2,222,940 1,900 123,473 4,272,181 $

4,549,145 $ 25,000 4,574,145 $

2015 Proposed

522,328 $ 3,251,124 $

3,650,843 $ 3,773,452 $

65,627 $ 77,844 394,443 1,029,746 469,653 2,579,797 2,016 129,309 4,748,435 $

4,836,044 $ 35,000 4,871,044 $

2017 Proposed

558,952 $ 3,424,903 $

3,904,931 $ 3,983,855 $

69,624 $ 82,100 413,408 1,064,572 491,412 2,825,188 2,139 132,935 5,081,377 $

5,115,301 $ 45,000 5,160,301 $

2019 Proposed

582,578 $ 3,686,225 $

4,099,262 $ 4,268,804 $

73,863 $ 84,471 431,144 1,096,989 512,798 2,958,238 2,269 136,394 5,296,167 $

5,410,709 $ 55,000 5,465,709 $

2021 Proposed

605,244 4,179,840

4,495,485 4,785,084

78,361 86,939 446,820 1,130,807 535,154 3,081,753 2,407 139,974 5,502,215

5,791,814

5,731,814 60,000

2023 Proposed

Ten-Year Models

$ $ $ $ $

Working Capital, Beginning Working Capital, Ending

26

Working Capital Goal (25%) Excess/(Deficiency)

5,667,354 $ 53,259,242 $

58,937,286 $ 58,926,596 $

466,512 $ 75,205 115,306 6,381,330 3,038,372 619,960 3,987,878 575,014 7,409,839 22,669,416 $

22,658,726 $

$

$

3,760,793 $ 17,772,526 720,476 404,931

2011 Actuals $

EXPENDITURES Drinking Water Compliance Park Taps Parks Irrigation Ralston Treatment Plant Revenue Division of Water Utility Administration Water General Administration Water Supply/Operations/Conservation Water System Operations Total Expenditures

REVENUES Licenses, Permits and Fees Charges for Services Miscellaneous Revenue Transfer Other Financing Sources Total Revenues

Ten Year Financial Models Water Fund - Table 6

5,197,192 $ 58,921,808 $

58,926,596 $ 64,119,000 $

469,264 $ 56,293 151,875 7,081,901 3,066,638 626,648 2,102,816 741,150 6,492,185 20,788,768 $

4,568,130 $ 20,411,356 585,657 416,029 25,981,172 $

2012 Actuals

16,554,267 $ 9,464,411 $

64,119,000 $ 26,018,678 $

507,412 $ 79,196 156,000 7,151,912 3,137,101 654,484 45,588,467 713,042 8,229,453 66,217,067 $

3,277,970 $ 19,195,952 5,214,314 428,509 28,116,745 $

2013 Estimate

6,489,954 $ 19,379,987 $

26,018,678 $ 25,869,940 $

526,354 $ 194,310 151,000 7,330,928 3,204,853 685,524 4,776,610 736,968 8,353,268 25,959,814 $

4,908,979 $ 20,170,426 290,308 441,364 25,811,077 $

2014 Budget

7,279,138 $ 16,432,021 $

25,869,940 $ 23,711,159 $

542,473 $ 198,196 151,000 7,656,018 3,245,273 717,542 7,526,669 760,493 8,318,887 29,116,552 $

5,284,780 $ 20,958,214 260,171 454,605 26,957,770 $

2015 Proposed

7,638,056 $ 13,331,063 $

23,310,742 $ 20,969,119 $

574,949 $ 206,203 151,000 8,326,946 3,321,091 773,155 7,509,727 806,684 8,882,469 30,552,224 $

4,677,342 $ 22,781,220 269,749 482,290 28,210,601 $

2017 Proposed

11,714,369 $ 6,707,792 $

15,097,369 $ 18,422,161 $

600,439 $ 214,534 151,000 9,009,458 5,392,572 812,059 20,430,817 851,173 9,395,426 46,857,478 $

4,606,946 $ 24,878,735 184,927 511,662 20,000,000 50,182,270 $

2019 Proposed

7,664,012 $ (909,529) $

5,028,658 $ 6,754,483 $

625,942 $ 223,201 151,000 9,734,651 2,794,063 843,819 5,483,608 896,580 9,903,186 30,656,050 $

4,978,103 $ 26,793,748 67,202 542,822 32,381,875 $

2021 Proposed

7,493,966 7,558,626

11,026,714 15,052,592

652,765 232,218 151,000 10,518,262 2,857,695 872,056 3,323,059 943,242 10,425,568 29,975,865

5,200,000 28,142,341 83,522 575,881 34,001,743

2023 Proposed

Ten-Year Models

$ $ $ $

Working Capital Goal (25% of Expenditures) Excess/(Deficiency)

$

$

$

$

Working Capital, Beginning Working Capital, Ending

EXPENDITURES Wastewater Collection System Wastewater Disposal Wastewater General Administration Total Expenditures

REVENUES Licenses, Permits and Fees Charges for Services Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Wastewater Fund - Table 7

27

2,586,470 $ 8,692,943 $

10,205,673 $ 11,279,413 $

3,375,338 $ 5,888,619 1,081,924 10,345,881 $

1,245,023 $ 10,328,332 (218,972) 65,238 11,419,621 $

2011 Actuals

2,586,264 $ 9,424,736 $

11,279,413 $ 12,011,000 $

2,738,130 $ 6,540,959 1,065,968 10,345,057 $

847,652 $ 10,689,116 (460,124) 11,076,644 $

2012 Actuals

3,279,490 $ 8,241,284 $

12,011,000 $ 11,520,774 $

4,752,587 $ 7,222,990 1,142,384 13,117,961 $

275,113 $ 11,716,931 566,480 69,211 12,627,735 $

2013 Estimate

3,186,238 $ 8,928,432 $

11,520,774 $ 12,114,670 $

3,914,179 $ 7,500,000 1,330,773 12,744,952 $

421,453 $ 12,212,488 633,620 71,287 13,338,848 $

2014 Budget

3,309,265 $ 9,525,716 $

12,114,670 $ 12,834,981 $

4,046,677 $ 7,875,000 1,315,385 13,237,062 $

426,499 $ 12,792,888 664,560 73,426 13,957,373 $

2015 Proposed

3,598,041 $ 10,844,923 $

13,641,465 $ 14,442,964 $

4,314,484 $ 8,682,188 1,395,493 14,392,165 $

354,562 $ 14,016,383 744,821 77,898 15,193,664 $

2017 Proposed

3,902,866 $ 12,380,375 $

15,329,847 $ 16,283,241 $

4,558,873 $ 9,572,112 1,480,478 15,611,463 $

329,993 $ 15,315,221 837,001 82,642 16,564,857 $

2019 Proposed

4,214,832 $ 14,430,217 $

17,404,124 $ 18,645,049 $

4,798,775 $ 10,553,253 1,507,301 16,859,329 $

338,610 $ 16,723,180 950,790 87,674 18,100,254 $

2021 Proposed

4,569,682 16,960,110

20,017,627 21,529,791

5,044,667 11,634,962 1,599,098 18,278,726

346,649 18,259,528 1,091,698 93,015 19,790,891

2023 Proposed

Ten-Year Models

$ $ $ $ $

Working Capital, Beginning Working Capital, Ending

Working Capital Goal (11% of Expenditures) Excess/(Deficiency)

$

$

$

EXPENDITURES Golf Course General Administration Lake Arbor Golf Course Administration Lake Arbor Maintenance Lake Arbor Restaurant West Woods Golf Course Administration West Woods Maintenance West Woods Restaurant Total Expenditures

Total Revenues

REVENUES Charges for Services Miscellaneous Revenue Transfer

Ten Year Financial Models Golf Course - Table 8

28

422,323 $ (212,744) $

25,635 $ 209,579 $

925,610 $ 356,852 579,767 196,118 492,652 444,384 843,914 3,839,297 $

4,023,241 $

3,790,693 $ 19,466 213,082

2011 Actuals

451,850 $ 181,150 $

209,579 $ 633,000 $

861,680 $ 404,770 588,514 227,037 543,287 515,713 966,726 4,107,727 $

4,531,148 $

4,237,424 $ 28,681 265,043

2012 Actuals

507,849 $ (155,432) $

633,000 $ 352,417 $

1,383,838 $ 423,727 630,782 258,368 576,699 491,862 851,537 4,616,813 $

4,336,230 $

4,123,071 $ 11,865 201,294

2013 Estimate

516,539 $ (74,145) $

352,417 $ 442,393 $

1,041,500 $ 437,317 708,342 285,048 621,770 628,414 973,418 4,695,809 $

4,785,785 $

4,384,488 $ 11,822 389,475

2014 Budget

532,247 $ 24,396 $

442,393 $ 556,643 $

1,063,046 $ 453,257 731,331 295,588 644,929 653,962 996,491 4,838,606 $

4,952,855 $

4,534,919 $ 12,177 405,759

2015 Proposed

560,038 $ 152,036 $

723,324 $ 712,074 $

1,059,426 $ 484,998 774,688 317,735 691,007 705,728 1,057,677 5,091,258 $

5,080,009 $

4,838,192 $ 12,918 228,899

2017 Proposed

591,660 $ 130,545 $

711,552 $ 722,205 $

1,115,757 $ 511,631 807,284 339,538 734,622 749,448 1,120,449 5,378,729 $

5,389,382 $

5,132,838 $ 13,705 242,839

2019 Proposed

621,657 $ 204,264 $

759,753 $ 825,921 $

1,162,144 $ 537,330 838,168 361,209 778,061 788,387 1,186,129 5,651,428 $

5,717,596 $

5,445,428 14,540 257,628

2021 Proposed

652,832 401,826

923,694 1,054,658

1,210,938 564,207 870,160 383,932 823,436 826,400 1,255,759 5,934,832

6,065,796

5,777,053 15,425 273,318

2023 Proposed

Ten-Year Models

$

$ $ $ $

$ $

EXPENDITURES Stormwater Total Expenditures

Working Capital, Beginning Working Capital, Ending

Working Capital Goal (25%) Excess/(Deficiency)

$

REVENUES Licenses, Permits and Fees Intergovernmental Charges for Services Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Stormwater Utility - Table 9

29

839,598 $ 10,159,699 $

9,263,297 $ 10,999,297 $

3,358,393 $ 3,358,393 $

1,610,556 $ 199,535 3,143,503 140,799 5,094,393 $

2011 Actuals

1,913,781 $ 7,424,219 $

10,999,297 $ 9,338,000 $

7,655,123 $ 7,655,123 $

3,025 $ 3,125,894 690,323 2,174,584 5,993,826 $

2012 Actuals

2,432,410 $ 399,725 $

9,338,000 $ 2,832,135 $

9,729,640 $ 9,729,640 $

- $ 3,157,295 66,480 3,223,775 $

2013 Estimate

1,153,257 $ 241,377 $

2,832,135 $ 1,394,634 $

4,613,029 $ 4,613,029 $

- $ 3,147,497 28,031 3,175,528 $

2014 Budget

798,800 $ 670,626 $

1,394,634 $ 1,469,425 $

3,195,198 $ 3,195,198 $

- $ 3,256,333 13,656 3,269,989 $

2015 Proposed

847,511 $ 593,859 $

1,433,659 $ 1,441,370 $

3,390,044 $ 3,390,044 $

- $ 3,383,709 14,046 3,397,755 $

2017 Proposed

864,682 $ 595,728 $

1,392,760 $ 1,460,410 $

3,458,727 $ 3,458,727 $

- $ 3,512,739 13,638 3,526,377 $

2019 Proposed

823,080 $ 1,017,049 $

1,474,672 $ 1,840,128 $

3,292,318 3,292,318 $

- $ 3,643,317 14,457 3,657,774 $

2021 Proposed

1,283,695 1,084,532

1,565,546 2,368,227

5,134,780 5,134,780

3,668,557 2,268,905 5,937,461

2023 Proposed

Ten-Year Models

$ $ $ $ $

Working Capital, Beginning Working Capital, Ending

Working Capital Goal (11% of Expenditures) Excess/(Deficiency)

30

425,147 $ 335,300 $

905,939 $ 760,447 $

1,243,991 $ 456,598 1,700,589 $

1,555,097 $

$

$

1,543,483 $ 11,614

2011 Actuals $

EXPENDITURES Banquet Facility Hospitality General Administration Total Expenditures

REVENUES Charges for Services Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Hospitality - Table 10

395,661 $ 279,339 $

760,447 $ 675,000 $

1,297,256 $ 285,388 1,582,644 $

1,455,383 $ 41,814 1,497,197 $

2012 Actuals

204,649 $ 141,674 $

675,000 $ 346,323 $

1,544,908 $ 315,538 1,860,446 $

1,480,526 $ 51,243 1,531,769 $

2013 Estimate

206,833 $ (38,431) $

346,323 $ 168,402 $

1,554,653 $ 325,646 1,880,299 $

1,644,678 $ 57,700 1,702,378 $

2014 Budget

201,749 $ (94,496) $

168,402 $ 107,253 $

1,500,922 $ 333,160 1,834,082 $

1,704,159 $ 68,774 1,772,933 $

2015 Proposed

212,005 $ (209,063) $

49,456 $ 2,942 $

1,586,691 $ 340,629 1,927,320 $

1,807,943 $ 72,863 1,880,806 $

2017 Proposed

222,406 $ (284,180) $

(35,176) $ (61,774) $

1,668,229 $ 353,646 2,021,875 $

1,918,046 $ 77,231 1,995,277 $

2019 Proposed

233,042 $ (311,098) $

(76,285) $ (78,056) $

1,751,411 $ 367,150 2,118,561 $

2,034,855 $ 81,935 2,116,790 $

2021 Proposed

243,960 (281,449)

(65,378) (37,490)

1,836,664 381,151 2,217,815

2,158,778 86,925 2,245,703

2023 Proposed

Ten-Year Models

31

(935,705) 4,983,000

$

Available Cash Ending $

4,983,000 $ 3,795,142 $

2,609,040 $ 657,527 3,266,567 $

2,010,729 $ 67,980 2,078,709 $

2013 Estimate

3,795,142 $ 3,278,831 $

1,973,796 $ 645,062 2,618,858 $

2,032,528 $ 70,019 2,102,547 $

2014 Budget

3,278,831 $ 3,080,944 $

1,650,272 $ 674,728 2,325,000 $

2,054,993 $ 72,120 2,127,113 $

2015 Proposed

NOTE: The Actuarial Projection Adjustment is a component throughout the model, reflected in the Fund Balance.

5,918,705

$

Ending Cash Actuarial Projection Adjustment

5,249,387 $ 4,983,000 $ 6,185,092

5,402,771 $ 5,249,387 $

1,794,018 $ 605,771 2,399,789 $

2,061,825 $ 71,577 2,133,402 $

2012 Actuals

$

$ $

Fund Balance, Beginning Fund Balance, Ending

1,741,637 $ 553,504 2,295,141 $

2,004,571 $ 137,186 2,141,757 $

2011 Actuals

Beginning Cash

$

$

$

$

EXPENDITURES Benefits Administration Risk Management Total Expenditures

REVENUES Intergovernmental Miscellaneous Total Revenue

Ten Year Financial Models Insurance Services - Table 11

2,858,964 $ 2,613,887 $

1,693,189 $ 730,348 2,423,537 $

2,101,947 $ 76,512 2,178,459 $

2017 Proposed

2,351,811 $ 2,080,068 $

1,737,563 $ 767,121 2,504,684 $

2,151,769 $ 81,172 2,232,941 $

2019 Proposed

1,799,230 $ 1,509,620 $

1,783,460 $ 796,882 2,580,342 $

2,204,617 $ 86,115 2,290,732 $

2021 Proposed

1,211,697 903,934

1,830,843 827,140 2,657,982

2,260,219 90,000 2,350,219

2023 Proposed

Ten-Year Models

$ $ $

Fund Balance, Beginning Fund Balance, Ending

$

$

$

EXPENDITURES Computer Maintenance Computer Replacement Total Expenditures

REVENUES Intergovernmental Charges for Services Miscellaneous Transfer Total Revenue

Ten Year Financial Models Computers - Table 12

8,882,114 $ 8,600,670 $

635,543 $ 1,706,377 2,341,920 $

1,778,087 $ 28,666 242,496 11,227 2,060,476 $

2011 Actuals

8,600,670 $ 7,949,000 $

842,788 $ 1,666,762 2,509,550 $

1,780,231 $ 27,260 50,389 1,857,880 $

2012 Actuals

7,949,000 $ 5,045,563 $

1,149,621 $ 3,610,295 4,759,916 $

1,780,231 $ 26,400 49,848 1,856,479 $

2013 Estimate

5,045,563 $ 5,603,377 $

1,171,777 $ 129,250 1,301,027 $

1,780,306 $ 27,192 51,343 1,858,841 $

2014 Budget

5,603,377 $ 4,777,683 $

1,204,267 $ 1,482,625 2,686,892 $

1,861,198 $

1,780,306 $ 28,008 52,884

2015 Proposed

3,909,723 $ 3,596,280 $

1,276,771 $ 902,795 2,179,566 $

1,866,123 $

1,780,306 $ 29,713 56,104

2017 Proposed

3,245,575 $ 2,884,506 $

1,358,494 $ 873,925 2,232,419 $

1,871,350 $

1,780,306 $ 31,523 59,521

2019 Proposed

2,238,295 $ 2,418,118 $

1,461,222 $ 235,850 1,697,072 $

1,876,895 $

1,780,306 $ 33,443 63,146

2021 Proposed

1,342,509 754,341

1,566,974 902,500 2,469,474

1,780,306 35,000 66,000 1,881,306

2023 Proposed

Ten-Year Models

32

33

$

Fund Balance, Ending

$

Total Expenditures $

$

EXPENDITURES Vehicle Maintenance Vehicle Replacement

Fund Balance, Beginning

$

$

Total Revenue

REVENUES Intergovernmental Miscellaneous Other

Ten Year Financial Models Vehicles - Table 13

7,157,603 $

8,310,104 $

4,558,723 $

2,001,659 $ 2,557,064

3,406,222 $

3,223,751 $ 142,123 40,348

2011 Actuals

6,678,000 $

7,157,603 $

3,794,409 $

2,241,455 $ 1,552,954

3,314,806 $

3,228,289 $ 64,225 22,292

2012 Actuals

4,713,500 $

6,678,000 $

5,392,897 $

3,746,934 $ 1,645,963

3,428,397 $

3,292,220 $ 61,177 75,000

2013 Estimate

4,164,137 $

4,713,500 $

4,044,128 $

2,219,386 $ 1,824,742

3,494,765 $

3,378,186 $ 41,579 75,000

2014 Budget

3,767,776 $

4,164,137 $

3,986,798 $

2,304,618 $ 1,682,180

3,590,436 $

3,446,058 $ 69,378 75,000

2015 Proposed

3,494,592 $

3,768,998 $

3,999,488 $

2,477,917 $ 1,521,571

3,725,082 $

3,587,973 $ 62,109 75,000

2017 Proposed

3,139,525 $

3,204,973 $

3,926,218 $

2,621,414 $ 1,304,804

3,860,770 $

3,738,530 $ 47,240 75,000

2019 Proposed

3,334,839 $

3,234,153 $

3,933,220 $

2,751,443 $ 1,181,777

4,033,906 $

3,898,256 $ 60,650 75,000

2021 Proposed

3,518,395

3,619,023

4,307,090

2,957,090 1,350,000

4,206,463

4,061,366 70,097 75,000

2023 Proposed

Ten-Year Models

$

$ $ $ $

EXPENDITURES Building Maintenance Total Expenditures

Fund Balance, Beginning Fund Balance, Ending

$

REVENUES Intergovernmental Miscellaneous Revenue Transfer Total Revenue

Ten Year Financial Models Buildings - Table 14

1,890,489 $ 1,658,548 $

780,302 $ 780,302 $

407,351 $ 29,279 111,731 548,361 $

2011 Actuals

1,658,548 $ 1,704,000 $

481,435 $ 481,435 $

407,351 $ 6,477 113,059 526,887 $

2012 Actuals

1,704,000 $ 1,914,045 $

328,539 $ 328,539 $

407,351 $ 15,000 116,233 538,584 $

2013 Estimate

1,914,045 $ 1,995,854 $

484,077 $ 484,077 $

431,165 $ 15,000 119,721 565,886 $

2014 Budget

1,995,854 $ 1,885,316 $

680,015 $ 680,015 $

431,165 $ 15,000 123,312 569,477 $

2015 Proposed

2,131,503 $ 1,900,312 $

677,356 $ 677,356 $

446,165 $

431,165 $ 15,000

2017 Proposed

2,026,441 $ 2,370,318 $

102,288 $ 102,288 $

446,165 $

431,165 $ 15,000

2019 Proposed

1,765,692 $ 1,568,510 $

643,347 $ 643,347 $

446,165 $

431,165 $ 15,000

2021 Proposed

884,848 581,013

750,000 750,000

446,165

431,165 15,000

2023 Proposed

Ten-Year Models

34

$ $ $ $ $ $

EXPENDITURES Economic Development Total Expenditures

Fund Balance, Beginning Fund Balance, Ending

Fund Balance Goal (11% of Expenditures) Excess/(Deficiency)

112,307 $ 1,103,484 $

1,061,007 $ 1,215,791 $

1,020,973 $ 1,020,973 $

13,826 $ 1,161,931 1,175,757 $

2011 Actuals

97,751 $ 1,442,751 $

1,215,791 $ 1,540,502 $

888,648 $ 888,648 $

9,639 $ 1,203,720 1,213,359 $

2012 Actuals

* Fund Balance includes revolving loan program balance of $1,135,002 at the end of 2012

$

$

REVENUES Miscellaneous Revenue Transfer Total Revenues

Ten Year Financial Models Economic Development - Table 15

80,375 $ 1,483,444 $

1,540,502 $ 1,563,819 $

730,683 $ 730,683 $

3,000 $ 751,000 754,000 $

2013 Estimate

84,357 $ 1,487,581 $

1,563,819 $ 1,571,938 $

766,881 $ 766,881 $

3,000 $ 772,000 775,000 $

2014 Budget

87,548 $ 1,485,499 $

1,571,938 $ 1,573,047 $

795,891 $ 795,891 $

3,000 $ 794,000 797,000 $

2015 Proposed

93,917 $ 1,467,193 $

1,569,545 $ 1,561,110 $

853,790 $ 853,790 $

3,000 $ 842,355 845,355 $

2017 Proposed

99,499 $ 1,444,337 $

1,551,717 $ 1,543,836 $

904,535 $ 904,535 $

3,000 $ 893,654 896,654 $

2019 Proposed

104,555 $ 1,435,963 $

1,539,939 $ 1,540,518 $

950,499 $ 950,499 $

3,000 $ 948,078 951,078 $

2021 Proposed

109,802 1,436,178

1,545,980 1,545,980

998,201 998,201

3,000 995,201 998,201

2023 Proposed

Ten-Year Models

35

36

Performance Budgeting

2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET

“The City desires to continue its efforts to achieve and maintain service excellence by building a data-driven, results-oriented, customer-focused and responsive organization.” In 2013 the City initiated a new integrated performance management system called FOCUS, which includes performance-based budgeting and strategic planning that looks at what the City needs to accomplish in the next six years. FOCUS will re-define how Arvada prioritizes services and programs for the community by focusing on the value to the customer, or customer experience, and by measuring, evaluating and reporting our performance. FOCUS will: • Help the City to track what it is doing and provide more meaningful reports to the community. • Help to better explain and show the value the community receives for what it invests in Arvada. • Open the door for innovation and creative thinking for employees at all levels in the organization. City employees will have more tools to identify innovative ways to improve services and be better, smarter, and faster, which ultimately leads to enhancing and improving the customer experience. City Strategic Plan As a part of FOCUS, in 2013 City Council identified major issues confronting the City in the next 2-6 years and then developed a citywide strategic plan. This plan identified four strategic areas that contain specific and measurable results that Council expects to achieve between now and 2019. These results will guide where the City expends its resources and will be monitored for progress and will be used as the foundation for the work that each City department does. The plan will also be reviewed and updated on a regular basis by the City Council. The following are the four strategic areas and the results that were adopted by the Council: FOCUS Strategic Areas Growth and Economic Development - The future of Arvada’s prosperity and quality of life will be influenced largely by the City’s ability to manage growth through intelligent economic development and strong fiscal policies. Good paying jobs, thoughtful transit-oriented development and new housing, together with long-term investments in the Wadsworth Corridor, will define managed growth in Arvada.

Infrastructure - Arvada’s future will be built upon well-maintained streets, sidewalks, trails and recreation amenities. Steady future economic growth will follow transit lines and the Jefferson Parkway, accompanied by appropriately designed parking facilities and readily available water resources to support a planned and steady growth in our population.

Organizational and Service Effectiveness - Citizens depend on a well-managed, fiscally responsible City government to guide and support growth. Performancebased management practices, sustainable levels of resource use and Council-approved fiscal and operational policies will ensure the long-term credibility and accountability of City Government.

Vibrant Community and Neighborhoods - Strong neighborhood associations, citizens engaged in civic life and the arts, and a long-term sustained focus on the safety and success of our children will bring out the best of our character and ensure Arvada is the place we want to raise our children for generations to come.

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2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET

Growth and Economic Development - The future of Arvada’s prosperity and quality of life will be influenced largely by the City’s ability to manage growth through intelligent economic development and strong fiscal policies. Good paying jobs, thoughtful transit-oriented development and new housing, together with long-term investments in the Wadsworth Corridor, will define managed growth in Arvada. ✓✓ Beginning in 2019, 25% of new housing is located in urban centers and corridors ✓✓ By 2019, 1,000 new jobs will be created and located in urban centers and corridors ✓✓ 800 new non-retail jobs created by 2019, within the following targeted industries: medical, manufacturing, research and development, bio-medical, energy, enabling technology, and professional services ✓✓ By 2019, create $350 million in private sector capital investments (buildings, furniture, fixtures and equipment) ✓✓ By December 31, 2015, Arvada Ridge Transit-Oriented Development site vehicle and pedestrian access improvements will be evaluated and presented to Council and by January 1, 2019 selected improvement will be completed ✓✓ By 2015, the Wadsworth Corridor, including the Arvada Center, will be evaluated for the creation of a cultural and activity district, and by 2017 the district will be established

Infrastructure - Arvada’s future will be built upon well-maintained streets, sidewalks, trails and recreation amenities. Steady future economic growth will follow transit lines and the Jefferson Parkway, accompanied by appropriately designed parking facilities and readily available water resources to support a planned and steady growth in our population. ✓✓ By December 31, 2017, the Jefferson Parkway is completed ✓✓ By December 31, 2015, we will partner with RTD to provide 300 parking spaces at the Sheridan Transit Station, 400 parking spaces at the Olde Town Transit Station and 150 parking spaces at the Arvada Ridge Transit Station and by December 31, 2015, we will provide 300 additional parking spaces in Olde Town in an efficient and sustainable manner (such as including electric vehicle charging stations and consideration of the best use of the land) ✓✓ By December 31, 2019, 100% of all sidewalk gaps as identified by the Transportation Committee and as approved by City Council will be built according to the then current code requirements ✓✓ By 2019, 70% of Street Pavement Conditions are rated as “fair” or better ✓✓ By December 31, 2019, 3,000 additional acre-feet of water is acquired to support the anticipated population growth ✓✓ By 2015, 90% of street reconstruction and new street construction projects located on the City Conduit Map will include conduits for fiber optics and dry utilities ✓✓ By December 31, 2019, 100% of all identified trail gaps and connection points recognized in the City’s Parks, Trails and Open Space Master Plan and Bicycle Master Plan as identified by the Arvada Park Advisory Committee and as approved by City Council are built/completed ✓✓ By December 31, 2014, a conceptual plan and location for a new Justice Center will be completed in order to accommodate emerging safety requirements for the public ✓✓ By December 31, 2019, West Woods club house and related facilities are replaced

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2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET

Vibrant Community and Neighborhoods - Strong neighborhood associations, citizens engaged in civic life and the arts, and a long-term sustained focus on the safety and success of our children will bring out the best of our character and ensure Arvada is the place we want to raise our children for generations to come. ✓✓ By 2017, 12.5% of Arvada households will be engaged with the Arvada Center as paying patrons on an annual basis ✓✓ By 2019, 50% of identified neighborhoods, who in 2013 did not have organized groups, will have organized neighborhood associations, HOA’s, Councils or other leadership/engagement groups with whom the City can liaison ✓✓ By August 1, 2015, the City’s ‘Arterial Beautification Program’ is approved by Council and by December 31, 2016 one key project is underway ✓✓ By July, 2014, a decision will be finalized as to the feasibility of an east side recreation center being located on city owned property ✓✓ By 2017, 95% of middle and senior high school age children are neither truant nor engaged with the juvenile justice system over the period of a year ✓✓ By December 31, 2015, an assessment of impacts of an aging population is completed ✓✓ By 2015, measurable results will be developed and published relative to the ‘Sustain Arvada’ plan for water, energy and transportation and the following results will be achieved: ӽӽ By 2019, water usage by the community is reduced from 18,450 ac-ft to 17,750 ac-ft ӽӽ By 2019, 20% of the energy consumed at City facilities and by City vehicles will be supplied by renewable energy ӽӽ By 2019, the use of alternate travel modes for commuting to work by Arvada residents will increase from 10% to 13% Organizational and Service Effectiveness - Citizens depend on a well-managed, fiscally responsible City government to guide and support growth. Performance-based management practices, sustainable levels of resource use and Council-approved fiscal and operational policies will ensure the long-term credibility and accountability of City Government. ✓✓ 10% of Arvada Center operating budget is derived from charitable donations by 2019 ✓✓ By 2014, a formalized system for Council enacted fiscal and operational policies for the City is adopted ✓✓ By 2015, all departments will have in place a department-specific Workforce Plan which is annually updated and utilized to make ongoing workforce decisions ✓✓ By October 31, 2014, City Council policy and budget decisions will be guided by information from performance reports from all departments ✓✓ By 2015, 90% of contracts for service will contain specific performance measurements and by 2017, 85% of contracts for service will be awarded or renewed based partially upon performance results

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2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET Performance-Based Budgeting FOCUS is a standardized performance management system and is linked to the City’s budgeting process. Each year departments update strategic business plans that are organized by program. Each program measures the benefit customers experience as a consequence of receiving the program’s services. Collecting and evaluating performance measures in strategic business plans plays a significant role in each department’s decision making by illuminating how well targets are achieved. The end result is that the City improves program efficiency and effectiveness which, in turn, provides better results for citizens. The department strategic business plans include a strategic section that identifies trends and issues for the next six years and strategic results that the department needs to achieve to respond proactively to the challenges of the future. The other section is the operations portion of the plan, where similar services are grouped into programs, and programs with similar common purposes are grouped into lines of business. These plans are also aligned with the City’s Strategic Plan to ensure that the results identified by City Council are a part of the services being delivered by the City. Not every City department or program aligns directly with the City Strategic Plan, but every program plays a role in ensuring that the City delivers the services expected by the community. As a part of the Managing for Results system that the City is using, performance measures are presented for each program within a department and are structured so that each program has a full Family of Measures™. These measures report not only what the customer experience is as a result of the program, but also the workload or output, the demand for the program and the efficiency of the program of providing certain services. Performance information will be reviewed by the City management team on a regular basis and presented to the Council in quarterly performance reports. The Arvada Economic Development Association (AEDA) and the Utilities Department completed their strategic business plans in 2013 and their 2014 budgets are presented in the new format. All City departments will complete the strategic business planning process by early 2014 and will be presented in the new format in the 20152016 budget. In the first year of the new performance-based budgeting only the proposed 2014 performance targets are shown. In the future, historic performance, along with current-year estimates and future year predictions, will be presented for each program.

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2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET

Reader’s Guide to Performance-Based Budgets

1

Department Mission Statement – Each department has a mission statement to show the purpose of the department. The statement identifies a summary of services that the department provides, the customers who receive those services and what result or benefit the customers will experience.

2

Department Expenditure and Employee Summary – These tables show the department’s expenditures by line of business and by fund. In addition, the tables provide the total number of employees by FTE for each of the lines of business.

3

Department Organization – This chart shows each line of business in the department and the programs that are part of that line of business.

4

Budget Changes – This is a summary of any major budget changes in the department that require additional funding and/or employees. If there are no major budget changes for a department then this section is omitted from that department. Trend and Impact Statements – These are identified by the Department and are the most important issues and trends that will impact the department and its customers over the next 2-6 years.

5

Strategic Results - These are specific results the department aims to achieve in the next six years that go beyond the current practice and status quo and are critical to the department’s success. Results that are directly tied to one of the Council’s City Strategic Plan results are identified by

logo.

6

Line of Business – Each Line of Business within a department contains a summary sheet with the purpose statement for that line of business and a table of expenditures and employees presented by program.

7

Program Name and Purpose Statement - Each program has a specific name and purpose statement that clearly identifies why the program exists, who the customers of the program are, and what the customers can expect to receive from the program.

8

Program Expenditure and Employee Table - Each program has a listing of expenditures by category and also a listing by position of all employees assigned to the program.

9

Program Key Performance Measure(s) – Each program has a performance measure that highlights the results of that program and is presented in detail.

10

Program Additional Information – At the end of each department is a set of additional information about the programs in that department. This supplemental information provides more details about the program and the entire Family of Measures™ for that program.

11

Program Performance Measures – This table shows the entire family of measures that is used for this program. A indicates that this is a performance measure that ties to a department strategic result.

12

Program Services – This is a list of all of the unique services that are provided in a specific program.

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2013-2014 REVISED BIENNIAL OPERATING AND CAPITAL BUDGET

5

1

4

2

3

10 7

6 8

11

9

12

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Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Mission Statement: The Mission of the Arvada Economic Development Department is to provide business and commercial development services to new and existing businesses so they can grow and expand to create jobs, increase revenues and make capital investments Operating Expenditures by Line of Business

2011 2012 2013 2014 Line of Business Actual Actual Budget Proposed Economic Development 578,496 Administrative Management 188,385 Total Arvada Economic Development Association $ 642,121 $ 744,029 $ 730,683 $ 766,881 Operating Expenditures by Fund

2011 2012 2013 2014 Fund Actual Actual Budget Proposed Economic Development Fund 766,881 Total Arvada Economic Development Association $ 642,121 $ 744,029 $ 730,683 $ 766,881 Employees by Line of Business Line of Business Economic Development Administrative Management Total Arvada Economic Development Association

2011 Actual

2012 Actual

2013 Budget

4.00

4.00

4.00

Arvada Economic Development Association Organization by Line of Business and Program Economic Development Business Growth and Stability New Business Development Marketing Program Strategic Alliances

Administrative Management Administrative Management

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2014 Proposed 3.12 0.88 4.00

Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Trend and Impact Statements 1. Arvada has limited opportunities for the physical expansion of new and existing businesses, which if not addressed will result in: • Available commercial space becomes a premium and more expensive • Businesses are restricted in their ability to grow and expand • Limited capital investments • A plateau of tax revenues 2. The continued inadequate supply of skilled workers, which if not addressed, will result in Arvada businesses not being able to expand or grow because they lack the workforce they need. 3. The aging demographics of the community will, unless addressed, continue to result in: • Decreased consumer spending over the long term resulting in decreased sales tax revenues • Increase in demand for services that do not directly contribute to City tax revenues • Challenges to attract a younger demographic and skilled workforce 4. Transportation infrastructure, in particular the Gold Line and Jefferson Parkway, if not developed, will result in • Continued residential development and expansion without adequate tax revenues, generated by commercial development, to pay for services demanded by the increased population • Inability to attract companies with good paying jobs whose business depends on good transportation routes • The risk of Arvada continuing to be perceived as a bedroom community • Leakage of sales tax revenues to neighboring Cities • Lack of jobs growth and particularly lack of growth in Primary Jobs within close proximity for residents. 5. The clear roles, coordination of activities and excellent working relationship between the City Council and AEDA Board, if continued, will result in: • An excellent business climate in Arvada • Business retention goals met • Business attraction goals met • Capital investment goals met • A continuation of the award‐winning Arvada Way of doing business with business 6. Economic Development’s limited access to business data, including jobs and capital investment information, if not addressed will result in: • The City’s inability to track and measure business retention goals • Missed strategic business attraction opportunities due to a lack of awareness • Missed opportunities to retain and help Arvada businesses grow • Inability to analyze data and be aware of trends as they emerge • Inability to report trends to the Board and Council

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Arvada Economic Development ASSOCIATION revised 2013-2014 budget

7. The steady growth in demand for Economic Development services by Arvada businesses and developers, together with Economic Development staff participating in various City and non‐ economic development‐related committees, if not addressed, will result in: • Inability to meet demand and business customer expectations for timely services • Diminished ability to be strategic and proactive in creating economic development opportunities • Diminished ability to provide the Board and Council with the information they need to make strategic and operational decisions • Inadequate time to maintain and grow key strategic partnership relationships • Over extension of Economic Development staff 8. While most City Departments understand the importance of business, not all staff members see businesses as a customer, which if this continues, will result in: • Businesses and commercial customers, in general, left with the impression that the City is indifferent, even adversarial, instead of collaborative corporate partners • Rules, regulations and procedures implemented (or not) in ways that make doing business more difficult without improving the quality of life • Prescriptive customer service that is not solution oriented 9. Some Arvada zoning regulations do not provide the level of flexibility to support targeted industry development, if not addressed, will result in: • The City not having sufficient business development to create Primary Jobs • A lack of competitive sites to attract and retain businesses

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Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Strategic Results By year end 2019, $350 million in new commercial private sector capital investments will be made in Arvada

Council Strategic Result

New commercial private sector capital investments ($ million) 2014 Target 50

By 2019, Arvada will continue to create steady job growth as evidenced by: • 1,000 new jobs created in urban centers and corridors Council Strategic Result • 800 new non‐retail jobs created in the following targeted industries: medical, manufacturing, research and development, bio‐science, energy, enabling technologies, and professional services

New jobs created in urban centers and corridors

New non‐retail jobs in targeted industries

2014 Target 150 2014 Target 100

By the end of 2015, Arvada businesses will experience a stable business environment as evidenced by: • 97% of businesses of 50 or more employees will be retained annually • 80% of net non‐home based businesses under 50 employees will be retained annually

Businesses of 50 or more employees retained (%)

Businesses of under 50 employees retained (%)

2014 Target 95 2014 Target 90

By 2015, Arvada will efficiently market and utilize available commercial property assets for economic development purposes as evidenced by: • Total commercial vacancy rate in Arvada is 25% below the Denver metro area vacancy rate Commercial vacancy rate lower in Arvada vs. Denver Metro Area (%) 2014 Target 25 By 2015, new retail businesses will bring a total of $250,000 in additional sales tax revenues annually

New retail business sales tax revenues

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2014 Target $250,000

Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Line of Business: Economic Development The Purpose of the Economic Development Line of Business is to provide business and commercial development services to new and existing businesses so they can grow and expand to create jobs, increase revenues and make capital investments. Summary of Budget by Program

2014 Proposed $ 194,798 $ 91,844 $ 149,414 $ 142,440 Total $ 578,496

Business Growth and Stability New Business Development Marketing Program Strategic Alliances

Summary of Employees by Program (FTE) Business Growth and Stability New Business Development Marketing Program Strategic Alliances

Total

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2014 Proposed 1.15 0.40 0.70 0.87 3.12

Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Program: Business Growth and Stability The purpose of the Business Growth and Stability Program is to provide business resources, financial assistance and ombudsman services to existing businesses so they can grow and expand to create jobs and make capital investments. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases

2014 Proposed $ 121,550 $ 12,000 $ 1,375 $ 59,873 TOTAL $ 194,798

Program Employees Deputy Director of Economic Development Director of Economic Development Economic Development Specialist Marketing Program Manager Total Program Employees

2014 Proposed 0.40 0.25 0.30 0.20 1.15

Key Performance Measure # of new jobs created in urban centers and corridors # of new non‐retail jobs created in targeted industries

What do these numbers tell us? If achieved, citizens will have more opportunities for employment within their own community. Families, and as a result, neighborhoods are more sustainable with the ability to live and work close to home. In addition, traffic congestion may be reduced as a result of alternative transportation choices and shorter commutes.

160 140 Number of New Jobs

Why are these measures important? City Council has recognized that access to quality jobs is important to Arvada. City Council has identified areas of the highest potential for success. These areas are within specific geographic locations and within specific primary job targeted industries.

120 100

Urban centers and corridors

80

New non‐retail jobs

60 40 20 0 2014 Target

Line of Business: Economic Development

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Line of Business: Economic Development

Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Program: New Business Development The purpose of the New Business Development Program is to provide project facilitation services to new businesses so they can locate in Arvada, create jobs, make capital investments and generate new revenues for the City. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases

2014 Proposed $ 43,644 $ 13,500 $ ‐ $ 34,700 TOTAL $ 91,844

Program Employees Deputy Director of Economic Development Director of Economic Development Economic Development Specialist Marketing Program Manager Total Program Employees

2014 Proposed 0.15 0.10 0.10 0.05 0.40

Key Performance Measure $ million in new commercial private sector capital investments made in Arvada

What do these numbers tell us? Overall significant capital investment validates the strength of the private sector in Arvada. It also indicates the commitment of businesses to the community through financial investments, resulting in potential job growth and intentional commitment to Arvada for the long‐term.

60 Capital Investmente (Millions)

Why is this measure important? Capital investment by new and exisiting businesses create new economic activity for the community. As a result, businesses will likely generate increased tax revenues. This measurement is not only a testament to the business climate in Arvada, but also necessary for City funding sustainability.

50 40 30 20 10 0 2014 Target

Line of Business: Economic Development

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Line of Business: Economic Development

Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Program: Marketing Program The purpose of the Marketing Program is to provide tools, education and resource awareness services to new businesses, existing businesses and strategic partners so they can access economic development resources. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases

2014 Proposed $ 56,149 $ 59,312 $ 6,600 $ 27,353 TOTAL $ 149,414

Program Employees Deputy Director of Economic Development Economic Development Specialist Marketing Program Manager Total Program Employees

2014 Proposed 0.05 0.15 0.50 0.70

Key Performance Measure Percentage of existing Arvada businesses contacted in at least two ways by AEDA annually

What do these numbers tell us? AEDA is nationally and internationally recognized for "The Arvada Way" of doing business retention. AEDA must keep the momentum going and serve all businesses as practical and appropriate. By contacting every Arvada business annually with targeted messages, it demonstrates the commitment to this culture. This is a challenging, yet critical measurable for economic development in Arvada.

100%

Existing Business Contacted by AEDA

Why is this measure important? AEDA is the business to government liaison, providing tools and resources to Arvada businesses to help them grow. Arvada businesses are contacted regularly by AEDA to make sure businesses are aware of these services. Business who are able to take advantage of AEDA's tools and resources have more opportunities to be successful.

75%

50%

25%

0%

Line of Business: Economic Development

50

Line of Business: Economic Development

2014 Target

Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Program: Strategic Alliances The purpose of the Strategic Alliances Program is to provide leadership, financial and consultation services to strategic partners so they can leverage shared resources to advance Arvada’s economic development goals. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases

2014 Proposed $ 87,340 $ 51,450 $ ‐ $ 3,650 TOTAL $ 142,440

Program Employees Deputy Director of Economic Development Director of Economic Development Economic Development Specialist Marketing Program Manager Total Program Employees

2014 Proposed 0.25 0.15 0.27 0.20 0.87

Key Performance Measure # of new Arvada business/development prospects generated by strategic partners

What do these numbers tell us? The measurement will identify the long‐term value and investment trends of participation with new and existing strategic alliances. By monitoring these investments, AEDA will better understand its decisions related to creating or retaining active participation and can adjust accordingly.

35.00 # Business Propsects Generated by Strategic Partners

Why is this measure important? AEDA has limited financial and time resources. As a result, AEDA partners with other organizations who provide desirable business prospects to the City. These partners help AEDA and the City to leverage staff time and financial resources, resulting in financial savings for the community.

30.00 25.00 20.00 15.00 10.00 5.00 0.00 2014 Target

Line of Business: Economic Development

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Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Line of Business: Administrative Management The purpose of the Administrative Management Line of Business is to provide leadership, human resource, communication, information, and financial management support to the Arvada Economic Development Department and the Arvada Economic Development Association (AEDA) so they can achieve its strategic and operational results. Summary of Budget by Program Administrative Management

Total

Summary of Employees by Program (FTE) Administrative Management

Total

52

2014 Proposed $188,385 $188,385 2014 Proposed 0.88 0.88

Arvada Economic Development ASSOCIATION revised 2013-2014 budget

Program: Administrative Management The purpose of the Administrative Management Program is to provide leadership, human resource, communication, information, and financial management support to the Arvada Economic Development Department and the Arvada Economic Development Association (AEDA) so they can achieve its strategic and operational results. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Capital Maintenance Transfers

2014 Proposed $ 116,484 $ 46,255 $ 14,588 $ 5,600 $ 772 $ 4,687 TOTAL $ 188,385

Program Employees Deputy Director of Economic Development Director of Economic Development Economic Development Specialist Marketing Program Manager Total Program Employees

2014 Proposed 0.15 0.50 0.18 0.05 0.88

Key Performance Measure % of department operational Key Results achieved % of annual approved strategic goals achieved

What do these numbers tell us? The measured results will identify the overall effectiveness of staff and AEDA Board activities. Consequently, this will achieve continued confidence in the AEDA organization, city department and staff to continue to perform at the highest level possible.

100%

75% Results Achieved

Why are these measures important? In order to better monitor, reflect and measure departmental and staff performance, AEDA will be able to understand allocation of resources, validate appropriate program goals, quantify accomplishments, and adjust, as necessary, to achieve expected results from Arvada's Economic Development program.

Department Key Results

50%

Strategic Goals 25%

0% 2014 Target

Line of Business: Administrative Management

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Arvada Economic Development ASSOCIATION revised 2013-2014 budget Additional Program Information

Program: Business Growth and Stability Line of Business: Economic Development Performance Measures Measure Type

Performance Measure # new jobs created in urban centers and corridors to reach a total of 1,000 by 2019(Combined total for Business

2014 Target

Result

150

Result

100

Result

50

Result

95

Result

90

Result

25

Growth and Stability and New Business Development Programs)

# new non‐retail jobs created in the following targeted industries: medical, manufacturing, research and development, bio‐science, energy, enabling technologies, professional services to reach a total of 800 by 2019 (Combined total of all new jobs for Business Growth and Stability and New Business Development Programs)

Million $ in new commercial private sector capital investments made in Arvada to reach a total of $350 Million by 2019(Combined total for Business Growth and Stability and New Business Development Programs)

% of businesses of 50 or more employees retained % of non‐home based businesses under 50 employees retained % Commercial vacancy rate lower in Arvada vs. Denver Metro Area # of Businesses represented at annual appreciation event # of Retention visits annually # of Business Growth and Stability business ombudsman, liaison and relationship services annually # of Business Growth and Stability business ombudsman/liaisons services expected to be requested per year Program expenditure per existing business in Arvada 1.

Data collection on this measure to begin in 2014

54

Output

75

Output

30

Output

250

Demand

200

Efficiency

NA1

Arvada Economic Development ASSOCIATION revised 2013-2014 budget Additional Program Information

Program: Business Growth and Stability Line of Business: Economic Development Core Services Annual business appreciation, business roundtables and training events; Awards, nominations and promotions; Business Education Series Training (BEST); Business Growth and Stability business counseling sessions, referrals and research; Business Growth and Stability custom, site‐specific research reports and site searches; Business Growth and Stability City departments assistance/consultations; Business Growth and Stability financial assistance grants and loans; Business Growth and Stability financial assistance “share‐ backs”; Business Growth and Stability financial resource information, materials and referrals; Business Growth and Stability information materials and resource referrals; Business Growth and Stability ombudsman/liaison and problem‐solving services; Business Growth and Stability project facilitations; E‐blasts; Enterprise Zone; Letters of support; Online business directory; Retention meetings and visits; Welcome cards and packets

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Arvada Economic Development ASSOCIATION revised 2013-2014 budget Additional Program Information

Program: New Business Development Line of Business: Economic Development Performance Measures

Measure Type

Performance Measure Million $ in new commercial private sector capital investments made in Arvada to reach a total of $350 Million by 2019(Combined total for Business Growth and

2014 Target

Result

50

Result

150

Result

100

Result

250,000

Stability and New Business Development Programs)

# new jobs created in urban centers and corridors to reach a total of 1,000 by 2019(Combined total for Business Growth and Stability and New Business Development Programs)

# new non‐retail jobs created in the following targeted industries: medical, manufacturing, research and development, bio‐science, energy, enabling technologies, professional services to reach a total of 800 by 2019 (Combined total of all new jobs for Business Growth and Stability and New Business Development Programs)

$ of new retail sales tax # of new business and/or development project facilitations annually

Output

20

# of new business prospects annually

Output

50

# of project facilitations expected to be requested

Demand

20

Program expenditure per number of new business

Efficiency

NA1

Program expenditure per number of new jobs

Efficiency

NA1

Program expenditure per dollar of capital investment

Efficiency

NA1

1.

Data collection on this measure to begin in 2014

Core Services Business consultations (new), counseling sessions, services and referrals; Business Development City departments assistance/consultations; Business Development financial assistance grants and loans; Business Development financial assistance City “share‐back” facilitation; Business Development financial resource information/materials/referrals; Business Development informational materials; Business Development inquiry consultations; Business Development ombudsman/liaison and problem‐solving consultations; Business Development one‐stop business resource services, research and referrals; Business Development project facilitations; Business Development site searches and customized, site‐specific research reports; New businesses referrals; Site Selection Conference (MDEDC) Representations

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Arvada Economic Development ASSOCIATION revised 2013-2014 budget Additional Program Information

Program: Marketing Program Line of Business: Economic Development Performance Measures Measure Type

2014 Target

Result

100

Result

100

Result

300

Output

100

# of Facebook fans

Output

400

# of Twitter followers

Output

1,200

# of AEDA website visits annually

Output

10,000

Demand

30

Efficiency

NA1

Performance Measure % of existing Arvada businesses that are contacted in at least two ways by AEDA annually % of new Arvada businesses that are made aware of AEDA services within 60 days of the business license issuance # of additional social media followers on AEDA exclusive social media outlets annually # of Arvada clients that access the Jefferson County Business Resource Center

# of businesses and strategic partners prospect requests Program expenditure per business plus strategic partners 1.

Data collection on this measure to begin in 2014

Core Services Advertisements; Annual reports; Business network referrals; Business stories and promotions; Calendar (annual wall calendar); Council member consultations; Community relations and consultations; Direct mailings; Education presentations (internal/external); General information inquiry responses and referrals; Lead generation referrals; Leadership representations; Media contacts and press releases; Networking events and sessions; Publication ads and KATV slides; Real estate liaison sessions, database listings and monthly newsletter; Social media entries and web site pages; Sponsorships (organizational and event specific); Targeted, specialized collateral marketing pieces, i.e. retail and Olde Town Arvada brochures

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Arvada Economic Development ASSOCIATION revised 2013-2014 budget Additional Program Information Line of Business: Economic Development Performance Measures Measure Type

2014 Target

Result

30

Result

25

Output

100

Output

50

Demand

50

Efficiency

$2,849

Efficiency

NA1

Partnership investment per new Arvada prospects generated by Adams County Economic Development

Efficiency

NA1

Partnership investment per new Arvada prospects generated by Metro Denver Economic Development Corporation

Efficiency

NA1

Performance Measure # of new Arvada prospects generated by strategic partners % of strategic partnerships (representations) which require active AEDA participation # of Arvada clients access the Jefferson County Business Resource Center # of strategic partnerships managed (representations and referrals) # of strategic partnerships managed (representations and referrals) Program expenditure per strategic partnership (representations) managed Partnership investment per new Arvada prospects generated by Jefferson County Economic Development Corporation

1.

Data collection on this measure to begin in 2014

58

Arvada Economic Development ASSOCIATION revised 2013-2014 budget Additional Program Information Core Services Representations ‐ Adams County Economic Development; Arvada Chamber of Commerce; Arvada City employee/committees; Arvada Fire Department; Arvada Urban Renewal Authority; Arvada Visitors Center Advisory; Business Education Series Team (BEST); Colorado Companies to Watch; Colorado Enterprise Fund; Colorado Lending Source; Colorado Office of Economic Development and International Trade; Colorado Real Estate Journal; Historic Olde Town Arvada; Jefferson County Business Education Alliance; Jefferson County Business Resource Center; Jefferson County Economic Development Corporation; Jefferson County Workforce Center; Metro Denver Economic Development Corporation; Metro North Chamber of Commerce; Red Rocks Community College; West Chamber Serving Jefferson County; Xcel Energy Referrals ‐ Apex Park and Recreation District; Arvada Colts; Arvada Sister Cities International; Arvada Young Professionals; Chamber of the Americas; Colorado Advanced Manufacturing Alliance (CAMA); Colorado Association of Manufacturing and Technology (CAMT); Colorado BIO Science Association; Colorado Department of Labor and Statistics; Colorado Department of Local Affairs; Colorado Housing and Finance Authority; Colorado Mountain College; Colorado Procurement Technical Assistance Centers (PTAC); Colorado State University; Colorado Workforce Development Council; Development Resource Partners; Economic Developers Council of Colorado; Economic Development organizations and municipalities – local, regional, state, international; Economic Gardening Group; Front Range Community College; Historic Olde Town Arvada; International Council of Shopping Centers; International Downtown Association; International Economic Development Corporation; NAIOP Colorado Rocky Mountain Real Estate Challenge Marketing Committee Representations; Non‐profit and service organizations; Original Shopping Districts; R&M Development Resources; Rockies Venture Club; Rocky Mountain Trade Adjustment Center; Small Business Development Centers; Statewide municipalities and economic development organizations; University of Colorado; World Trade Center

59

Arvada Economic Development ASSOCIATION revised 2013-2014 budget Additional Program Information

Program: Administrative Management Line of Business: Administrative Management Performance Measures

Measure Type

2014 Target

% of department operational Key Results achieved

Result

100

% of annual approved strategic goals achieved

Result

100

# FTE's supported

Output

4

# AEDA Board Members supported

Output

17

# AEDA Retention Committee Members supported

Output

12

$ of operating expenditures managed

Output

$766,881

Output

4

Demand

29

Demand

4

Efficiency

$6,496

Efficiency

$47,096

Efficiency

$25

Performance Measure

# AEDA Board financial assistance programs managed # AEDA Board and Retention Committee Members expected to require support # FTE’s expected to require support Administrative Management Program expenditure per board member and retention committee members Administrative Management Program expenditure per FTE supported Administrative Management Program expenditure per $100 budget dollar managed

Core Services AEDA Board and Retention Committee management; AEDA Board and Retention Committee programs management; Annual Report; Annual Strategic Plan; Annual Retention Committee Work Plan; Budget management; Bylaws; City Council communications and presentations; Coordination of AEDA Board information with City Council and City Manager; Customer request responses; Department policies; Disciplinary actions; Event logistics; External committees (Ralston House, EDCC); External communications (Arvada Report); External meeting logistics; Financial Assistance programs management; Financial Statements; Internal committees (EMT, MMT, Communications Committee, Comprehensive Plan, IT, etc.); Internal communications (weekly briefs, City Chat, City website); Internal meeting logistics; Long range planning; Media relations; Monthly Board packets; Monthly staff report; Operating procedures; Quarterly City FOCUS report; Payments (Invoices and Financial Assistance Programs); Performance Reviews; Pre‐ board meeting coordination; Purchases; Recommendations; Reports; Representations; Staff directives; Staff expertise; Staff training; Strategic planning; Time card approvals; Training sessions; Travel requests and expenditure approvals

60

Utilities Department revised 2013-2014 budget

Mission Statement: The Mission of the Utilities Department is to provide city fleet services, safe drinking water, wastewater treatment, storm water management, and safe building construction services to the members of the Arvada community so they can confidently assume a reliable supply of safe, high quality drinking water, have buildings constructed to the highest quality standards, and the safe disposal of sewage. Operating Expenditures by Line of Business Line of Business

Fleet Services Building Safety Utility Customer Information Center Utility Infrastructure Systems Drinking Water Wastewater Treatment Waterway Protection Administrative Management Operating Expenditures by Fund General Fund Water Fund Wastewater Fund Stormwater Fund Vehicles

Fund

2014 Proposed 4,044,100 1,315,200 4,235,500 21,692,800 8,349,500 7,513,900 1,600,200 200,800 Total Utilities $ 28,378,118 $ 51,012,768 $ 83,790,511 $ 48,952,000 2011 Actual 1,257,924 14,262,759 8,695,551 1,961,734 2,200,149 Total Utilities $ 28,378,118 $

Positions by Line of Business Line of Business

Fleet Services Building Safety Utility Customer Information Center Utility Infrastructure Systems Drinking Water Wastewater Treatment Waterway Protection Administrative Management

2011 Actual

Total Utilities

2012 Actual

2012 Actual 1,338,403 20,961,635 11,605,220 12,741,334 4,366,176 51,012,768 $

2013 Budget

2013 Budget 1,410,847 57,924,820 12,317,961 6,743,986 5,392,897 83,790,511 $

2011 Actual

2012 Actual

2013 Budget

0

0

109.75

61

2014 Proposed 1,590,200 25,959,800 12,744,900 4,613,000 4,044,100 48,952,000 2014 Proposed 16.75 10.50 26.35 38.00 16.80 0.15 5.70 1.50 115.75

Utilities Department revised 2013-2014 budget

Utilities Organization by Line of Business and Program Fleet Services ($4,044,100) New Vehicle and Equipment Acquisitions Fleet Services Parts Vehicle and Equipment Inspections Vehicle Equipment Repairs Fleet Preventive Maintenance Fleet Custom Fabrication and Design Arvada P.D. Armor Support Vehicle and Equipment Disposition

Building Safety ($1,315,200) Building Plan Reviews Building Records Management Permitting and Contractor Licensing Building Inspections and Investigations

Utility Customer Information Center ($4,235,500) Utilities Operations Support Customer Service Requests Utility Billings and Collections

Utility Infrastructure Systems ($21,692,800) Utility System Replacement Utility System Repairs Utility System Preventive Maintenance New Development - Utility Infrastructure

Drinking Water ($8,349,500) Water Treatment and Quality Controls Water Collection and Storage

Wastewater Treatment ($7,513,900) Wastewater Treatment

Waterway Protection ($1,600,200) Arvada Waterway Protection Administrative Management ($200,800) Administrative Management Amount $125,000

Positions (FTE) -

2. Creation of a work order tracking system

$600,000

-

3. Increase Utility Billing Manager position from the current 0.5 FTE to 1.0 FTE

$59,301

0.50

4. As a part of a re-organization the Utility Billing Division is being moved from Finance to Utilities

-

6.50

Budget Changes 1. Additional expenditures in the Building Safety -Building Plan Reviews program to improve the plan review process.

62

Utilities Department revised 2013-2014 budget

Line of Business: Fleet Services The purpose of the Fleet Services Line of Business is to provide vehicles, equipment, and armor support services to Arvada city departments so they can have safe and reliable vehicles and equipment needed to deliver their services. Summary of Budget by Program

2014 Proposed New Vehicle and Equipment Acquisitions $ 1,972,400 Fleet Services Parts $ 780,900 Vehicle and Equipment Inspections $ 112,900 Vehicle Equipment Repairs $ 416,500 Fleet Preventive Maintenance $ 530,600 Fleet Custom Fabrication and Design $ 98,000 Arvada P.D. Armor Support $ 58,400 Vehicle and Equipment Disposition $ 74,400 Total $ 4,044,100 Summary of Positions by Program (FTE) New Vehicle and Equipment Acquisitions Fleet Services Parts Vehicle and Equipment Inspections Vehicle Equipment Repairs Fleet Preventive Maintenance Fleet Custom Fabrication and Design Arvada P.D. Armor Support Vehicle and Equipment Disposition Total

63

2014 Proposed 2.05 2.65 1.05 3.85 5.00 0.90 0.50 0.75 16.75

Utilities Department revised 2013-2014 budget

Program: New Vehicle and Equipment Acquisitions The purpose of the New Vehicle and Equipment Acquisition Program is to provide vehicle and equipment needs assessment, specifications, purchasing and upfit services to Arvada City Departments so they can have the vehicles and equipment they need to deliver their services. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Capital Outlay Transfers

2014 Proposed $ 157,700 $ 6,000 $ 24,800 $ 1,500 $ $ 2,300 $ 1,768,800 $ 11,300 TOTAL $ 1,972,400

Program Positions Fleet Equipment Technician Fleet Manager Fleet Services Coordinator Shop Supervisor Total Program Employees

2014 Proposed 1.05 0.55 0.35 0.10 2.05

Key Performance Measure % of vehicles and equipment signed off on as meeting customer specifications and service needs Why is this measure important? This measure helps to ensure that the vehicle meets the users requirements, and that Fleet staff is aware of any unusual maintenance needs.

Vehicles and equipment signed off on

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

64

Utilities Department revised 2013-2014 budget

Program: Fleet Services Parts The purpose of the Fleet Services Parts Program is to provide acquisition and distribution services to all City Departments so they can have timely access to parts and fuel purchased in the most cost effective manner. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Transfers

2014 Proposed $ 204,000 $ 7,600 $ 31,900 $ 1,900 $ $ 520,900 $ 14,600 TOTAL $ 780,900

Program Positions Police Courier Fleet Services Coordinator Parts Specialist Total Program Employees

2014 Proposed 0.10 0.55 2.00 2.65

Key Performance Measure % of parts available at first request (non-major) Why is this measure important? This measure looks at the balance of inventory on hand of oftenrequested parts and the cost of having funds tied up in inventory materials. Parts Available First Request

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75% 50% 25% 0% 2014 Target

Line of Business: Fleet Services

65

Utilities Department revised 2013-2014 budget

Program: Vehicle and Equipment Inspections The purpose of the Vehicle and Equipment Inspections program is to provide specific inspection services to Arvada City Departments so they can safely operate in compliance with regulations and required time frames and have the vehicle information needed to conduct police investigations. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Transfers

2014 Proposed $ 80,800 $ 2,800 $ 21,500 $ 800 $ $ 1,200 $ 5,800 TOTAL $ 112,900

Program Positions Fleet Equipment Technician Total Program Employees

2014 Proposed 1.05 1.05

Key Performance Measure % of vehicles inspected consistent with regulations and within required time frames

100% Vehicle Inspections Consistent with Regulations and Within Time Frames

Why is this measure important? This measure examines the availability of vehicles and equipment with the work demand placed upon them. For example vehicles needed for snowplowing may not be available for scheduled maintenance if the schedule falls within a storm event.

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

66

Utilities Department revised 2013-2014 budget

Program: Vehicle Equipment Repairs The purpose of the Vehicle and Equipment Repairs Program is to provide required, emergency and general repair services to Arvada City Departments so they can keep existing vehicles and equipment in service and on the road to meet the needs of their customers. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Transfers

2014 Proposed $ 296,500 $ 36,600 $ 55,200 $ 2,800 $ $ 4,200 $ 21,200 TOTAL $ 416,500

Program Positions Fleet Equipment Technician Police Courier Shop Supervisor Total Program Employees

2014 Proposed 2.70 0.30 0.85 3.85

Key Performance Measure % of repairs not requiring rework at Indiana and Wadsworth Facilities Why are these measures important? This measure reviews the Fleet Division goal of getting the work done right the first time. Vehicles not requiring rework

100%

What do these numbers tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75% Indiana Facility 50% Wadsworth Facility 25%

0% 2014 Target

Line of Business: Fleet Services

67

Utilities Department revised 2013-2014 budget

Program: Fleet Preventive Maintenance The purpose of Fleet Preventive Maintenance Program is to provide scheduled preventive maintenance services to Arvada City Departments so they can cost effectively have safe vehicles and equipment that remain reliable through the expected lifespan. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Transfers

2014 Proposed $ 384,600 $ 40,100 $ 69,100 $ 3,700 $ $ 5,500 $ 27,600 TOTAL $ 530,600

Program Positions Fleet Equipment Technician Police Courier Shop Supervisor Total Program Employees

2014 Proposed 4.05 0.35 0.60 5.00

Key Performance Measure % of fleet vehicles which have an availability rate of 90% through the expected lifespan Why is this measure important? This measure examines the value of the preventative maintenance program in keeping vehicles operational.

Vehicles available 90%of the time

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

68

Utilities Department revised 2013-2014 budget

Program: Fleet Custom Fabrication and Design The purpose of the Fleet Custom Fabrication and Design Program is to provide custom welding, fabrication and design services to Arvada City Departments so they can have unique special-use vehicles, equipment and infrastructure to safely provide services. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Transfers

2014 Proposed $ 69,200 $ 2,500 $ 19,600 $ 700 $ $ 1,000 $ 5,000 TOTAL $ 98,000

Program Positions Fleet Equipment Technician Shop Supervisor Total Program Employees

2014 Proposed 0.80 0.10 0.90

Key Performance Measure % of fabrications which meets the needs of the customer on the first attempt Why is this measure important? This measure helps to ensure that the customer and staff have discussed the needs in detail and understand the purpose of the project.

Fabrications that meet the needs of the customer on first attempt

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

69

Utilities Department revised 2013-2014 budget

Program: Arvada P.D. Armor Support The purpose of the Arvada Police Department Armor Support Program is to provide firearms repairs, inspections and consultation services to the Arvada Police Department so they can have safe, reliable firearms. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Transfers

2014 Proposed $ 38,500 $ 1,400 $ 14,700 $ 400 $ $ 600 $ 2,800 TOTAL $ 58,400

Program Positions Fleet Manager Shop Supervisor

Total Program Employees

2014 Proposed 0.30 0.20 0.50

Key Performance Measure % of firearms serviced will properly test fire the first time. Why is this measure important? This measure helps to ensure that the service is thorough and complete, and that the firearms operate correctly. Firearms test fired properly

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

70

Utilities Department revised 2013-2014 budget

Program: Vehicle and Equipment Disposition The purpose of the Vehicle and Equipment Disposition Program is to provide decommissioning and revenue recovery services to Arvada City Departments so they can apply sales proceeds to the replacement fund for future purchases. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Transfers

2014 Proposed $ 57,800 $ 2,000 $ 9,100 $ 600 $ $ 800 $ 4,100 TOTAL $ 74,400

Program Positions Fleet Equipment Technician Fleet Manager Fleet Services Coordinator Shop Supervisor Total Program Employees

2014 Proposed 0.35 0.15 0.10 0.15 0.75

Key Performance Measure % of vehicle and equipment decommissioning completed within 60 days of being received 100% Percent or Decommissioning completed within 60 days

Why is this measure important? This measure helps to move surplus vehicles and equipment back into the market without delay and minimizes additional depreciation loss.

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Fleet Services

71

Utilities Department revised 2013-2014 budget

Line of Business: Building Safety The purpose of Building Safety Line of Business is to provide plan review, records, permits and contractor licensing, inspections, and investigation services to the Arvada community so they can have safe, code compliant, energy efficient buildings, timely permits, and access to historical information. Summary of Budget by Program

2014 Proposed Building Plan Reviews $ 234,400 Building Records Management $ 294,200 Permitting and Contractor Licensing $ 98,100 Building Inspections and Investigations $ 688,500 Total $ 1,315,200 Summary of Positions by Program (FTE) Building Plan Reviews Building Records Management Permitting and Contractor Licensing Building Inspections and Investigations Total

2014 Proposed 0.80 2.70 0.90 6.10 10.50

72

Utilities Department revised 2013-2014 budget

Program: Building Plan Reviews The purpose of Building Plan Reviews Program is to provide building code interpretation consultation and plan approval services to developers, contractors, owners and residents so they can have approved building plans in a timely manner. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Capital Maintenance Other Financing Uses

2014 Proposed $ 74,500 $ 1,600 $ 10,600 $ 147,500 $ $ 200 TOTAL $ 234,400

Program Positions Assistant Building Official Building Permit Coordinator Chief Building Official Total Program Employees

2014 Proposed 0.30 0.40 0.10 0.80

Key Performance Measure % of submitted plans given an initial review of completeness within 3 business days Why is this measure important? This measure reflects the activity level associated with construction projects which require review, comments and possible modification to the plans before approval.

Percent of Plans Reviewed for Completeness within 3 business days

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Building Safety

73

Utilities Department revised 2013-2014 budget

Program: Building Records Management The purpose of the Building Records Management Program is to provide building records and document access services to the public so they can have access to permit information about specific Arvada properties. Program Budget Personnel Services & Charges Supplies & Expenses Capital Maintenance Other Financing Uses

2014 Proposed $ 252,100 $ 5,700 $ 35,700 $ $ 700 TOTAL $ 294,200

Program Positions Administrative Specialist Assistant Building Official Building Inspector II Building Permit Coordinator Building Permit Technician Chief Building Official Total Program Employees

2014 Proposed 0.40 0.20 1.40 0.20 0.30 0.20 2.70

Key Performance Measure % of property files containing all building permit activity for the property Why is this measure important? This measure reviews the capture of permit information for future use.

Property Files That Contain All Building Permit Activity

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

100% 75% 50% 25% 0%

Line of Business: Building Safety

74

2014 Target

Utilities Department revised 2013-2014 budget

Program: Permitting and Contractor Licensing The purpose of the Permitting and Contractor Licensing Program is to provide permits, contractor licensing and community outreach services to contractors and owners so they can efficiently obtain a permit and begin construction in accordance with City Ordinances. Program Budget Personnel Services & Charges Supplies & Expenses Capital Maintenance Other Financing Uses

2014 Proposed $ 84,100 $ 1,900 $ 11,900 $ $ 200 TOTAL $ 98,100

Program Positions Administrative Specialist Assistant Building Official Building Permit Technician Chief Building Official Total Program Employees

2014 Proposed 0.40 0.20 0.20 0.10 0.90

Key Performance Measure % of over-the-counter permits which do not require additional review that are issued within 15 minutes or less

100% Percent of Over-the-Counter Permits Issued in Less than 15 minutes

Why is this measure important? This measure looks at staff effectiveness in issuing minor permits which require little if any review.

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Building Safety

75

Utilities Department revised 2013-2014 budget

Program: Building Inspections and Investigations The purpose of the Building Inspections and Investigations Program is to provide building code enforcement service to the citizens of Arvada, property owner and visiting public so they can have a timely and professional experience and live and work in safe structures. Program Budget Personnel Services & Charges Supplies & Expenses Capital Maintenance Other Financing Uses

2014 Proposed $ 569,900 $ 12,800 $ 104,200 $ $ 1,600 TOTAL $ 688,500

Program Positions Assistant Building Official Building Inspector II Building Permit Coordinator Building Permit Technician Chief Building Official Total Program Employees

2014 Proposed 0.20 5.20 0.10 0.40 0.20 6.10

Key Performance Measure % or more of customers who say they are satisfied, very satisfied or neutral with the professional conduct of the building inspection on the City survey Why is this measure important? This measure helps to ensure that staff are professional and polite in their everyday contacts with the citizens of Arvada.

Percent of survey respondents very satisfied, satisfied or neutral

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Building Safety

76

Utilities Department revised 2013-2014 budget

Line of Business: Utility Customer Information Center The purpose of Utility Customer Information Center Line of Business is to provide information services to utility customers, city staff, and the Arvada community so they can make timely informed decisions.

Summary of Budget by Program Utilities Operations Support Customer Service Requests Utility Billings and Collections

2014 Proposed $ 935,900 $ 1,609,600 $ 1,690,000 Total $ 4,235,500

Summary of Positions by Program (FTE) Utilities Operations Support Customer Service Requests Utility Billings and Collections

Total

2014 Proposed 6.45 11.70 8.20 26.35

77

Utilities Department revised 2013-2014 budget

Program: Utilities Operations Support The purpose of the Utilities Operations Support Program is to provide technical and informational services to City departments and the Arvada community so they can achieve a higher level of customer service, fiscal accountability, easy and rapid access to information about City activities affecting their lives. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Capital Maintenance Transfers

2014 Proposed $ 496,900 $ 16,200 $ 135,400 $ 300 $ 23,900 $ 260,100 TOTAL $ 935,900

Program Positions Administrative Coordinator Civil Engineer IV Engineering Technician II Financial Systems Analyst GIS Technician I Revenue Manager Public Works Project Manager Revenue Technician Supervisor Revenue Technician Utility Supervisor Utility System Technician IV Wastewater Collection Manager Water Quality Manager Water System Manager Total Program Employees

2014 Proposed 0.35 0.50 1.25 0.05 1.00 0.05 0.25 0.10 0.30 1.70 0.20 0.20 0.20 0.30 6.45

Line of Business: Utility Customer Information Center

78

Utilities Department revised 2013-2014 budget

Key Performance Measure % of performance measures with current performance data entered into a system that can provide review and analysis Why is this measure important? This measure ensures that relevant data is captured and appropriate analysis is performed so that the effectiveness of the organization can be reviewed.

Percent of Measures with Current Data Entered into the Performance System

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Utility Customer Information Center

79

Utilities Department revised 2013-2014 budget

Program: Customer Service Requests The purpose of the Customer Service Requests Program is to provide utility assistance and informational services to the Arvada community and Utility customers so they can have access to personal and timely initial responses, information and satisfactory resolutions.

Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Capital Outlay Other Financing Uses Transfers

2014 Proposed $ 821,200 $ 45,400 $ 272,800 $ 800 $ $ 53,200 $ 9,900 $ 700 $ 405,600 TOTAL $ 1,609,600

Program Positions Administrative Specialist Assistant Building Official Building Inspector II Building Permit Coordinator Building Permit Technician Chief Building Official Financial Systems Analyst Public Works Project Manager Revenue Manager Revenue Technician Supervisor Revenue Technician Utility Supervisor Utility System Technician I Utility System Technician II Utility System Technician III Utility System Technician IV Wastewater Collection Manager Water Quality Manager Water System Manager Total Program Employees

2014 Proposed 1.20 0.10 0.40 0.30 0.10 0.40 0.30 0.20 0.30 0.30 1.20 1.20 0.90 2.90 0.20 1.00 0.20 0.10 0.40 11.70

Line of Business: Utility Customer Information Center

80

Utilities Department revised 2013-2014 budget

Key Performance Measure % of non-emergency customer service requests that receive a personal initial response within 1 business day or less.

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

100% Customer Service Requests Responded to within 1 Business Day

Why is this measure important? This measure assures that prompt response and good customer service remains a priority for the organization.

75%

50%

25%

0% 2014 Target

Line of Business: Utility Customer Information Center

81

Utilities Department revised 2013-2014 budget

Program: Utility Billings and Collections The purpose of the Building and Utility Billing and Collections Program is to provide fee calculations and collection services to utility customers, developers, contractors and permit applicants so they can have the accurate information they need to pay their fees and bills. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Capital Outlay Other Financing Uses Transfers

2014 Proposed $ 891,400 $ 51,300 $ 331,900 $ 25,200 $ $ 148,600 $ $ $ 241,600 TOTAL $ 1,690,000

Program Positions Administrative Coordinator Administrative Specialist Financial Systems Analyst Public Works Project Manager Revenue Manager Revenue Technician Supervisor Revenue Technician Utility Foreman Utility Service Representative Utility Supervisor Utility System Technician IV Total Program Employees

2014 Proposed 0.10 0.20 0.60 0.10 0.60 0.60 2.40 1.00 2.00 0.20 0.40 8.20

Line of Business: Economic Development

82

Utilities Department revised 2013-2014 budget

Key Performance Measure % of bills that do not require a correction Why is this measure important? This measure examines the accuracy of the water meter data collection and billing systems.

Bills That Do Not Require a Correction

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0%

Line of Business: Economic Development

83

Utilities Department revised 2013-2014 budget

Line of Business: Utility Infrastructure Systems The purpose of Utility Infrastructure Systems Line of Business is to provide new development infrastructure, system repairs, replacements, and preventive maintenance to the Arvada community and utility customer so they can experience safe and reliable drinking water, wastewater removal, and stormwater mitigation. Summary of Budget by Program

2014 Proposed Utility System Replacement $ 7,424,500 Utility System Repairs $ 1,317,520 Utility System Preventive Maintenance $ 4,155,680 New Development - Utility Infrastructure $ 8,795,100 Total $ 21,692,800 Summary of Positions by Program (FTE)

2014 Proposed 6.70 7.50 19.15 4.65 38.00

Utility System Replacement Utility System Repairs Utility System Preventive Maintenance New Development - Utility Infrastructure Total

84

Utilities Department revised 2013-2014 budget

Program: Utility System Replacement The purpose of the Utility System Replacement Program is to provide water, wastewater and stormwater existing infrastructure replacement services to the Arvada community and Utility customers so they can experience reliable service and limited catastrophic failures and property damage. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Capital Outlay Transfers

2014 Proposed $ 565,100 $ 378,900 $ 217,700 $ 1,962,200 $ 452,100 $ 3,342,200 $ 211,000 $ 295,300 TOTAL $ 7,424,500

Program Positions Engineering Technician II Public Works Project Manager Utility Foreman Utility Supervisor Utility System Technician I Utility System Technician II Utility System Technician III Utility System Technician IV Wastewater Collection Manager Water System Manager Total Program Employees

2014 Proposed 0.1 0.15 2 0.75 0.6 0.8 0.6 1.4 0.2 0.1 6.70

Line of Business: Utility Infrastructure Systems

85

Utilities Department revised 2013-2014 budget

Key Performance Measure # of City owned sewer main blockages resulting in damages to homes or businesses or sewage overflows per 100 miles of sewer line. Why is this measure important? This measure reviews the effectiveness of the sanitary sewer maintenance program in preventing blockages in the city sewer pipelines.

Sewer Main Blockages per 100 Miles of Sewer Line

0.6

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

0.5 0.4 0.3

0.2 0.1 0 2014 Target

Line of Business: Utility Infrastructure Systems

86

Utilities Department revised 2013-2014 budget

Program: Utility System Repairs The purpose of the Utility System Repairs Program is to provide 24/7 water, wastewater and stormwater system repair services to the Arvada community and Utility customers so they can experience a timely restoration of utility services. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Capital Maintenance Transfers

2014 Proposed $ 671,300 $ 90,300 $ 261,300 $ 700 $ 79,720 $ 214,200 TOTAL $ 1,317,520

Program Positions Electro Mechanical Technician Supervisor SCADA Utility Foreman Utility Supervisor Utility System Technician I Utility System Technician II Utility System Technician IV Total Program Employees

2014 Proposed 2.00 0.30 2.10 0.80 1.50 0.20 0.60 7.50

Key Performance Measure % of Utility service interruptions that are restored within 6 hours

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

100%

Utility Service Interruptions Restored Within 6 Hours

Why is this measure important? This measure looks at the timeliness of emergency repairs that interrupt customer services.

75% 50% 25% 0%

Line of Business: Utility Infrastructure Systems

87

2014 Target

Utilities Department revised 2013-2014 budget

Program: Utility System Preventive Maintenance The purpose of the Utility System Preventative Maintenance Program is to provide water, wastewater, and stormwater problem identification and preventative maintenance services to the Arvada community and Utility customers so they can experience minimal interruptions of utility service resulting in safe, high quality drinking water, wastewater removal and stormwater mitigation. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Capital Maintenance Capital Outlay Transfers

2014 Proposed $ 1,840,200 $ 539,800 $ 753,000 $ 1,000 $ 300,780 $ 13,800 $ 707,100 TOTAL $ 4,155,680

Program Positions Electro Mechanical Technician Supervisor SCADA Utility Foreman Utility Supervisor Utility System Technician I Utility System Technician II Utility System Technician III Utility System Technician IV Wastewater Collection Manager Total Program Employees

2014 Proposed 3.00 0.70 1.60 1.45 2.90 2.40 2.10 4.80 0.20 19.15

Line of Business: Utility Infrastructure Systems

88

Utilities Department revised 2013-2014 budget

Key Performance Measure # or less of water distribution system failures per 100 miles of water line 10 # of water distribution failures per 100 miles of water line

Why is this measure important? This measure looks at the effectiveness of the pipeline replacement programs, and the preventative maintenance programs.

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

9 8 7 6 5 4 3 2 1 0 2014 Target

Line of Business: Utility Infrastructure Systems

89

Utilities Department revised 2013-2014 budget

Program: New Development - Utility Infrastructure The purpose of the New Development - Utility Infrastructure Program is to provide testing, inspection and oversight services to developers and property owners so they can have timely access to a properly functioning utility system meeting City specifications. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Inventory Capital Maintenance Capital Outlay Transfers

2014 Proposed $ 402,500 $ 168,900 $ 142,500 $ 200 $ 1,808,600 $ 2,000 $ 4,804,500 $ 1,465,900 TOTAL $ 8,795,100

Program Positions Civil Engineer IV Engineering Technician II Utility Foreman Utility Supervisor Utility System Technician I Utility System Technician II Utility System Technician III Utility System Technician IV Wastewater Collection Manager Water System Manager Total Program Employees

2014 Proposed 0.40 0.15 1.30 0.90 0.10 0.70 0.10 0.60 0.20 0.20 4.65

Line of Business: Utility Infrastructure Systems

90

Utilities Department revised 2013-2014 budget

Key Performance Measure # of utility infrastructure repairs per linear mile of pipe required within 5 years of acceptance Why is this measure important? This measure reviews the City's construction inspection program to ensure repairs are made correctly the first time.

Number of Infrastructure Repairs per Linear Mile of Pipe

5.00

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

4.00 3.00 2.00 1.00 0.00 2014 Target

Line of Business: Utility Infrastructure Systems

91

Utilities Department revised 2013-2014 budget

Line of Business: Drinking Water The purpose of Drinking Water Line of Business is to provide treatment, testing, and reporting services to the utility customer and Arvada community so they can have safe, adequate drinking water on demand.

Summary of Budget by Program

2014 Proposed Water Treatment and Quality Controls $ 7,522,900 Water Collection and Storage $ 826,600 Total $ 8,349,500 Summary of Positions by Program (FTE) Water Treatment and Quality Controls Water Collection and Storage Total

2014 Proposed 15.30 1.50 16.80

92

Utilities Department revised 2013-2014 budget

Program: Water Treatment and Quality Controls The purpose of the Water Treatment and Quality Controls Program is to provide treatment, testing and reporting services to the Arvada Community so they can have safe drinking water ondemand. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Capital Maintenance Transfers

2014 Proposed $ 1,421,400 $ 5,273,800 $ 110,400 $ 174,700 $ 102,600 $ 440,000 TOTAL $ 7,522,900

Program Positions Chief Plant Operator Custodian Plant Operator A Plant Operator B Public Works Project Manager Water Quality Administrator Water Quality Analyst Water Quality Manager Water Treatment Manager Total Program Employees

2014 Proposed 5.00 1.00 3.00 2.00 0.10 1.00 2.00 0.20 1.00 15.30

Line of Business: Drinking Water

93

Utilities Department revised 2013-2014 budget

Key Performance Measure % of water quality investigations (customer concerns and other investigation) completed within 72 hours Why is this measure important? This measure assures that customer concerns about water quality are promptly investigated and answered.

Water Quality Investigations Completed Within 72 Hours

100%

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% Water Quality Investigations

Line of Business: Drinking Water

94

Utilities Department revised 2013-2014 budget

Program: Water Collection and Storage The purpose of the Water Collection and Storage Program is to provide water supply services to current and future Utility customers so they can have the water necessary to meet their needs.

Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Capital Maintenance Transfers

2014 Proposed $ 183,400 $ 314,500 $ 20,400 $ 218,500 $ 47,100 $ 42,700 TOTAL $ 826,600

Program Positions Water Resources Administrator Water Resources Analyst Total Program Employees

2014 Proposed 1.00 0.50 1.50

Key Performance Measure # of additional acre feet of water available to Arvada

Additional Acre Feet of Water Available

Why is this measure important? This measure reviews the progress of the water supply division in securing additional water supplies for the build-out of the city.

What does this number tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

3500 3000 2500

2000 1500 1000 500 0

Line of Business: Drinking Water

95

2014 Target

Utilities Department revised 2013-2014 budget

Line of Business: Wastewater Treatment The purpose of Wastewater Treatment Line of Business is to provide sewage disposal service to the Arvada Community so they can safely dispose of sewage.

Summary of Budget by Program Wastewater Treatment

2014 Proposed $ 7,513,900 Total $ 7,513,900

Summary of Positions by Program (FTE) Wastewater Treatment

Total

2014 Proposed 0.15 0.15

96

Utilities Department revised 2013-2014 budget

Program: Wastewater Treatment The purpose of the Wastewater Treatment Program is to provide sewage disposal service to the Arvada Community so they can safely dispose of sewage.

Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Transfers

2014 Proposed $ 13,400 $ 500 $ $ 7,500,000 $ TOTAL $ 7,513,900

Program Positions Public Works Project Manager Total Program Employees

2014 Proposed 0.15 0.15

Key Performance Measure # of sewage treatment regulation violations # of raw sewage discharges at Metro Plants Why are these measures important? These two measures are indicative of the conditions and operations of the Metro Wastewater treatment plant.

5

Number of Events

4

What do these numbers tell us? Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

3

Regulation Violations 0

2

Raw Sewage Discharges 0

1 0 2014 Target

Line of Business: Wastewater Treatment

97

Utilities Department revised 2013-2014 budget

Line of Business: Waterway Protection The purpose of Arvada Waterway Protection Line of Business is to provide education, investigation and enforcement services to the Arvada community so they can contribute to and experience a healthy aquatic environment. Summary of Budget by Program Arvada Waterway Protection

2014 Proposed $ 1,600,200 Total $ 1,600,200

Summary of Positions by Program (FTE) Arvada Waterway Protection

Total

2014 Proposed 5.70 5.70

98

Utilities Department revised 2013-2014 budget

Program: Arvada Waterway Protection The purpose of the Arvada Waterway Protection Program is to provide education, investigation and enforcement services to the Arvada community so they can contribute to and experience a healthy aquatic environment. Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Transfers

2014 Proposed $ 363,900 $ 756,800 $ 47,100 $ 204,600 $ 227,800 TOTAL $ 1,600,200

Program Positions Administrative Coordinator Civil Engineer IV Environmental Education Specialist Public Works Project Manager Stormwater Analyst Stormwater and Environmental Administrator Utility System Technician IV Water Quality Manager Total Program Employees

2014 Proposed 0.05 0.10 1.00 0.05 1.00 1.00 2.00 0.50 5.70

Key Performance Measure % of respondents to the Citizen Survey that indicate an awareness of their personal impact on the aquatic environment 100% Awareness of Personal Impact on the Aquatic Environment

Why is this measure important? This measure reviews the effectiveness of the City's efforts to educate the public on the importance of the aquatic resources in Arvada.

Data collection for all measures in the Utilities Department will start in 2014, at which time more information about the impacts of this result will be known.

75%

50%

25%

0% 2014 Target

Line of Business: Waterway Protection

99

Utilities Department revised 2013-2014 budget

Line of Business: Administrative Management The purpose of the Administrative Management Line of Business is to provide human resource, communication, information, and financial management support as well as leadership services to the Department so they can achieve their strategic and operational results Summary of Budget by Program Administrative Management

Total

Summary of Positions by Program (FTE) Administrative Management

Total

2014 Proposed $200,800 $200,800 2014 Proposed 1.50 1.50

100

Utilities Department revised 2013-2014 budget

Program: Administrative Management The purpose of the Administrative Management Program is to provide human resource, communication, information, and financial management support as well as leadership services to the Department so they can achieve their strategic and operational results Program Budget Personnel Services & Charges Supplies & Expenses Contracts and Leases Transfers

2014 Proposed $ 135,000 $ 800 $ 18,100 $ $ 46,900 TOTAL $ 200,800

Program Positions Director of Utilities Administrative Coordinator Total Program Employees

2014 Proposed 1.00 0.50 1.50

Key Performance Measure % of department operational Key Results achieved 100%

Key Results Achieved

Why is this measure important? A department's ability to achieve their identified key results reflects on the departments allocation of resources and prioritization of results and helps determine if the right things are being completed.

What does this number tell us? Since this is a new management tool for the City the results in the first couple of year's will help identify the ability of the department to meet what they have identified as the most critical needs of their customers. The initial target is to achieve all of the key results, and this will be evaluated throughout the year.

75%

50%

25%

0% 2014 Target

Line of Business: Administrative Management

101

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: New Vehicle and Equipment Acquisitions Line of Business: Fleet Services Performance Measures

Performance Measure

Measure Type

2014 Target

Result

99

% of vehicles and equipment signed off on as meeting customer specifications and service needs % of total fleet transitioned to alternative fuel annually

Result

4

# of heavy duty vehicle acquisitions completed

Output

2

# of heavy duty equipment acquisitions completed

Output

5

# of light duty vehicle acquisitions completed

Output

16

# of light duty equipment acquisitions completed

Output

10

Demand

2

Demand

5

Demand

16

Demand

10

Efficiency

NA1

# of heavy duty vehicle acquisitions expected to be requested # of heavy duty equipment acquisitions expected to be requested # of light duty vehicle acquisitions expected to be requested # of light duty equipment acquisitions expected to be requested Expenditure in equipment and labor costs per police patrol vehicle upfit 1.

Data collection on this measure to begin in 2014

Program: New Vehicle and Equipment Acquisitions Line of Business: Fleet Services Core Services Heavy Duty Equipment Specification Reviews; Heavy Duty Vehicle Acquisitions; Heavy Duty Vehicle Specification Reviews; Heavy Duty Equipment Acquisitions; Light Duty Equipment Acquisitions; Light Duty Equipment Specification Reviews; Light Duty Vehicle Acquisitions; Light Duty Vehicle Specification Reviews; New Equipment Upfits (adding new or customized features); New Vehicle Upfits; Alternative Fuel Assessment

102

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Fleet Services Parts Line of Business: Fleet Services Performance Measures Measure Type

2014 Target

% of parts available at first request (non-major)

Result

70

Parts inventory will be within X%, plus or minus of $140,000

Result

5

% parts purchased for 40% or less than list price

Result

0

# of fuel gallons dispensed

Output

275,000

# of parts disbursements

Output

31,345

# of parts acquisitions

Output

38,264

# of parts pickups

Output

500

# of parts bill payments

Output

2,600

# of fuel gallons expected to be required

Demand

275,000

# of parts disbursements expected to be requested

Demand

46,700

# of parts acquisitions expected to be requested

Demand

36,870

# of parts pick-ups expected to be requested

Demand

500

# of parts bill payments expected to be requested

Demand

2600

Efficiency

NA1

Efficiency

NA1

Performance Measure

Labor costs per 100 parts disbursed associated with obtaining, maintaining an inventory, and distribution of vehicle and equipment parts Labor costs per gallon associated with the purchase, storage, and distribution of fuels 1.

Data collection on this measure to begin in 2014

Core Services Parts Acquisitions; Parts Bids; Parts Deliveries; Parts Disbursements; Parts Pickups; Fuel Acquisitions; Fuel Gallons Dispensed; Parts Bill Payments

103

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Vehicle and Equipment Inspections Line of Business: Fleet Services Performance Measures

Measure Type

2014 Target

Result

80

% of Fleet Technicians ASE Certified

Result

99

% of Police Investigative Mechanical Inspections completed within 3 business days of when vehicle/equipment made available

Result

99

# of Heavy Duty equipment DOT inspections provided

Output

24

# of Heavy Duty vehicle DOT inspections provided

Output

34

# of Light Duty equipment DOT inspections provided

Output

32

# of Light Duty vehicle DOT inspections provided

Output

74

Output

12

Demand

24

Demand

34

Demand

32

Demand

74

Demand

12

Efficiency

$124

Efficiency

$93

Performance Measure % of vehicles inspected consistent with regulations and within required time frames

# of Police investigative mechanical inspections provided # of Heavy duty equipment DOT inspections expected to be required # of Heavy duty vehicle DOT inspections expected to be required # of Light duty equipment DOT inspections expected to be required # of Light duty vehicle DOT inspections expected to be required # of Police investigative mechanical inspections expected to be required Expenditures per 1 heavy duty vehicles requiring inspections Expenditures per 1 light duty vehicles requiring inspection 1.

Data collection on this measure to begin in 2014

Core Services City Equipment Accident Inspections; Heavy Duty Equipment Department of Transportation (DOT) Inspections; Heavy Duty Vehicle Department of Transportation (DOT) Inspections; Light Duty Vehicle Department of Transportation (DOT) Inspections ; Heavy Duty Vehicle Diesel Emissions Inspections; Light Duty Equipment Department of Transportation (DOT) Inspections; City Vehicle Accident Inspections; Police Vehicle Accreditation Inspection; Police Investigative Mechanical Inspections; Court Expert Testimonies

104

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Vehicle Equipment Repairs Line of Business: Fleet Services Performance Measures Measure Type

2014 Target

Result

90

Result

90

Result

0

Result

80

Result

85

Result

85

# of heavy duty equipment repairs delivered

Output

165

# of heavy duty vehicle repairs delivered

Output

1,133

# of light duty equipment repairs delivered

Output

1,799

# of light duty vehicle repairs delivered

Output

4,072

Demand

170

Demand

1,200

Demand

1,800

Demand

4,100

Efficiency

NA1

Efficiency

NA1

Performance Measure % of repairs not requiring rework at Indiana Facility % of repairs not requiring rework at Wadsworth Facility % of general repairs completed within 24 hours at Indiana Facility % of general repairs completed within 24 hours at Wadsworth Facility % of emergency repairs completed within 8 hours at Indiana Facility % of emergency repairs completed within 8 hours at Wadsworth Facility

# of heavy duty equipment repairs expected to be requested # of heavy duty vehicle repairs expected to be requested # of light duty equipment repairs expected to be requested # of light duty vehicle repairs expected to be requested Downtime cost, based on rental rates, for heavy duty vehicle and equipment repair Downtime cost, based on rental rates, for light duty vehicle and equipment repair 1.

Data collection on this measure to begin in 2014

Core Services Heavy Duty Equipment Repairs; Heavy Duty Vehicle Repairs; Light Duty Equipment Repairs; Light Duty Vehicle Repairs; Vendor and Customer Consultations; Vehicle Shuttles

105

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Fleet Preventive Maintenance Line of Business: Fleet Services Performance Measures

Performance Measure % of scheduled preventive maintenance visits which occur on time % of fleet vehicles which have an availability rate of 90% through the expected lifespan % of fleet vehicles which have a preventive maintenance cost to (non-accident related) repairs # of light duty vehicle scheduled preventive maintenance visits provided at Wadsworth shop # of light duty vehicle scheduled preventive maintenance visits provided at Indiana shop # of heavy duty vehicle scheduled preventive maintenance visits provided at Wadsworth shop # of heavy duty vehicle scheduled preventive maintenance visits provided at Indiana shop # of light duty vehicle scheduled preventive maintenance visits expected to be required # of heavy duty vehicle scheduled preventive maintenance visits expected to be required Labor and parts expenditures per heavy duty vehicle scheduled for each preventive maintenance visit Labor and parts expenditures per light duty vehicle scheduled for each preventive maintenance visit 1.

Measure Type

2014 Target

Result

75

Result

90

Result

0

Output

758

Output

340

Output

108

Output

59

Demand

1,200

Demand

240

Efficiency

$94

Efficiency

$54

Data collection on this measure to begin in 2014

Core Services Heavy Duty Equipment Scheduled Preventive Maintenance Visits; Heavy Duty Vehicle Scheduled Preventive Maintenance Visits; Light Duty Equipment Scheduled Preventive Maintenance Visits; Light Duty Vehicle Scheduled Preventive Maintenance Visits; Vehicle Shuttles

106

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Fleet Custom Fabrication and Design Line of Business: Fleet Services Performance Measures Measure Type

2014 Target

Result

90

% of welding repairs not returned for rework

Result

90

# of welding repairs provided

Output

90

# of custom fabrications provided

Output

25

# welding repairs expected to be requested

Demand

90

# of custom fabrications expected to be requested

Demand

25

Program Expenditure per custom fabrication

Efficiency

$3,437

Performance Measure % of fabrications which meets the needs of the customer on the first attempt

1.

Data collection on this measure to begin in 2014

Core Services Custom Fabrication Designs; Utilities Custom Fabrications; Arvada City Department Custom Fabrications; Other Not For Profit Custom Fabrications; Welding Repairs

107

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Arvada P.D. Armor Support Performance Measures Measure Type

2014 Target

Result

99

% of firearms inspected annually

Result

70

# of firearms inspections (includes all three types)

Output

214

# of firearms repairs

Output

82

# of firearms inspections expected to be requested

Demand

214

# of firearms repairs expected to be requested

Demand

82

Program Expensiture per firearms inspection

Efficiency

$353

Performance Measure % of firearms serviced will properly test fire the first time

1.

Data collection on this measure to begin in 2014

Core Services Firearm Repairs; Firearm Consultations; Firearm Inspection Standards; Firearms Functional Inspections; Firearms Tear-down Inspections; Firearms Live-fire Inspections

108

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Vehicle and Equipment Disposition Line of Business: Fleet Services Performance Measures Measure Type

2014 Target

Result

90

# of heavy duty vehicle dispositions completed

Output

2

# of heavy duty equipment dispositions completed

Output

5

# of light duty equipment dispositions completed

Output

16

# of light duty vehicle dispositions completed

Output

10

Demand

2

Demand

5

Demand

16

Demand

10

Efficiency

NA1

Performance Measure % of vehicles and equipment decommissioning completed within 60 days of being received

# of heavy duty vehicle dispositions expected to be required # of heavy duty equipment dispositions expected to be required # of light duty equipment dispositions expected to be required # of light duty vehicle dispositions expected to be required Ratio of revenues from auction compared to equivalent ‘blue book’ trade-in values 1.

Data collection on this measure to begin in 2014

Core Services Heavy Duty Vehicle Dispositions; Heavy Duty Equipment Dispositions; Light Duty Equipment Dispositions; Light Duty Vehicle Dispositions

109

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Building Plan Reviews Line of Business: Building Safety Performance Measures

Performance Measure % of 1-2 family home plan reviews completed within 15 business days % of multi-family plan reviews completed within 20 business days % of commercial building plan reviews completed within 20 business days % of miscellaneous plan reviews completed within10 business days

Measure Type

2014 Target

Result

80

Result

80

Result

80

Result

90

% of plans are complete at first submittal

Result

75

% of submitted plans given an initial review of completeness within 3 business days

Result

95

# of 1-2 family home plan reviews provided

Output

350

# of multi-family building plan reviews provided

Output

5

# of commercial building plan reviews provided

Output

100

# of miscellaneous building plan reviews provided

Output

1,100

# of initial completeness reviews provided

Output

432

Demand

475

Demand

350

Demand

5

Demand

100

Demand

1,100

Program cost per commercial plan review

Efficiency

$2,495

Program cost per residential plan review

Efficiency

$703

# of initial completeness reviews expected to be requested # of 1-2 family home plan reviews expected to be requested # of multi-family building plan reviews expected to be requested # of commercial building plan reviews expected to be requested # of miscellaneous plan reviews expected to be requested

1.

Data collection on this measure to begin in 2014

110

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Building Plan Reviews Line of Business: Building Safety Core Services 1-2 Family Homes Plan Reviews ; Code Interpretations; Commercial Building Plan Reviews; Miscellaneous Plan Reviews (Fence, Deck, Garage, Basement, Patio, Sunroom); Multi-Family Building Plan Reviews; Occupant Load Calculations; Permits Process Consultations; Supply Line Requirements; Site Plan Reviews (Set Backs); Courtesy Code Consultations; Energy Reviews for Compliance with Energy Codes; Initial Completeness Reviews; Plan Completion Check Lists; Sales Tax License Approvals

111

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Building Records Management Line of Business: Building Safety Performance Measures

Performance Measure % of property files containing all building permit activity for the property % of time Building permit system is available for public accessibility # of property building records available to the public (million) # of permits and building plan records retrievals provided # of over-the-counter document retrievals provided # of additional permits and building plans records stored # of property building records expected to be made available to the public (million) # of permits and building plan records retrievals expected # of Over-the-Counter Document retrievals expected to be requested # of additional permits and building plans records expected to be stored Program expenditure per additional permits and building plan record stored Program expenditure per property building records available to the public 1.

Measure Type

2014 Target

Result

90

Result

99

Output

1.2

Output

2,500

Output

2,775

Output

5,900

Demand

1.2

Demand

2,500

Demand

2,775

Demand

5,900

Efficiency

$50

Efficiency

$0.25

Data collection on this measure to begin in 2014

Core Services Property Records; Permits and Building Plan Records Retrievals; Permits and Building Plan Records Stored; Over the Counter Document Retrievals

112

Utilities Department revised 2013-2014 budget Additional Program Information

Program: Permitting and Contractor Licensing Line of Business: Building Safety Performance Measures

Performance Measure % of over-the-counter permits which do not require additional review that are issued within 15 minutes or less % of contractor licenses issued within 15 minutes of less of completed applications % of permits requiring additional review that are issued within 72 hours of initial application

Measure Type

2014 Target

Result

95

Result

95

Result

80

# of building permits issued

Output

5,770

# of community outreach events provided

Output

6

# of contractor licenses issued

Output

1,870

# of building permits expected to be requested

Demand

5,770

# of contractor licenses expected to be requested

Demand

1,870

Program expenditure per building permit issued

Efficiency

$16

1.

Data collection on this measure to begin in 2014

Core Services Contractor Licenses; Permit Guides; Building Permits; Permit Status Updates ; Community Outreach Events

113

Utilities Department revised 2013-2014 budget Additional Program Information

Program: Building Inspections and Investigations Line of Business: Building Safety Performance Measures

Performance Measure

Measure Type

% of inspections conducted on the day scheduled

Result

2014 Target 98

% or more of customers who say they are satisfied, very satisfied or neutral with the professional conduct of the building inspection on the City survey

Result

95

% of property maintenance complaints/cases cleared within 24 business days

Result

98

# of building inspections performed

Output

39,400

# of property maintenance inspections performed

Output

225

# of building inspections anticipated to be requested

Demand

39,400

Demand

225

Efficiency

$17

# of property maintenance inspections anticipated to be requested Program expenditure cost per building inspection performed 1.

Data collection on this measure to begin in 2014

Core Services Building Condemnations; Building Inspections; Building Investigations; Certificates of Occupancy and Completion (Incl. Temporary Certifications); Citations; Correction Notices; Courtesy Building Inspections; Fire Postings; Meter Releases; Permits Customer Follow-ups; Property Maintenance Inspections; Property Maintenance Remediations (Hoarders, etc.); Re-inspection Fees; Stop Work Orders

114

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utilities Operations Support Line of Business: Utility Customer Information Center Performance Measures

Performance Measure # or fewer of change orders per $100,000 of construction contract value due to incorrect or missing information

Measure Type

2014 Target

Result

1

Result

8

Result

1

% or less of project cost spent for design % or less of street overlay lane miles damaged by City Utilities Department cuts within 5 years of installation % of utility infrastructure data recorded into digital/searchable format % of performance measures with current performance data entered in a system that can % of referred water consumption customer concerns addressed with in-home “demonstrations.�

Result

99

Result

99

Result

95

Result

50

Result

99

Result

95

% of asset maintenance records converted to a Asset Inventory system for historical information needs

Output

10

# of work orders processed

Output

NA1

# of rate and fee recommendations

Output

3

% of asset maintenance records anticipated to require conversion into a Asset Inventory system for historical information needs

Demand

10

# of work ordres anticipated

Demand

NA1

# of rate and fee recommendations anticipated to be required

Demand

3

Program expenditure per converted record

Efficiency

NA1

Program Expenditure per rate and fee reccomendation

Efficiency

$36,591

% of Utilities projects and scheduled repairs impacting utility service and/or traffic identified on % of recommended rates and fees that are adopted with no substantial changes % of projected rate and fee revenues that are collected

1.

Data collection on this measure to begin in 2014

115

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utilities Operations Support Line of Business: Utility Customer Information Center Core Services Fleet Condition and Assessment Reports; Project Time and Material Reports; Asset Condition Reports; Workflow Documentations; Institutional Memory Records; Utility System Infrastructure Asset Inventory; Utility System Infrastructure Asset Interactive Maps; Asset Inventory Updates; Parts Inventories; Fleet Records; Performance Reports; Asset Maintenance Records; Water, Wastewater, Stormwater Rates and Fees Recommendations; Water and Wastewater Tap Fee Recommendations

116

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Customer Service Requests Line of Business: Utility Customer Information Center Performance Measures Measure Type

2014 Target

Result

95

Result

85

Result

99

Result

99

Result

75

# of utility locate responses completed

Output

NA1

# of water quality concerns customer service requests investigated

Output

200

# of customer service request responses provided

Output

NA1

Demand

NA1

Demand

200

Demand

NA1

Efficiency

NA1

Performance Measure % of non-emergency customer service requests that receive a personal initial response within 1 business day or less % of biannual City survey respondents that rate the Utilities Department customer service response as satisfactory or very satisfactory % of Utility location customer service requests performed on or before customer scheduled date % of water quality concerns customer service requests performed on or before customer scheduled date % of biannual City survey respondents that rate the City permit process as user friendly

# of utility locate responses anticipated to be requested # of water quality customer service requests anticipated to be received # of customer service requests anticipated to be received Program expenditure per utility locate response 1.

Data collection on this measure to begin in 2014

Core Services Customer Inquiry Responses; Customer Reimbursements; Utility After Hours Emergency Response Calls; High/Low Water Consumption Investigations; Customer Emergency Water Turnoffs; Customer Loan Closing Final Meter Readings ; Customer Meter Pits Installations; Customer Noisy Pipe Investigations; Customer Pressure Volume Investigations; Customer Inquiry Responses ; In-Home Leak Detections; Property Maintenance Complaints and Responses; Service Line Video Inspections; Service Line Video Reviews; Sewer Backup Mitigation Responses ; Temporary Water Service Connections; Utility Locate Responses (Emergency and Scheduled); Water Quality Concern Responses; Building Service Customer Responses; Building Permit Process Resources

117

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utility Billings and Collections Line of Business: Utility Customer Information Center Performance Measures Measure Type

2014 Target

% of bills do not require a correction

Result

99

% of utility bills that are between 60 and 70 days of service

Result

99

% of outstanding utility bills that are 30 days or older

Result

9

% of revenue uncollected (bad debt)

Result

1

# of utility bills collected

Output

NA1

# of utility shut off door tags delivered

Output

16,000

# of building fee permit receipts issued

Output

14,000

# of non-payment service disconnections/service reconnections performed

Output

400

# of tap fees collected

Output

NA1

# of of utility bill anticipated to be collected

Demand

NA1

Performance Measure

# of utility shut off door tags anticipated to require delivering # of building fee permit receipts anticipated to be issued # of non-payment service disconnections/service reconnections anticipated to be performed

Demand

16,000

Demand

14,000

Demand

400

# of tap fees anticipated to be collected

Demand

NA1

Cost per Utility bill mailed

Efficiency

NA1

Cost per delinquent bill collected

Efficiency

NA1

1.

Data collection on this measure to begin in 2014

Core Services Building Fee Calculations ; Building Fee Receipts; Utility Bills; Utility Bill Collections; Delinquency Notices; New Service Connections; Meter Readings; Non Payment Service Disconnections/Service Reconnections; Monthly Sewer District Meter Readings; Bulk Water Sales; Tap Fee Collections; Planning Fee Collections; Traffic Impact Fee Collections; Site Development Fee Collections; Shut Off Door Tags

118

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utility System Replacement Line of Business: Utility Infrastructure Systems Performance Measures

Performance Measure # or fewer of customers submitting discolored water complaint events # or fewer of City owned sewer main blockages resulting in damages to homes or businesses or sewage overflows per 100 miles of sewer line # or fewer of water distribution system failures per 100 miles of water distribution line % of wastewater collection system reaching life expectancy or older replaced or rehabilitated % of water distribution system reaching the end of its life expectancy replaced or rehabilitated

Measure Type

2014 Target

Result

20

Result

0.5

Result

7

Result

3

Result

1

% reduction in localized flooding events

Result

NA1

% of unaccounted for water

Result

8.5

# of linear feet of water line replaced

Output

16,000

# of water meters replaced

Output

3,500

# of linear feet of wastewater lines replaced or rehabilitated

Output

65,000

# of manholes rehabilitated

Output

125

# of localized flooding locations corrected

Output

NA1

# of linear feet of water line anticipated to need replacement

Demand

16,000

# of water meters anticipated to need replacement

Demand

3,500

# of linear feet of wastewater line anticipated to need replacement or rehabilitation

Demand

65,000

# of manholes anticipated to need rehabilitation

Demand

125

Demand

NA1

Efficiency

$93

# of localized flooding locations anticipated to need corrections Program expenditure per linear foot of water, sewer, and stormwater system replaced 1.

Data collection on this measure to begin in 2014

119

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utility System Replacement Line of Business: Utility Infrastructure Systems Core Services Wastewater Flow Volume Meterings; Infrastructure Condition Analysis Reports; Manhole Spray Lining Rehabilitations; Water Line Replacement Chlorine Tests; Water Line Replacement Fills; Water Line Replacement Flushings; Water Line Replacement Pressure Tests; Water Line Replacement Utility Locations; Water System Replacement Warranty Inspections; Sewer Main Line Pipe Replacements; Stormwater Infrastructure Replacements; Utility Pipe “Cured in Place� (CIPP) Linings; Water Meter Replacements; Water Line Bacteria Tests; Water Line Replacements

120

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utility System Repairs Line of Business: Utility Infrastructure Systems Performance Measures Measure Type

2014 Target

Result

95

Result

99

Result

90

% or more of the time that the water treatment plant is operating with backup systems in place

Result

99

% of wastewater pipe defects identified that are repaired prior to service interruption to customer

Result

99

# of water line repairs completed

Output

1,100

# of sewer line repairs completed

Output

10

# of unplanned service interruptions

Output

NA1

# of of stormwater system repairs completed

Output

NA1

# of water line repairs anticipated to be required

Demand

1,100

# of sewer line repairs anticipated to be required

Demand

10

# of unplanned service interruptions anticpated

Demand

NA1

# of stormwater system repairs anticipated to be required

Demand

NA1

Repair cost per unplanned water line repair

Efficiency

NA1

Repair cost per unplanned sewer line repair

Efficiency

NA1

Performance Measure % of emergency response on scene within 1 hour of reported utility service interruption % of customers who receive a return phone call by responding personnel within 15 minutes of reported utility service interruption % of utility service interruptions that are restored within 6 hours

1.

Data collection on this measure to begin in 2014

121

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utility System Repairs Line of Business: Utility Infrastructure Systems Core Services Sewer Line Repairs; Manhole Repairs; Water Storage Tank Repairs; Water System Valve and Actuator Repairs; Fire Hydrant Repairs/Notifications; Pump, Motor and Mixer Repairs; Water System Pressure Control Valve Repairs; Chemical Feed Systems / Pump Calibration Repairs; Meter Calibrations, Repairs and Replacements; Scheduled Water Line Repairs; Stormwater System Repairs; Heating, Ventilation, Air Conditioning (HVAC) Repairs; Emergency Water Line Failure Repairs; Water Quality Test Station and Replacements; Analytical Equipment Repairs; Meter Pits/Vaults Repairs; Cathodic Protection Sites Repairs and Upgrades; Air Vacuum Repairs; Supervisory Control and Data Acquisitions (SCADA) Repairs; Dam Repairs; Generator Repairs

122

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utility System Preventive Maintenance Line of Business: Utility Infrastructure Systems Performance Measures

Performance Measure # or fewer of water distribution system failures per 100 miles of water lines

Measure Type Result

% of fire hydrants in operation

Result

2014 Target 7 99

# or fewer of sewer blockages or overflows per 100 miles of sewer pipe

Result

0.5

% of unaccounted for water

Result

8.5

# or fewer of flooding events per 100 miles of stormwater pipe

Result

% of City stormwater underground system cleaned

Result

NA1 NA1

% or fewer of customers submitting water quality complaints based on algae bloom impacts

Result

1.5

# of miles of wastewater lines cleaned

Output

300

# of miles of wastewater lines inspected through closed circuit television inspections (CCTV)

Output

100

# of fire hydrants maintained

Output

2,400

# of miles of water main flushed

Output

170

# of water system valves rotated

Output

6,900

# of water meters calibrated

Output

3,800

# of water meters replaced

Output

3,500

Output

52

Demand

300

Demand

100

Demand

2,400

Demand

170

Demand

6,900

# of gallons per day of potable water treatment capacity provided (Million) # of miles of wastewater lines anticipated to require cleaning # of miles of wastewater line inspections anticipated to be required # of fire hydrants anticipated to require maintenance # of miles of water main anticipated to require flushing # of water system valve rotations anticipated to be required

123

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Utility System Preventive Maintenance Line of Business: Utility Infrastructure Systems Performance Measures Continued Performance Measure

Measure Type

2014 Target

# of water meters anticipated to require calibration

Demand

3,800

Demand

3,500

Demand

40

Maintenance cost per mile of water system pipeline

Efficiency

NA1

Maintenance cost per mile of sewer system pipeline

Efficiency

NA1

Maintenance cost per mile of stormwater system pipeline

Efficiency

NA1

# of water meters anticipated to require replacement # of gallons per day of potable water anticipated to be required (Million)

1.

Data collection on this measure to begin in 2014

Core Services Analytical Equipment Maintenance Operations; Building Maintenance Repairs; Cathodic Protection Maintenance Operations; Dam Inspection and Finding Reports; Dam Inspections and Maintenance Operations ; Distribution Main Line Flushings; Distribution Main Line Valve Preventive Maintenance Operations; Filter Bed Maintenance Operations; Fire Hydrant Painting Operations; Fire Hydrant Prevention Maintenance Operations; Generator Preventive Maintenance Operations; Grease/Oil Interceptor Inspections; Manhole Inspections ; Manhole Overlay Adjustments; Sedimentation Drain Maintenance Operations; Wastewater System Cleanings; Wastewater System Closed Circuit Television (CCTV) Inspections; Storm Inlet Corings; Storm System Maintenance Operations; Cross Connection Control/Backflow Prevention Assemblies Inspections; Cross Connection Control Building Surveys; Distribution Valve Operations; Wastewater Pump Station Operations ; Wastewater Under Drain Maintenance Operations; Water Distribution and Transmission Line Air Vacuum Preventive Maintenance Operations; Water Main Line Leak Detections; Water Main Line Valve Box Cleaning and Repairs; Water Meter Maintenance Operations; Water Storage Tank Preventive Maintenance Operations; Water System Fire Flow Tests; Water System Pump Operations; Water System Pressure Reducing Valve Preventive Maintenance Operations; Utility System Supervisory Control and Data Acquisitions (SCADA) Monitoring, Operations; Repairs and System Maintenance Operations ; Water System Valve Box Inspections; Water Transmission Line Cathodic Protection Preventive Maintenance Operations; Water Treatment Process Equipment Maintenance Operations; Utility Equipment Maintenance Operations

124

Utilities Department revised 2013-2014 budget Additional Program Information

Program: New Development - Utility Infrastructure Line of Business: Utility Infrastructure Systems Performance Measures

Performance Measure % of wastewater system warranty inspection requests completed on or before the required completion date % of stormwater system warranty inspection requests completed on or before the required completion date % of water system warranty inspection requests completed on or before the required completion date # or fewer of utility infrastructure repairs per linear mile of pipe within 5 years of acceptance % of new water line service requests responded to when scheduled # of linear miles of new sewer main warranty inspections completed # of linear miles of new stormwater line warranty inspections completed # of linear miles of new water line warranty inspections completed

Measure Type

2014 Target

Result

99

Result

99

Result

99

Result

1

Result

99

Output

NA1

Output

NA1

Output

NA1

Output

NA1

Demand

NA1

Demand

NA1

Demand

NA1

Demand

NA1

Efficiency

NA1

# of new water line service requests completed # of linear miles of new sewer main warranty inspections anticipated to be requested # of linear miles of new stormwater line warranty inspections anticipated to be requested # of linear miles of new water line warranty inspections anticipated to be requested # of new water line service requests anticipated to be received Program expenditure per linear mile of new utility infrastructure accepted 1.

Data collection on this measure to begin in 2014

Core Services Development Plan Reviews; New Sewer Main Warranty Inspections; New Water Line Chlorine Tests; New Water Line Fills; New Water Line Flushings; New Water Line Pressure Tests; New Water Line Service Tap Installations; New Water Line Utility Locations; New Water Line Bacteria Tests ; New Water Main System Warranty Inspections; New Stormwater Warranty Inspections; Warranty Reports

125

Utilities Department revised 2013-2014 budget Additional Program Information

Program: Water Treatment and Quality Controls Line of Business: Drinking Water Performance Measures Measure Type

2014 Target

Result

90

# of boiling orders

Result

0

# of drinking water regulation violations

Result

0

Performance Measure % of water quality investigations (customer concerns and other investigation) completed within 72 hours

# or fewer of taste and order events, annually (event defined as effecting 5 or more customers in a neighborhood within 1 week) Minimum annual percent of drinking water stored in the system that is less than 10 days old # of gallons of drinking water delivered (Billions) # of water quality tests (Regulatory Water Treatment) # of water quality investigations (customer concerns and other investigation) # of gallons of drinking water expected to be delivered (Billions) # of water quality tests expected to be required # of water quality investigations expected to be requested Program expenditures per 1,000 gallons of drinking water delivered 1.

Result

5

Result

95

Output

5.6

Output

10,500

Output

200

Demand

5.6

Demand

10,500

Demand

200

Efficiency

$1,350

Data collection on this measure to begin in 2014

Core Services Regulatory Test Results; In-Home Water Tests; Water Treatment Residuals Disposals; Drinking Water Gallons (Water Production Reports); Water Quality Reports; Customer Concerns, Investigations, Water Quality; Water Treatment Plant Testing ; Water Quality Investigations

126

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Water Collection and Storage Line of Business: Drinking Water Performance Measures

Performance Measure

Measure Type

# of additional acre feet of water available to Arvada

Result

% of future water requirements identified through the comprehensive plan (as adopted by City Council) available to Arvada % of water use reduction by the community, measured on a per capita basis that accounts for weather fluctuations # of acre feet of raw water supplied # of acre foot of raw water expected to be required by customers. Program expenditure per acre feet of raw water supplied 1.

Result Result

2014 Target 3,000 99 NA1

Output

18,550

Demand

18,500

Efficiency

$42

Data collection on this measure to begin in 2014

Core Services Raw Water Diversions; Water Rights Acquisitions; Water Supply Contracts; Raw Water Storage

127

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Wastewater Treatment Line of Business: Wastewater Treatment Performance Measures Measure Type

2014 Target

# of sewage treatment regulation violations

Result

0

# of raw sewage discharges at Metro Plants

Result

0

# of gallons of wastewater disposed (Million)

Output

3,570

Demand

3,570

Efficiency

$2.11

Performance Measure

# of gallons of wastewater expected to be disposed (Million) Program expenditure per 1,000 gallons of wastewater treatment 1.

Data collection on this measure to begin in 2014

Core Services Wastewater Treatment Gallons; Industrial Pre-treatment Monitoring

128

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Arvada Waterway Protection Line of Business: Waterway Protection Performance Measures

Performance Measure % of all construction permit inspections that are in compliance with site development permit requirements % of waterway tests for fertilizer and detergents as measured by nitrogen that do not exceed 2.01 mg/l milligrams per liter % of waterway tests for fertilizer and detergents as measured by phosphorus that do not exceed 0.17 mg/l milligrams per liter % of waterway surveys that have less than 10 pieces of trash per 100 feet of stream cleaned

Measure Type Result

2014 Target 75

Result

50

Result

50

Result

80

# of construction site inspections conducted

Output

1,400

# of aquatic infrastructure inspections conducted

Output

3,000

# of public engagement events delivered

Output

10

Demand

1,400

Demand

3,000

Efficiency

NA1

# of construction site inspections expected to be required # of aquatic infrastructure inspections expected to be required or requested Program expenditures per waterway mile 1.

Data collection on this measure to begin in 2014

Core Services City Facility Stormwater Inspections; City Facility Stormwater Reports; City Facility Consultations; City Facility Investigations; Construction Site Inspections; Construction Site Reports; Construction Site Compliance Consultations; Construction Site Enforcement Actions; Construction Site Plan Reviews ; Site Development Permits; Aquatic Infrastructure Investigations; Aquatic Infrastructure Inspections; Aquatic Infrastructure Reports; Aquatic Infrastructure Compliance Consultations; Aquatic Infrastructure Enforcement Actions ; Construction Site Investigations; Public Engagement Events; Aquatic Environment Education Materials; Aquatic Environment Training Sessions; Construction Site Cleanup Verbal Warnings; Stream and Litter Cleanup Events (Fillup A Can); Permanent Stormwater Structure Inspections; Site Development Plan Reviews; Spill Cleanup Orders; Spill Investigations

129

Utilities Department revised 2013-2014 budget

Additional Program Information

Program: Administrative Management Line of Business: Administrative Management Performance Measures Performance Measure

Measure Type

2014 Target

Result

100

% of department operational Key Results achieved % of Department Strategic Result targets achieved

Result

30

% of citizen survey respondents report they are satisfied or very satisfied with Utilities Department services

Result

NA1

# FTE's supported

Output

115.75

$ of operating expenditures managed

Output

$48,859,222

# FTE’s expected to require support

Demand

115.75

Efficiency

$6,131

Efficiency

$1.45

Administrative Management Program expenditure per FTE supported Administrative Management Program expenditure per $100 budget dollar managed

Core Services Ask Arvada Request Responses; Bid Award Recommendations; Billing Stuffers; Brochures; Budgets, Council Presentations; Community Presentation; Customer Request Responses; Department Policies; Disciplinary Actions; Employee Conduct Investigations; Employee Recognitions; Employee Recruitments; Employee Safety; External Communications (Arvada Report, Press Releases, Social Media Websites); Financial Reports; Internal Communications (newsletters website, Weekly Brief); Media Interviews; Payments; Performance Reviews; Purchases; Recommendations; Reports; Staff Directives; Strategic Business Plans; Time Card Approvals; Training Sessions; Training Sessions; Travel Request Approvals

130

Department Areas

Arvada Center REVISED 2013-2014 budget

The Arvada Center … • Is one of the region’s largest cultural attractions, hosting over 350,000 visitors annually. • Offers year-round professional theater, with seven theatrical shows each season along with one or more children’s theater productions. • Operates three art galleries which host over twelve exhibitions annually. • Produces Summer at the Center, an impressive lineup of national touring acts and local cultural events in its 1,600-seat outdoor amphitheater. • Has an offering of over 900 classes, workshops and camps each year in the performing and visual arts. 70,000 students participate annually in the Center’s school-based programs. • Is the home of the Front Range Youth Symphony, which offers young musicians the opportunity to augment and continue their music education and learn performance skills. • Is the home of the Arvada Center Dance Theater & Academy offering classes and professional training in ballet, modern, jazz, tap, and hip hop. • Features the Arvada history museum, showcasing the heritage and development of Arvada and the Old West. • Offers a fully-accessible playground and sculpture garden that serves an estimated 100,000 children annually.

OUTCOME STATEMENT

BUDGET CHANGES • No Changes

To inspire the residents of our region to live and learn creatively by experiencing the performing arts, visual arts, educational programs, and historical exhibits.

2011 2012 2013 2014

131

REVISED BUDGET $10,210,464 $10,414,594 $10,844,821 $11,057,374

EMPLOYEES 2011 38.75 2012 38.75 2013 39.25 2014 39.25

Arvada Center REVISED 2013-2014 budget Operating Expenditures by Division

Fund Arvada Center

Division 2011 Actual 2012 Actual 2013 Revised 2014 Budget AC Presents $ - $ 524,922 $ 923,408 $ 1,166,315 Administration 3,029,282 3,006,024 2,990,097 3,173,674 Development 128,180 194,803 315,869 329,726 Education 776,942 764,202 822,324 1,028,576 Facilities Management 137,692 145,691 194,064 188,127 Gallery/Museum 321,446 350,722 316,186 308,417 Marketing & Patron Services 1,339,893 1,271,197 1,452,921 1,472,987

Performing Arts Total Arvada Center by Division

4,477,028 4,157,034 3,829,952 3,389,552 $ 10,210,464 $ 10,414,594 $ 10,844,821 $ 11,057,374

Operating Expenditures by Category

Category Arvada Center Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Bad Debt Transfers Total Arvada Center by Category

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 4,194,576 $ 4,450,407 $ 4,481,769 $ 4,595,642 2,468,537 1,898,929 2,777,392 2,754,790 717,673 810,711 722,839 772,439 847,328 1,139,792 847,821 878,039 8,539 9,033 8,461 10,000 5,704 7,976 6,391 6,465 36 36 801 249 112 1,967,270 2,097,497 2,000,000 2,040,000 $ 10,210,464 $ 10,414,594 $ 10,844,821 $ 11,057,374

132

Arvada Center REVISED 2013-2014 budget Operating Expenditures by Division $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

2011 Actual

AC Presents Education Marketing & Patron Services

2012 Actual

2013 Revised

Administration Facilities Management Performing Arts

2014 Budget

Development Gallery/Museum

2014 Operating Expenditures by Category Capital Maintenance 0.06% Inventory 0.09%

Transfers 18.45% Personnel 41.56%

Contracts & Leases 7.94% Supplies & Expenses 6.99%

Services & Charges 24.91%

133

Arvada Center REVISED 2013-2014 budget Number of Employees Administration Development Education Facilities Management Gallery / Museum Marketing & Patron Services Performing Arts

Total Arvada Center

2011 Actual 7.50 3.00 4.00 2.00 3.50 8.75 10.00

38.75

134

2012 Actual 7.50 2.00 5.00 2.00 3.50 8.75 10.00 38.75

2013 Revised 8.00 2.00 6.00 2.00 3.50 7.75 10.00 39.25

2014 Budget 8.00 3.00 6.00 2.00 3.50 6.75 10.00 39.25

City Attorney’s Office REVISED BUDGET 2013-2014

The City Attorney’s Office … • Enforces the municipal code. • Represents the City before judicial and administrative tribunals. • Provides legal advice and counsel to boards and commissions and City staff. • Prepares legal documents. • Provides legal representation to the Arvada Urban Renewal Authority. • Instructs employees on various legal issues. • Acts as judges for the Teen Court program. • Partners with other governmental entities in the representation of intergovernmental authorities. • Partners with other governmental entities by acting in the role of a Special Prosecutor.

OUTCOME STATEMENT

BUDGET CHANGES

To protect the legal interests of the City by providing timely and quality legal counsel, advice, support and advocacy.

• Assistant City Attorney (add 1.0 FTE position - decrease of $45,000 in temporary wages)

2011 2012 2013 2014

135

REVISED BUDGET $1,344,483 $1,422,277 $1,516,433 $1,609,097

EMPLOYEES 2011 10.00 2012 10.00 2013 10.00 2014 11.00

City Attorney’s Office REVISED BUDGET 2013-2014 Operating Expenditures by Division

Fund Division General Fund City Attorney Total City Attorney's Office by Division

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 1,344,483 $ 1,422,277 $ 1,516,433 $ 1,609,097 $ 1,344,483 $ 1,422,277 $ 1,516,433 $ 1,609,097

Operating Expenditures by Category

Category 2011 Actual 2012 Actual 2013 Revised 2014 Budget General Fund Personnel $ 1,185,296 $ 1,243,664 $ 1,345,695 $ 1,434,157 Services & Charges 91,052 96,344 98,701 101,540 Supplies & Expenses 32,513 32,150 34,428 34,663 Contracts & Leases 35,622 49,944 35,476 36,540 Capital Maintenance 175 1,832 1,887 Capital Outlay 301 310 Total City Attorney's Office by Category $ 1,344,483 $ 1,422,277 $ 1,516,433 $ 1,609,097

136

City Attorney’s Office REVISED BUDGET 2013-2014 Operating Expenditures by Division $1,650,000 $1,600,000 $1,550,000 $1,500,000 $1,450,000 $1,400,000 $1,350,000 $1,300,000 $1,250,000 $1,200,000

2011 Actual

2012 Actual

2013 Revised

2014 Budget

City Attorney

2014 Operating Expenditures by Category

Personnel 89.13% Services & Charges 6.31%

Supplies & Expenses 2.15% Contracts & Leases 2.27% Capital Outlay 0.02%

137

Capital Maintenance 0.12%

City Attorney’s Office REVISED BUDGET 2013-2014 Number of Employees City Attorney’s Office

2011 Actual 10.00

138

2012 Actual 10.00

2013 Revised 10.00

2014 Budget 11.00

City Manager’s Office revised 2013-2014 budget

The City Manager/City Clerk’s Office … • Administers “Ask Arvada” – the place for citizens to go for answers to city related questions. • Operates KATV Channel 8 (live City Council web streaming, cover stories from Arvada, R1 School District, AFPD, Apex, Jefferson County and Arvada Chamber of Commerce events). • Promotes and engages in community outreach. • Works with the City Council in all facets of City government. • Is actively engaged in the creation and nurturing of community partnerships. • Participates in legislative advocacy affairs. • Is responsible for the City’s media relations and communications. • Administers “Sustain Arvada” - a way of honoring Arvada’s rich heritage and preserving our resources to foster economic prosperity, environmental stewardship and community vitality today and into the future.

OUTCOME STATEMENT

BUDGET CHANGES

To support the Arvada City Council, Citizens and Organization through the implementation of effective policies, leadership and management practices.

• Emergency Management Coordinator (moved .90 FTE position from Public Safety - increase position by .10 to 1.0 FTE position) • Performance Budget Manager (add 1.0 FTE position for 2 years) • City Manager dues and subscriptions - $12,000 • Healthy Places Grant Coordinator (add 1.0 FTE position, salary to be paid by Healthy Places grant; benefits to be paid by HODAG)

2011 2012 2013 2014

• City Manager overtime - $10,000 • City Manager temporary wages - $12,913 • City Manager electric vehicle charging system software - $1,000 • KATV tablet maintenance - $2,000

139

REVISED BUDGET $2,372,558 $2,623,662 $2,922,415 $3,277,781

EMPLOYEES 2011 16.75 2012 17.75 2013 18.95 2014 21.95

City Manager’s Office revised 2013-2014 budget Operating Expenditures by Division

Fund

Division

General Fund

City Clerk

2011 Actual $

520,442

City Managers Office

2012 Actual $

545,194

2013 Revised $

659,500

2014 Budget $

682,057

1,154,051

1,282,500

1,470,479

1,771,785

KATV

442,824

552,341

505,099

528,834

City Council

255,240

243,587

287,337

295,106

Total City Manager's Office by Division

$

2,372,558 $

2,623,622

$

2011 Actual

2012 Actual

2,922,415 $

3,277,781

Operating Expenditures by Category

Category General Fund

Personnel

$

1,749,982 $

2013 Revised

1,839,143 $

2014 Budget

2,097,652 $

2,416,662

Services & Charges

259,474

290,473

351,629

375,612

Supplies & Expenses

206,844

289,711

251,383

257,105

Contracts & Leases

155,743

193,301

214,096

220,518

-

88

-

-

516

78

2,583

2,660

-

10,830

5,072

5,224

2,623,622 $

2,922,415 $

Inventory Capital Maintenance Capital Outlay Total City Manager's Office by Category

$

2,372,558 $

140

3,277,781

City Manager’s Office revised 2013-2014 budget Operating Expenditures by Division $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $-

2011 Actual City Clerk

2012 Actual

2013 Revised

City Managers Office

KATV

2014 Budget City Council

2014 Operating Expenditures by Category Personnel 73.73%

Capital Outlay 0.16%

Capital Maintenance 0.08%

Contracts & Leases 6.73%

Supplies & Expenses 7.84%

Services & Charges 11.46%

141

City Manager’s Office revised 2013-2014 budget Number of Employees City Council City Clerk City Manager's Office KATV

Total City Manager’s Office

2011 Actual 0.00 5.00 7.50 4.25

2012 Actual 0.00 5.00 8.75 4.00 17.75

16.75

142

2013 Revised 0.00 5.00 8.75 5.20 18.95

2014 Budget 0.00 5.00 11.75 5.20 21.95

Community Development revised 2013-2014 budget

The Community Development Department … • Provides coordination and review of development policies and implementation through the adoption of long-range plans, adoption of codes and ordinances to implement plans, and review of development proposals to those plans, policies, and codes. • Develops long-range projections and plans for the community. Works with neighborhoods on neighborhood planning, grant programs for neighborhood improvement, and historic preservation in Olde Town Arvada. • Responds to zoning and nuisance code issues in the field and at the customer service counter. • Works with neighborhoods on selective pro-active clean-up of problems in their neighborhood to help avoid blighting conditions. • Provides, through the Arvada Housing Authority, Section 8 rental assistance vouchers for up to 508 very low-income households. • Receives $435,000+ in Federal funds to help programs such as the Essential Home Repair Program, homeless housing, Child Advocacy Center, Carin Clinic, Jeffco Mental Health, Developmental Disabilities, etc. • Provides assistance to citizens who need repairs and improvements to their homes. • Administers a variety of community service efforts including Community Wheels, OEC energy assistance, Adams County Transit, etc.

OUTCOME STATEMENT

BUDGET CHANGES • Administrative Assistant (add 1.0 FTE position for 5 years decrease of $26,913 in temporary wages; remaining salay and benefits to be paid by HODAG)

To enhance, guide, and preserve the physical, social, historic and economic quality of Arvada by providing planning, housing and code enforcement services.

• Healthy Places Grant Coordinator (1.0 FTE position, salary to be paid by Healthy Places grant; benefits to be paid by HODAG) • Training and meeting for Planning Commission - $22,000 • Code Enforcement training - $3,464

2011 2012 2013 2014

• Code Enforcement fuel - $1,000 • Code Enforcement maintenance on tablets - $4,340 • Planning maintenance for Trackit licenses - $1,000

143

REVISED BUDGET $6,651,773 $6,923,914 $8,519,399 $8,053,782

EMPLOYEES 2011 24.00 2012 24.00 2013 24.00 2014 25.00

Community Development revised 2013-2014 budget Operating Expenditures by Division

Fund

Division

Arvada Housing Authority Community Development General Fund

2011 Actual

Arvada Housing Authority $ CDBG Community Development Code Enforcement Housing and Community Development Neighborhood Revitalization Planning Total Community Development by Division $

2012 Actual

2013 Revised

2014 Budget

3,826,648 $ 695,673 525,803

3,933,629 $ 505,805 204,335 509,505

3,951,081 $ 968,093 591,486 546,260

346,285

424,071

433,396

1,257,364 6,651,773 $

69,459 1,277,111 6,923,914 $

3,993,198 642,345 849,908 582,664 441,245

200,000 120,000 1,829,083 1,424,422 8,519,399 $ 8,053,783

Operating Expenditures by Category

Category Arvada Housing Personnel Authority Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Bad Debt Transfers TOTAL Community Personnel Development Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Bad Debt Transfers TOTAL General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Bad Debt TOTAL Total Community Development by Category

2011 Actual $ 268,994 3,482,873 15,203 6,460 53,119 $ 3,826,648 165,347 239,331 7,191 23,628 115 76,532 183,530 $ 695,673 1,730,172 84,892 158,194 155,974 220 $ 2,129,452 $ 6,651,773

144

2012 Actual $ 300,595 3,562,832 13,988 5,237 349 50,627 $ 3,933,629 171,269 357,243 13,610 25,138 9,996 132,885 $ 710,140 1,762,898 108,641 226,105 179,919 2,582 $ 2,280,146 $ 6,923,914

2013 Revised $ 287,352 3,595,634 23,459 6,399 1,203 7,500 29,534 $ 3,951,081 201,839 588,995 15,159 5,248 936 43,448 703,954 $ 1,559,579 1,820,920 128,984 240,506 816,473 730 1,126 $ 3,008,739 $ 8,519,399

2014 Budget $ 328,485 3,595,732 23,459 6,399 1,203 7,500 30,420 $ 3,993,198 173,483 1,019,938 19,728 9,000 936 18,448 250,720 $ 1,492,253 1,959,814 116,962 244,526 245,118 752 1,160 $ 2,568,331 $ 8,053,782

Community Development revised 2013-2014 budget Operating Expenditures by Division $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

2011 Actual

2012 Actual

2013 Revised

Arvada Housing Authority Community Development Housing and Community Development Planning

2014 Budget

CDBG Code Enforcement Neighborhood Revitalization

2014 Operating Expenditures by Category Services & Charges 58.76%

Personnel 30.57%

Contracts & Leases 3.23% Capital Outlay 0.01% Capital Maintenance 0.04%

Bad Debt 0.32% Transfers 3.49%

Supplies & Expenses 3.57%

145

Community Development revised 2013-2014 budget Number of Employees Arvada Housing Authority Code Enforcement Housing & Neighborhood Revitalization Planning

Total Community Development

2011 Actual 3.58 7.00 3.42 10.00

24.00

146

2012 Actual 3.58 7.00 3.42 10.00 24.00

2013 Revised 3.58 7.00 3.42 10.00 24.00

2014 Budget 3.98 7.00 3.02 11.00 25.00

Finance Revised 2013-2014 budget

The Finance Department … • Maintains the financial and fiscal records of the City to such a degree that the records are audited annually by a third-party auditor. • Provides timely and accurate reports to citizens, Council members and employees regarding the City’s financial and fiscal condition. • Creates city-wide legal financial records such as the City’s Capital Improvement Plan, the Budget and the Comprehensive Annual Financial Report, and provides all federal and state reporting. • Reviews and analyzes enterprise-wide activities in the areas of revenue generation, spending, insurance and purchasing to audit for patterns and other city-wide activities. • Supports all other departments in their various businesses in the implementation of various revenue and program service delivery.

OUTCOME STATEMENT

BUDGET CHANGES • Revenue Manager (add .50 increase to 1.0 FTE position

To serve the citizens and staff of the City of Arvada by

• Revenue Division of Water (moved 6.50 FTE positions to Utilities)

providing relevant, timely and solution-oriented fiscal and financial services.

REVISED BUDGET 2011 $4,780,032 2012 $5,307,812 2013 $6,322,818 2014 $5,872,542

EMPLOYEES 2011 40.00 2012 40.00 2013 41.00 2014 35.00 *Revenue Division of Water moved to Utilities Department in 2014

147

Finance Revised 2013-2014 budget Operating Expenditures by Division

Fund General Fund

Division Purchasing

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 251,934 $ 287,308 $ 286,891 $ 297,312

Revenue Division of Finance Treasury TOTAL Insurance Benefits Administration Risk Management TOTAL Water Revenue Division of Water Total Finance by Division

$

$ $ $

687,689 1,781,136 2,720,759 1,505,769 553,504 2,059,273 1,408,372 6,188,404

$

$ $ $

718,049 1,902,666 2,908,023 1,794,018 605,771 2,399,789 3,066,638 8,374,450

$

$ $ $

785,765 1,983,594 3,056,251 2,609,040 657,527 3,266,567 3,137,101 9,459,919

$

$ $ $

878,583 2,077,789 3,253,684 1,973,796 645,062 2,618,858 5,872,542

Operating Expenditures by Category

Category General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Bad Debt TOTAL Insurance Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Outlay Transfers TOTAL Water Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Capital Maintenance Capital Outlay TOTAL Total Finance by Category

2011 Actual $ 2,229,783 250,596 119,488 123,033 (6,451) 648 1 3,661 $ 2,720,759 458,698 950,442 112,409 177,724 360,000 $ 2,059,273 455,494 136,017 172,291 16,262 626,495 1,813 $ 1,408,372 $ 6,188,404 148

2012 Actual $ 2,351,057 278,003 108,006 140,532 29,623 776 25 $ 2,908,023 537,320 1,605,419 75,942 68,149 112,959 $ 2,399,789 442,454 134,623 174,405 21,794 2,257,346 2,094 33,921 $ 3,066,637 $ 8,374,449

2013 Revised $ 2,544,388 275,710 126,702 107,912 1,539 $ 3,056,251 606,370 1,832,455 95,563 90,179 68,500 573,500 $ 3,266,567 473,835 104,759 186,963 25,750 2,265,300 5,325 75,169 $ 3,137,101 $ 9,459,919

2014 Budget $ 2,712,625 283,624 130,478 125,372 1,585 $ 3,253,684 592,718 1,835,161 98,095 92,884 $ 2,618,858 $ $ 5,872,542

Finance Revised 2013-2014 budget Operating Expenditures by Division

$10,000,000 $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 $Purchasing

2011 Actual Revenue Division of Finance

2012 Actual Treasury

2013 Revised

Benefits Administration

2014 Budget

Risk Management

Revenue Division of Water

2014 Operating Expenditures by Category Services & Charges 36.08% Supplies & Expenses 3.89%

Capital Maintenance 0.03%

Contracts & Leases 3.72% Personnel 56.28%

149

Finance Revised 2013-2014 budget Number of Employees Purchasing Revenue Division of Finance Revenue Division of Water Risk Management Treasury

2011 Actual 2.50 7.00 7.50 6.25 16.75

Total Finance

40.00

*2014 employees listed under Utilities Department

150

2012 Actual 2.50 7.00 7.50 6.25 16.75 40.00

2013 Revised 2.50 7.00 6.50 6.25 18.75 41.00

2014 Budget 2.50 7.50 0.00 6.25* 18.75 35.00

General Administration revised 2013-2014 budget

General Administration ... Accounts for a variety of city-wide expenditures that do not meet the operating needs of any one department or other fund. Is managed by the Finance Department, in conjunction with the City Manager.

OUTCOME STATEMENT

BUDGET CHANGES

To account for various general governmental activities that either support other funds or meet large City goals.

• Healthcare for temporary employees under Affordable Care Act - $90,000 starting in 2015 • Jefferson County Economic Development - $30,000/year 20132017 • Increase recycling charges - $50,000 in 2014 • Sales tax reimbursement for Panera - $41,200/year (20142018)

2011 2012 2013 2014

151

REVISED BUDGET $14,299,475 $16,411,220 $16,355,091 $13,182,125

EMPLOYEES 2011 0.00 2012 0.00 2013 0.00 2014 0.00

General Administration revised 2013-2014 budget Operating Expenditures by Division

Fund Division General Fund General Administration Total General Administration by Division

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 14,299,475 $ 16,411,220 $ 16,355,091 $ 13,182,125 $ 14,299,475 $ 16,411,220 $ 16,355,091 $ 13,182,125

Operating Expenditures by Category

Category General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Outlay Bad Debt Transfers Total General Administration by Category

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 195,575 $ 74,892 $ (669,724) $ (577,922) 591,394 795,894 896,422 847,441 101,798 93,128 103,875 112,064 1,294,177 1,838,392 1,821,448 731,463 635 52 28,894 6,095 808 12,080,909 13,608,053 14,203,070 12,069,079 $ 14,299,475 $ 16,411,220 $ 16,355,091 $ 13,182,125

152

General Administration revised 2013-2014 budget Operating Expenditures by Division $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 $-

2011 Actual

2012 Actual

2013 Revised

2014 Budget

General Administration

2014 Operating Expenditures by Category Services & Charges 6.16% Transfers 87.71%

Supplies & Expenses 0.81%

Contracts & Leases 5.32%

153

General Administration revised 2013-2014 budget Number of Employees General Administration

Total General Administration

2011 Actual 0.00

2012 Actual 0.00 0.00

0.00

154

2013 Revised 0.00 0.00

2014 Budget 0.00 0.00

Human Resources REVISED 2013-2014 budget

The Human Resources Department … • Provides employment and recruiting for the City of Arvada. • Develops, coordinates and administers training and development programs in collaboration with other departments in the City. • Administers compensation administration. • Provides benefits administration, including ongoing efforts to maintain cost-effective solutions that provide the most attractive and beneficial options to our employees. • Leads efforts in workforce and strategic planning. • Administers the City’s wellness and recognition programs. • Ensures statutory compliance throughout the City (EEO/FLSA/ADA etc.) • Provides employee relations and consulting to all departments and employees within the City of Arvada.

OUTCOME STATEMENT

BUDGET CHANGES

To support and guide the successful employment of all City employees by providing essential, professional and consistent human resources programs.

• No Changes

2011 2012 2013 2014

155

REVISED BUDGET $1,101,802 $1,113,399 $1,221,212 $1,272,165

EMPLOYEES 2011 2012 2013 2014

9.00 9.00 9.00 9.00

Human Resources REVISED 2013-2014 budget Operating Expenditures by Division

Category General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Total Human Resources by Category

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 843,191 $ 797,821 $ 913,430 $ 955,919 126,490 134,574 182,022 187,319 40,717 43,794 43,903 44,614 91,404 137,210 80,731 83,153 1,126 1,160 $ 1,101,802 $ 1,113,399 $ 1,221,212 $ 1,272,165

Operating Expenditures by Category

Fund Division General Fund Human Resources Total Human Resources by Division

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 1,101,802 $ 1,113,399 $ 1,221,212 $ 1,272,165 $ 1,101,802 $ 1,113,399 $ 1,221,212 $ 1,272,165

156

Human Resources REVISED 2013-2014 budget Operating Expenditures by Division $1,300,000 $1,250,000 $1,200,000 $1,150,000 $1,100,000 $1,050,000 $1,000,000

2011 Actual

2012 Actual

2013 Revised

2014 Budget

Human Resources

2014 Operating Expenditures by Category Services & Charges 14.72%

Personnel 75.14%

Supplies & Expenses 3.51%

Contracts & Leases 6.54% Capital Maintenance 0.09%

157

Human Resources REVISED 2013-2014 budget Number of Employees Human Resources

2011 Actual 9.00

158

2012 Actual 9.00

2013 Revised 9.00

2014 Budget 9.00

Information Technology revised 2013-2014 budget

The Information Technology Department … • Supports all the business systems for twelve very unique departments. This includes everything from Ticket Sales at the Arvada Center; Billing for Water and Sewer; Permits for Building; Financial Accounting; Wastewater Management; Court Records; GIS Mapping and Police Systems used for booking, managing the dispatch center and records. • Supports the printing needs for city departments in the print shop facility. • Provides design services in support of city departmental needs. • Maintains the telephone services and voice mail used by city staff. • Has an active clientele of over 700 users.

OUTCOME STATEMENT

BUDGET CHANGES

To support and manage technology by planning and implementing innovative, efficient and effective business solutions in collaboration with all city departments.

• No Changes

2011 2012 2013 2014

159

REVISED BUDGET $5,476,098 $5,617,699 $8,258,480 $4,930,656

EMPLOYEES 2011 27.00 2012 27.00 2013 27.00 2014 27.00

Information Technology revised 2013-2014 budget Operating Expenditures by Division

Fund Computers

Division Computer Maintenance Computer Replacement General Fund General Services Information Systems Print Shop Print Shop Total Information Technology by Division

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 635,543 $ 842,788 $ 1,149,621 $ 1,171,777 1,706,377 1,666,762 3,610,295 129,250 193,721 155,244 173,732 177,778 2,677,484 2,689,191 2,921,007 3,037,945 262,974 263,714 403,825 413,907 $ 5,476,098 $ 5,617,699 $ 8,258,480 $ 4,930,656

Operating Expenditures by Category

Category 2011 Actual Computers Personnel $ 100,870 Services & Charges 28,968 Supplies & Expenses 2,212,065 Contracts & Leases Inventory 16 Transfers TOTAL $ 2,341,920 General Fund Personnel 2,466,936 Services & Charges 233,681 Supplies & Expenses 137,488 Contracts & Leases 16,799 Inventory 97 Capital Maintenance 16,171 Capital Outlay 34 TOTAL $ 2,871,205 Print Shop Personnel 161,283 Services & Charges 2,173 Supplies & Expenses 30,584 Contracts & Leases 66,025 Debt Service 2,591 Capital Maintenance 144 Bad Debt 175 TOTAL $ 262,974 Total Information Technology by Category $ 5,476,098

160

2012 Actual $ 95,263 (161) 2,402,120 12,000 329 $ 2,509,550 2,492,311 240,972 76,742 13,786 152 20,473 $ 2,844,436 168,458 410 28,845 56,172 9,828 $ 263,714 $ 5,617,699

2013 Revised $ 98,310 3,161,606 1,500,000 $ 4,759,916 2,595,209 306,962 125,082 34,893 32,593 $ 3,094,739 173,867 58,954 147,985 9,829 13,190 $ 403,825 $ 8,258,480

2014 Budget $ 103,716 1,197,311 $ 1,301,027 2,703,459 315,903 127,200 35,940 33,221 $ 3,215,723 177,358 60,709 152,425 9,829 13,586 $ 413,907 $ 4,930,656

Information Technology revised 2013-2014 budget Operating Expenditures by Division $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 $-

2011 Actual

Computer Maintenance

2012 Actual

2013 Revised

Computer Replacement

General Services

2014 Budget Information Systems

Print Shop

2014 Operating Expenditures by Category Services & Charges 6.41%

Supplies & Expenses 28.09%

Capital Maintenance 0.95%

Contracts & Leases 3.82% Personnel 60.53%

Debt Service 0.20%

161

Information Technology revised 2013-2014 budget Number of Employees IT & General Services Print Shop

Total Information Technology

2011 Actual 25.00 2.00

27.00

162

2012 Actual 25.00 2.00 27.00

2013 Revised 25.00 2.00 27.00

2014 Budget 25.00 2.00 27.00

JUDICIAL REVISED 2013-2014 budget

Judicial … • Acts as an impartial fact finder in determining if a City ordinance has been violated. • Utilizes Judges who impose sentences and consequences for violations of law in a timely manner. • Employs trained court staff who provide customers with information needed to effectively satisfy court cases. • Offers the Teen Court Program, which provides an alternative sentence for youth offenders, judicial education and volunteer opportunities to our teen population. • Strives to utilize technology and its efficiencies, including the current implementation of electronic tickets. • Maintains a Court Web site which provides 24/7 information to assist customers with their court case concerns. • Offers various options to make payments on court cases more convenient and accessible - mail, drop box, phone and electronic.

OUTCOME STATEMENT

BUDGET CHANGES

To provide a fair and impartial judicial process by holding timely hearings, making appropriate findings and sentences, and processing cases efficiently.

• Administrative Court Clerk (add 1.0 FTE position) • Courts training and mileage - $10,213 • Courts supplies, dues and subscriptions - $1,031 • Courts court appointed attorneys and court interpreters - $1,342

2011 2012 2013 2014

163

REVISED BUDGET $ 827,532 $ 850,323 $ 934,131 $1,025,882

EMPLOYEES 2011 10.00 2012 10.00 2013 10.00 2014 11.00

JUDICIAL REVISED 2013-2014 budget Operating Expenditures by Division

Fund Division General Fund Judicial Total Judicial by Division

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 827,532 $ 850,323 $ 934,131 $ 1,025,882 $ 827,532 $ 850,323 $ 934,131 $ 1,025,882

Operating Expenditures by Category

Category General Fund Personnel Services & Charges Supplies & Expenses Capital Outlay Total Judicial by Category

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 678,924 $ 692,774 $ 751,672 $ 838,672 75,690 83,922 94,465 107,841 72,918 73,627 87,695 79,061 299 308 $ 827,532 $ 850,323 $ 934,131 $ 1,025,882

164

JUDICIAL REVISED 2013-2014 budget Operating Expenditures by Division $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $-

2011 Actual

2012 Actual

2013 Revised

2014 Budget

Judicial

2014 Operating Expenditures by Category

Personnel 81.75%

Services & Charges 10.51%

Supplies & Expenses 7.71% Capital Outlay 0.03%

165

JUDICIAL REVISED 2013-2014 budget Number of Employees Judicial

2011 Actual 10.00

2012 Actual 10.00

166

2013 Revised 10.00

2014 Budget 11.00

Parks, Golf & Hospitality REVISED 2013-2014 BUDGET

The Parks, Golf & Hospitality Department … • Provides parks, trails and open space design and maintenance. • Directs and provides golf club operations at West Woods Golf Course and Lake Arbor Golf Course. • Provides banquet and conference services operations at the Arvada Center and the City’s golf course facilities. • Offers environmental education at the Majestic View Nature Center. • Manages operations of lake recreation at the Arvada Reservoir. • Coordinates festivals and special events within the City of Arvada. • Is responsible for the management of the Arvada Sister Cities International program at the City.

OUTCOME STATEMENT

BUDGET CHANGES

To enrich Arvada’s quality of life by providing essential services, programs and opportunities that enable citizens to experience parks, trails, open spaces, recreational amenities, golf, banquet/conference and concession enterprises and community-wide celebrations.

• Administrative Coordinator (add 1.0 FTE position for 5 years decrease of $25,663 in temporary wages) • Golf Course Maintenance Worker (add 3.0 FTE positions) • Increased maintenance for Leyden Rock, Forest Springs, • Ralston Central and Wolff Parks, Long Lake Restrooms and Community Stations – $85,160 • Insurance benefits for employees under ACA starting in 2015 - $89,353 • Parks Master plan - $110,000 (over two years)

2011 2012 2013 2014

• Pattridge Open Space - $80,000 (over two years) • Repair for Stenger Sports Complex - $15,000 (one-time) • Phone system upgrade at Nature Center - $8,000 (one-time) • Rate increases of 3-5% in most categories

167

REVISED BUDGET $14,509,295 $14,379,497 $14,322,281 $14,457,380

EMPLOYEES 2011 70.00 2012 70.00 2013 69.00 2014 73.00

Parks, Golf & Hospitality REVISED 2013-2014 BUDGET Operating Expenditures by Division

Fund Food Services

Division Banquet Facility Food Service General Administration TOTAL Golf Courses Golf Course General Administration Lake Arbor Golf Course Administration Lake Arbor Maintenance Lake Arbor Restaurant West Woods Golf Course Administration West Woods Maintenance West Woods Restaurant TOTAL Lands Dedicated Lands Dedicated TOTAL Parks Arvada Reservoir Athletic Facilities District 1 District 2 District 3 Forestry/Open Space Joint Parks Administration Nature Center Park & Urban Design TOTAL Total Parks, Golf & Hospitality by Division

2011 Actual $ 1,243,991

$

$ $

$ $

456,598 1,700,589

2012 Actual 2013 Revised 2014 Budget $ 1,297,257 $ 1,544,909 $ 1,554,653

$

285,388 1,582,644 $

315,538 1,860,447 $

325,646 1,880,299

925,610

861,680

1,383,839

1,041,500

356,852 579,767 196,118

404,770 588,514 227,037

423,727 630,782 258,368

437,317 708,342 285,048

492,652 543,287 444,384 515,713 843,914 966,726 3,839,297 $ 4,107,727 2,219,091 1,524,711 2,219,091 $ 1,524,711 27,490 23,500 494,881 511,575 336,557 357,005 297,689 294,846 301,744 335,441 289,718 280,978 4,125,032 4,427,452 127,145 127,988 750,062 805,631 6,750,319 $ 7,164,415 14,509,295 $ 14,379,497

576,699 491,862 851,537 4,616,813 200,000 200,000 47,242 576,665 388,161 313,815 381,884 307,437 4,694,041 157,995 777,780 7,645,020 14,322,280

621,770 628,414 973,418 4,695,809 9,865 589,933 405,377 340,443 417,131 320,884 4,793,438 154,252 849,950 7,881,273 14,457,380

168

$ $

$ $

$ $

$ $

Parks, Golf & Hospitality REVISED 2013-2014 BUDGET Operating Expenditures by Category

Category Food Services Personnel Services & Charges Supplies & Expenses Contracts & Leases Inventory Capital Maintenance Capital Outlay Bad Debt Transfers TOTAL Golf Courses Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Inventory Capital Maintenance Capital Outlay Transfers TOTAL Lands Dedicated Transfers TOTAL Parks Personnel Services & Charges Supplies & Expenses Contracts & Leases Debt Service Inventory Capital Maintenance Capital Outlay Bad Debt Transfers TOTAL Total Parks, Golf & Hospitality by Category

2011 Actual $ 859,342 163,971 140,491 337 386,297 13,057 12,093 125,000 $ 1,700,589 1,848,057 389,531 545,705 42,954 262,913 640,474 69,703 39,959 $ 3,839,296 2,219,091 $ 2,219,091 4,041,365 1,210,947 1,142,735 188,370 2,726 724 96,202 12,759 60 54,430 $ 6,750,319 $ 14,509,295

169

2012 Actual $ 888,120 157,514 159,105 367,749 4,622 5,534 $ 1,582,644 2,035,837 435,658 597,511 16,879 155,480 706,334 56,222 90,747 13,059 $ 4,107,727 1,524,711 $ 1,524,711 4,194,226 1,323,137 1,144,394 114,925 982 117,863 65,632 83 203,173 $ 7,164,415 $ 14,379,497

2013 Revised $ 847,798 172,782 149,992 384,160 15,666 263,096 1,000 25,952 $ 1,860,446 2,014,965 440,251 613,564 39,390 303,447 639,780 77,395 458,451 29,570 $ 4,616,813 200,000 $ 200,000 4,457,347 1,417,450 1,252,346 210,477 2,000 143,969 40,000 100 121,333 $ 7,645,022 $ 14,322,281

$

$

$ $

$ $

2014 Budget 872,107 150,702 153,170 395,716 17,136 263,000 1,000 27,468 1,880,299 2,315,898 459,471 619,590 178,117 157,916 709,478 121,144 103,000 31,195 4,695,809 4,632,930 1,585,107 1,265,572 215,142 2,000 137,130 40,000 100 3,292 7,881,273 14,457,380

Parks, Golf & Hospitality REVISED 2013-2014 BUDGET Operating Expenditures by Fund $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

2011 Actual

2012 Actual

Food Services

2013 Revised

Golf Courses

Lands Dedicated

2014 Budget Parks

Note: Because of the complicated nature of the Parks, Golf & Hospitality Department structure, the Operating Expenditure graph is calculated by fund instead of division.

2014 Operating Expenditures by Category Supplies & Expenses 14.10%

Services & Charges 15.18%

Transfers 0.43% Bad Debt 0.01% Capital Maintenance 1.90% Capital Outlay 2.81% Contracts & Leases 2.72%

Personnel 54.10%

Debt Service 1.09% Inventory 7.66%

170

Parks, Golf & Hospitality REVISED 2013-2014 BUDGET Number of Employees Banquet and Conference Operations Golf Course Operations Parks & Urban Design and Park Maintenance Operations Majestic View Nature Center

Total Parks, Golf & Hospitality

2011 Actual 9.00 14.00 46.00

2012 Actual 9.00 14.00 46.00

2013 Revised 8.00 14.00 46.00

2014 Budget 8.00 17.00 47.00

1.00

1.00 70.00

1.00 69.00

1.00 73.00

70.00

171

172

Public Safety REVISED 2013-2014 BUDGET

The Public Safety Department … • Holds Citizen Police Academies twice a year – spring and fall – where more than 50 residents learn about the workings of the Arvada Police Department. • Regularly hosts the Chief’s Community Roundtable with Chief Don Wick to share police news and information with citizens. • Has nearly 2,000 followers through sites such as Facebook and Twitter. Several Arvada Police videos on YouTube have received more than 100,000 views. • Leads the Explorer Post, for teens between the ages of 15 and 21 who are interested in a career in law enforcement. Explorers receive first-hand police experience. • Is grateful for our volunteers, most of whom are graduates of the Citizens Police Academy. Our volunteers provide thousands of hours of valuable service to the Arvada Police Department each year. • Includes members of the Community Response Impact Team, who work with apartment communities, rental property owners, businesses and home owner associations to provide valuable crime prevention programs.

OUTCOME STATEMENT

BUDGET CHANGES

To protect and ensure a safe community and enhance our citizens’ quality of life by delivering responsible, dedicated, and respectful high quality police services.

• Custodian (add 1.0 FTE position for community stations, split between Tax Increment Funds) • Emergency Management Coordinator (moved .90 FTE position to City Manager’s office) • Police Officer (add 1.0 FTE position in T21 fund and 1.0 FTE position in T22 fund in 2015) • Police Property and Equipment Specialist (moved 1.0 FTE position from Utilities)

2011 2012 2013 2014

• City’s participation with the JeffCo Crime Lab - $44,000 in 2014 and $66,000 in 2015 and beyond (75% General Fund, 25% Tax Increment 22 Fund)

173

REVISED BUDGET $23,555,283 $25,601,768 $36,061,658 $28,144,219

EMPLOYEES 2011 229.40 2012 229.40 2013 232.40 2014 233.50

Public Safety REVISED 2013-2014 BUDGET Operating Expenditures by Division

Fund General Fund

Division Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau Special Investigations Unit TOTAL Police Seizure Office of the Chief TOTAL Police Tax Increment .21 Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau TOTAL Police Tax Increment .25 Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau Special Investigations Unit TOTAL Total Public Safety by Division

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 775,028 $ 776,216 $ 883,737 $ 910,566 491,130 427,880 513,065 532,931 973,647 1,074,875 1,167,868 1,225,458 2,455,815 2,598,717 3,047,968 3,098,310 993,022 1,033,739 1,187,154 1,247,321 10,424,432 11,399,093 11,681,186 11,911,701 833,401 874,972 1,053,865 1,095,373 345,599 482,548 599,697 615,740 $ 17,292,074 $ 18,668,039 $ 20,134,540 $ 20,637,398 25,000 25,000 $ - $ - $ 25,000 $ 25,000 182,029 194,160 225,958 232,360 62,539 82,013 84,758 86,666 280,044 300,839 330,182 344,985

$

317,716 281,684 1,656,690 190,310 2,971,012 $ 38,083 55,827 294,607

339,840 394,233 1,808,616 214,706 3,334,408 $ 42,867 57,416 307,888

347,401 4,620,913 1,857,069 251,031 7,717,312 $ 58,309 64,897 336,286

358,645 394,806 1,918,589 260,829 3,596,879 60,058 68,088 351,985

893,667 919,745 930,223 955,294 206,913 295,124 4,839,605 419,853 1,692,430 1,851,457 1,835,714 1,907,133 1,791 1,845 110,670 124,820 117,983 120,687 $ 3,292,196 $ 3,599,316 $ 8,184,806 $ 3,884,942 $ 23,555,282 $ 25,601,763 $ 36,061,658 $ 28,144,219

174

Public Safety REVISED 2013-2014 BUDGET Operating Expenditures by Category

Category General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Bad Debt TOTAL Police Seizure Supplies & Expenses TOTAL Police Tax Personnel Increment .21 Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Transfers TOTAL Police Tax Personnel Increment .25 Services & Charges Supplies & Expenses Contracts & Leases Capital Outlay Transfers TOTAL Total Public Safety by Category

2011 Actual $ 14,096,552 560,188 1,959,794 673,594 1,908 38 $ 17,292,074 $ 2,313,730 136,140 437,226 52,434 31,482 $ 2,971,012 2,975,608 111,521 162,926 9,200 32,942 $ 3,292,196 $ 23,555,283

175

2012 Actual $ 15,304,129 609,203 2,120,911 630,215 3,582 $ 18,668,039 $ 2,539,113 130,798 439,285 101,997 48,701 74,514 $ 3,334,408 3,162,872 123,830 186,639 7,353 34,569 84,053 $ 3,599,316 $ 25,601,763

2013 Revised $ 16,522,619 606,389 2,206,805 734,547 15,879 48,301 $ 20,134,540 25,000 $ 25,000 2,649,889 152,696 463,821 164,857 2,644 4,250,000 33,405 $ 7,717,312 3,313,346 130,845 193,662 11,302 4,500,638 35,013 $ 8,184,806 $ 36,061,658

$

$ $

$

$ $

2014 Budget 16,980,984 624,492 2,196,834 789,582 16,356 29,150 20,637,398 25,000 25,000 2,788,026 176,366 482,151 71,333 2,723 76,280 3,596,879 3,366,900 209,484 210,708 11,641 657 85,552 3,884,942 28,144,219

Public Safety REVISED 2013-2014 BUDGET

Operating Expenditures by Division $40,000,000 $30,000,000 $20,000,000 $10,000,000 $-

2011 Actual

Administration Bureau

2012 Actual

2013 Revised

Animal Management

Criminal Investigations Bureau Office of the Chief Records Bureau

2014 Budget

Communications Bureau Patrol Bureau

Special Investigations Unit

2014 Operating Expenditures by Category Services & Charges 3.59%

Personnel 82.20%

Supplies & Expenses 10.36% Transfers 0.58% Capital Maintenance 0.07% Capital Outlay 0.11% Contracts & Leases 3.10% 176

Public Safety REVISED 2013-2014 BUDGET Number of Employees Administration Bureau Animal Management Communications Bureau Criminal Investigations Bureau Office of the Chief Patrol Bureau Records Bureau Special Investigations Unit

Total Public Safety

2011 Actual 8.00 7.00 23.00 34.00 8.00 133.40 11.00 5.00

229.40

177

2012 Actual 8.00 7.00 23.00 34.00 8.00 133.40 11.00 5.00 229.40

2013 Revised 7.00 7.00 23.00 35.00 9.00 134.40 12.00 5.00 232.40

2014 Budget 9.00 7.00 23.00 36.00 8.00 133.50 12.00 5.00 233.50

178

PUBLIC WORKS REVISED 2013-2014 BUDGET

The Public Works Department … • Provides snow removal and ice control with 14 tandem-axle snowplows. • Provides street resurfacing, sweeping, drainage maintenance and right-of-way mowing. • Creates, manages, and maintains geographic data resources and mapping services available to public and City staff. • Reviews private development for compliance with City criteria. • Designs and manages construction projects in the Capital Improvements Streets, Water, Stormwater, and Wastewater budgets, and provides technical support for the Capital Improvements Parks and Traffic projects. • Maintains all City buildings. • Acts as owner representative on major construction projects. • Oversees signal timing on City streets. • Maintains all signs, lines and signals within the City. • Reviews private development and capital improvement projects for compliance with City specifications and criteria.

OUTCOME STATEMENT

BUDGET CHANGES

To continue to create a better community by constructing, operating and maintaining the public’s infrastructure.

• Bicycle and Pedestrian Coordinator (add 1.0 FTE position - decrease of $15,000 in Traffic temporary wages) • Replace the Food Bank parking lot - $106,000

2011 2012 2013 2014

REVISED BUDGET $17,718,935 $20,517,756 $19,900,829 $20,442,177

EMPLOYEES 2011 202.25 2012 198.25 2013 88.50 2014 89.50

The Public Works and Utilities Departments split from one combined department into two separate departments effective 2012 - approved for 2013 budget.

179

PUBLIC WORKS REVISED 2013-2014 BUDGET Operating Expenditures by Division

Fund Buildings

Division Building Maintenance TOTAL Drainage Drainage TOTAL General Fund Engineering Facilities Management GIS Public Works Administration Streets Traffic TOTAL Total Public Works by Division

2011 Actual 2012 Actual 2013 Revised 2014 Budget $ 690,979 $ 481,435 $ 328,539 $ 484,077 $ 690,979 $ 481,435 $ 328,539 $ 484,077 1,984,868 1,984,868 2,061,446 2,154,431 2,211,203 2,300,478 2,593,390 2,397,086 2,679,593 2,774,754 528,762 501,137 592,512 612,206 409,449 275,335 289,443 299,610 8,418,928 9,483,188 10,352,241 3,015,980 3,240,278 3,447,298 17,027,956 18,051,454 19,572,290 $ 17,718,935 $ 20,517,756 $ 19,900,829 $

10,387,268 3,583,785 19,958,100 20,442,177

Operating Expenditures by Category

Category Buildings Contracts & Leases Debt Service Capital Maintenance TOTAL Drainage Services & Charges Transfers TOTAL General Fund Personnel Services & Charges Supplies & Expenses Contracts & Leases Capital Maintenance Capital Outlay Bad Debt Transfers TOTAL Total Public Works by Category

2011 Actual $ 26,594 22,180 642,205 $ 690,979 $ 7,172,437 3,583,125 1,679,090 4,137,876 357,134 102 98,192 $ 17,027,956 $ 17,718,935

180

2012 Actual $

$

$

$ $

112,609 368,826 481,435 800 1,984,068 1,984,868 7,337,765 3,456,157 1,655,136 5,075,614 427,423 182 99,176 18,051,454 20,517,756

2013 Revised $ 113,977 214,562 $ 328,539 $ 7,608,283 4,134,070 1,787,095 5,610,121 333,210 168 99,343 $ 19,572,290 $ 19,900,829

2014 Budget $

$

$

$ $

117,396 366,681 484,077 8,027,820 3,918,844 1,793,142 5,804,717 312,306 173 101,098 19,958,100 20,442,177

PUBLIC WORKS REVISED 2013-2014 BUDGET Operating Expenditures by Division $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $-

2011 Actual

2012 Actual

2013 Revised

Building Maintenance Engineering GIS Streets

2014 Budget

Drainage Facilities Management Public Works Administration Traffic

2014 Operating Expenditures by Category Services & Charges 19.17%

Supplies & Expenses 8.77% Transfers 0.49%

Personnel 39.47%

Capital Maintenance 3.32%

Capital Outlay 0.01%

Contracts & Leases 28.40%

Debt Service 0.57% 181

PUBLIC WORKS REVISED 2013-2014 BUDGET Number of Employees Building Inspection Engineering Facilities Management GIS Public Works Administration Stormwater

Streets Traffic Vehicle Maintenance Wastewater Water Total Public Works

2011 Actual 13.00 20.00 20.00 4.50 3.00 4.75

2012 Actual 13.00 20.00 20.00 4.50 2.00 4.75

2013 Revised 0.00 20.00 20.00 4.50 2.00 0.00

2014 Budget 0.00 20.00 20.00 4.50 2.00 0.00

33.00 9.00 17.75 17.00 60.25 202.25

33.00 9.00 17.75 15.50 58.75

33.00 9.00 0.00 0.00 0.00

33.00 10.00 0.00 0.00 0.00

198.25

88.50

89.50

182

Capital Improvement Plan

Capital Improvements In 2012, the City embarked on its first ten-year capital improvement planning process, covering 2013 to 2022. While this adopted plan has served the City well both in funding capital expenditures in 2013 and as a strategic plan for fulfilling Council priorities identified in 2012 and Code obligations, new developments over the past 12 months have hastened a series of recommended plan changes in 2014 and beyond. 2013 Revisions After reviewing monies that have been reserved for capital projects, staff determined that there was excess funding in some projects or that the original project was no longer necessary or feasible. These monies amounted to approximately $1,600,000. Staff is recommending that $700,000 be allocated to purchasing right-of-way for the Jefferson Parkway Public Highway Authority. The remaining monies will be put into a reserve to be used for the FOCUS strategic goals outlined later in this section. Additionally, the City entered into a series of agreements with various vendors for the replacement of the City’s radio system. Of the approximately $2,925,000 in expenses, $1,300,000 has been sourced from the Capital Improvements Fund. These monies were previously set aside for the construction of the Olde Town bus transfer facility. However, we were able to assign it for radio replacement purposes due to a grant awarded to the City for the facility’s design and construction. A transfer from the computer replacement fund will fund the difference. Revenue Revisions Ever since the electors approved the first City sales tax in the late 1960s, Arvada has dedicated a significant portion of the generated revenue for capital improvements. As it stands today, Section 98-101 of the Arvada City Code mandates that 60% of the first cent of General Fund sales tax revenue, or 20% of all General Fund sales tax revenue, shall be appropriated for capital improvements, major capital maintenance, and debt service related to capital improvements. As a result of higher-than-projected actual sales tax revenues in 2012 and an increase in projected sales tax revenues in 2013, 2014 recommendations presume an increase in our Section 98-101 obligation to capital funding. Moreover, the City took advantage of the low interest rate environment in early 2013 to refinance existing debt service obligations on the 2003 Sales and Use Tax Bonds, saving approximately $600,000 over the remaining five years of the bonds. With lower payments until the bond series is retired, all of the savings will provide additional capital funding through 2017. Available §98-101 funds for 2014 are calculated as follows: 60%of the first cent of sales tax Less: Sales and Use Tax Bond debt service Certificates of Participation debt service Available 98-101 funding for 2014

$8,131,408 3,906,075 466,643 $3,758,690

Expenditure Revisions Staff is recommending that three additional projects be added to the capital improvement plan. Since the adoption of the plan, the City has been awarded two grants for infrastructure improvements. The first, awarded through DRCOG, will provide new sidewalks, bike lanes, and associated improvements on W. 57th Avenue from Independence to Yukon Streets. The grant will cover 70% of the project costs, with the City’s 30% match covered by funding from the Opportunity Fund ($125,000) and the remaining from 2014 §98-101 funding ($109,000). 183

Capital Improvements The second, a federal Safe Routes to School grant, will construct a bicycle and pedestrian trail linking W. 57th Avenue with Ralston Road along what would be Garrison Street. Besides the grant total of $134,712, an additional $124,000 of existing capital funding will cover right-of-way and site preparation work. The final new project will address street lighting gaps in Olde Town, first with study costs of approximately $20,000 and an additional $60,000 for new street lights to address the gaps. In addition, staff recommends both supplemental funding and reallocations of already budgeted funding among existing projects: • An additional $250,000 for the completion of Quiet Zones along the Union Pacific Railroad • A redirecting of funding from street sign replacements to intersection safety improvements • A redirecting of funding from preliminary work for future W. 72nd & Indiana intersection improvements (the bid for which came in under budget) to preliminary work for future W. 72nd Avenue & Union Pacific Railroad crossing improvements (the bid for which came in over budget) • A Gold Line Project Manager for a four-year period • An updated expenditure schedule for the City’s share of the Gross Reservoir Expansion, generally referred to as the Moffat project • Additional funding for already planned water treatment plant improvements, Leyden cavern water storage work, and system improvements in the northwest of the City Continued execution of the adopted plan, along with these recommendations, will see continued work on essential capital needs within the City. As this work progresses, staff will continue to consider and analyze the best means of integrating strategic goals adopted by Council in June of 2013 alongside an evaluation of headway made with the currently adopted plan. Unfunded FOCUS Strategic Goals As mentioned earlier in this document, implementation of the City’s Performance Based Budgeting FOCUS has begun. The City Council adopted four major priority areas and 30 strategic results that define measures of success for each area. A majority of the strategic goals are long term capital projects, many of which have not been funded in the updated ten-year Capital Improvement Plan. These strategic goals are listed below: • By December 31, 2015, Arvada Ridge Transit Oriented Development site vehicle and pedestrian access improvements will be evaluated and presented to Council and by January 1, 2019 selected improvement will be completed • By December 31, 2017, the Jefferson Parkway is completed • By December 31, 2015, we will partner with RTD to provide 300 parking spaces at the Sheridan Transit Station, 400 parking spaces at the Olde Town Transit Station and 150 parking spaces at the Arvada Ridge Transit Station and by December 31, 2015, we will provide 300 additional parking spaces in Olde Town in an efficient and sustainable manner (such as including electric vehicle charging stations and consideration of the best use of the land) 184

Capital Improvements

• By December 31, 2019, 100% of all sidewalk gaps as identified by the Transportation Committee and as approved by City Council will be built according to the then current code requirements • By 2019, 70% of Street Pavement Conditions are rated as “fair” or better • By December 31, 2019, 3,000 additional acre-feet of water is acquired to support the anticipated population growth • By 2015, 90% of street reconstruction and new street construction projects located on the City Conduit Map will include conduits for fiber optics and dry utilities • By December 31, 2019, 100% of all identified trail gaps and connection points recognized in the City’s Parks, Trails and Open Space Master Plan and Bicycle Master Plan as identified by the Arvada Park Advisory Committee and as approved by City Council are built/completed • By December 31, 2014, a conceptual plan and location for a new Justice Center will be completed in order to accommodate emerging safety requirements for the public • By December 31, 2019, West Woods club house and related facilities are replaced • By August 1, 2015, the City’s ‘Arterial Beautification Program’ is approved by Council and by December 31, 2016 one key project is underway The total of all the identified projects will likely require a significant amount of funding that may not be available within the six-year time frame. However, we may have opportunities to meet many of these goals over the next ten years using a long-term strategic plan guiding our allocation and prioritization. During 2014, we will work to obtain cost estimates and prioritize these goals for the 2015-2016 budget. Summary The following pages of the Capital Improvement section will summarize the capital projects planned for 2014. Project sheets for new projects will provide a description of the project, the funding sources and timeline of estimated expenditures.

185

DEPARTMENT/DIVISION WADSWORTH CORRIDOR Wadsworth (SH 121) Mulitmodal Study TRANSPORTATION Collector Street Improvements ADA Ramps Adams County Transportation Projects W. 72nd Ave. and Indiana St. Intersection Improvements W. 72nd Avenue/UPRR Crossing EA Safe Routes to School Program Bike/Ped Program Union Pacific RR Quiet Zones Intersection Safety Improvements New Traffic Signal Construction Long Life Pavement Markings Program Video Detection Program Sign Replacement; MUTCD Mandates ATMS Completion and Upgrades Signal Replacement UPS at Major Intersections Garrison Trail (SRTS) W. 57th Avenue Bike/Ped Project Olde Town Street Lighting Gaps FACILITIES Gold Line‐related Parking Structures PARKS Irrigation System Renovation Playground Renovation Trail Renovation Stenger Sports Complex Tree Replacement Program Adams County Open Space Projects

2014 PLAN SUMMARY

186

‐ 206,000 51,500 360,500 15,450 ‐

‐

51,500 51,500 ‐ 319,000 196,000 20,600 51,500 610,500 108,150 283,250 82,400 20,600 20,600 51,500 803,400 40,170 ‐ 109,000 80,000

‐

§98‐101

Other City Other/TBD WADSWORTH CORRIDOR 500,000 ‐ PW ‐ TRANSPORTATION ‐ ‐ ‐ ‐ ‐ 61,800 ‐ ‐ ‐ ‐ ‐ 92,700 ‐ ‐ ‐ 250,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 134,712 ‐ 164,000 ‐ ‐ PW ‐ FACILITIES 1,200,000 ‐ PG&H ‐ PARKS 156,780 ‐ ‐ ‐ ‐ ‐ ‐ 51,500 ‐ ‐ ‐ 25,750

2014

156,780 206,000 51,500 412,000 15,450 25,750

1,200,000

51,500 51,500 61,800 319,000 196,000 113,300 51,500 860,500 108,150 283,250 82,400 20,600 20,600 51,500 803,400 40,170 134,712 273,000 80,000

500,000

2014 Total

Capital Improvements

187

$174,070

§98‐101 Remaining After Funding Recommended Projects

780,462

Other City Other/TBD PG&H ‐ GOLF 103,000 ‐ PG&H ‐ HOSPITALITY 27,810 ‐ 111,240 ‐ ARVADA CENTER ‐ ‐ UTILITIES ‐ WATER 333,333 ‐ 3,966,021 ‐ 750,000 ‐ 257,500 ‐ 300,000 ‐ 1,000,000 ‐ UTILITIES ‐ WASTEWATER 1,961,905 ‐ 103,000 ‐ 51,500 ‐ UTILITIES ‐ STORMWATER 206,000 ‐ 1,364,750 ‐

2014

3,584,620 12,392,839

3,758,690 3,584,620 95.37%

‐ ‐

‐ ‐ ‐

‐ ‐ ‐ ‐ ‐ ‐

51,500

‐ ‐

‐

§98‐101

CAPITAL PROJECT FUNDING ALL DEPARTMENTS AND DIVISIONS Net Projected §98‐101 per 8/1/2013 Ten Year General Fund Model Total §98‐101 Funding for Recommended Projects Total §98‐101 Funding of Recommended Projects as % of Net Projected §98‐101

GOLF West Woods Restaurant Remodel, Offices and Storage HOSPITALITY Hospitality Taking Lasting Care Kitchen TLC Banquet Equipment ARVADA CENTER Public Art WATER Denver Water Moffat Project Participation Water Main Replacement Water Treatment Plant Improvements Cathodic Protection Leyden Storage Project Northwest Water System ‐ 18‐inch Water Line WASTE WATER Sewer Main Replacement North System Oversizing Access Improvements STORMWATER Yarrow Street Overflow Allison St Outfall ‐ Phase I

DEPARTMENT/DIVISION

2014 PLAN SUMMARY

16,757,921

206,000 1,364,750

1,961,905 103,000 51,500

333,333 3,966,021 750,000 257,500 300,000 1,000,000

51,500

27,810 111,240

103,000

2014 Total

Capital Improvements

72nd

Kipling

74th

80th

e ro

Ra lsto n

_ [

§ ¨ ¦ 70

Ob n

76

§ ¨ ¦

OAK ST

Simms

CITY OF ARVADA

DATE: 8/1/2013

W. 72ND & UPRR CROSSING EA

64th

93 V U

L E G E N D

_ [

W 70TH PL

NELSON ST

Arvada City Limits

Project Location

_ [

L

E RS HIG H L INE CAN

W

70

TH

DR

W 72ND AVE

W 72ND PL

FA RM

W 71ST PL

LEE CT

AL

K The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\72nd_UP_Crossing.mxd

CROKE CANA

MILLER ST

_ [

121 V U

LEE ST

36

CT E

188

K LI N

t u

Capital Improvements

189

$546,000 Yes

0

2016

2016 0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018 0

0

0

0

0

0

0

0

0

0

0

2019

2019 0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

9 No

2020

2020 0

0

0

0

0

0

0

0

0

0

0

2021

2021 0

0

0

0

0

0

0

0

0

0

0

2022

2022 0

0

0

0

0

0

0

0

0

0

0

2023

2023 0

0

0

0

0

0

0

0

0

0

0

$0

Removes potential conflict of trains with vehicles and pedestrians at this at‐grade crossing. Enables the completion of W. 72nd Avenue as an arterial parkway.

$0

$546,000

consultant was selected in late 2012 to complete the preliminary design and the fee estimate came in about $196,000 over the City's rough estimate. These funds are available in the form of a diversion of already budgeted 2014 funding for the 72nd/Indiana project.

CONTINGENCIES:

of $515,000 to the 72nd/Indiana project by $196,000 in order to increase the budget for this project.

OTHER RELEVANT PROJECT This project request is related to the W 72nd Avenue Indiana Street intersection project. The two projects were advertised together and INFORMATION: a consultant was selected. The intersection project came in under the City's CIP budget. PW requests to reduce the budgeted addition

EXPLANATION OF NON §98‐101 Construction funds for this project is one of the City's Responsible Acceleration of Maintenance and Partnerships (RAMP) grant SOURCES (if any): applications to CDOT.

NEEDS INTENDED TO FILL:

$0 $546,000

TOTAL

$546,000

$0

$0

$0

$350,000

$196,000

TOTAL

PROJECT DESCRIPTION: This project would see preliminary design and assessment work for a bridge that would carry the UPRR over W. 72nd Avenue. A

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

O&M Costs

0

0 150,000

0 396,000

Const. Costs

Total Proj Costs

150,000

0

396,000

2015

0

0

0

0

Design Costs

2014

196,000

0 0

0

USES

350,000

2015

Prelim Costs

Total $

0

0

0

External $

TBD $

0

0

Restricted City $

196,000

2014 0

Existing

350,000

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: W. 72nd Avenue and the Union Pacific Railroad DEPARTMENT/DIVISION: PW/Traffic

PROJECT NAME: W. 72nd Avenue/UPRR Crossing EA

Capital Improvements

190

Kipling

l i ng

Wadsworth

ro n

CITY OF ARVADA

76

52nd

58th

72nd

DATE: 7/23/2013

Ralston

64th

121

76

L E G E N D

HP

70

O

74th

70

Arvada City Limits

Project Location

RALSTON RD

W 56T

GARRISON TRAIL (SRTS)

58th

64th

Simms

72nd

be

Kip

93

Carr

121

GARRISON ST GARRISON ST

36

FALK CT

SHARON LN

FIELD ST The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\GarrisonTrail_SRTS.mxd

W 57TH AVE

Capital Improvements

L

191

$258,712 No

0

0

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

8 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$0

$258,712

$228,712

$24,000

$6,000

TOTAL

$258,712

$0

$134,712

$0

$124,000

TOTAL

This project will provide a safe path along Garrison Street to W. 57th Avenue and Arvada K‐8.

CONTINGENCIES:

OTHER RELEVANT PROJECT Public Works has funding in the SRTS account. If those funds are not used for a project that is under consideration, the funds could be INFORMATION: applied towards this increased funding need.

included in the grant.

EXPLANATION OF NON §98‐101 A federal/CDOT Safe Routes to School grant represents the External funding. A combination of $88,500 of Opportunity Fund dollars and SOURCES (if any): $35,500 in recurring City Safe Routes to School funding makes up the remaining $124,000, which will cover additional expenses not

NEEDS INTENDED TO FILL:

to W 57th Avenue. However, it was necessary to use an on‐call consultant to design this project, given the heavy workload of city staff. The additional funds are needed for the consultant fee, construction of retaining walls not initially anticipated, additional NEPA clearances, and the cost to cross the outfall of the Swadley Ditch.

PROJECT DESCRIPTION: The city received a Safe Routes to School (SRTS) grant for this bicycle and pedestrian path that connects Ralston Road at Garrison Street

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

O&M Costs

0

258,712

0

228,712

Const. Costs

Total Proj Costs

0 0

2015

24,000

2014

0 0

Design Costs

0

0 134,712

0

0

0

0

6,000

USES

124,000

0 134,712

2015

Prelim Costs

Total $

0

TBD $

0

Restricted City $

External $

0

124,000

Other City $

2014 0

Existing

§98‐101 $

SOURCES

PROJECT LOCATION: Ralston Road at Garrison Street to W. 57th Avenue DEPARTMENT/DIVISION: PW/Engineering

PROJECT NAME: Garrison Trail (SRTS)

Capital Improvements

72nd

Simms

O

§ ¨ ¦

70

74th

70

_ [

Carr

CITY OF ARVADA

76

Ralston

58th

INDEP

VE.

AVE.

59

VE.

PL.

W.56TH PL.

W.

RIDGE L AN D HIGH 53RD

W.

53RD

W.

ST. GARLAND DR.

GRANDVIEW

54TH

58 PL.

BROO KS

CT. HOYT

DATE: 7/23/2013

76

§ ¨ ¦

52nd

64th

121 V U

72nd

_ ¨ [ § ¦ § ¨ ¦

121 V U

Wadsworth

W. 57TH AVENUE BIKE/PED IMPROVEMENTS (DRCOG)

58th

64th

93 U V

Garrison

Kipling

l i ng

Ki p

ST. IRIS

INDEPENDENCE ST. ST. EPENDENCE

ST. HOYT

HOYT DR. W.

L E G E N D

52ND

PL.

RD.

ST.

DR.

PL.

AVE.

AVE.

61ST AVE. W.

OK BRO

S

60TH

57TH

W.

GE R ID

DA GY

55 AVE.

SHARON LN. 56 PL.

W. 53RD AVE.

PL.

59TH

DR.

W.

W.55TH

AVE.

Arvada City Limits

Project Location

W.

DR. 54

AVE.

AVE.

CALVIN

(RALSTON ROAD)

ST.

ST.

CT.

ST. FIELD FALK CT.

HOLLAND ST. HOLLAND

ST. YT

FLOWER

ST. ESTES

HOLLAND GARLAND

GARRISON GARRISON ST.

ST. ST. FIELD

ST. FIELD CT.

ST. GARLAND

HOLLAND ST.

EVERETT

FIELD FLOWER CR. FIELD

CT. FLOWER ST. GARRISON

GARRISON

GARLAND ST.

ST. ESTES

ST. FLOWER

ST. EVERETT

CT. ESTES CT.

ESTES

CR. FIELD ST.

CT. ESTES CR.

36

W.

R CLA

DOVER

EVERETT ST.

CT. CT. DUDLEY

EVERETT ST. ESTES ST. ST.

ST. DUDLEY DOVER

DUDLEY ST. DUDLEY

DOVER

AVE.

AVE.

D ROA

LLE

H 54T

ABE

CARR ST. DR.

W.61ST

PL.

. DR

52ND

53RD

PL.

52

AVE.

54 AVE.

61ST

AVE.

RAL S T W.

ON

O REN

DR.

53RD PL.

AVE.

54

ST. W.

C

K REE

LN.

53

PL.

54 LN 54

E RI DG

59TH

RD.

AVE.

BARBARA

LANE

YARROW

MARILYN JEAN DR.

DR.

WAY

57TH

DR.

W. 55TH AVE.

O REN

AVE.

K

W. 54TH AVE.

AVE.

W. 58TH AVE.

ROBINSON

ANN

60 AVE.

61ST AVE.

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\57th_Ave_Bike_Imprv_DRCOG.mxd

ST.

ST.

ST. ALLISON

ST. CODY

ST. BRENTWOOD

ST. BALSAM

ST. DOVER CT. GLEN-

CODY ELLEN DR. CODY ST.

DOVER ST. ST.

CT.

ST. YARROW

AMMONS ST. AMMONS

ST. ZEPHYR

BRENTWOOD

BALSAM

CT.

DOVER ST. CODY ST. CODY ST.

ST.

YUKON ST. YUKON

BALSAM PL.

CT.

ALLISON ST.

YARROW ST. VAN

YUKON ST. VOORHIS WAY

OLDE CT. WADSWORTH

ST.

BRENTWOOD BRENTWOOD ST. ST. BALSAM ST.

ro n

BALSAM

. PL

S

. CT . DR

ALLISON

192

be

ZEPHYR CT. ZEPHYR ST. WATER TOWER PROMENADE

IRIS ST.

CODY

OLDE

t u

Capital Improvements

0

0

193

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

8 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$714,000 $0

$780,000

This project will provide better transit infrastructure for pedestrians, cyclists, and motorists alike.

CONTINGENCIES:

OTHER RELEVANT PROJECT INFORMATION:

EXPLANATION OF NON §98‐101 The source of a majority of the City's 30% match is the Opportunity Fund, with the remainder being §98‐101 funding scheduled for 2014. SOURCES (if any):

NEEDS INTENDED TO FILL:

$0 $66,000

TOTAL

$780,000

$0

$546,000

$0

$125,000

$109,000

TOTAL

$234,000. This project extends from Independence Street to Yukon Street into Olde Town. It includes the construction of a 6' sidewalk on the south side of W. 57th Avenue and restripes the street to accommodate parking on both sides, bike lanes, and one through lane in each direction. The street currently has one through lane in each direction.

PROJECT DESCRIPTION: The city received a DRCOG TIP grant for this $780,000 project on W 57th Avenue. This request is for the local match of 30%, or

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

$780,000 No

0

0

O&M Costs

0 0

516,000

264,000

516,000

198,000

Const. Costs

0

Total Proj Costs

2016 0

0

0 0

66,000

2015

382,000

0

0

0

0

Design Costs

2014

273,000

2016

0

USES

125,000

0

0

0

382,000

2015

Prelim Costs

Total $

0

External $

TBD $

0 164,000

0

0

109,000

2014

125,000

Existing

Restricted City $

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: W. 57th Avenue from Independence Street to Yukon Street DEPARTMENT/DIVISION: PW/Traffic

PROJECT NAME: W. 57th Avenue Bike/Ped Project

Capital Improvements

194

Carr

_ [

V U

76

70

R a lst

52nd

§ ¨ ¦ § ¨ ¦

58th

76

on

CITY OF ARVADA

DATE: 8/1/2013

RALSTON RD

L E G E N D

W 57TH AVE

OLDE TOWN STREET LIGHTING

Ralston

121

64th

§ ¨ ¦ 70

_§ [ ¨ ¦

121 V U

36

GRANT PL

ROBINSON WAY

VANCE ST

UPHAM ST H PL W 56T

K

WADSWORTH BYP

TELLER ST VANCE ST

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\OldeTownStreetLighting.mxd

AVE DVIEW GRAN

Arvada City Limits

OLDE WADSWORTH BLVD

93 V U

Garrison YUKON ST

rth swo Wad Harlan

WEBSTER ST

t u

Capital Improvements

0

195

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

5 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$80,000

$60,000

$0

$20,000

TOTAL

$80,000

$0

$0

$0

$0

$80,000

TOTAL

Filling these lighting gaps will provide for greater safety, security, and vibrancy in Olde Town.

CONTINGENCIES: None

OTHER RELEVANT PROJECT Increases in utility costs will represent a minute addition to the City's street lighting expenditures that can be absorbed into the current INFORMATION: budget, so O&M costs are not included.

EXPLANATION OF NON §98‐101 None SOURCES (if any):

NEEDS INTENDED TO FILL:

the remaining funding used for actual light installation.

PROJECT DESCRIPTION: This project will seek to address street lighting gaps in Olde Town. A study will be completed to identify particular gaps to be filled, with

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

$80,000 No

0

80,000

Total Proj Costs

O&M Costs

0

60,000

Const. Costs

0

0

0

Design Costs

2015

0 0

2014

80,000

0

0

0

0

0

20,000

USES

0

2015

Prelim Costs

Total $

0 0

0

External $

TBD $

0 0

0

0

80,000

2014

Restricted City $

Existing

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: Olde Town DEPARTMENT/DIVISION: PW/Traffic

PROJECT NAME: Olde Town Street Lighting Gaps

Capital Improvements

74th

_ [

196

72

V U _ [

§ ¨ ¦ 70

72nd

76

§ ¨ ¦

ME

RS H

Mcintyre

CITY OF ARVADA

DATE: 5/7/2012

IG H

L E G E N D

A NA L

W. 72ND AVE & INDIANA ST. INTERSECTION IMPROVEMENTS : ST-19

93 V U

Indiana

EC CROKE CANAL

Arvada City Limits

Project Location

INDIANA ST

INDIANA ST

N LI

121 U V

t u 36

FA R GUL C H

GLADIOLA ST

W 70TH DR

K

W 71ST AVE

W 71ST DR

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\ST-19.mxd

W 72ND AVE

MO O N

Capital Improvements

197

$1,123,801 Yes

0

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

3 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0 $0

$1,123,801

Lack of sidewalks, bike lanes, adequate through lanes and turn lanes, antiquated traffic signals, and other deficiencies will be eliminated.

intersection to its ultimate configuration and improve the intersection to arterial street standards. Safety and system capacity will also be enhanced.

CONTINGENCIES: Indiana Street is a state highway and all improvements will require CDOT approval.

was reduced by $196,000 in order to increase the budget for 72nd/UPRR by the same.

OTHER RELEVANT PROJECT This project request is related to the W 72nd & UPRR bridge project. The two projects were advertised together and a consultant was INFORMATION: selected. The intersection project came in under the City's CIP budget, so the originally budgeted addition of $515,000 to this project

EXPLANATION OF NON §98‐101 Federal and/or State funding is the usual source of funds for this type of project, but no funds have not been received to date. SOURCES (if any):

NEEDS INTENDED TO FILL:

$0 $773,801

TOTAL

$1,123,801

$0

$0

$0

$804,801

$319,000

TOTAL

PROJECT DESCRIPTION: The project will install new traffic signals, through lanes, turn lanes, sidewalks, on‐street bike lanes, and other items to improve the

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

O&M Costs

0

0 133,801

640,000

0

350,000

Const. Costs

Total Proj Costs

133,801

0

640,000

2015

0

Design Costs

2014

319,000

0

0

0

0

0

0

USES

804,801

2015

Prelim Costs

Total $

0

0

External $ 0

0

TBD $

0

0

319,000

2014

804,801

Other City $

Existing

Restricted City $

§98‐101 $

SOURCES

PROJECT LOCATION: W. 72nd Ave. and Indiana St. DEPARTMENT/DIVISION: PW/Engineering

PROJECT NAME: W. 72nd Ave. and Indiana St. Intersection Improvements

Capital Improvements

198

er

o

_ [

74th

58th

Ob

Kipling

93 V U

Ralston

72nd

121 U V

64th

52nd

_ [

72nd

70

76

§ ¨ ¦

_ [

_[ [ _[ _[ _ § ¨ ¦

121 U V

_ [

n

CITY OF ARVADA

DATE: 5/7/2012

L E G E N D

_ [

RALSTON RD

Arvada City Limits

Project Location

_ [

WADSWORTH BLVD

K

_ [

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\TR-10.mxd

_ [

BYP

QUIET ZONES AT LAMAR ST, OLD WADS, CARR ST, AND W. 66TH AVE : TR-10

_ [

Carr

36

RTH

Kipling

SWO WAD

Garrison

Wadsworth

t u

Capital Improvements

199

$2,331,712 Yes

20,000

20,600

0

0

0

0

0

0

0

0

0

0

0

21,218

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

22,510

2018

2018

0

0

0

0

0

0

0

0

0

0

23,185

2019

2019

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

21,855

2017

2017

0

0

0

0

0

0

0

0

0

0

9 No

23,881

2020

2020

0

0

0

0

0

0

0

0

0

0

24,597

2021

2021

0

0

0

0

0

0

0

0

0

0

25,335

2022

2022

0

0

0

0

0

0

0

0

0

0

26,095

2023

2023

$229,278

$2,331,712

Quiet Zone improvements will improve the quality of life for residents near the UPRR. The sidewalk crossings will enable bikes and pedestrians to cross the railroad tracks at the existing Quiet Zone crossings without having to leave the pavement or merge into vehicular traffic.

plans and costs.

CONTINGENCIES: Project timing is contingent on collaboration with the Union Pacific Railroad. Staff continues to work with the UPRR to finalize both

OTHER RELEVANT PROJECT The O&M costs have been reduced due to an incorrect assumption that costs were required on the four existing crossings. The O&M INFORMATION: costs at the four new Quiet Zone crossings is approximately $20,000/year.

budget $360,500 was anticipated to be funded in 2014 for this project. The additional amount requested for 2014 is based on revised cost estimates received from UPRR that were much higher than originally estimated.

EXPLANATION OF NON §98‐101 The existing funding represents the prior commitments to the completion of Quiet Zones on the UPRR. This additional funding $500,000 SOURCES (if any): ($860,500‐$360,500) will complete the Quiet Zones throughout the City along the UPRR. It is noted that in the 2013‐2022 10yr CIP

NEEDS INTENDED TO FILL:

$0

$0 $1,495,982

TOTAL

$2,331,712

$250,000

$0

$0

$1,471,212

$610,500

TOTAL

PROJECT DESCRIPTION: This project will design and construct 4 Quiet Zones along the UPRR at Lamar St., Olde Wadsworth Blvd., Carr St., and W. 66th Ave. Sidewalks across the tracks will be added at the existing Quiet Zones at Pierce St., Kipling St., W. 72nd Ave., and Simms St. Quiet Zones are at‐grade road intersections with the railroad crossing equipment improved to Federal standards to ensure that vehicles cannot enter the intersection while crossing signals are activated. With such improvements, trains do not have to blow their horns as they approach the intersections.

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

O&M Costs

1,495,982

Total Proj Costs

835,730

1,495,982

Const. Costs

0

0

0

Design Costs

2015

0 0

2014

860,500

0

0

0

0

0

0

USES

1,471,212

2015

Prelim Costs

Total $

0

0

External $ 250,000

0

TBD $

0

0

610,500

2014

1,471,212

Existing

Restricted City $

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: Lamar St; Olde Wadsworth Blvd; Carr St; W. 66th Ave at Oberon Rd DEPARTMENT/DIVISION: PW Traffic

PROJECT NAME: Union Pacific RR Quiet Zones

Capital Improvements

Capital Improvements

200

111,395 0

108,150 0

Const. Costs

Total Proj Costs

201

0

0

0

114,736

114,736

2016

114,736

0

0

0

0

114,736

2016

0

0 0

0

0

121,724

121,724

2018

121,724

0

0

0

0

121,724

2018

0

0

0

89,554

89,554

2019

89,554

0

0

0

0

89,554

2019

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

0

118,178

118,178

2017

118,178

0

0

0

0

118,178

2017

0

0

6 No

0

92,241

92,241

2020

92,241

0

0

0

0

92,241

2020

0

0

0

95,008

95,008

2021

95,008

0

0

0

0

95,008

2021

0

0

0

97,858

97,858

2022

97,858

0

0

0

0

97,858

2022

0

0

0

100,794

100,794

2023

100,794

0

0

0

0

100,794

2023

TOTAL

Reducing accidents will make Arvada a safer community.

CONTINGENCIES: Particular locations are contingent on continually evaluated needs and prioritizations reviewed by Public Works.

OTHER RELEVANT PROJECT Staff originally assumed one project per year at $75,000. Evaluating the intersections for our 2012 work has led us to request an INFORMATION: additional $30,000 annually, which is offset by the reduction in the MUTCD sign mandate project.

$0

$1,049,637

intersection analysis report. From this, we would determine if the accidents that are occurring can be corrected by some type of improvement. If so, the project is designed in‐house and constructed.

EXPLANATION OF NON §98‐101 None SOURCES (if any):

NEEDS INTENDED TO FILL:

$0

$0 $1,049,637

TOTAL

$1,049,637

$0

$0

$0

$0

$1,049,637

PROJECT DESCRIPTION: This is a program that has been in existence for some time. The Traffic Division analyzes intersections annually and produces a critical

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

$1,049,637 Yes

111,395

108,150

Design Costs

O&M Costs

0

0

2015

111,395 0

2014

108,150 0

USES

0

0

0

0

0

111,395

2015

Prelim Costs

Total $

0 0

0

External $

TBD $

0 0

0

0

108,150

2014

Restricted City $

Existing

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: Various Sites Throughout the City DEPARTMENT/DIVISION: PW/Traffic

PROJECT NAME: Intersection Safety Improvements

Capital Improvements

Capital Improvements

202

21,218 0

20,600 0

203

0

0

0

21,855

21,855

2016

21,855

0

0

0

0

21,855

2016

0

0 0

0

0

23,185

23,185

2018

23,185

0

0

0

0

23,185

2018

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

0

22,510

22,510

2017

22,510

0

0

0

0

22,510

2017

8 Yes

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$109,368

Better sign legibility for the aging population; New colors for signs will be easier to identify the type of sign by color as well as shape.

Transportation. The MUTCD contains several changes to signs regarding lettering size and sign reflectivity, among other mandates. The MUTCD has compliance dates for the changes that all fall within the next 7 years. The Traffic Division has already met some requirements of the new mandates so the CIP request is for 6 years.

CONTINGENCIES: None

OTHER RELEVANT PROJECT Based on a recent estimate, funding for this project can be reduced by $30,000 annually from the Adopted 2013 CIP, with the freed up INFORMATION: funding being used to augment the budget for Intersection Safety Improvements.

EXPLANATION OF NON §98‐101 None SOURCES (if any):

NEEDS INTENDED TO FILL:

$0

$0 $109,368

TOTAL

$109,368

$0

$0

$0

$0

$109,368

TOTAL

PROJECT DESCRIPTION: The 2009 Manual on Uniform Traffic Control Devices (MUTCD), the latest edition, has been adopted by the Colorado Department of

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

$109,368 No

21,218

20,600

Const. Costs

Total Proj Costs

O&M Costs

0

0

Design Costs

2015

21,218 0

2014

20,600 0

USES

0

0

0

0

0

21,218

2015

Prelim Costs

Total $

0 0

0

External $

TBD $

0 0

0

0

20,600

2014

Restricted City $

Existing

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: Various Sites Throughout the City DEPARTMENT/DIVISION: PW/Traffic

PROJECT NAME: Sign Replacement; MUTCD Mandates

Capital Improvements

Capital Improvements

204

205

$103,000 No

0

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

5 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$0 $0

$0

$103,000

$103,000

TOTAL

$103,000

$0

$0

$0

$103,000

TOTAL

Adding private office space will improve security for daily money related activities and secure work areas. Heated storage will keep equipment and supplies out of the weather and more accessible during business hours, while expanding the dock area will permit moving some of the walk‐in kitchen coolers and refrigerators outside to free up kitchen and seating space.

clubhouse and practice areas. Project timing is subject to change based on constantly reevaluated prioritizations.

CONTINGENCIES: An alternate to remodeling and other clubhouse related projects would be to complete a site assessment plan for parking, a new

the clubhouse basement. Currently, equipment is temporarily stored outdoors during peak hours.

OTHER RELEVANT PROJECT The office area at the restaurant currently delineated by curtains and some shelving in a corner of the west dining room. Safes, INFORMATION: computers and desks where money is counted and disbursed are unsecured. Food, liquor and supplies are stored in a chain link cage in

EXPLANATION OF NON §98‐101 This project will be financed by the Golf Fund. SOURCES (if any):

NEEDS INTENDED TO FILL:

the brick wall and paved areas to the parking lot to the west, and removing the existing landscaping. Remove the old scoreboard and storage shed by southwest doors, construct heated office and storage space. Remove current office space. Cover the stairwell to the clubhouse basement with flooring for new storage space.

PROJECT DESCRIPTION: Remodel West Woods Restaurant for office space, enlarged service areas and increased storage. Expand loading dock area by extending

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

0

103,000

O&M Costs

0

103,000

Const. Costs

Total Proj Costs

0

0

0

0

2015

0

0

0

0

0

0

Design Costs

2014

103,000

0

0

0

2015

0

USES

0

103,000

2014

Prelim Costs

0

0

External $

Total $

0

Restricted City $

TBD $

0

Existing

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: West Woods Golf Club 6655 Quaker Street DEPARTMENT/DIVISION: P G & H / West Woods Golf

PROJECT NAME: West Woods Restaurant Remodel, Offices and Storage

Capital Improvements

206

CITY OF ARVADA

DATE: 5/8/2012

DENVER WATER MOFFAT PROJECT PARTICIPATION : WA-01

Gross Reservoir

L E G E N D

Arvada City Limits

Project Location

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\WA-01.mxd

Capital Improvements

207

$83,655,333 No

0

0

666,667

0

0

0

0

3,666,667

3,666,667

2016

3,666,667

0

0

0

3,666,667

2016 0

0

0

0

0

0

0

8,333,333

8,333,333

2018

8,333,333

0

0

0

8,333,333

2018 0

0

0

2,407,278

15,500,000

15,500,000

2019

15,500,000

0

0

0

15,500,000

2019

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

0

4,833,333

4,833,333

2017

4,833,333

0

0

0

4,833,333

2017 0

0

0

3 Yes

2,407,278

12,000,000

12,000,000

2020

12,000,000

0

0

0

12,000,000

2020 0

0

0

2,407,278

1,000,000

1,000,000

2021

1,000,000

0

0

0

1,000,000

2021

0

0

0

0

0

0

0

0

0

0

2,407,278

2022

2022

0

0

0

0

0

0

0

0

0

0

2,407,278

2023

2023

This project will provide the majority of the water to meet the build‐out needs of the City.

$0

$0

$12,036,388

$83,655,333

$46,333,333

TOTAL

OTHER RELEVANT PROJECT This project will require a financing agreement and distributor contract with Denver Water. Projected debt service related to the INFORMATION: project is reflected in O&M Costs.

CONTINGENCIES: The project requires permits from federal and stage agencies.

$0

$0

$0

$83,655,333

million project may start in 2014, with completion in 5 years; more exact cost figures will be generated when the required permits are issued. Arvada's portion is expected to be at least $89 million, which will likely require the issuance of debt. The timing of the bonding depends on the permits, speed of construction, tap sales, and financial market variables.

EXPLANATION OF NON §98‐101 Water Fund ‐ water tap fees, water fund reserves, and future debt. SOURCES (if any):

NEEDS INTENDED TO FILL:

$0 $46,333,333

TOTAL

PROJECT DESCRIPTION: Arvada has a contract with Denver Water to participate in a project that will provide up to 3,000 acre feet of water per year. The $320

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

O&M Costs

333,333

Total Proj Costs

37,322,000

333,333

Const. Costs

666,667

0

0

Design Costs

2015

666,667 0

2014

333,333

0

0

0

0

USES

37,322,000

0 666,667

2015

Prelim Costs

Total $

0

0

0

TBD $

0

0

Restricted City $

0

External $

2014 333,333

Existing

37,322,000

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: Gross Reservoir, Boulder County DEPARTMENT/DIVISION: Utilities / Water Supply

PROJECT NAME: Denver Water Moffat Project Participation

Capital Improvements

Capital Improvements

208

0

750,000 0

Total Proj Costs

209

2016

2016 0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018 0

0

0

0

0

0

0

0

0

0

0

2019

2019 0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

3 No

2020

2020 0

0

0

0

0

0

0

0

0

0

0

2021

2021 0

0

0

0

0

0

0

0

0

0

0

2022

2022 0

0

0

0

0

0

0

0

0

0

0

2023

2023 0

0

0

0

0

0

0

0

0

0

0

$0

$0

$0

$1,250,000

$750,000

TOTAL

$1,250,000

$0

$0

$0

Taste and odor events that have occurred in August and September limit out ability to use the Arvada Reservoir supply. This project will help to maximize the use of Arvada Reservoir water.

water supply. Based on experience of other front range water utilities, changes to the filter media is a cost effective means of controlling taste and odor events. During 2012 it will be determined if a granulated activated carbon (GAC) cap on the filters is a viable alternative. If yes then the project will be undertaken in 2013.

CONTINGENCIES: Project timing is subject to change based on need and constantly reevaluated prioritizations.

conditions); experience will dictate how much is removed each year.

OTHER RELEVANT PROJECT The project cost is based on others have spent for a GAC cap on the filters. The O&M cost are for removing a portion of the GAC each INFORMATION: year for regeneration (regeneration effectively redevelops the pore structure within the carbon to return its effectiveness to original

EXPLANATION OF NON §98‐101 Water Fund ‐ tap fees SOURCES (if any):

NEEDS INTENDED TO FILL:

$0 $750,000

TOTAL

PROJECT DESCRIPTION: Improvements to the water treatment process are needed for infrequent taste and odor events that affect the quality of the drinking

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

$1,250,000 No

0

750,000

Const. Costs

O&M Costs

0 0

0

0

2015

0

0

0

0

0

2014

750,000

0 0

Design Costs

500,000

500,000

2015

Prelim Costs

USES

Total $

0

0

0

TBD $

0

0

External $

0

Restricted City $

2014 750,000

Existing

500,000

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: Arvada Water Treatment Plant, 17935 W. 64th Parkway DEPARTMENT/DIVISION: Utilities / Water Treatment

PROJECT NAME: Water Treatment Plant Improvements

Capital Improvements

d 82n

_ [

72 U V

CITY OF ARVADA

LEYDEN STORAGE WA-05

93 U V

93 V U

_ [

70

§ ¨ ¦

§ ¨ ¦ 76

DATE: 1/25/2013

121 U V

t u

L E G E N D

Arvada City Limits

Project Location

W.

82ND

AVE.

EE

E WA Y

W.77TH LN.

W. 78TH DR.

YU L

W.

L YU

E

DY IN . W CT

. CT

D

83R

84TH 83R D

R.

78TH DR.

VI

RO CK

AVE.

N

PL.

DE

OL ET

UM BER

W.77TH PL.

W.78TH DR.

LEYDEN

. DR

H PL. 84T

(A.K.A.

D

H 84T

Y

7 W.

D

W.8 5T R.

W.

H 7T

K

. DR

TORREY

RD

83RD CR.

L

HP

The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. C:\Users\ckelley\Desktop\WA-05.mxd

NK YA

WINDY CT.

YANKEE CT.

W.

84TH LN.

78 DR. 77 DR.

36

CT.

WILKERS ON CT.

CT.

TH 77

W. VIRGIL

G IL

210

CT .

W.

LE T

W.

V IR

GIL VIR ST.

. CT

VI O

UMBER ST.

ST.

ET OL VI . T C

W.

IER

ES

W CT.

CT .

DR.

UL YS S

LE

Capital Improvements

0

211

2016

2016

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018

0

0

0

0

0

0

0

0

0

0

0

2019

2019

0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

3 No

2020

2020

0

0

0

0

0

0

0

0

0

0

0

2021

2021

0

0

0

0

0

0

0

0

0

0

0

2022

2022

0

0

0

0

0

0

0

0

0

0

0

2023

2023

0

0

0

0

0

0

0

0

0

0

0

$0

$0

$0

$800,000

$300,000

TOTAL

$800,000

$0

$0

$0

Should our surface water rights prove to be inadequate in a drought there is approximately 2,000 acre feet of water in Leyden cavern. While contracts with Denver Water and the completion of the Gross enlargement project should protect us from a severe drought, if we need the water we need the wells in place ahead of time.

project is for the installation of wells. The wells will be drilled in 2013 and 2014 and the pumps set if we need the water. The water will be pumped into a pipe or surface ditch down to Arvada Reservoir and then to the Arvada Water Treatment Plant.

CONTINGENCIES: Project timing is subject to change based on need and constantly reevaluated prioritizations.

cavern and place it directly into the distribution system but need to re‐treat the water.

OTHER RELEVANT PROJECT The water in the cavern was treated water purchased from Arvada by Xcel energy to displace the last of the gas in the cavern; this INFORMATION: process was part of the cavern gas storage decommission process. Even though the water was treated we can not pump it from the

EXPLANATION OF NON §98‐101 Water Fund ‐ tap fees SOURCES (if any):

NEEDS INTENDED TO FILL:

$0 $300,000

TOTAL

PROJECT DESCRIPTION: The Leyden Cavern, between 600 to 800 feet below ground, has been acquired by the City for water storage. This part of the overall

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

$800,000 No

0

300,000

O&M Costs

0 0

300,000

Const. Costs

Total Proj Costs

500,000

0

0

Design Costs

2015

0 0

2014

300,000

0

0

0

0

0

0

USES

500,000

2015

Prelim Costs

Total $

0

0

External $ 0

0

TBD $

300,000

0

0

2014

500,000

Other City $

Existing

Restricted City $

§98‐101 $

SOURCES

PROJECT LOCATION: Hwy 93 and Leyden Flats DEPARTMENT/DIVISION: Utilities / Water Supplies

PROJECT NAME: Leyden Storage Project

Capital Improvements

212

_ [

§ ¨ ¦ 70

82nd

72 U V

L E G E N D

ND A VE

Quaker

ER

ST

D

K The maps provided are graphical representations intended for general informational purposes only, and may not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NO WARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULAR PURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICAL REPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations or map products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the use thereof, and further covenants to hold the City harmless from and against all damage, loss, or liability arising from the use of this map product, in consideration of the City's having made this information available. G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\WA-06.mxd

QU AK

L EY

LC H

Arvada City Limits

Project Location

W 82

GU

CITY OF ARVADA

76

§ ¨ ¦ 3RD AVE

DATE: 6/12/2012

121 V U

EN

LEYDEN RD & QUAKER ST WA-06

93 V U

_ [

36

1ST AVE

t u

Capital Improvements

2ND AVE

750,000 0

0

Total Proj Costs

213

$3,250,000 No

2016

2016 0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

2018

2018 0

0

0

0

0

0

0

0

0

0

0

2019

2019 0

0

0

0

0

0

0

0

0

0

0

VERACITY OF COST ESTIMATE: LEGAL OBLIGATION TO COMPLETE?:

2017

2017

6 Yes

2020

2020 0

0

0

0

0

0

0

0

0

0

0

2021

2021 0

0

0

0

0

0

0

0

0

0

0

2022

2022 0

0

0

0

0

0

0

0

0

0

0

2023

2023 0

0

0

0

0

0

0

0

0

0

0

This project will ensure a sufficient drinking water supply in the northwest of the City.

$0

$0

$0

$3,250,000

$2,500,000

TOTAL

$3,250,000

$0

$0

$0

CONTINGENCIES:

improvements. Funding will come from the water tap fees collected from the development.

OTHER RELEVANT PROJECT Initially the developer for Leyden Rock intended to construct the water distribution system. However, when the extent of the needed INFORMATION: improvements became known, the developer requested that the City perform the work as he cannot finance this level of water system

EXPLANATION OF NON §98‐101 Water Fund ‐ tap fees SOURCES (if any):

NEEDS INTENDED TO FILL:

million gallon storage tank.

$0 $2,500,000

TOTAL

PROJECT DESCRIPTION: Improvements consist of a 14 inch water line from Spring Mesa through Leyden Rock to Hwy 72, a 1,500 gpm pump station, and a 1

TOTAL PROJECT COST: LAND/ROW ACQUISITION?:

O&M Costs

1,500,000

1,000,000

Const. Costs

1,500,000

0

1,000,000

Design Costs

0

2015

1,500,000 0

2014

1,000,000

0

0

0

0

USES

750,000

0 1,500,000

2015

Prelim Costs

Total $

0

0

0

TBD $

0

0

External $

0

Restricted City $

2014

1,000,000

Existing

750,000

Other City $

§98‐101 $

SOURCES

PROJECT LOCATION: Leyden Road and Quaker St. DEPARTMENT/DIVISION: Utilities / Water Operations

PROJECT NAME: Northwest Water System ‐ 18‐inch Water Line

Capital Improvements

214

Additional Information

PAY PLAN SCHEDULES COMBINED POSITION LISTING 2011-2014 POSITION SUMMARY BY FUND 01 General Fund 08 Arvada Center 09 Community Development 10 Arvada Housing Authority 14 Parks 21 Police Tax Increment .21 22 Police Tax Increment .25 41 Water 42 Wastewater 43 Golf Courses 44 Stormwater 45 Food Services 51 Insurance 52 Computers 53 Print Shop 54 Vehicles 86 Arvada Economic Development (AEDA) Total Position Count By Fund

215

2011

2012

382.90 38.75 2.42 3.58 47.00 30.00 33.00 67.75 17.00 14.00 4.75 9.00 6.25 1.00 2.00 17.75 4.00 681.15

382.90 38.75 2.42 3.58 47.00 30.00 33.00 66.25 15.50 14.00 4.75 9.00 6.25 1.00 2.00 17.75 4.00 678.15

2013 Revised 389.10 39.25 2.42 3.58 47.00 30.00 33.00 65.75 15.00 14.00 4.75 8.00 6.25 1.00 2.00 17.75 4.00 682.85

2014 Budget 396.70 39.25 2.02 3.98 48.00 30.50 33.50 66.25 15.00 17.00 4.75 8.00 6.25 1.00 2.00 16.75 4.00 694.95

PAY PLAN SCHEDULES 2014 BUDGETED POSITION LIST Title

Authorized Positions 3.00 1.00 1.00 1.00 2.00 1.00 1.00 1.75 7.00 7.00 10.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 7.00 2.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00

Accountant Accounting Manager Accounting Specialist Accounting Technician I Accounting Technician II Accounts Payable Technician Accreditation Specialist Administrative Assistant Administrative Coordinator Administrative Court Clerk Administrative Specialist Administrative Supervisor Animal Management Officer Animal Management Supervisor Application Administrator Artistic Associate Assistant Banquet Manager Assistant Building Official Assistant City Attorney Assistant City Manager Assistant Finance Director Assistant Golf Manager Assistant Golf Professional Assistant Production Manager Associate Producer Associate Project Manager Associate Transportation Engineer Benefits Specialist Bicycle and Pedestrian Coordinator Box Office Supervisor Budget Analyst Building Craftsworker Building Inspector (Combined I, II) Building Maintenance Leadworker Building Maintenance Worker Building Permit Coordinator Business Analyst Business Development Coordinator Business Development Manager CAD / GIS Supervisor Chief Building Official

216

Grade PROF5 MGMT5 TBS5 TBS3 TBS5 TBS6 PROF5 TBS3 TBS5 TBS4 TBS5 MGMT3 TBS5 MGMT4 INFT1 TBS6 PROF3 MGMT6 PROF8 EXEC2 MGMT10 PROF4 TBS5 TBS5 PROF5 IFNT1 PROF7 PROF6 PROF5 MGMT3 PROF5 LTCU6 TBS7,8 MGMT4 LTCU4 TBS8 PROF5 PROF4 MGMT5 MGMT6 MGMT8

PAY PLAN SCHEDULES Chief Information Officer Chief of Police Chief Operating Officer Chief Plant Operator Chief Surveyor City Attorney City Clerk City Engineer City Forester City Manager Civil Engineer II Civil Engineer III Civil Engineer IV Clay Programs Coordinator Code Enforcement Manager Code Enforcement Officer Collections Agent Communications Center Manager Communications Manager Communications Specialist Communications Supervisor Community Communications Coordinator Compensation and Benefits Manager Computer Support Specialist Computerized Irrigation Specialist Computerized Irrigation Supervisor Construction and Maintenance Supervisor Controller Corporate and Group Sales Specialist Costume Shop Manager Court Administrator Court Marshal Craftsworker Creative Services Designer Crew Supervisor Crime Analyst Criminalist Custodian Customer Service Representative Dance Coordinator Deputy City Attorney Deputy City Clerk Deputy City Manager

1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 4.00 0.50 1.00 5.00 1.00 1.00 1.00 18.00 4.00 1.20 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 12.00 1.00 0.50 1.00 1.00 2.00

217

EXEC7 EXEC7 MGMT10 MGMT5 MGMT7 CS3 EXEC2 MGMT10 MGMT5 CS4 PROF7 MGMT7 MGMT9 PROF2 MGMT7 TBS6 TBS4 MGMT8 MGMT9 TBS6 MGMT4 TBS3 MGMT8 TBS7 LTCU7 MGMT5 MGMT5 MGMT9 PROF3 PROF1 MGMT8 TBS6 LTCU5 PROF4 MGMT5 PROF6 TBS9 LTCU1 TBS3 PROF2 MGMT11 TBS6 EXEC8

PAY PLAN SCHEDULES Deputy Director of Economic Development Deputy Police Chief Desktop Virtualization Administrator Development Manager Development Officer Individual Giving Development Officer Institutional Giving Director of Community Development Director of Economic Development Director of Finance Director of Human Resources Director of Institutional Operations Director of Parks, Golf and Hospitality Services Director of Public Works Director of Utilities Document Management Systems Administrator Economic Development Specialist Education Assistant Electrician Electro Mechanical Technician Emergency Management Coordinator Employment Manager Employment Specialist Engineering Technician I Engineering Technician II Environmental Education Specialist Environmental Health and Safety Officer Evidence Supervisor Evidence Technician Executive Assistant Executive Chef Executive Coordinator Executive Director Arvada Center Exhibition Coordinator and Registar Exhibition Manager Facilities Manager Financial Systems Analyst Fleet Equipment Technician Fleet Manager Fleet Services Coordinator Food Services Manager Forestry Technician Gallery / Museum Manager GEO Data Services Manager GIS Coordinator 218

1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 10.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00

MGMT7 PD4 INFT1 MGMT7 PROF4 PROF4 EXEC6 EXEC4 EXEC7 EXEC6 MGMT8 EXEC6 EXEC7 EXEC7 MGMT6 PROF5 TBS3 LTCU9 LTCU9 MGMT7 MGMT8 PROF6 TBS6 TBS7 TBS6 PROF6 MGMT3 TBS6 TBS7 MGMT5 TBS7 EXEC7 TBS6 PROF6 MGMT5 PROF7 LTCU7 MGMT8 MGMT4 MGMT7 LTCU6 MGMT6 MGMT7 PROF7

PAY PLAN SCHEDULES GIS Specialist GIS Technician II Golf Course Computerized Irrigation Technician Golf Course Equipment Mechanic Leadworker Golf Course Equipment Specialist Golf Course Maintenance Leadworker Golf Course Maintenance Worker Golf Course Manager Golf Course Superintendent Golf Professional Grants Accountant Grants Administrator Graphic Designer Head Golf Professional Healthy Places Grant Coordinator Hospitality Services Supervisor House Manager Housing / Neighborhood Revitalization Manager Housing Rehabilitation / Loan Specialist Housing Services Specialist Housing Specialist Human Resources Generalist HVAC Specialist Information Systems Manager Investigations Specialist Investment Manager Irrigation Crew Supervisor Irrigation Maintenance Leadworker Irrigation Maintenance Worker Lead Police Support Specialist Lead Theater Technician Legal Assistant Legal Secretary Legal Support Supervisor Liquor Licensing Control Administrator Litigation Support Specialist Manager of City Facilities Manager of Golf Course Operations Marketing Patron Services Manager Marketing Program Manager Media Services Manager Mobile Business Analyst Multi Media Technician Municipal Inspector I 219

1.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00

TBS7 TBS7 LTCU6 LTCU7 LTCU7 LTCU7 LTCU5 MGMT8 MGMT5 PROF4 PROF5 MGMT6 PROF4 MGMT4 PROF3 MGMT2 PROF4 MGMT9 PROF6 TBS5 TBS6 PROF5 LTCU8 MGMT10 TBS7 MGMT6 MGMT5 LTCU8 LTCU5 TBS5 TBS3 TBS7 TBS5 MGMT4 TBS8 TBS7 MGMT9 MGMT8 MGMT6 PROF7 MGMT5 INFT1 PROF4 TBS6

PAY PLAN SCHEDULES Municipal Inspector II Municipal Judge Municipal Services Worker Nature Center Director Network Administrator Network Systems Manager Online Marketing Coordinator Oracle Software Administrator Parks and Urban Design Manager Parks Maintenance Leadworker Parks Manager Parks Supervisor

6.00 1.00 1.00 1.00 1.00 1.00 0.75 1.00 1.00 6.00 1.00 4.00 15.00 2.00 0.50 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 6.00 0.75 138.00 1.00 22.00 7.00 9.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Parks Worker II

Parts Specialist Patrol Investigative Specialist Pavement Manager Payroll Administrator Performance Budget Manager Performing Arts Manager Planning Manager Plant Operator (Combined A, B, C & D) Plant Supervisor - SCADA Police Business Analyst Police Commander Police Courier Police Officer Police Property and Equipment Specialist Police Sergeant Police Services Technician Police Support Specialist Police Systems Analyst Police Systems Manager Police Systems Specialist Printing Technician Procurement Specialist Production Manager Property and Casualty Claims Manager

Public Relations Coordinator Public Relations Specialist Public Works Project Manager Purchasing Manager Records Supervisor Revenue Manager

220

TBS8 CS1 LTCU3 MGMT3 INFT1 MGMT9 PROF3 INFT3 MGMT8 LTCU8 MGMT8 MGMT5 LTCU5 LTCU5 TBS7 MGMT6 TBS9 PROF9 MGMT6 MGMT9 LTCU8,7,6,5 MGMT6 INFT1 PD3 TBS3 PD1 TBS7 PD2 TBS5 TBS4 INFT3 MGMT9 TBS9 TBS6 PROF5

MGMT3 PROF6 PROF8 PROF6 PROF8 MGMT6 MGMT3 MGMT7

PAY PLAN SCHEDULES Revenue Technician Revenue Technician Supervisor Risk Management and Wellness Technician Risk Manager Sales Tax Auditor Sales Tax Auditor Supervisor SCADA Process and Controls Technician School Programs Associate School Programs Coordinator Section 8 Program Supervisor Security Operations Officer Senior Accountant Senior Assistant City Attorney Senior Customer Service Representative Senior Database Administrator Senior Education Coordinator Senior Landscape Architect Senior Network Administrator Senior Planner Senior Web Architect Service Desk Manager Services Technician Shop Supervisor Software Application Support Specialist Soils Technician Sound Technician Special Events Coordinator Storeskeeper Stormwater Analyst Stormwater and Environmental Administrator Streets Foreman Streets Manager Streets Supervisor Streets Technician (Combined I, II, III & IV) Survey Party Chief Survey Technician II Survey Technician III Sustainability Coordinator Systems Administrator Technical Director Technical Systems Project Manager Teen Court Coordinator / Administrative Court Clerk Telecommunication Network Administrator

221

5.50 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 2.00 1.00 6.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 0.50 1.00 1.00 6.00 1.00 3.00 21.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00

TBS3 MGMT3 TBS5 MGMT7 PROF5 MGMT5 LTCU9 TBS3 MGMT2 MGMT4 TBS2 MGMT5 PROF11 TBS5 INFT5 MGMT4 PROF8 INFT3 PROF7 INFT4 MGMT7 TBS2 MGMT4 TBS8 TBS8 TBS4 PROF5 LTCU5 TBS8 MGMT6 LTCU9 MGMT8 MGMT6 LTCU3,5,6,7 MGMT4 TBS5 TBS6 PROF5 INFT2 PROF1 INFT5 TBS5 INFT1

PAY PLAN SCHEDULES Television Services Supervisor Theater Electrician Traffic Engineer Traffic Engineering Manager Traffic Signs and Marking Technician Traffic Technician Transportation Engineer Transportation Engineering Assistant Utility Billing and Rates Manager Utility Foreman Utility Service Representative Utility Supervisor Utility System Technician (Combined I, II, III & IV) Wastewater Collection Manager Water Quality Administrator Water Quality Analyst Water Quality Manager Water Resources Administrator Water Resources Analyst Water System Manager Water Treatment Manager Web Systems Administrator Youth Symphony Coordinator Total For 2014:

222

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 2.00 7.00 27.00 1.00 1.00 2.00 1.00 1.00 0.50 1.00 1.00 1.00 0.50 694.95

MGMT4 LTCU5 MGMT9 MGMT7 TBS6 LTCU5 PROF8 TBS9 MGMT7 LTCU9 TBS3 MGMT6 LTCU4,5,6,7 MGMT8 MGMT5 TBS8 MGMT8 MGMT8 PROF6 MGMT8 MGMT8 INFT2 PROF3

2013-2014 Revised biennial Operating and capital Budget

223

2013-2014 Revised biennial Operating and capital Budget

224

2013-2014 Revised biennial Operating and capital Budget

225

2013-2014 Revised biennial Operating and capital Budget

226

2013-2014 Revised biennial Operating and capital Budget

227

2013-2014 Revised biennial Operating and capital Budget

228

City of Arvada 8101 Ralston Road, Arvada, CO 80002